外文翻譯-客戶

外文原文：Therelationshipsofcustomersatisfaction,customerloyalty,and

profitability:anempiricalstudyThispaper'spurposeistoillustratetherelationshipofprofitabilitytointermediate,customer-relatedoutcomesthatmanagerscaninfluencedirectly.Itispredominantlyageneralmanagementdiscussion,consistentwiththeNordicSchool'sviewthatservicesarehighlyinterdisciplinary,requiringa"servicemanagement"approach(seeGronroos,1984,1991).Itsfindingssupportthetheorythatcustomersatisfactionisrelatedtocustomerloyalty,whichinturnisrelatedtoprofitability(Heskettetal.,1994,anddiscussedinStorbackaetal.,1994).Whilethistheoryhasbeenadvocatedforservicefirmsasaclass,thispaperpresentsanempiricalanalysisofoneretailbank,limitingthefindings'generalizability.Theserviceprofitchain(Heskettetal.,1994)hypothesizesthat:Customersatisfaction-->customerloyalty-->profitability.Theresearchpresentedhere,whileunabletodemonstratecausalitybecauseofitsrelianceonOLSregressionofcross-sectionaldata,doesillustratethatcustomersatisfaction,customerloyalty,andprofitabilityarerelatedtooneanother.Thus:Customersatisfaction<-->customerloyalty<-->profitability.Tothisend,thisresearchexaminedtwohypotheses:H1:Customersatisfactionisrelatedtocustomerloyalty.H2:Customerloyaltyisrelatedtoprofitability.Thisresearchintentionallyfocusesatarelativelyhighlevelofabstractioninanefforttocontributetothegrowingbodyoftheoreticalandempiricalknowledgeontherelationshipsamongcustomersatisfaction,customerloyalty,andprofitability(seeHeskettetal.,1994;Nelsonetal.,1992;RustandZahorik,1991;Storbackaetal.,1994,amongothers).SuchresearchiscalledforinapaperauthoredbyStorbackaetal.(1994)publishedinthisjournal.RelevantliteratureTheliteraturepertainingtorelationshipsamongcustomersatisfaction,customerloyalty,andprofitabilitycanbedividedintotwogroups.Thefirst,servicemanagementliterature,proposesthatcustomersatisfactioninfluencescustomerloyalty,whichinturnaffectsprofitability.ProponentsofthistheoryincluderesearcherssuchasAndersonandFornell(1994);Gummesson(1993);Heskettetal.(1990);Heskettetal.(1994);ReicheldandSasser(1990);Rust,etal.(1995);SchneiderandBowen(1995);Storbackaetal.(1994);andZeithamletal.(1990).Theseresearchersdiscussthelinksbetweensatisfaction,loyalty,andprofitability.Statistically-drivenexaminationoftheselinkshasbeeninitiatedbyNelsonetal.(1992),whodemonstratedtherelationshipofcustomersatisfactiontoprofitabilityamonghospitals,andRustandZahorik(1991),whoexaminetherelationshipofcustomersatisfactiontocustomerretentioninretailbanking.TheBankAdministrationInstitutehasalsoexploredtheseideas,inparticularRothandvanderVelde(1990,1991)[1].Theservicemanagementliteraturearguesthatcustomersatisfactionistheresultofacustomer'sperceptionofthevaluereceivedinatransactionorrelationship-wherevalueequalsperceivedservicequalityrelativetopriceandcustomeracquisitioncosts(seeBlanchardandGalloway,1994;Heskettetal.,1990)-relativetothevalueexpectedfromtransactionsorrelationshipswithcompetingvendors(Zeithamletal.,1990).Loyaltybehaviours,includingrelationshipcontinuance,increasedscaleorscopeofrelationship,andrecommendation(wordofmouthadvertising)resultfromcustomers'beliefsthatthequantityofvaluereceivedfromonesupplierisgreaterthanthatavailablefromothersuppliers.Loyalty,inoneormoreoftheformsnotedabove,createsincreasedprofitthroughenhancedrevenues,reducedcoststoacquirecustomers,lowercustomer-pricesensitivity,anddecreasedcoststoservecustomersfamiliarwithafirm'sservicedeliverysystem(seeReicheldandSasser,1990).Thesecondrelevantliteratureisfoundinthemarketingdomain.Itdiscussestheimpactofcustomersatisfactiononcustomerloyalty.Yi's"Criticalreviewofcustomersatisfaction"(1990)concludes,"Manystudiesfoundthatcustomersatisfactioninfluencespurchaseintentionsaswellaspost-purchaseattitude"(p.104).Themarketingliteraturesuggeststhatcustomerloyaltycanbedefinedintwodistinctways(JacobyandKyner,1973).Thefirstdefinesloyaltyasanattitude.Differentfeelingscreateanindividual'soverallattachmenttoaproduct,service,ororganization(seeFornier,1994).Thesefeelingsdefinetheindividual's(purelycognitive)degreeofloyalty.Theseconddefinitionofloyaltyisbehavioural.Examplesofloyaltybehaviourincludecontinuingtopurchaseservicesfromthesamesupplier,increasingthescaleandorscopeofarelationship,ortheactofrecommendation(Yi,1990).Thebehaviouralviewofloyaltyissimilartoloyaltyasdefinedintheservicemanagementliterature.Thisstudyexaminesbehavioural,ratherthanattitudinal,loyalty(suchasintenttorepurchase).Thisapproachisintended,first,toincludebehaviouralloyaltyintheconceptualizationofcustomerloyaltythathasbeenlinkedtocustomersatisfaction,andsecond,tomakethedemonstratedsatisfaction/loyaltyrelationshipimmediatelyaccessibletomanagersinterestedincustomerbehaviourslinkedtofirmperformance.Boththeservicemanagementandthemarketingliteraturessuggestthatthereisastrongtheoreticalunderpinningforanempiricalexplorationofthelinkagesamongcustomersatisfaction,customerloyalty,andprofitability.Therelativelysmallquantityofempiricalresearchperformedontheserelationshipstodate(Storbackaetal.,1994)isprobablytheresultofthepaucityoforganizations'measuring"soft"issues,suchascustomersatisfactionandcustomerloyalty,inmeaningfulways.ThedatasetCustomersatisfactiondatawerecollectedfrom12,000retail-bankingcustomersat59divisions(geographicbusinessunitscomposedofmultiplebranches).Thesamplewasdrawnfromdivisionsrepresenting73percentofallhouseholdsservedbythebank[2].Alldivisionsexaminedhadbeenpartofthebankforatleastoneyear.Allsurveydatawereaggregatedatthedivisionlevel.Theuseofdivisionsasthelevelofanalysisisconsistentwiththesubjectbank'sphilosophyencouragingdivisionleaderstomanagetheiroperationsindependentlywhilesharingbestpractices.Thedivisionsmaintainindependentpricing,policiesandprocedures,toolstoaidinthedeliveryofcustomerservice,rewardandrecognitionsystems,andcultures.Withineachdivision,thesamevariablesarerelativelystandardized.Thusvariationinlevelsofcustomersatisfactioncanbeexpectedatthedivisionlevel.Theuseofdivisionsastheunitofanalysisisalsoconsistentwiththenatureofacustomer'sbankingrelationshipatthisbankandmanyotherlargeUSbankstoday.Whileinthepastacustomer'srelationshipwaspredominantlywiththelocalbranch,theintroductionofautomatictellermachinesandcentralizedtelephonecustomerservicecentreshasresultedinmanycustomerswhorarelytransactbusinessatabranch.Whenphysicalpresenceatabranchisnecessary,itneednotbeattheparticularbranchwhereanaccountwasopened.Servicerecovery,animportantaspectofacustomer/service-organizationrelationship(Heskettetal.,1990),isatleastaslikelytooccurthroughacentralizedtelephonecustomerservicecentreasthroughalocalbranch.Thusmanycustomers'serviceexperienceisprobablydrivenbycontactwithavarietyofpointsbeyondthelocalbranchandthuscapturedatthedivisionlevel.Thishypothesis,combinedwiththesubjectbank'sorganizationstructurestressingtheautonomyofitsdivisions,supportstheuseofthedivisionasunitofanalysisforthisresearch.Satisfactiondatawerecollectedthroughaconfidentialfourquestionnairedevelopedbythebankandamarketresearchfirm.Thesurveyposedquestionsabouteachcustomer'slevelofsatisfactionwithaspectsofserviceandprice,andsoliciteddemographicinformation(seeAppendix1).SurveysweremailedtorandomlyselectedcustomersinJanuary1994[3].Customer-satisfactionsurveyrespondentdemographicsdonotidenticallymatchthebank'spopulationasestimatedbymanagement.Respondentsmoreheavilyrepresentolder,less-affluentcustomers.Toensurethattheresultsofthisstudy'sanalyseswerenotinfluencedbythesediscrepancies,keyanalyseswereperformedfordemographicsubgroupscategorizedbyrespondentageandrespondenthouseholdincome.Relationshipssupportinghypothesesoneandtwocanbeinferredforalmosteverydemographicsubgroup,suggestingthatthefindingsbasedonthedatasetasawholearerepresentative.Customerloyaltydatawerecollectedbythedivisionsonbothretention(lengthofrelationship)andcrosssell(depthofrelationship).Profitabilitydataforeachdivisionwereprovidedbythebank'streasuryfunction.MethodOLSregressionisusedtoexaminethehypothesizedrelationships.Toincreasetheinternalvalidityoftheresults,multiplemeasuresofsatisfaction,loyalty,andprofitabilitywereexaminedwheneverpossible.TableIillustratesthesemultiplemeasures;descriptionsfollowinthetext.MeasuresofcustomersatisfactionCustomersatisfactionwasmeasuredintwoways.Thefirstmeasureconsistsofresponsestoasinglequestiononthecustomer-satisfactionquestionnaire:"Overall,howsatisfiedareyouwith[thebank]?"Responsesforallsatisfactionquestionsweremadeon1-7Likert-typescaleslabelled"verysatisfied"(1)and"verydissatisfied"(7)ateachextreme.Theproblemsassociatedwiththeuseofasingleresponsevariableweremitigatedby:thesimplicityofthequestion;andYi's(1990)suggestionthatasingleoverallsatisfactionmeasurescoredasthisonewasis"reasonablyvalid"(p.71).Thesecondindicatorofcustomersatisfaction,satisfactionwithserviceandsatisfactionwithprice(measuredindependentlyasthe"serviceindex"andthe"priceindex")wasdevelopedfromtheoriesfoundintheservicemanagementliterature(Heskettetal.,1994;SchneiderandBowen,1995).Simplified,thesetheoriesstatethatperceivedvalueisafunctionofperceivedqualityandprice,andthatdifferinglevelsofperceivedvalueresultindifferinglevelsofcustomersatisfaction.MeasuresofcustomerloyaltyMeasuresofcustomerloyaltywereselectedbecausetheyreflectedbothlength(retention)anddepth(crosssell)ofthebank-customerrelationship.Lengthofrelationshipisreportedbybothdivision-reportedcustomerretentionrates(percentageofcustomerswhoremainedcustomersduring1993)andmeancustomer-reportedrelationshiptenure.Relationshipdepthismeasuredbydivisioncross-sellrates,whichrecordthepercentageofcustomerhouseholdswithmultipleaccounts(accountcrosssell)ormultipleservices(servicecrosssell).MeasuresofprofitabilityProfitabilitymeasuresweredeterminedbasedontheirhypothesizedrelationshiptocustomersatisfactionandloyalty.Bothofthemeasuresused,ROAandNIE/Rev(non-interestexpenseasapercentageoftotalrevenue),reflectprofitattheindividualdivision.SeeRoth(1993)forananalysisofsimilarperformancemeasuresinservicefirms.Giventheintentofthisstudy,NIE/RevispreferredtoROAasamoreappropriatemeasureofprofitability.Retailbankprofitcanbeseparatedinto,first,theresultsofoperations(revenue-enhancingaswellascost-incurring)whichinfluenceexpensesandrevenuesthatarenotsensitivetointerestrates,andsecond,treasuryactivities,whichinfluenceinterest-sensitivecostsandrevenues.Thispaperaddressesprimarilynon-interest-sensitivecomponentsofprofitability,hypothesizedtorelatetocustomerloyalty.ROAcontainsbothinterest-sensitiveandnon-interest-sensitivecomponents,whileNIE/Revisgeneratedonlyfromnon-interest-sensitivecosts(therevenueportionofNIE/Revmaybesomewhatrelatedtocustomer-relevantinterestrates).Appendix1discussesROA,NIE/Revandtheothermeasuresusedinmoredetail.ControlvariablesControlvariableswereincludedincertainanalyses.Thesewereeitherdemographic(householdincome)orexperiential(thecustomerhavingcontactedthebankwithaquestionorprobleminthepastyear,orconsideringthebankthecustomer'sprimarybank).ControlvariablequestionsandresponseformatsareincludedinAppendix2.ResultsTheresultsencouragetheinferenceofrelationshipsbetweencustomersatisfactionandcustomerretention,andbetweencustomerretentionandprofitability.Theconsistencyofthefindingsamongthemultiplemeasuresreinforcesthisconclusion.TableIIpresentsthesatisfaction/loyaltyrelationshipresultsintheformofOLSregressionoutput,whileFigure1illustratesthesamerelationship(simplified)graphically.Table IIIpresentstheloyalty/profitability relationshipresultsinanOLSregressionformat, andFigure2graphicallyrepresents