外文文献-英文文献-顾客满意策略与顾客满意
外文文献翻译——顾客满意度(附原文)
外文文献翻译（附原文）译文一：韩国网上购物者满意度的决定因素摘要这篇文章的目的是确定可能导致韩国各地网上商场顾客满意的因素。
假设客户的积极认知互联网购物的有用性，安全,技术能力，客户支持和商场接口积极影响客户满意度。
这也是推测，满意的顾客成为忠实的客户。
调查结果证实，客户满意度对顾客的忠诚度有显著影响，这表明，当顾客满意服务时会显示出很高的忠诚度.我们还发现，“网上客户有关安全风险的感知交易中，客户支持，网上购物和商场接口与客户满意度呈正相关。
概念模型网上购物者可以很容易的将一个商场内的商品通过价格或质量进行排序，并且可以在不同的商场之间比较相同的产品。
网上购物也可以节省时间和降低信息搜索成本。
因此，客户可能有一种感知，他们可以用更少的时间和精力得到更好的网上交易。
这个创新的系统特性已被定义为知觉有用性。
若干实证研究发现，客户感知的实用性在采用影响满意度的创新技术后得以实现。
因此，假设网上购物的知觉有用性与满意度成正相关（H1）.网上客户首要关注的是涉及关于网上信用卡使用的明显的不安全感.虽然认证系统有明显进步,但是顾客担心在网上传输信用卡号码这些敏感的信息是不会被轻易的解决的.网上的隐私保护环境是另一个值得关注的问题.研究表明，网上客户担心通过这些网上业务会造成身份盗窃或冒用他们的私人信息.因此，据推测，网上购物的安全性对顾客满意度有积极地影响（H2）。
以往的研究表明,系统方面的技术,如网络速度,错误恢复能力和系统稳定性都是导致客户满意度的重要因素。
例如,Kim和Lim（2001）发现，网络速度与网上购物者的满意度有关。
Dellaert和卡恩（1999年）也报告说，当网络提供商没有进行很好的管理时网上冲浪速度慢会给评价网站内容带来负面影响。
丹尼尔和Aladwani的文件表明,系统错误的迅速准确的恢复能力以及网络速度是影响网上银行用户满意度的重要因素（H3）.由于网上交易的非个人化性质客户查询产品和其他服务的迅速反应对客户满意度来说很重要。
市场营销_外文翻译_外文文献_英文文献_顾客满意策略与顾客满意
顾客满意策略与顾客满意营销原文来源：《Marketing Customer Satisfaction》自20世纪八十年代末以来,顾客满意战略已日益成为各国企业占有更多的顾客份额,获得竞争优势的整体经营手段。
一、顾客满意策略是现代企业获得顾客“货币选票”的法宝随着时代的变迁,社会物质财富的极大充裕,顾客中的主体———消费者的需求也先后跨越了物质缺乏的时代、追求数量的时代、追求品质的时代,到了20世纪八十年代末进入了情感消费时代。
在我国,随着经济的高速发展,我们也已迅速跨越了物质缺乏时代、追求数量的时代乃至追求品质的时代,到今天也逐步迈进情感消费时代。
在情感消费时代,各企业的同类产品早已达到同时、同质、同能、同价,消费者追求的已不再是质量、功能和价格,而是舒适、便利、安全、安心、速度、跃动、环保、清洁、愉快、有趣等,消费者日益关注的是产品能否为自己的生活带来活力、充实、舒适、美感和精神文化品位,以及超越消费者期望值的售前、售中、售后服务和咨询。
也就是说,今天人们所追求的是具有“心的满足感和充实感”的商品,是高附加值的商品和服务,追求价值观和意识多元化、个性化和无形的满足感的时代已经来临。
与消费者价值追求变化相适应的企业间的竞争,也由产品竞争、价格竞争、技术竞争、广告竞争、品牌竞争发展到现今的形象竞争、信誉竞争、文化竞争和服务竞争,即顾客满意竞争。
这种竞争是企业在广角度、宽领域的时空范围内展开的高层次、体现综合实力的竞争。
它包括组织创新力、技术创新力、管理创新力、产业预见力、产品研发力、员工向心力、服务顾客力、顾客亲和力、同行认同力、社会贡献力、公关传播沟通力、企业文化推动力、环境适应力等等。
这些综合形象力和如何合成综合持久的竞争力,这就是CS策略所要解决的问题。
CS时代,企业不再以“自己为中心”,而是以“顾客为中心”；“顾客为尊”、“顾客满意”不再是流于形式的口号,而是以实实在在的行动为基础的企业经营的一门新哲学。
英文文献及翻译顾客满意策略与顾客满意要点
外文翻译：顾客满意策略与顾客满意营销原文来源：《Marketing Customer Satisfaction》译文正文：自20世纪八十年代末以来,顾客满意战略已日益成为各国企业占有更多的顾客份额,获得竞争优势的整体经营手段。
一、顾客满意策略是现代企业获得顾客“货币选票”的法宝随着时代的变迁,社会物质财富的极大充裕,顾客中的主体———消费者的需求也先后跨越了物质缺乏的时代、追求数量的时代、追求品质的时代,到了20世纪八十年代末进入了情感消费时代。
在我国,随着经济的高速发展,我们也已迅速跨越了物质缺乏时代、追求数量的时代乃至追求品质的时代,到今天也逐步迈进情感消费时代。
在情感消费时代,各企业的同类产品早已达到同时、同质、同能、同价,消费者追求的已不再是质量、功能和价格,而是舒适、便利、安全、安心、速度、跃动、环保、清洁、愉快、有趣等,消费者日益关注的是产品能否为自己的生活带来活力、充实、舒适、美感和精神文化品位,以及超越消费者期望值的售前、售中、售后服务和咨询。
也就是说,今天人们所追求的是具有“心的满足感和充实感”的商品,是高附加值的商品和服务,追求价值观和意识多元化、个性化和无形的满足感的时代已经来临。
与消费者价值追求变化相适应的企业间的竞争,也由产品竞争、价格竞争、技术竞争、广告竞争、品牌竞争发展到现今的形象竞争、信誉竞争、文化竞争和服务竞争,即顾客满意竞争。
这种竞争是企业在广角度、宽领域的时空范围内展开的高层次、体现综合实力的竞争。
它包括组织创新力、技术创新力、管理创新力、产业预见力、产品研发力、员工向心力、服务顾客力、顾客亲和力、同行认同力、社会贡献力、公关传播沟通力、企业文化推动力、环境适应力等等。
这些综合形象力和如何合成综合持久的竞争力,这就是CS策略所要解决的问题。
CS时代,企业不再以“自己为中心”,而是以“顾客为中心”；“顾客为尊”、“顾客满意”不再是流于形式的口号,而是以实实在在的行动为基础的企业经营的一门新哲学。
FORNELL教授经典的顾客满意度论文1
TOTAL QUALITY MANAGEMENT, VOL. 11, NO. 7, 2000, S869-S882EUGENE W. ANDERSON & CLAES FORNELLNational Quality Research Center, University of Michigan Business School, Ann Arbor,MI 48109-1234, USAABSTRACT How do we know if an economy is performing well? How do we know if a company is performing well? The fact is that we have serious difficulty answering these questions today. The economy—for nations and for corporations—has changed much more than our theories and measurements. The development of national customer satisfaction indices (NCSIs) represents an important step towards addressing the gap between what we know and what we need to know. This paper describes the methodology underlying one such measure, the American Customer Satisfaction Index (ACSI). ACSI represents a uniform system for evaluating, comparing, and—ultimately- enhancing customer satisfaction across ifrms, industries and nations. Other nations are now adopting the same approach. It is argued that a global network of NCSIs based on a common methodology is not simply desirable, but imperative.IntroductionHow do we know if an economy is performing well? How do we know if a company is performing well? The fact is that we have serious difficulty answering these questions today. It is even more difficult to tell where we are going.Why is this? A good part of the explanation is that the economy—for nations and for corporations—has changed much more than our theories and measurements. One can easily make the case that the measures on which we rely for determining corporate and national economic performance have not kept pace. For example, the service sector and information technology play a dominant role in the modern economy. An implication of this change is that economic assets today reside heavily in intangibles—knowledge, systems, customer relationships, etc. (see Fig. 1). The building of shareholder wealth is no longer a matter of the management of ifnancial and physical assets. The same is true with the wealth of nations.As a result, one cannot continue to apply models of measurement and theory developed for a 'tangible' manufacturing economy to the economy we have today. How important is it to know about coal production, rail freight, textile mill or pig-iron production in the modern economy? Such measures are still collected in the US and reported