1、标题WHYDOCUSTOMERSSWITCHTHEDYNAMICSOFSATISFACTIONVERSUSLOYALTY原文WHYDOCUSTOMERSSWITCHTHEDYNAMICSOFSATISFACTIONVERSUSLOYALTYINTRODUCTIONCUSTOMERLOYALTYISINCREASINGLYBEINGRECOGNIZEDBYAMERICANBUSINESSESASAPATHTOLONGTERMBUSINESSPROFITABILITYCONSIDERTWOFIRMS,SAYTWOHOSPITALS,“A”AND“B”,WITHIDENTICALFACILITIES
2、ANDCAPACITYBOTHHAVETHESAMEPATIENTLOAD,ANDCONSEQUENTLYTHESAMEDEGREEOFFACILITYUTILIZATIONHOWEVER,HOSPITAL“A”HASALOYALFOLLOWINGOFPATIENTSINCONTRAST,HOSPITAL“B”FILLSITSFACILITIESBYACQUIRINGNEWPATIENTSEVERYYEARBECAUSETHEOLDPATIENTSNEVERRETURNWHICHONEHASGREATERPROFITABILITYOR,INTHECASEOFNONPROFITHOSPITALS
3、,WHICHONEISBEINGRUNMORECOSTEFFICIENTLYTHEANSWERISVERYCLEARWITHOUTQUESTION,ITISHOSPITAL“A”THEONEWITHALOYALPATIENTFOLLOWINGTHISISBECAUSEFINDINGNEWCUSTOMERSANDDOINGBUSINESSWITHTHEMTAKESTIME,EFFORT,ANDMONEYHOSPITAL“B”FOREXAMPLE,HASTOINVESTHEAVILYINADVERTISINGTOCONSUMERSANDINPERSONALSELLINGTOPHYSICIANS,S
4、OASTOATTRACTNEWPATIENTSTHEN,ITHASTOSPENDTHEEFFORTANDPRECIOUSEMPLOYEETIMEINSETTINGUPNEWPATIENTRECORDS,FOREXPLAININGTHEHOSPITALPROCEDURES,ANDFORUNDERSTANDINGEACHPATIENTSINDIVIDUALNEEDS,ANDGUIDINGTHEMTHROUGHTHETREATMENTPROCEDURESTHESAMEISTRUEFOROTHERSERVICEBUSINESSESINSURANCEAGENTSKNOW,FOREXAMPLE,HOWCU
5、MBERSOMEITISTOOBTAINNEWCUSTOMERSANDTOSETUPTHEIRPOLICIESCARMECHANICSWHOHAVEHANDLEDAPARTICULARCARINTHEPASTBECOMEMOREEFFICIENTINDIAGNOSINGNEWPROBLEMSSTOCKBROKERSUNDERSTANDTHEIRESTABLISHEDCLIENTSFINANCIALGOALSBETTERANDREPEATGUESTSINAHOTELAREFAMILIARWITHTHEHOTELFACILITIESANDWILLNOTCALLUPONEMPLOYEETIMETOS
6、EEKINFORMATIONALTHOUGHCOMPANIESAREREALIZINGTHEVALUEOFKEEPINGCUSTOMERSLOYAL,NOONEKNOWSFORSUREHOWTODOITCOMPANIESMEASURECUSTOMERSATISFACTION,ANDHOPETHATIFTHESATISFACTIONSCORESAREGOOD,THECUSTOMERSWILLSTAYWITHTHEFIRMBUTEVENSATISFIEDCUSTOMERSLEAVEFORTHELUREOFACOMPETITORSOFFERCOMPANIESSUCHASAIRLINESANDHOTE
