客戶忠誠和客戶滿足之間的關(guān)系

畢業(yè)論文（設(shè)計）外文翻譯題目：淺談客戶忠誠的培養(yǎng)一、外文原文標(biāo)題：Therelationshipbetweencustomerloyaltyandcustomersatisfaction原文：TherelationshipbetweencustomerloyaltyandcustomersatisfactionAbstract：Developsandimplementsamethodforhotelstoidentifyattributesthatwillincreasecustomerloyalty.Otherhotelscanreplicatethemethodologyusedinthisstudy.Thestudymakestheusesofthehotel'sdatabasetodrawsamplesforbothfocusgroupsandamailsurvey.Basedon564completedsurveysfromhotelguests,theauthorsfoundtherelationshipbetweencustomersatisfactionandcustomerloyaltywasnon-linear.Theauthorsusethedatatodevelopinternalbenchmarksforthehotelbasedonscoresthatwererepresentativeofloyalcustomers.Thestudymakesuseofthehotel'sdatabasetodrawsamplesforbothfocusgroupsandamailsurvey.Keywords：Customerloyalty,Customersatisfaction,Databasemarketing,HotelsItiscommonlyknownthatthereisapositiverelationshipbetweencustomerloyaltyandprofitability.ReichheldandSasser(1990)foundthatwhenacompanyretainsjust5percentmoreofitscustomers,profitsincreaseby25percentto125percent.Theirstudycaughttheattentionofbothpractitionersandresearchers,arousingagreatinterestincustomerloyalty.Gould(1995)helpedconsolidatetheinterestinloyaltythroughhisresearchthatsupportedReichheldandSasser'swork.Today,marketersareseekinginformationonhowtobuildcustomerloyalty.Theincreasedprofitfromloyaltycomesfromreducedmarketingcosts,increasedsalesandreducedoperationalcosts.Loyalcustomersarelesslikelytoswitchbecauseofpriceandtheymakemorepurchasesthansimilarnon-loyalcustomers(ReichheldandSasser,1990).Loyalcustomerswillalsohelppromoteyourhotel.Theywillprovidestrongword-of-mouth,createbusinessreferrals,providereferences,andserveonadvisoryboards.Raman(1999)states,loyalcustomersserveasa``fantasticmarketingforce''byprovidingrecommendationsandspreadingpositiveword-of-mouth;thosepartnershiplikeactivitiesarethebestavailableadvertisingacompanycanget.Loyalcustomersincreasesalesbypurchasingawidervarietyofthehotel'sproductsandbymakingmorefrequentpurchases.BowenandShoemaker(1998)foundloyalhotelcustomershadhigherfoodandbeveragepurchasesthannon-loyalcustomers.Finally,loyalcustomerscostlesstoserve,inpartbecausetheyknowtheproductandrequirelessinformation.Theyevenserveaspart-timeemployees.Theauthorshavecollectedanecdotesfromserviceemployees,statinghowloyalcustomersareeagertoserveasemployees.Loyalcustomershavebeenobservedinhotels,tellingotherguestsaboutthegreatrestaurantsinthehotels.Incasinos,customersexplaingamesandhowtheplayer'sclubworkstoothercustomers.Passengersonplaneshaveexplainedthelightningsystemortheaudiovisualsystemtootherpassengers.Thereforeloyalcustomersnotonlyrequirelessinformationthemselves,theyalsoserveasaninformationsourceforothercustomers.Buildingcustomerloyaltyisoneofthebiggestchallengesforthehotelindustry(Yesawich,1997).Thisstudyinvestigatesanddevelopsmethodsthatwillhelphotelsincreasecustomerloyalty.Purpose：Thepurposeofthisstudyistodevelopandimplementamethodforhotelstoidentifyattributesthatwillincreasecustomerloyalty.Asecondpurposeistoproduceamethodologythatcanbereplicatedbyotherhotels.Thisstudywillexploretherelationshipbetweencustomersatisfactionandcustomerloyaltyinthehotelindustry.Thestudywillalsoreexaminetheantecedentsofloyalty.Tofirstdeterminewhatcancreateloyaltytowardthesubjecthotel.Customerloyaltyisdifficulttodefine.Ingeneral,therearethreedistinctiveapproachestomeasureloyalty:behavioralmeasurements;attitudinalmeasurement;compositemeasurements.Thebehavioralmeasurementsconsiderconsistent,repetitiouspurchasebehaviorasanindicatorofloyalty.Oneproblemwiththebehavioralapproachisthatrepeatpurchasesarenotalwaystheresultofapsychologicalcommitmenttowardthebrand(TePeci,1999).becauseitisthemostconvenientlocation.Whenanewhotelopensacrossthestreet,theyswitchbecausethenewhoteloffersbettervalue.Thus,repeatpurchasedoesnotalwaysmeancommitment.Attitudinalmeasurementsuseattitudinaldatatoreflecttheemotionalandpsychologicalattachmentinherentinloyalty.Theattitudinalmeasurementsareconcernedwiththesenseofloyalty,engagementandallegiance.Thereareinstanceswhenacustomerholdsafavorableattitudetowardahotel,buthe/shedoesnotstayatthehotel(Tohetal.,1993).Aguestcouldholdahotelinhighregard,recommendthehoteltoothers,butfeelthehotelwastooexpensiveforhim/hertouseonaregularbasis.Theaboveapproachesmeasureloyaltyuni-dimensionally.Thethirdapproach,compositemeasurementsofloyalty,combinethefirsttwodimensionsandmeasureloyaltybycustomers'productpreferences,propensityofbrand-switching,frequencyofpurchase,recencyofpurchaseandtotalamountofpurchase(PritchardandHoward,1997;Hunter,1998;Wongetal.,1999).Theuseofbothattitudeandbehaviorinaloyaltydefinitionsubstantiallyincreasesthepredictivepowerofloyalty(PritchardandHoward,1997).Thetwo-dimensionalcompositemeasurementapproachhasbeenappliedandsupportedasavaluabletooltounderstandcustomerloyaltyinseveralfields,suchasretailing,recreation,upscalehotelsandairlines(Day,1969;JacobyandKyner,1973;BackmanandCrompton,1991;Pritchardetal.,1992;PritchardandHoward,1997).Theauthorsofthisstudyhaveadoptedthecompositeapproachtocustomerloyalty.Forthisstudy,loyalcustomersarecustomerswhoholdfavorableattitudestowardthecompany,committorepurchasetheproduct/service,andrecommendtheproducttoothers.SatisfactionandloyaltyTheresultsofourstudyverifiedthatcustomersatisfactiondoesnotequalcustomerloyalty.Inourstudy,satisfactionwasmeasuredbyaseven-pointLikertscale,7=verysatisfied,4=satisfied,and1=verydissatisfied.Twomeasuresofcustomerloyaltyusedinthisstudyweretherespondent'sintenttoreturnandtheirwillingnesstoperformmarketingactivities,suchasrecommendingthehoteltoothers.TableIcomparesthescoresonoverallsatisfactionwiththecustomers'willingnesstoreturnandrecommendthehotel.Theseresultsverifiedthenonlinearandasymmetricrelationshipbetweencustomersatisfactionandcustomerloyalty.BasedonCoyne(1989),therearetwocriticalthresholdsaffectingthelinkbetweensatisfactionandloyalty.Onthehighside,whensatisfactionreachesacertainlevel,loyaltyincreasesdramatically;atthesametime,whensatisfactiondeclinedtoacertainpoint