in the media as if theyhad the same importance now as they did over 50 years ago.The problem gets worse when we take all these measures, add them up and draw conclusions. For example, in early 1999, the US stock market set an all time record highCorrespondence: E. W. Anderson, National Quality Research Center, University of Michigan Business School, Ann Arbor, MI 48109-1234, USA. Tel: (313) 763-1566; Fax: (313) 763-9768; E-mail: genea@ISSN 0954-4127 print/ISSN 1360-0613 online/00/07S869-14 0 2000 Taylor & Francis LtdS870 E. W. ANDERSON & C. FORNELLDow Jones Industrials:Price-to-Book Ratios11970 1999Source: Business Week, March 9, 1999Figure 1. Tangible versus intangible sources of value, 1970-99.with the Dow Jones Index passing 11 000 points, unemployment was at record lows, the economy expanded and inflation was almost non-existent. These statistics suggested a strong economy, which was also what was reported in the press and in most commentary by economists. As always, however, the real question is: Are we better off? How well are the actual experiences of people captured by the reported measures? Do the things economists and Governments choose to measure correspond with how people feel about their economic well-being? A closer inspection of the numbers and their underlying statistics reveals a somewhat different picture of the US economy than that typically held up as an example.?Corporate earnings growth for 1997 and 1998 were much lower than in the previous2 years, with a negative growth for 1998.?The major portion of the earnings growth in 1995 and 1996 was due to cost-cutting rather than revenue growth.?The trade deficit in 1999 was at a record high and growing.?Wages have been stagnant in the last 15 years (although there were small increases in 1997 and 1998).?The proportion of stock market capitalization versus GDP was about 150% of GDP in 1998 (the historical average is 48%; the proportion before the 1929 stock market crash was 82%).?Consumer and business debt were high and rising.?Even though many new jobs were created, 70% of those who lost their jobs got new jobs that paid less.?The number of bankruptcies was high and growing.?Worker absenteeism was at record highs.?Household savings were negative.Add the above to the fact that there is a great deal of worker anxiety over job security and lower levels of customer satisfaction than 5 years ago, and the question of whether we areyrFOUNDATIONS OF ACSI S871better off is cast in a different light. How much does it matter if we increase productivity,that the economy is growing or that the stock market is breaking records, if customers arenot satisifed? The basic idea behind a market economy is that businesses exist and competein order to create a satisifed customer. Investors will lfock to the companies that are expectedto do this well. It is not possible to increase economic prosperity without also increasingcustomer satisfaction. In a market economy, where suppliers compete for buyers, but buyersdo not compete for products, customer satisfaction defines the meaning of economic activity,because what matters in the final analysis is not how much we produce or consume, but howwell our economy satisfies its consumers.Together with other economic objectives—such as employment and growth—thequality of what is produced is a part of standard of living and a source of national competitiveness. Like other objectives, it should be subjected to systematic and uniform measurement. This is why there is a need for national indices of customer satisfaction. Anational index of customer satisfaction contributes to a more accurate picture of economicoutput, which in turn leads to better economic policy decisions and improvement of standard ofliving. Neither productivitymeasures nor price indices can be properly calibrated without taking quality into account.It is difficult to conduct economic policy without accurate and comprehensive measures. Customer satisfaction is of considerable value as a complement to the traditional measures.This is true for both macro and micro levels. Because it is derived from consumption data(as opposed to production) it is also a leading indicator of future proifts. Customer satisfactionleads to greater customer loyalty (Anderson & Sullivan, 1993; Bearden & Teel, 1983; Bolton& Drew, 1991; Boulding et al., 1993; Fornell, 1992; LaBarbera & Mazurski, 1983; Oliver,1980; Oliver & Swan, 1989; Yi, 1991). Through increasing loyalty, customer satisfactionsecures future revenues (Bolton, 1998; Fornell, 1992; Rust et al., 1994, 1995), reduces thecost of future transactions (Reichheld & Sasser, 1990), decreases price elasticities (Anderson,1996), and minimizes the likelihood customers will defect if quality falters (Anderson & Sullivan, 1993). Word-of-mouth from satisifed customers lowers the cost of attracting new customers and enhances the firm's overall reputation, while that of dissatisifed customersnaturally has the opposite effect (Anderson, 1998; Fornell, 1992). For all these reasons, it isnot surprising that empirical work indicates that ifrms providing superior quality enjoy higher economic returns (Aaker & Jacobson, 1994; Anderson et al., 1994, 1997; Bolton, 1998;Capon et al., 1990).Satisfied customers can therefore be considered an asset to the ifrm and should be acknowledged as such on the balance sheet. Current accounting-based measures are probablymore lagging than leading—they say more about past decisions than they do about tomorrow's performance (Kaplan & Norton, 1992). If corporations did incorporate customer satisfactionas a measurable asset, we would have a better accounting of the relationship between theenterprise's current condition and its future capacity to produce wealth.If customer satisfaction is so important, how should it be measured? It is too complicatedand too important to be casually implemented via standard market research surveys. The remainder of this article describes the methodology underlying the American Customer Satisfaction Index (ACSI) and discusses many of the key ifndings from this approach.Nature of the American Customer Satisfaction IndexACSI measures the quality of goods and services as experienced by those that consume them.An individual ifrm's customer satisfaction index (CSI) represents its served market's—its customers'—overall evaluation of total purchase and consumption experience, both actualand anticipated (Anderson et al., 1994; Fonrell, 1992; Johnson & Fornell, 1991).S872 E. W. ANDERSON & C. FORNELLThe basic premise of ACSI, a measure of overall customer satisfaction that is uniform and comparable, requires a methodology with two fundamental properties. (For a complete description of the ACSI methodology, please see the 'American Customer Staisfaction Index: Methodology Report' available from the American Society for Quailty Control, Milwaukee, WI.) First, the methodology must recognize that CSI is a customer evaluation that cannot be measured directly. Second, as an overall measure of customer satisfaction, CSI must be measured in a way that not only accounts for consumption experience, but is also forward-looking.Direct measurement of customer satisfaction: observability with errorEconomists have long expressed reservations about whether an individual's satisfaction or utility can be measured, compared, or aggregated (Hicks, 1934, 1939a,b, 1941; Pareto, 1906; Ricardo, 1817; Samuelson, 1947). Early economists who believed it was possible to produce a 'cardinal' measure of utility (Bentham, 1802; Marshall, 1890; Pigou, 1920) have been replaced by ordinalist economists who argue that the structure and implications of utility-maximizing economics can be retained while relaxing the cardinal assumption. How_ ever, cardinal or direct measurement of such judgements and evaluations is common in other social sciences. For example, in marketing, conjoint analysis is used to measure individual utilities (Green & Srinivasan, 1978, 1990; Green & Tull, 1975).Based on what Kenneth Boulding (1972) referred to as Katona's Law (the summation of ignorance can produce knowledge due to the self-canceling of random factors), the recent advances in latent variable modeling and the call from economists such as the late Jan Tinbergen (1991) for economic science to address better what is required for economic policy, scholars are once again focusing on the measurement of subjective (experience) utility. The challenge is not to arrive at a measurement system according to a universal system of axioms, but rather one where fallibility is recognized and error is admitted (Johnson & Fornell, 1991) .The ACSI draws upon considerable advances in measurement technology over the past 75 years. In the 1950s, formalized systems for prediction and explanation (in terms of accounting for variation around the mean of a variable) started to appear. Before then, research was essentially descriptive, although the single correlation was used to depict the degree of a relationship between two variables. Unfortunately, the correlation coefficient was otfen (and still is) misinterpreted and used to infer much more than what is permissible. Even though it provides very little information about the nature of a relationship (any given value of the correlation coefficient is consistent with an inifnite number of linear relationships), it was sometimes inferred as having both predictive and causal properties. The latter was not achieved until the 1980s with the advent of the second generation of multivariate analysisand associated sotfware (e.g. Lisrel).It was not until very recently, however, that causal networks could be applied to customer satisfaction data. What makes customer satisfaction data difficult to analyze via traditional methods is that they are associated with two aspects that play havoc with most statistical estimation techniques: (1) distributional skewness; and (2) multicollinearity. Both are extreme