市场营销毕业论文中英文文献.doc

Ten Lessons for Improving Service Quality Leonard Berry, A. Parasuraman, and Valarie Zeithaml, 2003 03-104Between 1983 and 1993, Berry, Parasuraman, and Zeithaml conducted a comprehensive, five-phase study of service quality in America under the sponsorship of the Marketing Science Institute. They have published a series of MSI monographs, journal articles, and several books based on this research. They reflected on their research journey in an MSI commentary that was published in 1993 and republished in 1994 by the Academy of Management Executive, and is now reprinted here. In the preface below they re-visit their reflections of ten years ago. PrefaceQuality service helps a company to maximize benefits and minimize burdens for customersthe essence of delivering value. Because it is important to most customers and defies imitation by competitors, quality service offers a key competitive advantage. Indeed, firms in every industry have demonstrated the differentiating power of excellent service. Yet, despite this, price competition seems to dominate company efforts to provide value. The meteoric growth of Wal-Mart Storesand the tendency of many firms to lower prices as a first response to softening demandhas focused so much marketing energy on price competition that it has become difficult not to assume that customers care only about price. A singular focus on price competition means that the firm is competing only on the “burden” component of value and ignoring the “benefit” component. Rather than investing in quality service to “decommoditize” the business, firms are emphasizing low price which serves to further “commoditize” the business. Service in America would be much improved if managers would embrace one central operating principle: the tougher the price competition in our industry, the more important quality service is to our companybecause superb service gives customers non-price reasons to do business with us. In 1993, our purpose in writing a commentary was to consider our research findings and experience holistically as a foundation for offering guidelines to managers on improving service. We presented our guidance in the form of service quality “lessons,” identifying ten that applied across service industries and were essential to service improvement. They are as follows: 1.Lesson of listening understand what customers really want through continuous learning about the expectations and perceptions of customers and noncustomers ( e.g.by means of a service quality information system).2.Lesson of reliabilityreliability is the single most important dimension of service quality and must be a service priority. 3.Lesson of basic serviceservice companies must deliver the basics and do what they are supposed to dokeep promises, use common sense, listen to customers informed, and be determined to deliver value to customers.4.Lesson of service designdevelop a holistic view of the service while managing its many details.5.Lesson of recoveryto satisfy customers who encounter a service problem, service companies should encourage customers to complain ( and make it easy for them to do so), respond quickly and personality, and develop a problem resolution system.6.Lesson of surprising customersalthough reliability is the most important dimension in meeting customers service expectations, process dimensions( e.g. assurance responsiveness, and empathy) are most important in exceeding customer expectations, for example, by surprising them with uncommon swiftness, grace, courtesy, competence, commitment, and understanding.7.Lesson of fair play service companies must make special efforts to be fair and to demonstrate fairness to customers and employees.8.Lesson of teamworkteamwork is what enable large organizations to deliver service with care and attentiveness by improving employee motivation and capabilities.9.Lesson of employee researchconduct research with employees to reveal why service problems occur and what companies must do to solve problems.10.Lesson of servant leadershipquality service comes from inspired leadership throughout the organization; from the effective use of information and technology; and from a slow-to-change, invisible, all-powerful, internal force called corporate culture. In our view, these ten lessons represented the foundation for service improvement. The