《外文文献翻译附原文——客户满意.doc》由会员分享，可在线阅读，更多相关《外文文献翻译附原文——客户满意.doc（4页珍藏版）》请在点石文库上搜索。

1、测量管理客户满意定义顾客满意度因为顾客满意度的概念对于许多公司是新的，因此重要的是要明确这一词意味着什么。顾客满意是顾客的期望得到满足或产品、服务超过应有的程度时对企业感知的精神状态。实现顾客满意会导致公司的忠诚和产品再购买。这个定义有一些重要的影响：因为顾客满意是一种主观的，非量化的状态，测量将不准确，将需要采样和统计分析。顾客满意度的测量必须在了解了顾客的期望和属性表现之间的差距之后进行。 顾客满意度的测量和底线结果之间必定有相关的联系。“满意”，本身就与顾客有着千丝万缕的联系。例如，它可以指任何或所有下列例子： 某一特定产品或服务质量的满意度;与正在进行的业务关系的满意度;产品或服务的价

2、格性能比的 满意度; 产品/服务的满意度，因为达到或超过客户的期望.根据企业的性质和与客户的具体关系，每个行业都可以添加到这个列表。客户满意度的测量变量会有所不同，它取决于正在研究什么类型的满意。例如，制造商通常期望按时交货和遵守规范，因此供应商采取的满意的措施应包括这些关键变量。明确界定和了解客户的满意度，可以帮助任何公司确定产品和服务创新的机会，并作为绩效考核和奖励制度的基础。它也可以作为客户满意度测量程序的基础，可以确保质量改进的结果集中在客户是最重视的问题上。顾客满意度测量方案目标客户满意度测量方案的目标,除了一个明确的定义顾客满意，任何一个成功的研究方案必须有明确的目标，一旦达成就会

3、得到等号的结果。最基本的目标应该满足任何测量程序，包括以下内容：了解所有客户的期望和要求;确定公司和其竞争对手如何满足这些期望和要求; 基于你发现的产品标准上进行服务开发;随时间变化的趋势进行检验，以便采取及时的行动; 确定优先事项和标准来判断，你如何达到这些目标;设计适当的客户满意度测量程序之前，以下基本问题必须清楚地回答：我们收集的信息将如何使用？ 如何将这一信息允许我们采取组织内部的行动呢？我们应该如何使用此信息，以保持我们的客户和寻找新的呢？必须认真考虑组织希望实现何种结果，如何将这一目标传播到整个组织并且如何使用这些信息。如果忽略顾客对于特定产品或服务的反馈不进行改变是毫无意义的。开

4、展客户满意度测量程序是一个在时间和资源方面对于组织和它的客户来说都是个负担。除非它已被精心设计，以便搜集相关和重要的信息否则从事这项工作将毫无意义。此信息必须允许该组织采取直接行动。存在一个问题，但未能找出具体原因没有比这更令人沮丧的。这个教训是双重的。首先，一般的问题往往于客户满意度测量没有帮助，至少在没有很多其他更具体的连接问题时。其次，一个优秀的客户满意度测量程序的设计比它首次设计更加困难。它需要的只是写了几个问题，设计一份问卷，打电话或邮寄一些客户，然后清点结果。附原文二：Measuring and Managing Customer SatisfactionDefining cust

5、omer satisfaction Because the concept of customer satisfaction is new to many companies, its important to be clear on exactly whats meant by the term. Customer satisfaction is the state of mind that customers have about a company when their expectations have been met or exceeded over the lifetime of

6、 the product or service. The achievement of customer satisfaction leads to company loyalty and product repurchase. There are some important implications of this definition: Because customer satisfaction is a subjective, nonquantitative state, measurement wont be exact and will require sampling and s

7、tatistical analysis. Customer satisfaction measurement must be undertaken with an understanding of the gap between customer expectations and attribute performance perceptions. There should be some connection between customer satisfaction measurement and bottom-line results. Satisfaction itself can r

8、efer to a number of different facts of the relationship with a customer. For example, it can refer to any or all of the following: Satisfaction with the quality of a particular product or service Satisfaction with an ongoing business relationship Satisfaction with the price-performance ratio of a pr

9、oduct or service Satisfaction because a product/service met or exceeded the customers expectations Each industry could add to this list according to the nature of the business and the specific relationship with the customer. Customer satisfaction measurement variables will differ depending on what t

10、ype of satisfaction is being researched. For example, manufacturers typically desire on-time delivery and adherence to specifications, so measures of satisfaction taken by suppliers should include these critical variables. Clearly defining and understanding customer satisfaction can help any company

11、 identify opportunities for product and service innovation and serve as the basis for performance appraisal and reward systems. It can also serve as the basis for a customer satisfaction surveying program that can ensure that quality improvement efforts are properly focused on issues that are most i

12、mportant to the customer.Objectives of a customer satisfaction surveying program In addition to a clear statement defining customer satisfaction, any successful surveying program must have a clear set of objectives that, once met, will lead to improved performance. The most basic objectives that sho

13、uld be met by any surveying program include the following: Understanding the expectations and requirements of all your customers Determining how well your company and its competitors are satisfying these expectations and requirements Developing service and/or product standards based on your findings

14、 Examining trends over time in order to take action on a timely basis Establishing priorities and standards to judge how well youve met these goals Before an appropriate customer satisfaction surveying program can be designed, the following basic questions must be clearly answered: How will the info

15、rmation we gather be used? How will this information allow us to take action inside the organization? How should we use this information to keep our customers and find new ones? Careful consideration must be given to what the organization hopes to accomplish, how the results will be disseminated to

16、various parts of the organization and how the information will be used. There is no point asking customers about a particular service or product if it wont or cant be changed regardless of the feedback. Conducting a customer satisfaction surveying program is a burden on the organization and its cust

17、omers in terms of time and resources. There is no point in engaging in this work unless it has been thoughtfully designed so that only relevant and important information is gathered. This information must allow the organization to take direct action. Nothing is more frustrating than having informati

18、on that indicates a problem exists but fails to isolate the specific cause. Having the purchasing department of a manufacturing firm rate the sales and service it received on its last order on a scale of 1 (terrible) to 7 (magnificent) would yield little about how to improve sales and service to the

19、 manufacturer. The lesson is twofold. First, general questions are often not that helpful in customer satisfaction measurement, at least not without many other more specific questions attached. Second, the design of an excellent customer satisfaction surveying program is more difficult than it might first appear. It requires more than just writing a few questions, designing a questionnaire, calling or mailing some customers, and then tallying the results