Customer satisfaction

Abstract: Frustrated by the inadequacies of traditional performance measurement systems, some managers have abandoned financial measures like return on equity and earnings per share. "Make operational improvements and the numbers will follow," the argument goes. But managers do not want to choose between financial and operational measures. Executives want a balanced presentation of measures that allow them to view the company from several perspectives simultaneously. During a year-long research project with 12 companies at the leading edge of performance measurement, the authors developed a "balanced scorecard," a new performance measurement system that gives top managers a fast but comprehensive view of the business. The balanced scorecard includes financial measures that tell the results of actions already taken. And it complements those financial measures with three sets of operational measures having to do with customer satisfaction, internal processes, and the organization's ability to learn and improve--the activities that drive future financial performance. Managers can create a balanced scorecard by translating their company's strategy and mission statements into specific goals and measures. To create the part of the scorecard that focuses on the customer perspective, for example, executives at Electronic Circuits Inc. established general goals for customer performance: get standard products to market sooner, improve customers' time-to-market, become customers' supplier of choice through partnerships, and develop innovative products tailored to customer needs. Managers translated these elements of strategy into four specific goals and identified a measure for each.

Abstract: Preface to the 2007 Update.Preface to the Second Edition.Acknowledgments.Part One: ELEMENTS OF THE TAILORED DESIGN METHOD.1 Introduction to Tailored Design.2 Writing Questions.3 Constructing the Questionnaire.4 Survey Implementation.5 Reduction of Coverage and Sampling Errors.Part Two: TAILORING TO THE SURVEY SITUATION.6 Mixed-Mode Surveys.7 Alternative Questionnaire Delivery: In Person, to Groups, and through Publications.8 When Timing Is Critical: Diary, Customer Satisfaction, and Election Forecast Surveys.9 Household and Individual Person Surveys by Government.10 Surveys of Businesses and Other Organizations.11 Internet and Interactive Voice Response Surveys.12 Optical Scanning and Imaging, and the Future of Self-Administered Surveys.References.2007 Appendix: Recent Developments in the Design of Web, Mail, and Mixed-Mode Surveys.Appendix References.Index.

Abstract: List of Tables List of Figures Preface 1 Introduction: What Is Satisfaction? PART 1 BASIC SATISFACTION MECHANISMS 2 The Performance of Attributes, Features, and Dimensions 3 Expectations and Related Comparative Standards 4 The Expectancy Disconfirmation Model of Satisfaction PART 2 ALTERNATIVE AND SUPPLEMENTARY COMPARATIVE OPERATORS 6 Quality: The Object of Desire 7 The Many Varieties of Value in the Consumption Experience 8 Equity: How Consumers Interpret Fairness 9 Regret: What Might Have Been, and Hindsight (What I Knew Would Be) PART 3 SATISFACTION PROCESSES AND MECHANISMS 10 Cognitive Dissonance: Fears of What the Future Will Bring (and a Few Hopes) 11 Why Did It Happen? Attribution in the Satisfaction Response 12 Emotional Expression in the Satisfaction Response 13 The Processing of Consumption PART 4 SATISFACTION'S CONSEQUENCES: WHAT HAPPENS NEXT? 14 After Satisfaction: The Short Run Consequences 15 Loyalty and Financial Impact: Long-term Effects on Satisfaction Name Index Subject Index About the Author

Abstract: The following study both synthesizes and builds on the efforts to conceptualize the effects of quality, satisfaction, and value on consumers’ behavioral intentions. Specifically, it reports an empirical assessment of a model of service encounters that simultaneously considers the direct effects of these variables on behavioral intentions. The study builds on recent advances in services marketing theory and assesses the relationships between the identified constructs across multiple service industries. Several competing theories are also considered and compared to the research model. A number of notable findings are reported including the empirical verification that service quality, service value, and satisfaction may all be directly related to behavioral intentions when all of these variables are considered collectively. The results further suggest that the indirect effects of the service quality and value constructs enhanced their impact on behavioral intentions.

Abstract: Many individual companies and some industries monitor customer satisfaction on a continual basis, but Sweden is the first country to do so on a national level. The annual Customer Satisfaction Baro...