客戶忠誠和客戶滿足之間的關(guān)系

畢業(yè)論文（設(shè)計）外文翻譯題目：淺談客戶忠誠的培養(yǎng)一、外文原文標(biāo)題：Therelationshipbetweencustomerloyaltyandcustomersatisfaction原文：TherelationshipbetweencustomerloyaltyandcustomersatisfactionAbstract：Developsandimplementsamethodforhotelstoidentifyattributesthatwillincreasecustomerloyalty.Otherhotelscanreplicatethemethodologyusedinthisstudy.Thestudymakestheusesofthehotel'sdatabasetodrawsamplesforbothfocusgroupsandamailsurvey.Basedon564completedsurveysfromhotelguests,theauthorsfoundtherelationshipbetweencustomersatisfactionandcustomerloyaltywasnon-linear.Theauthorsusethedatatodevelopinternalbenchmarksforthehotelbasedonscoresthatwererepresentativeofloyalcustomers.Thestudymakesuseofthehotel'sdatabasetodrawsamplesforbothfocusgroupsandamailsurvey.Keywords：Customerloyalty,Customersatisfaction,Databasemarketing,HotelsItiscommonlyknownthatthereisapositiverelationshipbetweencustomerloyaltyandprofitability.ReichheldandSasser(1990)foundthatwhenacompanyretainsjust5percentmoreofitscustomers,profitsincreaseby25percentto125percent.Theirstudycaughttheattentionofbothpractitionersandresearchers,arousingagreatinterestincustomerloyalty.Gould(1995)helpedconsolidatetheinterestinloyaltythroughhisresearchthatsupportedReichheldandSasser'swork.Today,marketersareseekinginformationonhowtobuildcustomerloyalty.Theincreasedprofitfromloyaltycomesfromreducedmarketingcosts,increasedsalesandreducedoperationalcosts.Loyalcustomersarelesslikelytoswitchbecauseofpriceandtheymakemorepurchasesthansimilarnon-loyalcustomers(ReichheldandSasser,1990).Loyalcustomerswillalsohelppromoteyourhotel.Theywillprovidestrongword-of-mouth,createbusinessreferrals,providereferences,andserveonadvisoryboards.Raman(1999)states,loyalcustomersserveasa``fantasticmarketingforce''byprovidingrecommendationsandspreadingpositiveword-of-mouth;thosepartnershiplikeactivitiesarethebestavailableadvertisingacompanycanget.Loyalcustomersincreasesalesbypurchasingawidervarietyofthehotel'sproductsandbymakingmorefrequentpurchases.BowenandShoemaker(1998)foundloyalhotelcustomershadhigherfoodandbeveragepurchasesthannon-loyalcustomers.Finally,loyalcustomerscostlesstoserve,inpartbecausetheyknowtheproductandrequirelessinformation.Theyevenserveaspart-timeemployees.Theauthorshavecollectedanecdotesfromserviceemployees,statinghowloyalcustomersareeagertoserveasemployees.Loyalcustomershavebeenobservedinhotels,tellingotherguestsaboutthegreatrestaurantsinthehotels.Incasinos,customersexplaingamesandhowtheplayer'sclubworkstoothercustomers.Passengersonplaneshaveexplainedthelightningsystemortheaudiovisualsystemtootherpassengers.Thereforeloyalcustomersnotonlyrequirelessinformationthemselves,theyalsoserveasaninformationsourceforothercustomers.Buildingcustomerloyaltyisoneofthebiggestchallengesforthehotelindustry(Yesawich,1997).Thisstudyinvestigatesanddevelopsmethodsthatwillhelphotelsincreasecustomerloyalty.Purpose：Thepurposeofthisstudyistodevelopandimplementamethodforhotelstoidentifyattributesthatwillincreasecustomerloyalty.Asecondpurposeistoproduceamethodologythatcanbereplicatedbyotherhotels.Thisstudywillexploretherelationshipbetweencustomersatisfactionandcustomerloyaltyinthehotelindustry.Thestudywillalsoreexaminetheantecedentsofloyalty.Tofirstdeterminewhatcancreateloyaltytowardthesubjecthotel.Customerloyaltyisdifficulttodefine.Ingeneral,therearethreedistinctiveapproachestomeasureloyalty:behavioralmeasurements;attitudinalmeasurement;compositemeasurements.Thebehavioralmeasurementsconsiderconsistent,repetitiouspurchasebehaviorasanindicatorofloyalty.Oneproblemwiththebehavioralapproachisthatrepeatpurchasesarenotalwaystheresultofapsychologicalcommitmenttowardthebrand(TePeci,1999).becauseitisthemostconvenientlocation.Whenanewhotelopensacrossthestreet,theyswitchbecausethenewhoteloffersbettervalue.Thus,repeatpurchasedoesnotalwaysmeancommitment.Attitudinalmeasurementsuseattitudinaldatatoreflecttheemotionalandpsychologicalattachmentinherentinloyalty.Theattitudinalmeasurementsareconcernedwiththesenseofloyalty,engagementandallegiance.Thereareinstanceswhenacustomerholdsafavorableattitudetowardahotel,buthe/shedoesnotstayatthehotel(Tohetal.,1993).Aguestcouldholdahotelinhighregard,recommendthehoteltoothers,butfeelthehotelwastooexpensiveforhim/hertouseonaregularbasis.Theaboveapproachesmeasureloyaltyuni-dimensionally.Thethirdapproach,compositemeasurementsofloyalty,combinethefirsttwodimensionsandmeasureloyaltybycustomers'productpreferences,propensityofbrand-switching,frequencyofpurchase,recencyofpurchaseandtotalamountofpurchase(PritchardandHoward,1997;Hunter,1998;Wongetal.,1999).Theuseofbothattitudeandbehaviorinaloyaltydefinitionsubstantiallyincreasesthepredictivepowerofloyalty(PritchardandHoward,1997).Thetwo-dimensionalcompositemeasurementapproachhasbeenappliedandsupportedasavaluabletooltounderstandcustomerloyaltyinseveralfields,suchasretailing,recreation,upscalehotelsandairlines(Day,1969;JacobyandKyner,1973;BackmanandCrompton,1991;Pritchardetal.,1992;PritchardandHoward,1997).Theauthorsofthisstudyhaveadoptedthecompositeapproachtocustomerloyalty.Forthisstudy,loyalcustomersarecustomerswhoholdfavorableattitudestowardthecompany,committorepurchasetheproduct/service,andrecommendtheproducttoothers.SatisfactionandloyaltyTheresultsofourstudyverifiedthatcustomersatisfactiondoesnotequalcustomerloyalty.Inourstudy,satisfactionwasmeasuredbyaseven-pointLikertscale,7=verysatisfied,4=satisfied,and1=verydissatisfied.Twomeasuresofcustomerloyaltyusedinthisstudyweretherespondent'sintenttoreturnandtheirwillingnesstoperformmarketingactivities,suchasrecommendingthehoteltoothers.TableIcomparesthescoresonoverallsatisfactionwiththecustomers'willingnesstoreturnandrecommendthehotel.Theseresultsverifiedthenonlinearandasymmetricrelationshipbetweencustomersatisfactionandcustomerloyalty.BasedonCoyne(1989),therearetwocriticalthresholdsaffectingthelinkbetweensatisfactionandloyalty.Onthehighside,whensatisfactionreachesacertainlevel,loyaltyincreasesdramatically;atthesametime,whensatisfactiondeclinedtoacertainpoint,loyaltydroppedequallydramatically(Olivaetal.,1992).Inourstudy,asthecustomersatisfactionmeasurementraisesoneunitfrom6to7,thecustomerloyaltyindicesincreasebyover100percent.Furthermore,theresultsofthisstudywereconsistentwithOlivaetal.'s(1992)study;aminorchangeinsatisfactioncanleadtoasubstantialchangeinloyaltyincrement.Atotalof63percentoftherespondentswhowereverysatisfied(7)and29.8percentoftherespondents,whoscoreda(6),stronglyagreedthattheywouldrecommendthehotel,whichtheywereloyalto,whenthetopicofthehotelcameupinconversation.Theresultsshowthatascustomersatisfactiondeclinedfrom``verysatisfied''(7)toa6,thewillingnesstocommunicateapositivemessageofthehoteldroppedmorethan50percent.Managersshouldrealizethathavingsatisfiedcustomersisnotgoodenough,theymusthaveextremelysatisfiedcustomers.Moreover,asmallincreaseincustomersatisfactionboostedcustomerloyaltydramatically.Inadditiontobenefitingfromtheextremelysatisfiedcustomers'repeatpatronage,thehotelmanagerscansavetheirmarketingexpensesbecauseoftheextremesatisfiedcustomers'marketingpower.Therefore,hotelmanagersshouldnotbecontentwithhavingsatisfiedcustomers.Theyneedcustomerswhoareverysatisfied.BenefitsofloyaltyTheresultsofourstudysupportedthecontentionsthatthereisapositivecorrelationbetweenloyalcustomersandprofitability.Loyalcustomersindeedprovidemorerepeatbusinessandwerelesslikelytoshoparoundforthebestdealsthannon-loyalcustomers.Forexample,overall,therespondentsindicatedtheystayedatthisspecifichotelonly66.67percentofthetimeonreturnvisits,butamongtherespondentswhoclaimedthattheywoulddefinitelyreturn,88.52percentstayedatTheLenoxonreturnvisits.Also,morethanhalf(59percent)oftherespondents,whowoulddefinitelyreturn,didnotshoparoundbeforemakingtheirreservation,comparedtoonly5.1percentwhogaveaneutralresponsetothisquestion.Theimportanceofword-of-mouthcanneverbeoveremphasizedinthehotelindustry,sincehotelcustomerspreferpersonalinformationsources.Positiveword-of-mouthincreasesthehotel'sreliabilityanddecreasecustomer'sperceivedrisk.Theresultsshowedthatamongtherespondentswhowoulddefinitelystayatthehotelwhentheyreturntoanarea,96.9percenthadspreadpositiveword-of-mouthforthehotel.Theaveragenumberofpeopletowhomtheyhadtoldpositivethingsaboutthehotelwasanaverageof8.29people.Ontheotherhand,87.7percentoftherespondentswhoscoreda6ontheintenttoreturn,hadtoldpeoplepositivethingsaboutthehotelandonaveragetheytold6.29people.Onceagain,theresultsverifiedthatloyalcustomersindeedspreadpositiveword-of-mouthandmaderecommendations.Loyalcustomersarecriticalforthehotelbusiness.Howtocreateloyalcustomersisdeemeduniversallyanessentiallyimportanttaskforthehotelmanagers.ImplicationsforpractitionersPerformanceversusimportanceofloyaltyfactorsInordertounderstandwhichvaluablebenefitsdevelopedcustomerloyalty,thesurveyaskedthecustomerswhatattributeswoulddeveloptheirfeelingsofloyaltyandtheirratingsofhowthehotelperformedonaspecificattribute.Theresultsrevealedthatgivingcustomersnon-smokingroomsupontheirrequestwouldadvancecustomerloyaltytoagreatextent(82.3percent).Mostrespondentssaidacheck-inandcheck-outtimethatsuitedthemwouldaffecttheirloyalty(51.2percent).Similarly,almosthalfoftherespondents(49.3percent)indicatedthatiftheycouldcheckinwhentheyarrived,evenifitwasbeforecheck-intime,theirloyaltywouldbeboosted.Ontheotherhand,whenevaluatingthehotel'sperformance,theguestsperceivedthehotelperformedwellonmeetingtheirrequestsfornon-smokingrooms.However,lessthanhalfoftherespondents,37.2percent,statedtheycouldcheckinandcheckoutatthetimethatsuitedthemandonly39.2percentoftherespondentscouldcheckinbeforethedesignatedtime.IfTheLenoxcoulddevelopasystemforflexiblecheck-inandcheck-outtimestheycouldcreatestrongercustomerloyaltyamongthisgroup.FrameworkforloyaltyresearchOnepurposeofthisstudywastoprovideaframeworkforotherhotelstoreplicatethisresearchprocessfortheirownmarketingresearch.Thefollowingfourmethodsarerecommended.Thehotelshoulduseitsdatabasetoselectmembersforfocusgroupsandthesampleforasurveybasedondesiredcharacteristics.Usefocusgroupstogaininsightintotheissues.Usesurveyresearchonacontinuingbasis,asmanagerscannotmakeanyconclusivedecisionbasedonthisone-timeresult.Useinternalbenchmarkstosetnewgoals.InternalbenchmarkingBasedontheaboveanalyses,weknowthatestablishingloyalcustomersiscriticalforthehotelindustry.Nevertheless,howcanhotelmanagersbuildcustomerloyalty?Twomeasurementsweresuggestedbythisstudy:thefirstmeasurementwasthebenchmarkscoresforthefeatureswhichwouldincreasecustomerloyalty;thesecondonewasthegapbetweenexpectedserviceandperceivedservice.Benchmarkinghasbeenappliedtoimproveservicequalitysince1990.Itisamethodtoidentifythemosteffectivepracticesbyrigorouscomparisonofsimilarprocessesacrossorganizationsandevenindustries,thenadoptthemasperformancegoals(Chen,1998).Inthisstudy,ratherthandevelopthebenchmarksonthebestpracticesofothers,internalbenchmarksweredevelopedbasedonthesurveyresults.Thescoresofloyalcustomers,thosewhoindicatedtheywoulddefinitelyreturn,willbetheinternalbenchmarksformanagerstoimprovetheirservicequalitysoastoincreasecustomerloyalty.Whenthebenchmarkscoreswerereached,itdoesnotguaranteethatallthecustomerswillreturn;nevertheless,thebenchmarkscoresserveasatargetforreachingalevelthatwillcreateadditionalloyalty.Furthermore,byhavingthesebenchmarksinplace,ahotelwouldbeholdingitselftoastrictstandardsettingforthtodrivetheoverallvalueofthehotelguests.Atotalof13featureswereexpectedtobuildcustomerloyaltyinthisstudy.Amongthetopfiveattributesthathadabiggapbetweenloyalcustomersandentirerespondents,threeofthemarerelatedtohotelemployees.Forexample,``employeescommunicatetheattitudethatyourneedsareimportanttothem''hadthebiggestdiscrepancybetweenthemeansoftheentiresampleandloyalcustomer(5.52comparedto6.15).Followedby``Ifyoumakearequestatthehotel,nomatterhowlargeorsmall,itishandledappropriately''hadagapof0.61(5.40comparedto6.01).Thethirdattributewas``Whenanemployeeofthehotelsaysshe/hewilldosomething,youknowitwillgetdone''(5.65comparedto6.23).Thebenchmarkscoreswerethegoalsforhotelmanagerstoreachbecauseit'satargetlevelofcreatingadditionalloyaltyamongcustomers,especiallywhenthemanagerialeffortsweresominorandtheloyaltyeffectsweresotremendous(TableII).Forinstance,personalizedservicewasanareaofopportunityforthehotel.Trainingemployeestorecognizecustomersandtakeextracareofthemwasimperativeforthishotel.出處：JohnT.Bowen,Shiang-LihChen,(2001)"Therelationshipbetweencustomerloyaltyandcustomersatisfaction",InternationalJournalofContemporaryHospitalityManagement,Vol.13Iss:5,pp.213-217二、翻譯文章標(biāo)題：客戶忠誠和客戶滿足之間的關(guān)系譯文：客戶忠誠和客戶滿足之間的關(guān)系關(guān)鍵詞:客戶忠誠；客戶滿足；數(shù)據(jù)庫市場；酒店。