in this type of data. Fortunately, there has been methodological progress on both fronts particularly from the field of chemometrics, where the focus has been on robust estimation with small sample sizes and many variables.Not only is it now feasible to measure that which cannot be observed, it is also possible to incorporate these unobservables into systems of equations. The implication is that the conventional argument for limiting measurement to that which is numerical is no longer allFOUNDATIONS OF ACSI S873that compelling. Likewise, simply because consumer choice, as opposed to experience, is publicly observable does not mean that it must be the sole basis for utility measurement. Such reasoning only diminishes the influence of economic science in economic policy (Tinbergen 1991).Hence, even though experience may be a private matter, it does not follow that it is inaccessible to measurement or irrelevant for scientific inquiry, for cardinalist comparisons of utility are not mandatory for meaningful interpretation. For something to be 'meaningful,' it does not have to be 'flawless' or free of error. Even though (experience) utility or customer satisfaction cannot be directly observed, it is possible to employ proxies (fallible indicators) to capture empirically the construct. In the ifnal analysis, success or failure will depend on how well we explain and predict.Forward-looking measurement of customer satisfaction: explanation and predictionFor ACSI to be forward-looking, it must be embedded in a system of cause-and-effect relationships as shown in Fig. 2, making CSI the centerpiece in a chain of relationships running from the antecedents of customer satisfaction —expectations, perceived quality and value —to its consequences —voice and loyalty. The primary objective in estimating this system or model is to explain customer loyalty. It is through this design that ACSI captures the served market's evaluation of the ifrm's offering in a manner that is both backward- and forward-looking.Customer satisfaction (ACSI) has three antecedents: perceived quality, perceived value and customer expectations. Perceived quality or performance, the served market's evaluation of recent consumption experience, is expected to have a direct and positive effect on customer satisfaction. The second determinant of customer satisfaction is perceived value, or the perceived level of product quality relative to the price paid. Adding perceived value incorpo-rates price information into the model and increases the comparability of the results across ifrms, industries and sectors. The third determinant, the served market's expectations, represents both the served market's prior consumption experience with the firm's offeringCustomization Complaints to Complaints toinagement PersonnelPriceü GivenQualityQualityGivenPrice DelepurchasePrice Likelihood ToleranceCustomization Reliability O v e r a l l Figure 2. The American Customer Satisfaction Index model.S874 E. W. ANDERSON & C. FORNELLincluding non-experiential information available through sources such as advertising and word-of-mouth—and a forecast of the supplier's ability to deliver quality in the future.Following Hirschman's (1970) exit-voice theory, the immediate consequences of increased customer satisfaction are decreased customer complaints and increased customer loyalty (Fornell & Wemerfelt, 1988). When dissatisifed, customers have the option of exiting (e.g. going to a competitor) or voicing their complaints. An increase in satisfaction should decrease the incidence of complaints. Increased satisfaction should also increase customer loyalty. Loyalty is the ultimate dependent variable in the model because of its value as aproxy for profitability (Reichheld & Sasser, 1990).ACSI and the other constructs are latent variables that cannot be measured directly, each is assessed by multiple measures, as indicated in Fig. 1. To estimate the model requires data from recent customers on each of these 15 manifest variables (for an extended discussion of the survey design, see Fomell et al., 1996). Based on the survey data, ACSI is estimated as shown in Appendix B.Customer satisfaction index properties: the case of the American Customer Satisfaction IndexAt the most basic level the ACSI uses the only direct way to ifnd out how satisifed or dissatisifed customers are—that is, to ask them. Customers are asked to evaluate products and services that they have purchased and used. A straightforward summary of what customers say in their responses to the questions may have certain simplistic appeal, but such an approach will fall short on any other criterion. For the index to be useful, it must meet criteria related to its objectives. If the ACSI is to contribute to more accurate and comprehen-sive measurement of economic output, predict economic returns, provide useful information for economic policy and become an indicator of economic health, it must satisfy certain