2.2.2 Faults
The other measure, perhaps most immediately obvious to the customer, is the fault rate. This may be divided into two categories:
Errors — involving the wrong ‘product’, quantity or price, or delivery to the wrong address, should not happen, but they do — and far more frequently than you might expect.
Faulty or damaged goods — are usually what ‘quality’ is seen to be about, and customers, understandably, expect 100 per cent performance in this area (but rarely get it, except in the standardized mass consumer markets).
In many markets, this means that in order to avoid delivery of out-of-date products, or goods beyond their expiry date, the distribution chain has to operate a rigorous FIFO (First In First Out) control system, whereas LIFO (Last In First Out) is more normal and natural — the latest addition to the stock being loaded at the front of the shelf, pushing the older stock to the back.
2.2.3 Customer Service Quality
The elements described so far largely relate to the narrow perspective of ‘service levels’ in the consumer goods market. In the other sectors, particularly that of industrial goods, ‘customer service’ may be even more important, and certainly more complex. For example, it is often stated (not least by the company itself) that IBM’s success — at its peak in the 1980s — as a marketing company as almost entirely due to its commitment to ‘customer service’.
In the service sector (particularly in the area of personal services), customer service is often, by definition, the ‘product’ itself. The ‘quality’ of the customer service represents the quality of the ‘product’ the customer is buying. Indeed, in many service sectors the customer has to buy the service ‘on trust’, since it cannot be inspected before use. Monitoring such customer service, and maintaining standards, may be particularly difficult for some service providers, especially where there is a high content of personal service (for example, in hotels and catering in the private sector, and in hospitals in the public sector).
2.2.4 Laws of Service
David Maister formulated two ‘Laws of Service’. The first of these is expressed by the formula:
“Satisfaction equals perception minus expectation. If you ‘expect’ a certain level of service and ‘perceive’ the service received to be higher, you will be a satisfied customer. If you perceive this same level where you had expected a higher one, you will be disappointed and therefore a dissatisfied customer. The point is that both what is perceived and what is expected are psychological phenomena — not reality [and it is the relative level of service, related to expectations, which is important, not the absolute one]...”原文请+QQ3249.114优.文^论,文'网
The Second Law of Service: “It is hard to play ‘catch-up ball’. There is also a halo effect created by early stages of any service encounter ... the largest payoff may well occur in the earliest stages of the service encounter [a problem early in the provision of the service sours the whole process].” (Turban, 2006)
2.2.5 Customer complaints
Complaints are often treated as a nuisance by organizations, and yet they have considerable value for a number of reasons:
① Although there will always be a small proportion of ‘frivolous complaints’, a complaint usually highlights something which has gone wrong with a part of the overall marketing operation, Usually, a sufficiently high quality has not been achieved.毕业论文
http://www.youerw.com/ Whatever the reason, the sensible marketer will want to know exactly what has gone wrong, so that remedial action may be taken.
② The way in which a complaint is handled is often seen by customers, and their many contacts, as an acid-test of the true quality of support. What is more, it is also a powerful reminder to the organization’s own staff of just how important quality is.
③ Not least, customers who complain are usually loyal customers (those who are not loyal simply tend to switch to another supplier), and will continue to be loyal and valuable customers — as long as their complaint is handled well.
The first rule is that ‘complaints should be positively encouraged’. Theodore Levitt stated: (Theodore Levitt, 1983)
上一页 [1] [2] [3] [4] [5]
企业成本的战略分析+太古奇损失函数 第5页下载如图片无法显示或论文不完整，请联系qq752018766