7、LSOFFERFREQUENTGUESTREWARDS,YETCONSUMERSWILLSTILLSHOPAROUNDANDSWITCHCOMPANIESFROMTRANSACTIONTOTRANSACTIONACCORDINGTOSOMEOBSERVERS,CUSTOMERDEFECTIONRUNSASHIGHAS50PERCENTINMANYINDUSTRIESCANNIE,1992WEEXPLORETHEPROBLEMOFCUSTOMERDEFECTIONINSERVICEINDUSTRIESSERVICEINDUSTRIESPRESENTAMOREDIFFICULTSETTINGFOR
8、UNDERSTANDINGCUSTOMERDISLOYALTYASOPPOSEDTOMANUFACTUREDGOODSINDUSTRIESTHISISBECAUSE,FORSERVICEFIRMS,THEBASISOFCONSUMERCHOICEANDCONTINUEDPATRONAGEARELESSOBVIOUSSERVICESAREINTANGIBLE,ANDTHEYCANNOTBECOMPLETELYSTANDARDIZEDATTHEMINIMUM,THEYVARYACCORDINGTOTHEMOODOFTHESERVICEPROVIDERANDSERVICECUSTOMERATTHEM
9、OMENTOFSERVICEDELIVERYTHUS,INSERVICEBUSINESSES,WHATISGIVENANDRECEIVEDISRELATIVELYINTANGIBLECONSEQUENTLY,CUSTOMEREVALUATIVECRITERIAARELESSWELLARTICULATED,ANDTHEAPPRAISALOFTHEVALUERECEIVEDISMUCHMORESUBJECTIVEBERRY,1980KEAVENEY,1995LOVELOCK,1991ZEITHAMLETAL,1993ITWOULDBEOFINTEREST,THEREFORE,TOUNDERSTAN
10、DCUSTOMERDISLOYALTYFORSERVICEBUSINESSESTHESECONDCONCEPTIONANDMEASUREOFSERVICEQUALITYISSERVQUALPROPOSEDBYRESEARCHERSPARASURAMANETAL1988,SERVQUALMEASURESSERVICEQUALITYASFIVEDIMENSIONSRELIABILITY,RESPONSIVENESS,ASSURANCE,EMPATHY,ANDTANGIBLESTHESEDIMENSIONSAREDEFINEDASFOLLOWS1RELIABILITYABILITYTOPERFORM
11、THEPROMISEDSERVICEDEPENDABLYANDACCURATELY2RESPONSIVENESSWILLINGNESSTOHELPCUSTOMERSANDPROVIDEPROMPTSERVICE3ASSURANCEKNOWLEDGEANDCOURTESYOFEMPLOYEESANDTHEIRABILITYTOINSPIRETRUSTANDCONFIDENCE4EMPATHYCARING,INDIVIDUALIZEDATTENTIONTHEFIRMPROVIDESITSCUSTOMERS5TANGIBLESPHYSICALFACILITIES,EQUIPMENT,ANDAPPEA
12、RANCEOFPERSONNELINMOSTRESEARCHSTUDIESDONEBYSERVQUALSAUTHORS,RELIABILITYHASBEENFOUNDTOBETHEMOSTINFLUENTIALDETERMINANTOFOVERALLSERVICEQUALITYOROFCUSTOMERSATISFACTIONWITHTHESERVICEBUTANIMPORTANTQUESTIONREMAINSUNANSWEREDTHISQUESTIONISARETHEDIMENSIONSOFSERVQUALTHATINFLUENCESATISFACTIONALSOTHEONESTHATINFL