properties in measurement. These are: precision; validity; reliability; predictive power; coverage; simplicity; diagnostics; and comparability.PrecisionPrecision refers to the degree of certainty of the estimated value of the ACSI. ACSI results show that the 90% confidence interval (on a 0-100 scale) for the national index is ± 0.2 points throughout its first 4 years of measurement. For each of the six measured private sectors, it is an average ± 0.5 points and for the public administration/government sector, it is + 1.3 points. For industries, the conifdence interval is an average ±1.0 points for manufacturing industries, + 1.7 points for service industries and ± 2.5 points for government agencies. For the typical company, it is an average ± 2.0 points for manufacturing ifrms and 2.6 points for service companies and agencies. This level of precision is obtained as a result of great care in data collection, careful variable speciifcation and latent variable modeling. Latent variable modeling produces an average improvement of 22% in precision over use of responses from a single question, according to ACSI research.ValidityValidity refers to the ability of the individual measures to represent the underlying construct customer satisfaction (ACSI) and to relate effects and consequences in an expected manner. Discriminant validity, which is the degree to which a measured construct differs from other measured constructs, is also evidenced. For example, there is not only an importanto-FOUNDATIONS OF ACSI S875 conceptual distinction between perceived quality and customer satisfaction, but also anempirical distinction. That is, the covariance between the questions measuring the ACSI ishigher than the covariances between the ACSI and any other construct in the system.The nomological validity of the ACSI model can be checked by two measures: (1) latentvariable covariance explained; and (2) multiple correlations (R'). On average, 94% of thelatent variable covariance structure is explained by the structural model. The average R2ofthe customer satisfaction equation in the model is 0.75. In addition, all coefficients relatingthe variables of the model have the expected sign. All but a few are statistically signiifcant.In measures of customer satisfaction, there are several threats to validity. The most seriousof these is the skewness of the frequency distributions. Customers tend disproportionately touse the high scores on a scale to express satisfaction. Skewness is addressed by using a fairlyhigh number of scale categories (1-10) and by using a multiple indicator approach (Fornell,1992, 1995). It is a well established fact that vaildity typically increases with the use of more categories (Andrews, 1984), and it is particularly so when the respondent has good knowledgeabout the subject matter and when the distribution of responses is highly skewed. An indexof satisfaction is much to be preferred over a categorization of respondents as either 'satisfied'or 'dissatisfied'. Satisfaction is a matter of degree—it is not a binary concept. If measured asbinary, precision is low, validity is suspect and predictive power is poor.ReliabilityReliability of a measure is determined by its signal-to-noise ratio. That is, the extent to whichthe variation of the measure is due to the 'true' underlying phenomenon versus randomeffects. High reliability is evident if a measure is stable over time or equivalent with identicalmeasures (Fonrell, 1992). Signal-to-noise in the items that make up the index (in terms of variances) is about 4 to 1.Predictive power and financial implications of ACSIAn important part of the ACSI is its ability to predict economic returns. The model, ofwhich the ACSI is a part, uses two proxies for economic returns as criterion variables: (1)customer retention (estimated from a non-linear transformation of a measure of repurchase likelihood); and (2) price tolerance (reservation price). The items included in the index areweighted in such a way that the proxies and the ACSI are maximally correlated (subject tocertain constraints). Unless such weighting is done, the index is more likely to include mattersthat may be satisfying to the customer, but for which he or she is not willing to pay.The empirical evidence for predictive power is available from both the Swedish data andthe ACSI data. Using data from the Swedish Barometer, a one-point increase in the SCSBeach year over 5 years yields, on the average, a 6.6% increase in current return-on-investment (Anderson et al., 1994). Of the firms traded on the Stockholm Stock Market Exchange, it isalso evident that changes in the SCSB have been predictive of stock returns.A basic tenet underlying the ACSI is that satisifed customers represent a real, albeit intangible, economic asset to a ifrm. By deifnition, an economic asset generates future incomestreams to the owner of that asset. Therefore, if customer satisfaction is indeed an economicasset, it should be possible