,loyaltydroppedequallydramatically(Olivaetal.,1992).Inourstudy,asthecustomersatisfactionmeasurementraisesoneunitfrom6to7,thecustomerloyaltyindicesincreasebyover100percent.Furthermore,theresultsofthisstudywereconsistentwithOlivaetal.'s(1992)study;aminorchangeinsatisfactioncanleadtoasubstantialchangeinloyaltyincrement.Atotalof63percentoftherespondentswhowereverysatisfied(7)and29.8percentoftherespondents,whoscoreda(6),stronglyagreedthattheywouldrecommendthehotel,whichtheywereloyalto,whenthetopicofthehotelcameupinconversation.Theresultsshowthatascustomersatisfactiondeclinedfrom``verysatisfied''(7)toa6,thewillingnesstocommunicateapositivemessageofthehoteldroppedmorethan50percent.Managersshouldrealizethathavingsatisfiedcustomersisnotgoodenough,theymusthaveextremelysatisfiedcustomers.Moreover,asmallincreaseincustomersatisfactionboostedcustomerloyaltydramatically.Inadditiontobenefitingfromtheextremelysatisfiedcustomers'repeatpatronage,thehotelmanagerscansavetheirmarketingexpensesbecauseoftheextremesatisfiedcustomers'marketingpower.Therefore,hotelmanagersshouldnotbecontentwithhavingsatisfiedcustomers.Theyneedcustomerswhoareverysatisfied.BenefitsofloyaltyTheresultsofourstudysupportedthecontentionsthatthereisapositivecorrelationbetweenloyalcustomersandprofitability.Loyalcustomersindeedprovidemorerepeatbusinessandwerelesslikelytoshoparoundforthebestdealsthannon-loyalcustomers.Forexample,overall,therespondentsindicatedtheystayedatthisspecifichotelonly66.67percentofthetimeonreturnvisits,butamongtherespondentswhoclaimedthattheywoulddefinitelyreturn,88.52percentstayedatTheLenoxonreturnvisits.Also,morethanhalf(59percent)oftherespondents,whowoulddefinitelyreturn,didnotshoparoundbeforemakingtheirreservation,comparedtoonly5.1percentwhogaveaneutralresponsetothisquestion.Theimportanceofword-of-mouthcanneverbeoveremphasizedinthehotelindustry,sincehotelcustomerspreferpersonalinformationsources.Positiveword-of-mouthincreasesthehotel'sreliabilityanddecreasecustomer'sperceivedrisk.Theresultsshowedthatamongtherespondentswhowoulddefinitelystayatthehotelwhentheyreturntoanarea,96.9percenthadspreadpositiveword-of-mouthforthehotel.Theaveragenumberofpeopletowhomtheyhadtoldpositivethingsaboutthehotelwasanaverageof8.29people.Ontheotherhand,87.7percentoftherespondentswhoscoreda6ontheintenttoreturn,hadtoldpeoplepositivethingsaboutthehotelandonaveragetheytold6.29people.Onceagain,theresultsverifiedthatloyalcustomersindeedspreadpositiveword-of-mouthandmaderecommendations.Loyalcustomersarecriticalforthehotelbusiness.Howtocreateloyalcustomersisdeemeduniversallyanessentiallyimportanttaskforthehotelmanagers.ImplicationsforpractitionersPerformanceversusimportanceofloyaltyfactorsInordertounderstandwhichvaluablebenefitsdevelopedcustomerloyalty,thesurveyaskedthecustomerswhatattributeswoulddeveloptheirfeelingsofloyaltyandtheirratingsofhowthehotelperformedonaspecificattribute.Theresultsrevealedthatgivingcustomersnon-smokingroomsupontheirrequestwouldadvancecustomerloyaltytoagreatextent