13、UENCELOYALTYWEEXAMINETHISQUESTIONHEREWECOLLECTEDCONSUMERRESPONSESONTHEIREXPERIENCEWITHEITHEROFTHESETWOSERVICESOURRESPONDENTSANSWEREDAQUESTIONNAIREEITHERFORAHEALTHCLINICORACARREPAIRSERVICEFACILITYRESPONDENTSWERERECRUITEDFROMPTAORGANIZATIONS,MAILBOXDROPS,ANDMALLINTERCEPTSINTWOUSCITIESONEHUNDREDANDTENC
14、USTOMERSANSWEREDTHESURVEYFORACARREPAIRSERVICE,AND123FORAHEALTHCAREFACILITYTHEYUTILIZEDWITHINTHEPASTONEYEAROPERATIONALIZATIONOFMEASURESTHEQUESTIONNAIRECONTAINEDTHEMEASURESOFOVERALLSATISFACTION,INTENTIONTOSWITCH,TECHNICALQUALITY,FUNCTIONALQUALITY,ANDTHESERVQUALSCALESATISFACTIONWASMEASUREDBYTHISITEMOVE
15、RALL,WITHTHISFACILITY,IAM1EXTREMELYDISSATISFIED2SOMEWHATDISSATISFIED3FEELNEUTRAL4SOMEWHATSATISFIED5EXTREMELYSATISFIEDINTHEMARKETINGLITERATURE,CONSUMERLOYALTYHASGENERALLYBEENMEASUREDASPREPONDERANCEORBIASOFPASTBEHAVIORALFREQUENCYINFAVOROFASPECIFICBRANDEGDICKANDBASU,1994HOWEVER,SUCHAMEASUREISMORESUITED
16、TOCONSUMERGOODSFORSERVICESPARTICULARLYFORHIGHINVOLVEMENTSERVICESTHATAREEXAMINEDINTHISRESEARCH,THEMEASURELIKELYTOBEMOSTUSEFULTOMANAGERSISTHEONETHATQUESTIONSRESPONDENTSONTHEIRPREDISPOSITIONTOSWITCHINGSUPPLIERSORSERVICEPROVIDERSWEUSEDTHISMEASURETOASSESSTHELOYALTYTHERESPONDENTSFELTTOWARDTHEIRPRESENTHEAL
17、THCAREANDCARREPAIRSERVICEPROVIDERSAFURTHERPOINTOFCLARIFICATIONISTHATWEUSEDONLYTHREERESPONSECATEGORIESBECAUSEOFTHESMALLSAMPLESIZEAMOREGRADUATEDSCALEWOULDHAVEYIELDEDARATHERSMALLCELLSIZEOFSWITCHERSMOREOVER,WEWOULDHAVEHADTOSUBSEQUENTLYUSEANARBITRARYDIVIDINGLINETOREGROUPRESPONDENTSINTOLOYALANDNOTLOYALCUS
18、TOMERSTHETHREEPOINTSCALE,WITHFEWERINBETWEENCATEGORIES,REDUCESTHENEEDFORSUCHARBITRARYREGROUPINGBYRESEARCHERSNEVERTHELESS,OURMEASUREOFCUSTOMERLOYALTYMUSTBEVIEWEDASIMPERFECTINTHEDISCUSSIONSECTION,WESUGGESTIMPROVEMENTINTHEMEASUREFORFUTURERESEARCHTHEDYNAMICSOFSATISFACTIONVERSUSLOYALTY。THEFOREGOINGSTATEME
19、NTABOUTWHATDRIVESLOYALTYSHOULDBEUNDERSTOODWITHTHEPROVISOTHATLOYALTYISNOTENTIRELYDIVORCEDFROMSATISFACTIONTHEDISLOYALTY/LOYALTYGROUPSCONTRASTEDAREFROMASUBPOPULATIONTHATISALREADYSATISFIEDDISSATISFIEDCUSTOMERSAREALMOSTALWAYSPRONETOSWITCHASOURDATASHOWTHATISHARDLYNEWSWHATISNEWSISTHATEVENSOMESATISFIEDCUSTO