摘要:本文為酒店識別提高客戶忠誠原因的方法作出了補(bǔ)充和發(fā)展，其他酒店亦可以仿照這篇文章中的方法。本文應(yīng)用酒店數(shù)據(jù)庫為兩個對照組和問卷調(diào)查做了樣本?；趯?64份來自酒店客戶的完整問卷的研究，發(fā)現(xiàn)客戶忠誠和客戶滿足之間的關(guān)系是非線性的。通過數(shù)據(jù)相對忠誠的客戶的分?jǐn)?shù)計算了酒店內(nèi)部的基準(zhǔn)點(diǎn)。這項(xiàng)研究應(yīng)用酒店數(shù)據(jù)庫為兩個對照組和問卷調(diào)查做了樣本。簡介:眾所周知，客戶忠誠和客戶滿足之間是成正比的關(guān)系。Reichheld和Sasser發(fā)現(xiàn)當(dāng)公司擁有5%的更多的客戶時，收益增加25%到125%之間。他們的研究引起了實(shí)踐者和研究者對客戶忠誠的極大興趣。Gould的支持Reichheld和Sasser的研究更加鞏固了他們的興趣。今天，商人們還在尋求贏得客戶忠誠的方法的信息。而客戶忠誠帶來的收益是通過降低市場費(fèi)用，提高銷售量和減少操作費(fèi)用實(shí)現(xiàn)的。忠誠的客戶因?yàn)閮r格的原因很少買別人的東西而且他們比相對“不忠誠”的客戶要買更多的東西（Reichheld和Sasser，1990年）。忠誠的客戶對提高你的酒店也有幫助，他們形成強(qiáng)大的口碑，給別人做參考，起到廣告的作用。忠誠的客戶就象一個很好的市場動力，因?yàn)樗麄兿騽e人推薦并且傳播了正面的口碑，他們的同伴的行為是公司最好的廣告。忠誠的客戶通過購買更多種類的產(chǎn)品以及更頻繁的購買提高了他們的購買量。Bowen和Shoemaker1998年發(fā)現(xiàn)酒店的忠誠客戶比不忠誠客戶會購買更多的食物和飲料。忠誠的客戶使得服務(wù)的花費(fèi)更少，原因是他們了解這些產(chǎn)品，所需要的信息更少。他們甚至還是兼職的被雇傭者。從服務(wù)雇工那里收集信息來說明忠誠客戶是如何熱切的像雇工一樣為公司服務(wù)。忠誠客戶出現(xiàn)在酒店里，告訴別人酒店里不錯的飯館。在賭場里，忠誠客戶向其他客人解釋怎么游戲以及玩家的俱樂部是怎么運(yùn)作的。在飛機(jī)上乘客向其他乘客介紹照明系統(tǒng)和視頻或音頻系統(tǒng)。所以說忠誠客戶不但自己所需要的信息更少，對別人來說他們又象一個信息源。建立客戶忠誠對酒店業(yè)來說是一大挑戰(zhàn)(Yesawich1997年)。這項(xiàng)研究調(diào)查提供了幫助提高酒店客戶忠誠的方法。研究目的：本文的目的之一是為酒店識別提高客戶忠誠原因的方法作出了補(bǔ)充和發(fā)展。另一個目的是提供了一個可以為其他酒店借鑒的方法。這項(xiàng)研究將探索酒店行業(yè)中客戶忠誠和客戶滿足之間的關(guān)系，來決定目標(biāo)酒店產(chǎn)生客戶忠誠的原因。什么是客戶忠誠呢？忠誠忠誠是很難定義的。通常，有三種方法來衡量忠誠：行為測度、態(tài)度測度和復(fù)合測度。行為測度需要把一致的反復(fù)的購買行為看作是忠誠的表現(xiàn)。行為方法遇到的一個問題是反復(fù)的購買有時候不是心理上對品牌的寄托（TePeci，1999年）。比如某旅行者入住某酒店只是因?yàn)榫频甑靥幏奖愕牡胤?；酒店新開張，選擇他的原因僅僅是價格優(yōu)惠。但是，反復(fù)的購買并不意味著依賴。態(tài)度測度用態(tài)度數(shù)據(jù)反映情感和心理上的忠誠。態(tài)度測度是關(guān)于忠誠的感覺，約定和忠誠的。有這樣的案例，當(dāng)客戶對某家酒店有好感但卻沒有選擇這家酒店，客戶可能對這家酒店有很高的評價并且推薦給別人，但卻覺得對自己來說太貴。第三種方法，忠誠的復(fù)合測度。將以上兩種方法和客戶的商品傾向、品牌選擇的傾向、購買的頻率、最近的購買和購買總量聯(lián)系起來。二維復(fù)合測量法在某些領(lǐng)域被當(dāng)作理解客戶忠誠的有效方法來應(yīng)用。比如零售業(yè)、娛樂業(yè)、高檔酒店以及航空(Day，1969；Jacoby和Kyner，1973；Backman和Crompton，1991；Pritchardetal，1992；Pritchard和Howard，1997)。這篇文章的作者采用了復(fù)合方法研究客戶忠誠。在此文中，忠誠的客戶是指最喜歡該公司，反復(fù)購買并且把產(chǎn)品推薦給其他人的客戶。客戶滿意與客戶忠誠之間是有區(qū)別的。研究的結(jié)果表明客戶滿足并不等于客戶忠誠。在我們的研究當(dāng)中，客戶滿足是通過“7點(diǎn)”法刻畫的。7=非常滿足，3=滿足，1=非常不滿足。這篇文章中用的兩種測量客戶忠誠的方法是被調(diào)查者再購買的意愿和他們做市場工作人員的意愿。研究結(jié)果表明客戶忠誠和客戶滿足之間是非線性和不均勻的關(guān)系?；贑oyne(1989)的研究，有兩個關(guān)鍵性的臨界值影響著客戶滿足和客戶忠誠之間的關(guān)系。在高的一邊，當(dāng)客戶滿足達(dá)到一定程度，客戶忠誠大幅度增長；同時，當(dāng)客戶滿足降到一定程度，客戶忠誠同樣大幅度下降(Olivaetal.,1992)。在我們的研究當(dāng)中，當(dāng)客戶滿足達(dá)到6~7之間，客戶忠誠增加了超過百分之百。而且我們的研究和Olivaetal在1992年的研究一致；客戶滿足的小幅度變化可以產(chǎn)生客戶忠誠的實(shí)質(zhì)性增長。被調(diào)查著中獲得7分，也就是非常滿意的人中的63%和滿意度獲得6分的人的29.8%強(qiáng)烈表示當(dāng)酒店的話題碰巧進(jìn)入談話的時候他們愿意推薦他們忠誠的酒店。