顾客满意度指数测评体系报告

AnnArborBuenosAiresChristchurchFrankfurtKualaLampurLondonMadridMelbourneMilanParisPortoAlegreStockholmZurichNationalCustomerSatisfactionIndicesbyClaesFornell

DonaldC.CookProfessorand

Director,NationalQualityResearchCenter

UniversityofMichiganBusinessSchool“Aneconomycannotbedescribedbyaddinguphowmanytonsofrebaritmakes,howmanypassengermilesofairtravelitlogs,howmuchwooditswoodchuckschuckperhour.Allthesethingscount(andwecountthem),butinthefinalanalysiswhatmattersishowwellaneconomysatisfiesitscustomers…”(ThomasStewart,Fortune,1995)TheMeasuredEconomyIncludes…Pig-ironproductionCoalproductionRailroadoperatingincomeRailfreightEtc.…TheEconomyIsChangingHowWeMeasurePerformanceis

AlsoChangingTheOldWorldTheNewWorldMassproductionandconsumptionofcommoditiesIncreasinglycustomizedgoods,servicesandinformationProductivityProductivity

and

Customer

SatisfactionImplicationsforCompaniesCustomerAssetManagementis

BuiltontheFollowingPrinciplesSatisfiedcustomersareaneconomicassetthatyieldsfuturecashflowsThesecashflowscanbecalculatedasdiscountedpresentvalueCoststogrowthecustomerassetbase

areinvestmentsSkillfulmanagementofthecustomerassetisessentialforlong-termprofitabilityCustomerAssetValue

inGlobalMarketsECSI(Europe)KCSI(Korea)MCSI(Malaysia)ACSI(Australia)ACSI(Argentina)BCSI(Brazil)MCSI(Mexico)CCSI(Canada)ACSIüGlobalCompetitionüTheRoleofIntangiblesMajorReasonsforaNationalIndex

ofCustomerSatisfactionQualityofeconomicoutputisessentialto

livingstandardsCustomersatisfactionisaleadingindicatorofcompanyeconomicperformanceCustomersatisfactioncontributestoeconomicgrowthandjobcreation NecessarymeasureforCPI,productivity,andultimately,GDPSomeImportantEconomicIndicatorsandaNEWOne!NationalEconomy,SectorsandIndustries*$665B$582B$472B$392B$277B$106B$62B*Thesizeofeachofthesevensectorsisshownaboveasthepercentofthetotal1994grossdomesticproduct.Salesfiguresreflectthetotalsales

fortheselectedU.S.firms.Thetotalsalesoftheselectedfirmsare51%oftheGDPforthesesevensectorsand38%ofthenationalGDP.ManufacturingNondurables

(SIC2)

8.2%ManufacturingDurables

(SIC3)

9.4%Transportation/

Communications/

Utilities(SIC4)

8.8%Retail

(SIC5)9.3%Finance/

Insurance

(SIC6)6.8%Services

(SICs7,8)19.6%Public

Administration/

Government

(SIC9)12.6%Apparel/

athleticshoesApparel/sportswearBeverages/beerBeverages/softdrinksFoodprocessing

•meat

•dairy

•cannedgoods

•cereal

•bakedgoods

•confectionaryGasolinePersonalcareandcleaningproductsPublishing/newspapersTobacco/cigarettesAutomobiles,vansandlighttrucksConsumerelectronics/

TVandVCRHouseholdappliancesPersonalcomputersAirlinesBroadcasting/TVParceldelivery&expressmailTelecommunications/

localphoneTelecommunications/

longdistancephoneU.S.PostalServiceUtilities/electricserviceDepartmentanddiscountstoresRestaurants/fastfood,

pizza,andcarryoutSupermarketsCommercialbanksLifeinsuranceInsurance/

personal,property,

homeowner’sandautomobileHospitalsHotelsandmotelsMotionpicturesSolidwaste/centralcity(metro)Solidwaste/

suburban(metro)InternalRevenueServicePolice/centralcity(metro)Police/suburban

(metro)CoverageSevensectorsFortyindustriesTwoHundred+companiesandagencies$2.7trillionsales(U.S.companies)TheRespondentsApproximatelyonemillion

sampledrandomlyScreened:RecentexperienceasacustomeroftheselectedcompaniesApproximately250,000completedinterviewsCustomerExpectationsACSIModelPerceivedServiceQualitySatisfactionComparisonw/IdealConfirm/DisconfirmExpectationsPerceivedOverallQualityPerceivedValueCustomerComplaintsCustomerLoyaltyRepurchaseLikelihoodPriceTolerance(ReservationPrice)OverallCustomizationReliabilityOverallCustomizationReliabilityPriceGivenQualityQualityGivenPricePerceivedProductQualityReliabilityCustomizationOverallReliabilityCustomizationOverallComplaintBehaviorCustomerSatisfaction(ACSI)ACSICompaniesIncluded…ChangesinNationalACSICustomerSatisfactionandEconomicPerformance:TheEvidencetoDate

ROIorROA Positiveandsignificantrelationship

(U.S.andSwedishdata) RicardianRents Positiveandsignificantrelationship

(Tobin’sQ) (U.S.data) MarketValue OnepointACSI=$647Million MarketToBook Positiveandsignificantrelationship

(U.S.data) RiskMeasures Negativeandsignificantrelationship

(withloyaltyvariable–notACSI) StockPriceReturns HighACSIandSCSBfirmsoutperformthemarket

(U.S.andSwedishportfolios) StockMarketReaction Statisticallysignificantreactionfollowing

publicreleaseofACSIresults(U.S.) EconomicValueAdded PositiveandsignificantrelationshipwithMVARicardianRentsRicardianRentsState-DependentSpecificationASimpleValuationModelUsingtheACSICustomerSatisfactionasan

EconomicAssetAnassetmusthavearelevantattributethatcanbemeasuredinmonetarytermswithsufficientreliability.(FASB)“Onecleardriverofwealthproductioniscustomersatisfaction.”(CommissionerStevenWallman,SecuritiesandExchangeCommission,1997)Iftrue,thereshouldbearelationshipbetweenchangesintheexpecteddiscountedpresentvalueofthefutureincomestreamthatcustomersatisfactionwillgenerateandchangesintheACSI.MarketValueAdded(MVA)–Ameasureofthewealthacompanyhascreatedforitsinvestors.Itiscalculatedasthedifferencebetweenwhatinvestorsputinandwhattheycantakeout.*Significantat.05level**Significantat.01levelACSI(1994)MVA(1995)ACSI(1996).24*Correlations:.33**Decreasein

short-termearnings

and

RisingCustomerSatisfactionEarningsPower

EnhancedIncreasein

short-termearnings

and

declinein

customersatisfactionEarningspower

erodedACSIandDowJones:

PercentChanges1995-1998(April)DowJonesMovingAverageACSIPercentChangeNote:DowisMovingAverageofLastMonth40459162Updated4/20/98JCATheLimitsofCostCuttingCostreductionhasaminimum(zero)RevenuegrowthhasnomaximumOverallConclusion:IfCustomerSatisfactionismeasuredinasystem……asanindex…calibratedtoproxiesforeconomicreturns(Loyalty,ReservationPrice)…purgedfromrandomnoiseStrongempiricalevidencefor

CustomerSatisfactionaseconomicassetQualityofeconomicoutputQuantityofeconomicoutputEconomic

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