20、MERSWOULDSWITCHINSEPARATINGDISLOYALVERSUSLOYALCUSTOMERS,THEREFORE,MANAGERSHAVETOASKWHATDRIVESLOYALTYBEYONDSATISFACTIONEVENMOREIMPORTANTLY,THEDRIVERSOF“LOYALTYBEYONDSATISFACTION”AREDIFFERENTFROMWHATDRIVESDISSATISFACTIONVERSUSSATISFACTIONINOURDATA,THEPOTENCYOFTECHNICALQUALITY“THEQUALITYOFTHEWORKPERFOR
21、MED”ANDFUNCTIONALQUALITY“THEQUALITYOFTHESERVICE”INDELIVERINGSATISFACTIONANDLOYALTYDIFFEREDANDITVARIEDBETWEENALOWCONTACTANDAHIGHCONTACTSERVICEFORALOWCONTACTSERVICEEGCARREPAIR,TECHNICALQUALITYWASNEEDEDTOFIRSTOBTAINSATISFACTION,ANDTHENFUNCTIONALQUALITYWASNEEDEDTODRIVELOYALTYBEYONDSATISFACTIONTHECONVERS
22、EWASTHECASEFORAHIGHCONTACTEGHEALTHCARESERVICETHISPATTERNOFFINDINGSSHOULDGUIDEMANAGERSINDESIGNINGSATISFACTIONANDLOYALTYMEASUREMENTRESEARCHINTHEIRPARTICULARFIRMSTHEANALYSISWEEMPLOYEDCANALSOSERVEASAPROTOTYPEMANAGERSCANANALYZETHESATISFACTIONANDLOYALTYDATATOIDENTIFYWHETHERTHETECHNICALORTHEFUNCTIONALQUALI
23、TYIMPROVEMENTISTHECRITICALNEEDFORTHEIRFIRMSATAPARTICULARJUNCTUREINTHEIRSERVICEOPERATIONSTHISANALYSISSHOULDHELPGUIDEASERVICEFIRMSINVESTMENTINAPPROPRIATEQUALITYINITIATIVESSATISFIEDCUSTOMERSARETHESTARTOFYOURLOYALTYCAMPAIGNNOTTHEENDHERESADILEMMAFORMANAGERSEVENWHENYOURCUSTOMERSSAYTHEYRESATISFIEDTHEYSTILL
24、SWITCHTOOTHERSUPPLIERSWHATDOTHESECONSUMERSWANTBLOODWEGOTOGREATLENGTHSMAKINGSUREWEHAVESATISFIEDCUSTOMERSANDTHEYREWARDOUREFFORTSBYSWITCHINGTOOURCOMPETITORTHETRUTHISWHATWEVEALWAYSSUSPECTEDSATISFIEDCUSTOMERSARENTNECESSARILYLOYALCUSTOMERSINDEEDLOYALTYREQUIRESACOMMITMENTFROMTHECUSTOMERTHATMERESATISFACTION
25、CANNOTBRINGMITTELANDLASSARCONSIDERTHISDILEMMABYLOOKINGATWHETHERTHESAMEFACTORSINFLUENCELOYALTYASINFLUENCESATISFACTIONTHEYCONFIRMTHATCUSTOMERS“WHOREPORTAHIGHSATISFACTIONRATINGSTILLPOSSESSAPREDISPOSITIONTOSWITCHSERVICESUPPLIERS”ANDWEALSOSEETHATNOTSURPRISINGLYDISSATISFIEDCUSTOMERSWILLDEFINITELYSWITCHSOY