(82.3percent).Mostrespondentssaidacheck-inandcheck-outtimethatsuitedthemwouldaffecttheirloyalty(51.2percent).Similarly,almosthalfoftherespondents(49.3percent)indicatedthatiftheycouldcheckinwhentheyarrived,evenifitwasbeforecheck-intime,theirloyaltywouldbeboosted.Ontheotherhand,whenevaluatingthehotel'sperformance,theguestsperceivedthehotelperformedwellonmeetingtheirrequestsfornon-smokingrooms.However,lessthanhalfoftherespondents,37.2percent,statedtheycouldcheckinandcheckoutatthetimethatsuitedthemandonly39.2percentoftherespondentscouldcheckinbeforethedesignatedtime.IfTheLenoxcoulddevelopasystemforflexiblecheck-inandcheck-outtimestheycouldcreatestrongercustomerloyaltyamongthisgroup.FrameworkforloyaltyresearchOnepurposeofthisstudywastoprovideaframeworkforotherhotelstoreplicatethisresearchprocessfortheirownmarketingresearch.Thefollowingfourmethodsarerecommended.Thehotelshoulduseitsdatabasetoselectmembersforfocusgroupsandthesampleforasurveybasedondesiredcharacteristics.Usefocusgroupstogaininsightintotheissues.Usesurveyresearchonacontinuingbasis,asmanagerscannotmakeanyconclusivedecisionbasedonthisone-timeresult.Useinternalbenchmarkstosetnewgoals.InternalbenchmarkingBasedontheaboveanalyses,weknowthatestablishingloyalcustomersiscriticalforthehotelindustry.Nevertheless,howcanhotelmanagersbuildcustomerloyalty?Twomeasurementsweresuggestedbythisstudy:thefirstmeasurementwasthebenchmarkscoresforthefeatureswhichwouldincreasecustomerloyalty;thesecondonewasthegapbetweenexpectedserviceandperceivedservice.Benchmarkinghasbeenappliedtoimproveservicequalitysince1990.Itisamethodtoidentifythemosteffectivepracticesbyrigorouscomparisonofsimilarprocessesacrossorganizationsandevenindustries,thenadoptthemasperformancegoals(Chen,1998).Inthisstudy,ratherthandevelopthebenchmarksonthebestpracticesofothers,internalbenchmarksweredevelopedbasedonthesurveyresults.Thescoresofloyalcustomers,thosewhoindicatedtheywoulddefinitelyreturn,willbetheinternalbenchmarksformanagerstoimprovetheirservicequalitysoastoincreasecustomerloyalty.Whenthebenchmarkscoreswerereached,itdoesnotguaranteethatallthecustomerswillreturn;nevertheless,thebenchmarkscoresserveasatargetforreachingalevelthatwillcreateadditionalloyalty.Furthermore,byhavingthesebenchmarksinplace,ahotelwouldbeholdingitselftoastrictstandardsettingforthtodrivetheoverallvalueofthehotelguests.Atotalof13featureswereexpectedtobuildcustomerloyaltyinthisstudy.Amongthetopfiveattributesthathadabiggapbetweenloyalcustomersandentirerespondents,threeofthemarerelatedtohotelemployees.Forexample,``employeescommunicatetheattitudethatyourneedsareimportanttothem''hadthebiggestdiscrepancybetweenthemeansoftheentiresampleandloyalcustomer(5.52comparedto6.15).Followedby``Ifyoumakearequestatthehotel,nomatterhowlargeorsmall,itishandledappropriately''hadagapof0.61(5.40comparedto6.01).Thethirdattributewas``Whenanemployeeofthehotelsaysshe/hewilldosomething,youknowitwillgetdone''(5.65comparedto6.23).Thebenchmarkscoreswerethegoalsforhotelmanagerstoreachbecauseit'satargetlevelofcreatingadditionalloyaltyamongcustomers,especiallywhenthemanagerialeffortsweresominorandtheloyaltyeffectsweresotremendous(TableII).Forinstance,personalizedservicewasanareaofopportunityforthehotel.Trainingemployeestorecognizecustomersandtakeextracareofthemwasimperativeforthishotel.出處：JohnT.Bowen,Shiang-LihChen,(2001)"Therelationshipbetweencustomerloyaltyandcustomersatisfaction",InternationalJournalofContemporaryHospitalityManagement,Vol.13Iss:5,pp.213-217二、翻譯文章標(biāo)題：客戶忠誠和客戶滿足之間的關(guān)系譯文：客戶忠誠和客戶滿足之間的關(guān)系關(guān)鍵詞:客戶忠誠；客戶滿足；數(shù)據(jù)庫市場；酒店。摘要:本文為酒店識別提高客戶忠誠原因的方法作出了補充和發(fā)展，其他酒店亦可以仿照這篇文章中的方法。本文應(yīng)用酒店數(shù)據(jù)庫為兩個對照組和問卷調(diào)查做了樣本?；趯?64份來自酒店客戶的完整問卷的研究，發(fā)現(xiàn)客戶忠誠和客戶滿足之間的關(guān)系是非線性的。通過數(shù)據(jù)相對忠誠的客戶的分?jǐn)?shù)計算了酒店內(nèi)部的基準(zhǔn)點。這項研究應(yīng)用酒店數(shù)據(jù)庫為兩個對照組和問卷調(diào)查做了樣本。簡介:眾所周知，客戶忠誠和客戶滿足之間是成正比的關(guān)系。Reichheld和Sasser發(fā)現(xiàn)當(dāng)公司擁有5%的更多的客戶時，收益增加25%到125%之間。他們的研究引起了實踐者和研究者對客戶忠誠的極大興趣。Gould的支持Reichheld和Sasser的研究更加鞏固了他們的興趣。今天，商人們還在尋求贏得客戶忠誠的方法的信息。而客戶忠誠帶來的收益是通過降低市場費用，提高銷售量和減少操作費用實現(xiàn)的。忠誠的客戶因為價格的原因很少買別人的東西而且他們比相對“不忠誠”的客戶要買更多的東西（Reichheld和Sasser，1990年）。忠誠的客戶對提高你的酒店也有幫助，他們形成強大的口碑，給別人做參考，起到廣告的作用。忠誠的客戶就象一個很好的市場動力，因為他們向別人推薦并且傳播了正面的口碑，他們的同伴的行為是公司最好的廣告。忠誠的客戶通過購買更多種類的產(chǎn)品以及更頻繁的購買提高了他們的購買量。Bowen和Shoemaker1998年發(fā)現(xiàn)酒店的忠誠客戶比不忠誠客戶會購買更多的食物和飲料。忠誠的客戶使得服務(wù)的花費更少，原因是他們了解這些產(chǎn)品，所需要的信息更少。他們甚至還是兼職的被雇傭者。從服務(wù)雇工那里收集信息來說明忠誠客戶是如何熱切的像雇工一樣為公司服務(wù)。忠誠客戶出現(xiàn)在酒店里，告訴別人酒店里不錯的飯館。在賭場里，忠誠客戶向其他客人解釋怎么游戲以及玩家的俱樂部是怎么運作的。在飛機上乘客向其他乘客介紹照明系統(tǒng)和視頻或音頻系統(tǒng)。所以說忠誠客戶不但自己所需要的信息更少，對別人來說他們又象一個信息源。建立客戶忠誠對酒店業(yè)來說是一大挑戰(zhàn)(Yesawich1997年)。這項研究調(diào)查提供了幫助提高酒店客戶忠誠的方法。研究目的：本文的目的之一是為酒店識別提高客戶忠誠原因的方法作出了補充和發(fā)展。另一個目的是提供了一個可以為其他酒店借鑒的方法。這項研究將探索酒店行業(yè)中客戶忠誠和客戶滿足之間的關(guān)系，來決定目標(biāo)酒店產(chǎn)生客戶忠誠的原因。什么是客戶忠誠呢？忠誠忠誠是很難定義的。通常，有三種方法來衡量忠誠：行為測度、態(tài)度測度和復(fù)合測度。行為測度需要把一致的反復(fù)的購買行為看作是忠誠的表現(xiàn)。行為方法遇到的一個問題是反復(fù)的購買有時候不是心理上對品牌的寄托（TePeci，1999年）。比如某旅行者入住某酒店只是因為酒店地處方便的地方；酒店新開張，選擇他的原因僅僅是價格優(yōu)惠。但是，反復(fù)的購買并不意味著依賴。態(tài)度測度用態(tài)度數(shù)據(jù)反映情感和心理上的忠誠。態(tài)度測度是關(guān)于忠誠的感覺，約定和忠誠的。有這樣的案例，當(dāng)客戶對某家酒店有好感但卻沒有選擇這家酒店，客戶可能對這家酒店有很高的評價并且推薦給別人，但卻覺得對自己來說太貴。第三種方法，忠誠的復(fù)合測度。將以上兩種方法和客戶的商品傾向、品牌選擇的傾向、購買的頻率、最近的購買和購買總量聯(lián)系起來。二維復(fù)合測量法在某些領(lǐng)域被當(dāng)作理解客戶忠誠的有效方法來應(yīng)用。比如零售業(yè)、娛樂業(yè)、高檔酒店以及航空(Day，1969；Jacoby和Kyner，1973；Backman和Crompton，1991；Pritchardetal，1992；Pritchard和Howard，1997)。這篇文章的作者采用了復(fù)合方法研究客戶忠誠。在此文中，忠誠的客戶是指最喜歡該公司，反復(fù)購買并且把產(chǎn)品推薦給其他人的客戶?？蛻魸M意與客戶忠誠之間是有區(qū)別的。研究的結(jié)果表明客戶滿足并不等于客戶忠誠。在我們的研究當(dāng)中，客戶滿足是通過“7點”法刻畫的。7=非常滿足，3=滿足，1=非常不滿足。這篇文章中用的兩種測量客戶忠誠的方法是被調(diào)查者再購買的意愿和他們做市場工作人員的意愿。研究結(jié)果表明客戶忠誠和客戶滿足之間是非線性和不均勻的關(guān)系?；贑oyne(1989)的研究，有兩個關(guān)鍵性的臨界值影響著客戶滿足和客戶忠誠之間的關(guān)系。在高的一邊，當(dāng)客戶滿足達(dá)到一定程度，客戶忠誠大幅度增長；同時，當(dāng)客戶滿足降到一定程度，客戶忠誠同樣大幅度下降(Olivaetal.,1992)。在我們的研究當(dāng)中，當(dāng)客戶滿足達(dá)到6~7之間，客戶忠誠增加了超過百分之百。而且我們的研究和Olivaetal在1992年的研究一致；客戶滿足的小幅度變化可以產(chǎn)生客戶忠誠的實質(zhì)性增長。被調(diào)查著中獲得7分，也就是非常滿意的人中的63%和滿意度獲得6分的人的29.8%強烈表示當(dāng)酒店的話題碰巧進(jìn)入談話的時候他們愿意推薦他們忠誠的酒店。結(jié)果顯示，當(dāng)滿意度從7分