thesefindings(alsosimplified).Customersatisfaction/customerloyaltyrelationshipTheregressionresultssupporttheinferenceofacustomersatisfaction/customerloyaltyrelationship.Further,theyillustratethatcustomersatisfactionmayberesponsibleforasmuchas37percentofthedifferenceincustomerloyaltylevelsamongthedivisionsexamined,holdingconstant,first,recentcontactwiththebankaboutaquestionorproblem,and,second,householdincome(seeRsquareofregression1a).Varianceexplainedof 37percentisparticularlyhighgivenpotentialactivitiesofcompetitorsandnon-bank-relatedfactorswhichmayinfluencebothcustomersatisfactionandloyaltythatarenotincludedasvariablesintheregression.Thehypothesizedsatisfaction/loyaltyrelationshipisevidentforthefourmeasuresofcustomerloyaltyandforbothmeasuresofcustomersatisfaction.However,theresultsareambiguousregardingtheroleofpricesatisfactioninpredictingcustomer loyalty. Thepriceindexisnotstatisticallysignificantfor twoofthefourrelationshipsexamined(regressions1band2b).Further,thecoefficientestimateforpriceis positiveinthreeofthefourrelationships(regressions 2b,3b,and4b)whenanegativecoefficientwouldbeexpectedCustomer-reportedrelationshiptenureGiventhescoringmethods(seeAppendix2).Whileplausible,aconclusionofreverseprice-sensitivityisrejectedbecauseof,first,thelackofstatisticalsignificanceforoneofthethreenegativepricecoefficients,andsecond,theinstabilityoftheprice-indexcoefficient,whichreversesfromnegative(inregression1b)topositive(inregressions2b,3b,and4b).Thislackofstatisticalsignificanceandcoefficient-signstabilitymaybeduetoprice-insensitivityamongthebank'scustomers.Thebankhastargetedalessprice-sensitivecustomerbasebypositioningitselfasaservice-orientedinstitutionandpricingitsproductsandservicesatmarket-averageorhigherlevels.However,giventhebank'scustomers'reportedmeanhouseholdincome(between$25,001and$50,000),itisclearlynotattractinga"carriagetrade"clientele.Thusitmaybemorereasonabletosuggestthatcustomersareprice-insensitiveatcurrentpricinglevels.Ifthishypothesisiscorrect,priceremainsanimportantcomponentofvalueand(theoretically)adriverofsatisfactionandassociatedbehaviours.出處：RogerHallowell.HarvardBusinessSchool,Boston,MA,USA27.Therelationshipsofcustomersatisfaction,customerloyalty,andprofitability:anempiricalstudy.SubmittedJune1995.RevisedFebruary1996P1—17中文譯文客戶之間的關(guān)系滿意,顧客忠誠度,和盈利能力的辦法進(jìn)行實(shí)證研究本文的目的是為了說明獲利的關(guān)系國際——調(diào)和，這一直接影響顧客及經(jīng)紀(jì)人的關(guān)系的因素。它主要是一個(gè)普遍的管理討論,它符合北歐學(xué)校的觀點(diǎn)。服務(wù)高度被稱為交叉學(xué)科,它需要一種“服務(wù)管理”的方法(見格朗魯斯,1988年,1991)。其研究結(jié)果支持這一理論認(rèn)為,客戶的滿意造就顧客忠誠度,從而得到利潤(赫斯科特于1994年論述于《1994年6月初版》)。雖然這理論主張對(duì)他們作為一個(gè)階級(jí)服務(wù)公司,實(shí)證分析的結(jié)果限制了零售銀行的推廣。在這一服務(wù)利潤鏈中假設(shè)：客戶滿意度--＞顧客的忠誠度--＞利潤。這里介紹的研究,無法證明因果關(guān)系,因?yàn)樗蕾嚨臋M截面數(shù)據(jù),回歸OLS確實(shí)說明,顧客滿意,顧客忠誠度,和利潤彼此都有所關(guān)聯(lián)。同時(shí)，客戶滿意度＜--＞顧客的忠誠度＜--＞利潤。為此，這一研究就是針對(duì)了這兩假設(shè)Hl：客戶的滿意是與顧客的忠誠度。H2:顧客的忠誠度與利潤。本研究故意以一種相對(duì)較快的抽象層次的努力有助于越來越多的理論和實(shí)證知識(shí)之間的關(guān)系,客戶滿意,顧客忠誠度,和利潤(見赫斯科特納爾遜蘇達(dá)權(quán)等，1994年成立;蘇達(dá)權(quán)等，1992;防銹、Zahorik,1991年成立;儲(chǔ)藏背后蘇達(dá)權(quán)等，1994年,在其它之中)。這種研究論文唄稱為儲(chǔ)藏背后度學(xué)組。