26、OUCANTIGNORESATISFACTIONBUTMITTELANDLASSARSMOSTIMPORTANTFINDINGISTHATTHE“TYPE”OFQUALITYAFFECTINGSATISFACTIONDIFFERSFROMTHATAFFECTINGLOYALTYIFSATISFACTIONFOLLOWSFROMFUNCTIONALQUALITYEMPATHY,RESPONSIVENESS,ASSURANCETHENLOYALTYCOMESFROMTECHNICALQUALITYRELIABILITYSIMILARLYSATISFACTIONDERIVEDFROMTECHNICA
27、LQUALITYMEANSLOYALTYRESULTSFROMFUNCTIONALQUALITYTHEIMPLICATIONSOFTHESEFINDINGSAREENORMOUSFIRSTITTELLSUSTHATCUSTOMERSATISFACTIONMEASURESAREINADEQUATEONTHEIROWNANDNEEDSUPPLEMENTINGBYAMEASUREOFLOYALTYINTHISSTUDYTHEPROPENSITYTOSWITCHSUPPLIERANDSECONDLYITMEANSTHATWECANNOTFOCUSONTHOSEELEMENTSOFQUALITYCREA
28、TINGSATISFACTIONBECAUSETHEYDONTENCOURAGELOYALTYTHEFINDINGSPROVIDECLARITYANDANSWERTHESWITCHINGDILEMMABUTTHEYMAKESERVICEMANAGERSJOBHARDERSTILLINTHESPIRITOFTHISDISCOVERYIINTENDTOSETOUTHOWMANAGERSSHOULDRESPONDTOMITTELANDLASSARSIMPORTANTDISCOVERYAND,INDOINGSO,ISHALLPROVIDESOMEGUIDANCEFORSERVICEIMPROVEMEN
29、TSLEADINGTOLOYALTY1THEFIRSTTASKOFSERVICEMANAGERSISTOUNDERSTANDWHATKINDOFSERVICETHEYPROVIDEISITA“CREDENCE”SERVICEWHEREFUNCTIONALQUALITYDETERMINESSATISFACTIONORAN“EXPERIENCE”SERVICEWHERETECHNICALQUALITYMATTERSANYQUALITYSTRATEGYMUSTSTARTFROMTHISPOINT2NEXTTHESERVICEMANAGERMUSTESTABLISHTHEBASICREQUISITES
30、OFCUSTOMERSATISFACTIONWTHERESNOUSEFOCUSINGONLOYALTYIFYOUVEGOTUNHAPPYCUSTOMERSWEMUSTIDENTIFYANDELIMINATETHECAUSESOFDISSATISFACTIONANDSTRESSIMPROVEMENTSINAREASTHATDRIVECUSTOMERSATISFACTIONIFITSFUNCTIONALQUALITYTHENCONCENTRATEONCUSTOMERCARE,AMBIENCE,CONVENIENCEANDRESPONSIVENESSIFITSTECHNICALCOMPETENCET
31、HATMATTERSRECRUITTRAINEDSTAFFANDMAKESURETHEYDELIVERHIGHQUALITYWORKBORROWIDEASFROMPRODUCTQUALITYIMPROVEMENTSUCHASQUALITYCIRCLES,QUALITYCHECKSAND“RIGHTFIRSTTIME”3WHENYOURMEASURESSHOWTHEVASTMAJORITYOFCUSTOMERSASSATISFIEDTHEEMPHASISNEEDSTOSWITCHTOPROMOTINGLOYALTYTHISMEANSCONCENTRATINGONTHEOPPOSITEQUALIT