potential for service improvement is diminished if even one of these ten essentials is missing. In our view, these ten lessons represented the foundation for service improvement. The potential for service improvement is diminished if even one of these ten essentials is missing. After ten years, the question of course is, Are the lessons still relevant? Do they still apply to American firms? We believe they do and wish more businesses had heeded them during the past ten years. Indeed, these lessons have stood the test of time; our regret is that so many firms have ignored them. Read, for example, the “Fair Play” section and ask yourself, Would the major airlines be in such financial distress today had they paid more attention to fundamental fairness? Many point to the September 11, 2001 terrorist attack as the beginning of the airline industrys troubles. In fact, the airlines began alienating frequent business travelers long before that, with anti-consumer policies that took advantage of business travelers inability to plan their travel weeks in advance. An industry that charges one customer $300 and another $1,300 for seats in the same class on the same flightwith the only difference the timing of the reservationcannot and will not earn the confidence and loyalty of customers. As we write in the paper, “Customers expect service companies to play fair, and they become resentful and mistrustful when they perceive unfairness.” If we were rewriting our paper today, we would emphasize the significance of quality service to all companies. We would argue that all companies are service companies in that all companies create customer value through services. Some firms create value strictly through services and others through goods and services, but all stake their future on the quality of their service. We would stress even more than we did the importance of service reliability to earn the customers confidence and the importance of pleasant surprise to exceed customers expectations and establish strong relationships. We would stress the role of service quality in creating a differentiated brand; in services, the company is the brand and nothing is more powerful than customers actual experiences with the service in creating the brand. We also would stress the role of quality service in improving the quality of work life. Service excellence requires building an achievement culture in the organization, and achieving in ones work is energizing and satisfying. Excellence is more fun than mediocrity for employees as well as customers. Yes, the ten service quality lessons still ring true ten years later. Indeed, in this post-Enron business climate, they seem to apply more than ever. The lessons remind us that excellent companies are excellent in the fundamentals. They listen to their customers and employees. They stand behind what they sell. They keep their promises. They invest in service “extras” that competitors ignore. They play fair and they play together. They view quality as a journey, not a destinationas a mission, not a program.提高服务质量的十项建议里奥纳德贝利，A帕拉休拉曼，V齐塞尔. 2003 03-104从1983年到1993年之间，贝利，帕拉休拉曼和齐塞尔等学者在美国营销科学协会的资助下对服务质量的五种差异进行了全面的研究，并且据此在MSI专栏、专业杂志和许多著作上发表文章。他们把自己的研究过程发表在MSI 1993年的一期专栏评论里，并且在1994年由美国行政管理协会再版。现在，它再次出版，下面让我们从序言中简单重访一下他们十年前的思考吧。序言优质的服务可以帮助企业实现利益的最大化和顾客成本的最小化，即实现价值传递的本质回归。优质的服务是竞争的关键，它对于大部分顾客和防止竞争对手的仿效有着重要的作用。事实上，每个行业中都有公司展现出优质的差异化服务所特有的魅力。然而，尽管如此，价格竞争仍然是个公司向顾客提供价值的有效主导。随着沃尔玛的迅速崛起和近年来更多的公司对于疲软的需求所采取的低价竞争策略使得越来越多的营销资源向价格的竞争策略倾斜，然而，很难说人们目前只考虑价格了。对价格竞争的特别关注，意味着公司仅仅在顾客负担的价值部分进行竞争，而忽略了价值链中的利益部分。公司为了提升专业化往往强调进行降价而不是在服务质量上进行投资以改善其专业业务。如果管理人员都接受一个以如下为中心的经营主旨，那么美国的服务行业将大大的改善。这个主旨就是：更为激烈的价格竞争是我们的行业，我们公司的优质服务却更为重要。这因为一流的服务可以使顾客因为非价格因素而和我们合作。1993年，我们在写评论的目的是考虑到我们的研究成果和经验可以给管理者提供从整体上改善服务的指导方针打下良好的理论基础。我们根据服务质量差距的形式简述我们对于在整个服务行业以及服务改善的十个建议，它们是：1. 倾听 通过不断的了解顾客以及非顾客群的期望来了解顾客的真正需求（例如：通过服务质量信息系统）。2. 可靠可靠是衡量服务质量的重要标准，是优质服务的体现。3. 基本服务 服务公司必须以此为基础并且做他们应该做的。例如：保持承诺，运用常识，倾听顾客需求，让用户获得必要消息，并且保证让用户体验的价值。4. 服务设计在管理服务的众多细节的同时发展整体服务观念。5. 意见反馈 为了使那些遇到服务问题的顾客满意，服务公司应该鼓励顾客多提意见（并且要让顾客能够方便的提出意见），并且快速而且人性化的回应顾客的意见以及建立一套意见反馈系统。6. 使顾客惊讶 尽管在顾客的服务期望中可靠是最重要的衡量标准，而要超越顾客需求（例如：服务承诺，响应性以及人性化）就需要分析那些顾客的满意标准。例如：通过迅速的反馈速度、额外的优惠、礼貌服务、承诺以及对顾客的了解，使顾客感到惊讶。7. 公正 服务公司必须采取特殊措施来保证顾客与员工的公平。8. 团队合作 团队合作能够使得大集团通过改进员工工作动力和能力来提升服务。9. 员工研究 对员工进行研究揭示了服务问题为什么发生以及公司为解决问题应该做什么。10. 领导的作用 高品质服务来源于组织中领导的激励，良好的服务系统设计，信息和技术的有效运用，以及长期的、无形的、有力的、全面的力量即企业文化。我们认为，