to use the ACSI for prediction of company ifnancial results. It is,of course, of considerable importance that the ifnancial consequences of the ACSI arespecified and documented. If it can be shown that the ACSI is related to ifnancial returns,then the index demonstrates external validity.The University of Michigan Business School faculty have done considerable research onS876 E. W. ANDERSON & C. FORNELLthe linkage between ACSI and economic returns, analyzing both accounting and stock market returns from measured companies. The pattern from all of these studies suggests a statistically strong and positive relationship. Speciifcally:?There is a positive and significant relationship between ACSI and accounting return_ on-assets (Fornell et al., 1995).?There is a positive and signiifcant relationship between the ACSI and the market valueof common equity (Ittner & Larcker, 1996). When controlling for accounting book values of total assets and liabilities, a one-unit change (on the 0-100-point scale used for the ACSI) is associated with an average of US$646 million increase in market value. There are also significant and positive relationships between ACSI and market-to-book values and price/earnings ratios. There is a negative relationship between ACSI and risk measures, implying that firms with high loyalty and customersatisfactionhave less variability and stronger financial positions.?There is a positive and significant relationship between the ACSI and the long-term adjusted financial performance of companies. Tobin's Q is generally accepted as the best measure of long-term performance. It is deifned as the ratio of a firm's present value of expected cash lfows to the replacement costs of its assets. Controlling for other factors, ACSI has a significant relationship to Tobin's Q (Mazvancheryl et al.,1999).?Since 1994, changes in the ACSI have correlated with the stock market (Martin,1998). The current market value of any security is the market's estimate of the discounted present value of the future income stream that the underlying asset will generate. If the most important asset is the satisfaction of the customer base, changes in ACSI should be related to changes in stock price. Until 1997, the stock market went up, whereas ACSI went down. However, in quarters following a sharp drop in ACSI, the stock market has slowed. Conversely, when the ACSI has gone down only slightly, the following quarter's stock market has gone up substantially. For the 6 years of ACSI measurement, the correlation between changes in the ACSI and changes in the Dow Jones industrial average has been quite strong. The interpretation of this relationship suggests that stock prices have responded to downsizing, cost cutting and productivity improvements, and that the deterioration in quality (particularly in the service sectors) has not been large enough to offset the positive effects. It also suggests that there is a limit beyond which it is unlikely that customers will tolerate further decreases in satisfaction. Once that limit is reached (which is now estimated to be approximately —1.4% quarterly decline in ACSI), the stock market will not go up further.ACSI scores of approximately 130 publicly traded companies display a statistically positive relationship with the traditional performance measures used by firms and security analysts (i.e. return-on-assets, return-on-equity, price—earnings ratio and the market-to-book ratio). In addition, the companies with the higher ACSI scores display stock price returns above the market adjusted average (Ittner & Larcker, 1996). The ACSI is also positively correlated with 'market value added'. This evidence indicates that the ACSI methodology produces a reliable and valid measure for customer satisfaction that is forward-looking and relevant to a company's economic performance.CoverageThe ACSI measures a substantial portion of the US economy. In terms of sales dollars, it is approximately 30% of the GDP. The measured companies produce over 40%, but the ACSIFOUNDATIONS OF ACSI S877measures only the sales of these companies to household consumers in the domestic market. The economic sectors and industries covered are discussed in Chapter III. Within each industry, the number of companies measured varies from 2 to 22.The national index and the indices for each industry and sector are relfective of the total value (quality times sales) of products and services provided by the ifrms at each respective level of aggregation. Relative sales are used to determine each company's or agency's contribution to its respective industry index. In turn, relative sales by each industry are used to determine each industry's contribution to its respective sector index. To calculate the national index, the percentage contributions of each sector to the GDP are used to top-weight the sector indices. Mathematically, this is deifned as:Index for industry i in sector s at time t = ES f i;If _S S ,, S I