32、YTYPEFUNCTIONALQUALITYFORSOMEANDTECHNICALQUALITYFOROTHERSTHEMEDICALCENTREWITHCARING,RESPONSIVERECEPTIONANDNURSINGSTAFFNEEDSTHEBESTMEDICALSTAFFTOMAKESATISFIEDCUSTOMERSLOYALTHECARREPAIRCENTRETHATFIXESCARSWELLSHOULDFOCUSONSTAFFCUSTOMERINTERACTION,RESPONSIVENESS,COMFORTANDCUSTOMERCAREYOUWILLNEEDTOUSEAME
33、ASUREOFLOYALTYALONGSIDEESTABLISHEDSATISFACTIONMEASURES4THESERVICEMANAGERSHOULDCONSIDERHOWTOUSETHESTRENGTHOFALOYAL,HAPPYCUSTOMERBASEASAWAYOFRECRUITINGNEWCUSTOMERSDIRECTMAIL,QUALITYREFERENCEDADVERTISINGSEEGREEN,THISISSUEOFJSMAND“RECOMMENDAFRIEND”CAMPAIGNSCANALLASSISTISEXPLOITINGSATISFACTIONANDLOYALTY5
34、MANAGERSCANALSOBEGINTODEVELOPNEWSERVICESTOSELLTONEWLYLOYALCUSTOMERSASMITTELANDLASSARPOINTOUT,LOYALCUSTOMERS“PROGRESSTOBUYINGMOREOFTHEIRTOTALREQUIREMENTSFROMONESUPPLIER”RESULTINGINAGREATER“LIFETIMEREVENUEFROMTHATCUSTOMER”UKTYREANDPUNCTUREREPAIRCOMPANY,KWIKFIT,USEDITSREPUTATIONFORSERVICEANDALOYALCUSTO
35、MERBASETOSELLEXHAUSTSYSTEMS,OILCHANGES,WHEELSANDEVENCARINSURANCELOYALTYREPRESENTSTHEAIMOFASERVICEBUSINESSMORELOYALCUSTOMERSMEANSLOWERMARKETINGCOSTS,MOREEFFICIENTOPERATIONSAND,MOSTIMPORTANT,HIGHERPROFITSFORYEARSBUSINESSESHAVETHRASHEDAROUNDINTHEDARKTRYINGTOPROMOTECUSTOMERLOYALTYTHISHASMEANTEITHER“BRIB
36、ING”CUSTOMERSWITHREWARDS,SALESPROMOTIONS,“POINTSMEANPRIZES”SCHEMESANDTHELIKEORELSEUSINGSATISFACTIONASASURROGATEFORLOYALTYWHATMITTELANDLASSARSHOWISHOWSATISFACTIONISAPREREQUISITEFORLOYALTYBUTISNTSUFFICIENTONITSOWNLOYALTYISNTPRICESENSITIVEANDUSINGPRICETOINSTILLOYALTYCREATESLOYALTYTOTHESALESPROMOTIONRAT
37、HERTHAND,TOMYMIND,THEFINDINGSHEREESTABLISHTHATSALESPROMOTIONSARENOTTHEWAYTOCREATELOYALTYANLOYALTYTOTHEBUSINESSITSMUCHHARDERTHANITSEEMSTOCREATELOYALTYBUT,FORTHECOMPANYTHATSUCCEEDS,THEREWARDSAREENORMOUSTOGROWANDSUCCEEDCUSTOMERSWILLREMAINFICKLEALWAYSREMEMBERTHEYVENOREASONTOREMAINLOYALANDYOURCOMPETITORS