結(jié)果顯示，當(dāng)滿意度從7分降到6分時，給別人這家酒店好的評價的的意愿降低的超過百分之50。管理者必須清楚他們擁有滿意的客戶是遠(yuǎn)遠(yuǎn)不夠的，他們必須要擁有非常滿意的客戶。客戶滿足很小的提高將會帶來客戶忠誠的大幅度提高，不止是受益于這些非常滿意的客戶的恩惠。由于這些非常滿意的客戶的市場力量，酒店管理者還可以減少市場花費(fèi)。所以說酒店管理者不應(yīng)滿足于擁有忠誠的客戶，他們還需要非常滿意的客戶?？蛻糁艺\對企業(yè)有非常大的益處。研究結(jié)果支持這樣一個結(jié)論：客戶忠誠和利益之間有一個正比的關(guān)系。比起不忠誠的客戶，忠誠的客戶事實(shí)上帶來更多的回頭生意并且更少的去別的地方尋找更實(shí)惠的物品?？傮w上講，被調(diào)查者中那些暗示自己還會光顧這家酒店的客戶只有66.67%是回頭客。那些聲稱自己一定會再光顧這家酒店的客戶中，88.52%的人又光顧了。并且，超過一半（事實(shí)上是59%）的聲稱自己會再光顧的被調(diào)查者都不在預(yù)定酒店前還去其他酒店考慮，而在中立回答的被調(diào)查者中，這個比例只有5.1%?？诒闹匾栽诰频陿I(yè)中是非常重要的。正面的口碑能增加酒店的可靠性，減少酒店客戶可以發(fā)現(xiàn)的風(fēng)險。研究結(jié)果顯示，在那些一旦再來這個地方就一定會回這家酒店的被調(diào)查者當(dāng)中，有96.9%的客戶都已經(jīng)為酒店傳播了正面的口碑。而那些說這家酒店好話的客戶平均每人對8.29個人說過。另外，被調(diào)查者中那些回頭客意愿得了6分的人有87.7%給別人說了這家酒店的好話，并且平均每個人對6.29個人說了好話。研究結(jié)果表明，忠誠的客戶事實(shí)上傳播了正面的口碑并且為別人作了推薦。忠誠的客戶對酒店業(yè)來說是非常重要的。怎樣創(chuàng)造忠誠的客戶被公認(rèn)為是酒店管理著最重要和必要的任務(wù)。既然客戶忠誠是如此地重要，那么哪些因素影響著客戶的忠誠呢？在本次酒店業(yè)務(wù)調(diào)查中，結(jié)果顯示給他們提供無吸煙室會極大的提高客戶忠誠（82.3%）。大多數(shù)被調(diào)查者說適合他們的登記和結(jié)算時間會影響到他們的忠誠度（51.2%）。類似的，幾乎一半的被調(diào)查者（49.3%）表示如果能在他們到達(dá)的時候就登記，即使是在登記時間之前，他們的忠誠度會提高。另外，在預(yù)期酒店的表現(xiàn)時，顧客會因無吸煙室的提供認(rèn)為酒店表現(xiàn)良好。然而，只有少于一半的被調(diào)查（37.2%）表示他們可以在適合他們的時間登記和結(jié)算。并且只有39.2%的被調(diào)查者可以在規(guī)定的時間之前登記。如果Lenox酒店能夠發(fā)明一種靈活的登記-結(jié)算時間系統(tǒng)，那么他將可以在這些人群當(dāng)中獲得更強(qiáng)大的客戶忠誠?；谝陨戏治觯覀冎澜⒖蛻糁艺\對酒店業(yè)來說是至關(guān)重要的。但是酒店管理者怎樣才能建立客戶忠誠呢？這里推薦了兩種方法。第一種方法是將要提高客戶忠誠的特征的基準(zhǔn)分?jǐn)?shù)；第二種是已有的服務(wù)和期望的服務(wù)之間的差距。自從1990年開始，基準(zhǔn)就被應(yīng)用于提高服務(wù)質(zhì)量。這種方法是通過在組織或行業(yè)間對資產(chǎn)做嚴(yán)格的比較來確定最有效的實(shí)施方法,然后就把這個方法定為行動的目標(biāo)(Chen1998年)。在這項(xiàng)研究當(dāng)中，除過為其他酒店提供最優(yōu)的實(shí)施的基準(zhǔn)，這個內(nèi)部基準(zhǔn)也是基于調(diào)查結(jié)果來制定的。那些確定成為回頭客的忠誠的客戶的分?jǐn)?shù)就成為管理者提高他們的服務(wù)質(zhì)量來提高客戶忠誠的基準(zhǔn)。如果這個基準(zhǔn)達(dá)到了，這也并不能保證所有的客戶都成為回頭客，這個基準(zhǔn)只是作為一個可以帶來更多客戶忠誠的水平的目標(biāo)。再者，有了這些基準(zhǔn)，酒店自己就會給自己一個嚴(yán)格的標(biāo)準(zhǔn)來開始推動酒店客戶的總體價值的發(fā)展。在這項(xiàng)研究中，總共有13項(xiàng)特征被認(rèn)為可以提高客戶忠誠。在忠誠客戶和全體被調(diào)查者之間有最大差距的前5項(xiàng)中，有3項(xiàng)和酒店員工有關(guān)。比如說，在整體樣本和忠誠客戶之間，員工表明“你的需要對我們非常重要”的態(tài)度極不一致，還有：“如果你在酒店提出了請求，無論是大是小，都將得到合適的處理”有著0.63的差距(5.40和6.01)。第三“只要員工說到就一定做到”差距是5.65和6.23?；鶞?zhǔn)分?jǐn)?shù)是管理者們需要達(dá)到的目標(biāo)，因?yàn)檫@是能帶來更多的客戶忠誠的水平尤其是當(dāng)管理方面需要作出的努力這么小卻能帶來客戶忠誠的這么大的提升。