Index for sector s at time t =I g = E ,whereSr…, = sales by ifrm f, industry i, sector s at time t= index for firm f, industry i, sector s at time tandSit = E S,, = total sales for industry i at time tS, = E S i , = total sales for sector s at time t ,The index is updated on a quarterly basis. For each quarter, new indices are estimated for one or two sectors with total replacement of all data annually at the end of the third calendar quarter. The national index is comprised of the most recent estimate for each sectorT S National index at time t — ____________ E 4, V s9t t =T -3 s W,13where I s , = 0 for all t in which the index for a sector is not estimated, and I = I for all ,, quarters in which an index is estimated. In this way, the national index represents company, industry and sector indices for the prior year.SimplicityGiven the complexity of model estimation, the ACSI maintains reasonable simpilcity. It is calibrated on a 0-100 scale. Whereas the absolute values of the ACSI are of interest, much of the index's value, as with most other economic indicators, is found in changes over time, which can be expressed as percentages.DiagnosticsThe ACSI methodology estimates the relationships between customer satisfaction and its causes as seen by the customer: customer expectations, perceived quality and perceived value. Also estimated are the relationships between the ACSI, customer loyalty (as measured by customer retention and price tolerance (reservation prices)) and customer complaints. The。
外文文献翻译(附原文)——客户满意
测量管理客户满意定义顾客满意度因为顾客满意度的概念对于许多公司是新的，因此重要的是要明确这一词意味着什么。
顾客满意是顾客的期望得到满足或产品、服务超过应有的程度时对企业感知的精神状态。
实现顾客满意会导致公司的忠诚和产品再购买。
这个定义有一些重要的影响：因为顾客满意是一种主观的，非量化的状态，测量将不准确，将需要采样和统计分析。
顾客满意度的测量必须在了解了顾客的期望和属性表现之间的差距之后进行。
顾客满意度的测量和底线结果之间必定有相关的联系。
“满意”，本身就与顾客有着千丝万缕的联系。
例如，它可以指任何或所有下列例子：某一特定产品或服务质量的满意度;与正在进行的业务关系的满意度;产品或服务的价格性能比的满意度; 产品/服务的满意度，因为达到或超过客户的期望.根据企业的性质和与客户的具体关系，每个行业都可以添加到这个列表。
客户满意度的测量变量会有所不同，它取决于正在研究什么类型的满意。
例如，制造商通常期望按时交货和遵守规范，因此供应商采取的满意的措施应包括这些关键变量。
明确界定和了解客户的满意度，可以帮助任何公司确定产品和服务创新的机会，并作为绩效考核和奖励制度的基础。
它也可以作为客户满意度测量程序的基础，可以确保质量改进的结果集中在客户是最重视的问题上。
顾客满意度测量方案目标客户满意度测量方案的目标,除了一个明确的定义顾客满意，任何一个成功的研究方案必须有明确的目标，一旦达成就会得到等号的结果。
最基本的目标应该满足任何测量程序，包括以下内容：了解所有客户的期望和要求;确定公司和其竞争对手如何满足这些期望和要求; 基于你发现的产品标准上进行服务开发;随时间变化的趋势进行检验，以便采取及时的行动; 确定优先事项和标准来判断，你如何达到这些目标;设计适当的客户满意度测量程序之前，以下基本问题必须清楚地回答：我们收集的信息将如何使用？如何将这一信息允许我们采取组织内部的行动呢？我们应该如何使用此信息，以保持我们的客户和寻找新的呢？必须认真考虑组织希望实现何种结果，如何将这一目标传播到整个组织并且如何使用这些信息。
附 录(外文文献--超市的顾客满意度)
附录AppendixCustomer Satisfaction Strategy in Chain Supermarket sCustomer satisfaction strategy’s main idea is: the guideline is that the whole operational activities of supermarkets are for customer satisfaction, in customers’ view to analyze consumpt ion demand. By satisfying customers’ need to realize supermarkets’ operational aim.The fundamental purpose of supermarkets’ customer satisfaction is to cultivate customers’ trust on supermarkets, to enhance customers’ satisfaction for the whole supermarke ts’ operational activities. In order to do this, we must know the new marketing strategy’s content, and carry it out seriously. Its implementary points can be summarized as the following main aspects: (1) Shaping " customer first" business philosophy. The operational philosophy of "customer first" is the most fundamental motivation for serving customers, meanwhile, it also conducts making decisions, connecting all the departments of supermarkets to strive for the customer satisfaction. This operational philosophy is not only emphasized in senior management, more important is to embed it into everyone’s heart, and help personnel understand the importance of this philosophy.From its basic meaning, the operational philosophy of "customer first" has three gradations: customer is the highest, the customer is always right, everything for the customer.Customer is the highest. Customers are the external public who has direct relation with the supermarket’s future and destiny. To some extent, the market is the customer, lost public is the same as losing the market. The fate of one supermarket without market can not be well imagined. Therefore, the essence of the market-oriented is the customer-oriented, in the specific concept, customer is the highest. This idea requires thatsupermarkets should put customers at the first position of operation and management system, let customers feel the God’s real existence, thus, customers will produce acknowledgment and affiliation mentally for supermarkets.The customer is always right. The idea of the customer is always right is very difficult to set up from the logic point of view; it doesn’t conform to the objective reality either. However, in order to achieve the supermarket’s aim, as long as customers’ faults do not constitute a great loss to supermarkets, supermarkets would give" right" to customers. This is the important expression of customer satisfaction. The idea of the customer is always right includes three meanings: first, customers are the purchasers, not trouble