38、ESPECIALLYTHOSEWITHOUTYOURCOMMITMENTTOCUSTOMERSATISFACTIONANDSERVICEWILLUSEEVERYTRICKINTHEBOOKTOTEMPTCUSTOMERSAWAYFROMYOUBYBECOMINGEXCEPTIONALINYOURSERVICEQUALITYYOUWILLRESISTTHESEPRESSURESANDSETYOURSELFINGOODSTEADTOGROWANDSUCCEED。出处BANWARIMITTAL,WALFRIEDMLASSAR,1998“WHYDOCUSTOMERSSWITCHTHEDYNAMICSO
39、FSATISFACTIONVERSUSLOYALTY“,JOURNALOFSERVICESMARKETING,VOL13ISS3,PP177194标题为什么客户会转变购买满意度与忠诚度的动态简介在美国商业当中,客户忠诚越来越被看做是取得长期商业利益的方法。在考察的两个企业中,比如两个有同等设施和规模的医院A和B。他们都有相等的病人量和同样的设施使用率。然而医院A有一批忠诚的病人，相反，医院B每年都获得新的病人，因为旧病人从来不再回来。哪一家医院会获得更大的利润至于医院，哪家的运行的效率更高答案无疑是拥有忠诚的病人的医院A。因为寻找病人以及和他们做生意很费时，费力，费钱。比如医院B要投资很多钱来
40、给客户作广告以及支付给他们的私人医生来吸引客户。并且医院还要付出很大的人力资源建立病人记录，解释医院的医疗过程和了解不同病人的特殊需求并协助他们完成医疗过程。对其他服务行业也是一样的。比如保险业代理就知道想要获得新的客户并使他们买保险是多么困难的工作。过去处理过特殊汽车的汽车技工在诊断新问题的时候会更有效率。股票经纪人能更好的理解他们已建立的客户的经济目标。酒店的回头客对酒店的设施很熟悉就不用再找工作人员寻求帮助了。虽然公司知道只有实现维持客户忠诚度才可以取得更大利润，知道客户忠诚的价值，却没有人确切地知道如何去做。一般客户衡量其满意度客，并希望，如果满意度得分都不错，客户将继续选择这家公司。
41、但即使是满意的客户也可能被竞争者诱惑并离开。如航空公司及酒店业公司提供的常客奖励，即使是这样，消费者仍然会货比三家，从交易到交易选择公司他们经过选择从而选出最满意的一家。据一些观察员调查研究显示，在许多行业中客户流失高达百分之五十。我们将探讨在服务行业的客户流失问题。服务业不像制造业，在服务业中想要了解客户为什么不忠诚的原因更加困难。对服务公司来说，客户选择和客户继续投入的的基础不那么明显。服务是无形的，他们不能被确定具体的等级。至少，他们会因为服务者和客户的心情而变化，因此，在服务业中，付出了什么和得到了什么是无形的。所以说客户的判断准则是不容易表达的，受到服务的价值的估计就更加主观了。所以
42、说了解客户不满足的原因对服务业是很有用的。第二个概念和服务质量的测度是PARASURAMAN研究者发明的SERVQUAL。SERVQUAL从五个纬度测量服务质量可靠性，责任性，保证，共鸣和实体性。这些维度是如下定义的。（1）可靠性可靠和准确的执行服务的保证的能力。（2）责任行帮助客户和提供支持的服务的意愿。（3）保证性员工的礼貌和知识和他们产生信心和信任的能力。（4）共鸣公司提供为客户的有爱的，个人化的关心。（5）实体性物质设施设备和全体人员的外表。在大多数SERVQUAL的作者所做的研究中，可靠性是对总体服务质量和或者是客户满足影响最大的。但还有一个重要的问题没有被回答。问题是SERVQUA
43、L提出的影响客户满意度的因素也是影响客户忠诚的因素吗我们在这里考察这个问题。我们收集了客户基于这两项服务的的感受作出的回答。我们的调查着回答了健康门诊和汽车修理的问卷。被调查着从PTA组织，电子邮件和美国两个城市拦截的方法收集的。有110个客户回大了汽车修理雕哈，123个客户回答了他们过去翌年当中使用的保健设备的调查。操作方法。问卷包含所有的满意度措施，目的专化，技术质量，机械质量，功能质量和SERVQUAL规模。满意度由以下项目测量总体上对这个设备（1）非常不满意（2）基本不满意（3）一般（4）基本满意（5）非常满意。服务质量通常被客户解释为和公司对待他们的方法有关。特别地，由于这个问题既服
44、务质量之后，他同基础服务的不同显得尤为突出。一个操控台证实了这个假设。相反地，通过另一项，后面的措施比前面的关联更大（关联健康诊所069VS065汽车修理057VS052）。如此，这两个问题被认为是技术和功能层面的。对SERVQUAL，我们使用他最后的21项，所有的条目都用五点法（1）强烈不同意（2）不同意（3）中立（4）一般同意（5）强烈同意。最后，处于探索的目的，我们选取了一些统计信息和一些问题。在市场著作中，客户忠诚被描述为过去对某种牌子的特殊喜好。然而，这样一种方法适合客户产品。对于服务（尤其是这项研究中的高度发展的服务）可能对管理着最有用的一个措施是向被调查者提问，服务者和被服务者之
