外文翻译-客户

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.出处：RogerHallowell.HarvardBusinessSchool,Boston,MA,USA27.Therelationshipsofcustomersatisfaction,customerloyalty,andprofitability:anempiricalstudy.SubmittedJune1995.RevisedFebruary1996P1—17中文译文客户之间的关系满意,顾客忠诚度,和盈利能力的办法进行实证研究本文的目的是为了说明获利的关系国际——调和，这一直接影响顾客及经纪人的关系的因素。它主要是一个普遍的管理讨论,它符合北欧学校的观点。服务高度被称为交叉学科,它需要一种“服务管理”的方法(见格朗鲁斯,1988年,1991)。其研究结果支持这一理论认为,客户的满意造就顾客忠诚度,从而得到利润(赫斯科特于1994年论述于《1994年6月初版》)。虽然这理论主张对他们作为一个阶级服务公司,实证分析的结果限制了零售银行的推广。在这一服务利润链中假设：客户满意度--＞顾客的忠诚度--＞利润。这里介绍的研究,无法证明因果关系,因为它依赖的横截面数据,回归OLS确实说明,顾客满意,顾客忠诚度,和利润彼此都有所关联。同时，客户满意度＜--＞顾客的忠诚度＜--＞利润。为此，这一研究就是针对了这两假设Hl：客户的满意是与顾客的忠诚度。H2:顾客的忠诚度与利润。本研究故意以一种相对较快的抽象层次的努力有助于越来越多的理论和实证知识之间的关系,客户满意,顾客忠诚度,和利润(见赫斯科特纳尔逊苏达权等，1994年成立;苏达权等，1992;防锈、Zahorik,1991年成立;储藏背后苏达权等，1994年,在其它之中)。这种研究论文呗称为储藏背后度学组。(1994)刊登在杂志上。相关文献有关文献中提到，客户满意，顾客忠诚度，和利润可分为两组。第一，服务管理文献中，顾客满意，提出了影响顾客忠诚度，从而影响利润。这一理论的支持者包括研究人员如安德森和Fornell(1994);Gummesson(1993);Heskett孙俐。(1990);Heskett孙俐。(1994);Reicheld和Sasser(1990);铁锈，罗卓荆。(1995)、施耐德和鲍文Storbacka(1995)、疾病学组。(1994),Zeithaml孙俐。(1990)。这些研究人员讨论满意，忠诚之间的联系，和获利能力。统计系统检查到这些链接已经发起尼尔森孙俐。(1992)，证明顾客的满意度的关系对盈利能力，防锈，医院间》(1991)Zahorik察看人顾客满意度的关系在零售银行顾客保留。银行管理学院验证了这些观点的人，特别是德国和范•罗斯的Velde（1990,1991）［l］。服务管理文献认为,顾客满意是由于顾客的感知价值收到交易或关系,使价值等于感知服务质量素质相对价格及获取客户的成本（见约翰•布朗奇德和盖罗维,1994年,赫斯科特.苏达权等,1990）——相对价值交易或者关系预期与竞争对手的供应商（Zeithaml苏达权等，1990）。忠诚行为,包括关系延续，增加规模或范围的关系,和推荐信（口碑广告）结果的信念与客户价值的数量收到一个供应商,比可以从其他供应商提供的费率。忠诚,在一个或多个形式上面提到的,创造利润增加通过加强收入，降低成本获取客户，较低的customer-price灵敏度、减少成本服务客户熟悉公司的服务操作系统（见Reicheld和震荡波，1990）。第二次文献发现于营销领域。论述了顾客满意度的影响在顾客的忠诚度。易建联的”的评论顾客满意”（1990）订立后，“许多研究发现顾客满意度影响购买意向以及售后态度”8。104）。营销文学建议消费者忠诚度可被定义两种完全不同的方式（Jacoby和Kyner,1973）。第一个定义了忠心为一种态度。不同的感受创造一个个人的整体附件产品、服务或组织（见Fornier,1994年）。这些情感定义人的（纯粹的认知）程度的忠诚。第二个定义的忠诚是行为。行为的忠诚的例子包括继续购买服务，从同一供应商，规模日益增大或范围的行为的朋友关系，或推荐信（易建联，1990）。忠诚是行为的观点与所定义的忠诚服务管理文学。这种方法的本意，第一，包括行为忠诚顾客忠诚度的观念化联系了顾客满意度，和第二，使展现满意/忠诚关系经理，立马就感兴趣与公司业绩客户行为。两个服务管理和营销文献显示，有一种强烈的理论基础实证的探索为机构之间架起沟通的客户满意，顾客忠诚度，和利润。相对少量的实证研究在这些关系进行Storbacka日期（苏达权等），2001年的结果可能是与外界隔绝。而组织的测量的“软”的问题，比如客户满意度和顾客忠诚度，以有意义的方式。数据集客户满意度数据收集资料，共收回有效客户从12000零售-金融59部门（地理业务单位有多个机构）。来自部门样品代表了73%的家庭提供的银行［2］。所检查部门都已经参与了银行一年以上。全部调查数据聚集在分区的水平。使用按着层次的分析的结果是一致的银行的哲学主题来控制他们的领导人鼓励分工独立操作当分享最好的实践经验。各部门保持独立定价、政策和程序、工具,以援助在交货的客户服务,奖励和表扬系统和文化。在每个部门,同样的变量相对规范。因此顾客满意度水平的变化将会在分区的水平。使用单位部门一致的分析与自然关系的银行客户在这个银行和许多其他大型美国银行今天。而在过去主要客户的关系与当地分支,引入自动取款机和集中电话客户服务中心已经导致许多客户交易的人经常在一个分支。体质出现在一个分支是必要的,就不需要在特定的函数在一个帐户被打开了。服务补救、一个很重要的方面的顾客/服务-组织的关系（Heskett苏达权等，1990年），至少是一样可能集中发生,通过电话的客户服务中心,通过当地的分公司。因此许多客户服务经验可能是被接触各种各样的分超越地方分会，从而捕获分区的水平。这一假说，结合学科银行的组织结构强调自主性的特色，支持使用级别对这项研究的分析单位。满意方式收集资料，共收回有效问卷调查，通过保密的激烈而形成的银行和市场研究公司。提出问题的调查每一个客户的满意程度方面的服务与价格的人口统计资料，并听取（见附件1）。调查是寄给客户随机选取1994年1月［3］。人口调查Customer-satisfaction被不一致的人口与银行估计管