出處：JohnT.Bowen,Shiang-LihChen,(2001)"Therelationshipbetweencustomerloyaltyandcustomersatisfaction",InternationalJournalofContemporaryHospitalityManagement,Vol.13Iss:5,pp.213-217基于C8051F單片機(jī)直流電動機(jī)反饋控制系統(tǒng)的設(shè)計與研究基于單片機(jī)的嵌入式Web服務(wù)器的研究MOTOROLA單片機(jī)MC68HC（8）05PV8/A內(nèi)嵌EEPROM的工藝和制程方法及對良率的影響研究基于模糊控制的電阻釬焊單片機(jī)溫度控制系統(tǒng)的研制基于MCS-51系列單片機(jī)的通用控制模塊的研究基于單片機(jī)實(shí)現(xiàn)的供暖系統(tǒng)最佳啟停自校正（STR）調(diào)節(jié)器單片機(jī)控制的二級倒立擺系統(tǒng)的研究基于增強(qiáng)型51系列單片機(jī)的TCP/IP協(xié)議棧的實(shí)現(xiàn)基于單片機(jī)的蓄電池自動監(jiān)測系統(tǒng)基于32位嵌入式單片機(jī)系統(tǒng)的圖像采集與處理技術(shù)的研究基于單片機(jī)的作物營養(yǎng)診斷專家系統(tǒng)的研究基于單片機(jī)的交流伺服電機(jī)運(yùn)動控制系統(tǒng)研究與開發(fā)基于單片機(jī)的泵管內(nèi)壁硬度測試儀的研制基于單片機(jī)的自動找平控制系統(tǒng)研究基于C8051F040單片機(jī)的嵌入式系統(tǒng)開發(fā)基于單片機(jī)的液壓動力系統(tǒng)狀態(tài)監(jiān)測儀開發(fā)模糊Smith智能控制方法的研究及其單片機(jī)實(shí)現(xiàn)一種基于單片機(jī)的軸快流CO〈,2〉激光器的手持控制面板的研制基于雙單片機(jī)沖床數(shù)控系統(tǒng)的研究基于CYGNAL單片機(jī)的在線間歇式濁度儀的研制基于單片機(jī)的噴油泵試驗(yàn)臺控制器的研制基于單片機(jī)的軟起動器的研究和設(shè)計基于單片機(jī)控制的高速快走絲電火花線切割機(jī)床短循環(huán)走絲方式研究基于單片機(jī)的機(jī)電產(chǎn)品控制系統(tǒng)開發(fā)基于PIC單片機(jī)的智能手機(jī)充電器基于單片機(jī)的實(shí)時內(nèi)核設(shè)計及其應(yīng)用研究基于單片機(jī)的遠(yuǎn)程抄表系統(tǒng)的設(shè)計與研究基于單片機(jī)的煙氣二氧化硫濃度檢測儀的研制基于微型光譜儀的單片機(jī)系統(tǒng)單片機(jī)系統(tǒng)軟件構(gòu)件開發(fā)的技術(shù)研究基于單片機(jī)的液體點(diǎn)滴速度自動檢測儀的研制基于單片機(jī)系統(tǒng)的多功能溫度測量儀的研制基于PIC單片機(jī)的電能采集終端的設(shè)計和應(yīng)用基于單片機(jī)的光纖光柵解調(diào)儀的研制氣壓式線性摩擦焊機(jī)單片機(jī)控制系統(tǒng)的研制基于單片機(jī)的數(shù)字磁通門傳感器基于單片機(jī)的旋轉(zhuǎn)變壓器-數(shù)字轉(zhuǎn)換器的研究基于單片機(jī)的光纖Bragg光柵解調(diào)系統(tǒng)的研究單片機(jī)控制的便攜式多功能乳腺治療儀的研制基于C8051F020單片機(jī)的多生理信號檢測儀基于單片機(jī)的電機(jī)運(yùn)動控制系統(tǒng)設(shè)計Pico專用單片機(jī)核的可測性設(shè)計研究基于MCS-51單片機(jī)的熱量計基于雙單片機(jī)的智能遙測微型氣象站MCS-51單片機(jī)構(gòu)建機(jī)器人的實(shí)踐研究基于單片機(jī)的輪軌力檢測基于單片機(jī)的GPS定位儀的研究與實(shí)現(xiàn)基于單片機(jī)的電液伺服控制系統(tǒng)用于單片機(jī)系統(tǒng)的MMC卡文件系統(tǒng)研制基于單片機(jī)的時控和計數(shù)系統(tǒng)性能優(yōu)化的研究基于單片機(jī)和CPLD的粗光柵位移測量系統(tǒng)研究單片機(jī)控制的后備式方波UPS提升高職學(xué)生單片機(jī)應(yīng)用能力的探究基于單片機(jī)控制的自動低頻減載裝置研究基于單片機(jī)控制的水下焊接電源的研究基于單片機(jī)的多通道數(shù)據(jù)采集系統(tǒng)基于uPSD3234單片機(jī)的氚表面污染測量儀的研制基于單片機(jī)的紅外測油儀的研究96系列單片機(jī)仿真器研究與設(shè)計基于單片機(jī)的單晶金剛石刀具刃磨設(shè)備的數(shù)控改造基于單片機(jī)的溫度智能控制系統(tǒng)的設(shè)計與實(shí)現(xiàn)基于MSP430單片機(jī)的電梯門機(jī)控制器的研制基于單片機(jī)的氣體測漏儀的研究基于三菱M16C/6N系列單片機(jī)的CAN/USB協(xié)議轉(zhuǎn)換器基于單片機(jī)和DSP的變壓器油色譜在線監(jiān)測技術(shù)研究基于單片機(jī)的膛壁溫度報警系統(tǒng)設(shè)計基于AVR單片機(jī)的低壓無功補(bǔ)償控制器的設(shè)計基于單片機(jī)船舶電力推進(jìn)電機(jī)監(jiān)測系統(tǒng)基于單片機(jī)網(wǎng)絡(luò)的振動信號的采集系統(tǒng)基于單片機(jī)的大容量數(shù)據(jù)存儲技術(shù)的應(yīng)用研究基于單片機(jī)的疊圖機(jī)研究與教學(xué)方法實(shí)踐基于單片機(jī)嵌入式Web服務(wù)器技術(shù)的研究及實(shí)現(xiàn)基于AT89S52單片機(jī)的通用數(shù)據(jù)采集系統(tǒng)基于單片機(jī)的多道脈沖幅度分析儀研究機(jī)器人旋轉(zhuǎn)電弧傳感角焊縫跟蹤單片機(jī)控制系統(tǒng)基于單片機(jī)的控制系統(tǒng)在PLC虛擬教學(xué)實(shí)驗(yàn)中的應(yīng)用研究基于單片機(jī)系統(tǒng)的網(wǎng)絡(luò)通信研究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