45、间的转换。我们用这种方法估计被调查者对他们当前健康保障和汽车修理服务者的忠诚度。另一点说明是因为样本较小，我们只用了三种反映策略。一个更加分等级的规模将会产出相对较小的转换者。更多的，我们随后将不得不使用一种武断的分界线来重组被调查者，分成忠诚组和不忠诚组。三点法的中间组更少，所以减小了这种武断分组的必要。然而，我们测量忠诚度的方法仍然是不完美的。在讨论部分，我们推荐一种为更深层研究的方法的提高。客户满意度是客户忠诚的前提。上述向我们阐述了到底是什么导致客户忠诚。客户的满意度直接影响着客户的忠诚度。对企业或者产品服务不满意的客户大部分总是非常容易转向其他企业购买或者寻求服务。研究还表明，即使是
46、哪些满意的客户有时也会在某些时候转变购买意想。因此，管理者额能会要问到底是什么可以驱动着客户的忠诚，怎样做到超越客户满意达到客户忠诚。重要的是，“客户满意与客户忠诚”。是什么导致客户满意与不满意呢在调查研究数据中表明，技术质量效能（以下简称“工作的质量”）和功能质量影响着满意度和忠诚度（以下简称“服务质量”）。二者在低接触和高接触之间发生变化。对于那些低接触服务业（如汽车维修），技术质量是需要首先获得满足的，然后才是功能质量，此时就需要先满足客户的技术需求再满足客户的服务需求，超越客户满意达到客户忠诚。相反的是一个高接触行业（如卫生保健）服务的情况。这种低接触和高接触的模式引导的结果表示满意，
47、并研究在其设计的特定企业的忠诚度测量。我们采用的分析也可以作为一个原型。根据可以分析的满意度和忠诚度数据，以确定是否如果技术或功能质量提高是他们在他们的企业在一个特定时刻的关键服务运作的需要。这种分析有助于引导服务公司在相应的质量计划的投资。培养客户忠诚的开始是满意的客户。对于经理人来说，这里有一个困境。虽然客户对你说他们感觉很满意，但是他们任然选择其他产品。顾客到底需要什么我们努力地确保顾客得到满意的回报。但是他们却转向我们的竞争对手那里。什么是事实我们一直怀疑。其实满意的客户不一定是忠诚的客户。的确，一个忠诚的客户承诺，单纯的满意是不能带来的。但米特尔和LASSAR考虑到在相同因素的影响条
48、件下，是什么影响了客户的满意度和忠诚度。他们发现是客户。据报道，依然有很多满意的额客户转向其他企业购买产品。同时我们也看到，不满意的顾客一定会有很多你没有发现的因素影响其满意度。但米特尔和LASSAR的有重要的发现，他们认为“类型”质量满意度从不同方面影响忠诚度。如果从功能质量的满意度如下来研究，那么忠诚来自技术质量。在同样是顾客满意的因素情况下功能质量的满意更能得到顾客的忠诚。以上的研究结果是巨大的。首先，它告诉我们企业单单使顾客满意是不够的，还应该采取措施培养顾客的忠诚；其次它意味着，由于满意度有时不能带来客户忠诚，所以我们不能只专注于创造质量的满意度；最后米特尔和LASSAR提出应该建立
49、客户关系管理制度来培养客户的忠诚。企业应该采取以下的一些策略来培养客户的忠诚（1）服务管理人员的首要任务是要明确了解他们提供的是什么样的服务。服务管理人员担任这一个被“信任”的角色。他们提供的服务的质量决定了顾客的满意度，他们必须可以提供顾客需要的服务，这是培养顾客忠诚的首要因素。（2）服务管理者必须树立客户满意理念的基本条件。把有没有忠诚客户做为重点。如果存在不满意的客户。我们必须确定改进并且消除使客户不满意的因素。如果使顾客不满意的因素存在于服务管理人眼技术能力培训等方面，那么在的工作人员招聘时需确保他们具备高品质的品质。（3）当企业的服务措施有了很大改进时。对客户给予关怀，及时接待客户，使客户满意忠诚。例如在汽车维修中心，如果汽车修补不好。此时应该注重员工与客户的互动，是客户感到回应性，舒适性和满意的客户服务。建立客户满意措施从而超越客户满意到达客户忠诚。（4）服务管理者可以考虑使用新的客户管理方式培养客户忠诚。（5）管理人员也可以开始开发新的服务出售给新的忠诚客户。米特尔和LASSAR指出，忠实的客户愿意从一个供应商购买更多的需要求。英国轮胎爆胎修理公司就是利用其良好的声誉完善的服务和忠诚的客户群使企业务得到发展。从出售排气系统，更换机油，轮胎，甚至到汽车保险业。企业的客户服务目标是培养忠诚的客户。忠诚的客户意味着营销成