(1994)刊登在雜志上。相關(guān)文獻(xiàn)有關(guān)文獻(xiàn)中提到，客戶滿意，顧客忠誠度，和利潤可分為兩組。第一，服務(wù)管理文獻(xiàn)中，顧客滿意，提出了影響顧客忠誠度，從而影響利潤。這一理論的支持者包括研究人員如安德森和Fornell(1994);Gummesson(1993);Heskett孫俐。(1990);Heskett孫俐。(1994);Reicheld和Sasser(1990);鐵銹，羅卓荊。(1995)、施耐德和鮑文Storbacka(1995)、疾病學(xué)組。(1994),Zeithaml孫俐。(1990)。這些研究人員討論滿意，忠誠之間的聯(lián)系，和獲利能力。統(tǒng)計(jì)系統(tǒng)檢查到這些鏈接已經(jīng)發(fā)起尼爾森孫俐。(1992)，證明顧客的滿意度的關(guān)系對(duì)盈利能力，防銹，醫(yī)院間》(1991)Zahorik察看人顧客滿意度的關(guān)系在零售銀行顧客保留。銀行管理學(xué)院驗(yàn)證了這些觀點(diǎn)的人，特別是德國和范?羅斯的Velde（1990,1991）［l］。服務(wù)管理文獻(xiàn)認(rèn)為,顧客滿意是由于顧客的感知價(jià)值收到交易或關(guān)系,使價(jià)值等于感知服務(wù)質(zhì)量素質(zhì)相對(duì)價(jià)格及獲取客戶的成本（見約翰?布朗奇德和蓋羅維,1994年,赫斯科特.蘇達(dá)權(quán)等,1990）——相對(duì)價(jià)值交易或者關(guān)系預(yù)期與競爭對(duì)手的供應(yīng)商（Zeithaml蘇達(dá)權(quán)等，1990）。忠誠行為,包括關(guān)系延續(xù)，增加規(guī)?；蚍秶年P(guān)系,和推薦信（口碑廣告）結(jié)果的信念與客戶價(jià)值的數(shù)量收到一個(gè)供應(yīng)商,比可以從其他供應(yīng)商提供的費(fèi)率。忠誠,在一個(gè)或多個(gè)形式上面提到的,創(chuàng)造利潤增加通過加強(qiáng)收入，降低成本獲取客戶，較低的customer-price靈敏度、減少成本服務(wù)客戶熟悉公司的服務(wù)操作系統(tǒng)（見Reicheld和震蕩波，1990）。第二次文獻(xiàn)發(fā)現(xiàn)于營銷領(lǐng)域。論述了顧客滿意度的影響在顧客的忠誠度。易建聯(lián)的”的評(píng)論顧客滿意”（1990）訂立后，“許多研究發(fā)現(xiàn)顧客滿意度影響購買意向以及售后態(tài)度”8。104）。營銷文學(xué)建議消費(fèi)者忠誠度可被定義兩種完全不同的方式（Jacoby和Kyner,1973）。第一個(gè)定義了忠心為一種態(tài)度。不同的感受創(chuàng)造一個(gè)個(gè)人的整體附件產(chǎn)品、服務(wù)或組織（見Fornier,1994年）。這些情感定義人的（純粹的認(rèn)知）程度的忠誠。第二個(gè)定義的忠誠是行為。行為的忠誠的例子包括繼續(xù)購買服務(wù)，從同一供應(yīng)商，規(guī)模日益增大或范圍的行為的朋友關(guān)系，或推薦信（易建聯(lián)，1990）。忠誠是行為的觀點(diǎn)與所定義的忠誠服務(wù)管理文學(xué)。這種方法的本意，第一，包括行為忠誠顧客忠誠度的觀念化聯(lián)系了顧客滿意度，和第二，使展現(xiàn)滿意/忠誠關(guān)系經(jīng)理，立馬就感興趣與公司業(yè)績客戶行為。兩個(gè)服務(wù)管理和營銷文獻(xiàn)顯示，有一種強(qiáng)烈的理論基礎(chǔ)實(shí)證的探索為機(jī)構(gòu)之間架起溝通的客戶滿意，顧客忠誠度，和利潤。相對(duì)少量的實(shí)證研究在這些關(guān)系進(jìn)行Storbacka日期（蘇達(dá)權(quán)等），2001年的結(jié)果可能是與外界隔絕。而組織的測(cè)量的“軟”的問題，比如客戶滿意度和顧客忠誠度，以有意義的方式。數(shù)據(jù)集客戶滿意度數(shù)據(jù)收集資料，共收回有效客戶從12000零售-金融59部門（地理業(yè)務(wù)單位有多個(gè)機(jī)構(gòu)）。來自部門樣品代表了73%的家庭提供的銀行［2］。所檢查部門都已經(jīng)參與了銀行一年以上。全部調(diào)查數(shù)據(jù)聚集在分區(qū)的水平。使用按著層次的分析的結(jié)果是一致的銀行的哲學(xué)主題來控制他們的領(lǐng)導(dǎo)人鼓勵(lì)分工獨(dú)立操作當(dāng)分享最好的實(shí)踐經(jīng)驗(yàn)。各部門保持獨(dú)立定價(jià)、政策和程序、工具,以援助在交貨的客戶服務(wù),獎(jiǎng)勵(lì)和表揚(yáng)系統(tǒng)和文化。在每個(gè)部門,同樣的變量相對(duì)規(guī)范。因此顧客滿意度水平的變化將會(huì)在分區(qū)的水平。使用單位部門一致的分析與自然關(guān)系的銀行客戶在這個(gè)銀行和許多其他大型美國銀行今天。而在過去主要客戶的關(guān)系與當(dāng)?shù)胤种?引入自動(dòng)取款機(jī)和集中電話客戶服務(wù)中心已經(jīng)導(dǎo)致許多客戶交易的人經(jīng)常在一個(gè)分支。體質(zhì)出現(xiàn)在一個(gè)分支是必要的,就不需要在特定的函數(shù)在一個(gè)帳戶被打開了。服務(wù)補(bǔ)救、一個(gè)很重要的方面的顧客/服務(wù)-組織的關(guān)系（Heskett蘇達(dá)權(quán)等，1990年），至少是一樣可能集中發(fā)生,通過電話的客戶服務(wù)中心,通過當(dāng)?shù)氐姆止?。因此許多客戶服務(wù)經(jīng)驗(yàn)可能是被接觸各種各樣的分超越地方分會(huì)，從而捕獲分區(qū)的水平。這一假說，結(jié)合學(xué)科銀行的組織結(jié)構(gòu)強(qiáng)調(diào)自主性的特色，支持使用級(jí)別對(duì)這項(xiàng)研究的分析單位。滿意方式收集資料，共收回有效問卷調(diào)查，通過保密的激烈而形成的銀行和市場(chǎng)研究公司。提出問題的調(diào)查每一個(gè)客戶的滿意程度方面的服務(wù)與價(jià)格的人口統(tǒng)計(jì)資料，并聽?。ㄒ姼郊?）。調(diào)查是寄給客戶隨機(jī)選取1994年1月［3］。人口調(diào)查Customer-satisfaction被不一致的人口與銀行估計(jì)管