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外文翻译.docx

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外文翻译.docx

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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外文翻译

毕业论文（设计）外文翻译（参考格式）

Therelationshipsofcustomersatisfaction,customerloyalty,andprofitability:

anempiricalstudy

Thispaper'spurposeistoillustratetherelationshipofprofitabilitytointer-mediate,customer-relatedoutcomesthatmanagerscaninfluencedirectly.Itispredominantlyageneralmanagementdiscussion,consistentwiththeNordicSchool'sviewthatservicesarehighlyinterdisciplinary,requiringa"servicemanagement"approach（seeGrönroos,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.

Relevantliterature

Theliteraturepertainingtorelationshipsamongcustomersatisfaction,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.

Thedataset

Customersatisfactiondatawerecollectedfrom12,000retail-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.

Satisfactiondatawerecollectedthroughaconfidentialfour-pagequestionnairedevelopedbythebankandamarketresearchfirm.Thesurveyposedquestionsabouteachcustomer'slevelofsatisfactionwithaspectsofserviceandprice,andsoliciteddemographicinformation（seeAppendix1）.SurveysweremailedtorandomlyselectedcustomersinJanuary1994[3].

Customer-satisfactionsurveyrespondentdemographicsdonotidenticallymatchthebank'spopulationasestimatedbymanagement.Respondentsmoreheavilyrepresentolder,less-affluentcustomers.Toensurethattheresultsofthisstudy'sanalyseswerenotinfluencedbythesediscrepancies,keyanalyseswereperformedfordemographicsubgroupscategorizedbyrespondentageandrespondenthouseholdincome.Relationshipssupportinghypothesesoneandtwocanbeinferredforalmosteverydemographicsubgroup,suggestingthatthefindingsbasedonthedatasetasawholearerepresentative.

Customerloyaltydatawerecollectedbythedivisionsonbothretention（lengthofrelationship）andcrosssell（depthofrelationship）.Profitabilitydataforeachdivisionwereprovidedbythebank'streasuryfunction.

Method

OLSregressionisusedtoexaminethehypothesizedrelationships.Toincreasetheinternalvalidityoftheresults,multiplemeasuresofsatisfaction,loyalty,andprofitabilitywereexaminedwheneverpossible.TableIillustratesthesemultiplemeasures;descriptionsfollowinthetext.

Measuresofcustomersatisfaction

Customersatisfactionwasmeasuredintwoways.Thefirstmeasureconsistsofresponsestoasinglequestiononthecustomer-satisfactionquestionnaire:

"Overall,howsatisfiedareyouwith[thebank]?

"Responsesforallsatisfactionquestionsweremadeon1-7Likert-typescaleslabelled"verysatisfied"

（1）and"verydissatisfied"（7）ateachextreme.Theproblemsassociatedwiththeuseofasingleresponsevariabl