makers; second, customers understand their own demand and hobby, which is just the information that supermarkets need to collect; third, because of customers’ "natural consistency", quarrelling with one customer is quarrelling with all the customers, in the concept of customer is wrong, supermarkets are absolutely not the winners, thereby, you will lose customers, it also means losing the market, losing profit.Everything for the customer. If it is said that customer is the highest is the starting point of supermarket management, then everything for the customer is the end-result. Everything for the customer requires supermarkets should consider everything from customers’ point of view, think what customers think, customers’ need is supermarkets’ need.(2) Treat personnel with hospitality. Customers in supermarkets can be broadly divided into two categories: one is the external customer; the other is the internal customer. External customers are the target customers of supermarkets; super markets’ ultimate goal is to satisfy external customers, then gain profit. But most supermarkets ignore the more crucial factor --- internal customers’ satisfaction, that is to say, supermarket personnel’s satisfaction. Personnel are the carriers that prom ote supermarkets’ management philosophy and service mind to final customers, they are also the major components of personnel satisfaction and customer satisfaction. A high personnel loyalty is equally as important as a high customer loyalty. If supermarkets want to retain the best customers, they must retain the best personnel.(3) Try to retain customers. If supermarkets pay attention to customers’ long-term return, they must well prepare for the initial reception of customers’ service work, improve the ratio of repeat buyers. A foreign study shows: A satisfactory customer can incur eight potential deals, at least one of them may be traded; an unsatisfactory customer can affect twenty-five persons’ purchasing will. So, retaining customers is more effective than attracting customers. The key of retaining customers lies in customers’ satisfaction. If one customer really satisfies, he or she would say to others about the nice products of supermarkets, pay little attention to the advertisements of those competitive brands, and not sensitive to price; besides, they will provide some good ideas about goods and service, due to the trading practices, this method can save trading cost. Hence, the strategy of customer satisfaction requires retaining customers by all means; expand customer team by customers’ spread.(4) Listen to more voices of customers. The implementation of customer satisfaction must establish a set of customer satisfaction analytical processing system., examine customers’ satisfaction for supermarkets’ goods and service with scientific means, the information is fed back to supermarket management in time, supermarkets can improve work incessantly, thereby, meet customers’ demand timely and truly. At present, many international chain supermarket companies are trying to shorten the distance between customers with the advanced communication systems. If modern chain supermarkets just want to sell goods out, or make" one-shot deal", these kinds of supermarkets are impossible to succeed in this furious competitive market. Selling these goods out is only the beginning of this deal; the real long-term deal is customers’ after-service response. When some supermarkets sell products, they declare "We will provide the best after-service, solve all your worries", but customers’ opinions, complaints and worries after buying, they think it is customers’ business not theirs. However, they don't know such method sharply dampens customers’ further consumption enthusiasm, it also impairs supermarkets’ image. Excellent supermarkets notice listening to customers’ voices, regard customers’ complaints as opportunities, which is not only in favor of establishing long-term friendly relation with customers, but also builds up favorable supermarket image.The operational philosophy of customer satisfaction is a comprehensive reform of customer service value; its importance is not underestimated. The fundamental standard of measuring supermarket sales performance should be customer satisfaction, not other sales performance. Do not worry about how to earn money, go all out to fulfill customer satisfaction, customers can care for your turnover.连锁超市顾客满意策略顾客满意策略的主导思想是：超市的整个经营活动要以顾客满意度为方针，从顾客的角度、观点来分析消费需求。
英文文献及翻译：顾客满意策略与顾客满意
外文翻译：顾客满意策略与顾客满意营销原文来源：《Marketing Customer Satisfaction》译文正文：自20世纪八十年代末以来,顾客满意战略已日益成为各国企业占有更多的顾客份额,获得竞争优势的整体经营手段。
一、顾客满意策略是现代企业获得顾客“货币选票”的法宝随着时代的变迁,社会物质财富的极大充裕,顾客中的主体———消费者的需求也先后跨越了物质缺乏的时代、追求数量的时代、追求品质的时代,到了20世纪八十年代末进入了情感消费时代。
在我国,随着经济的高速发展,我们也已迅速跨越了物质缺乏时代、追求数量的时代乃至追求品质的时代,到今天也逐步迈进情感消费时代。
在情感消费时代,各企业的同类产品早已达到同时、同质、同能、同价,消费者追求的已不再是质量、功能和价格,而是舒适、便利、安全、安心、速度、跃动、环保、清洁、愉快、有趣等,消费者日益关注的是产品能否为自己的生活带来活力、充实、舒适、美感和精神文化品位,以及超越消费者期望值的售前、售中、售后服务和咨询。
也就是说,今天人们所追求的是具有“心的满足感和充实感”的商品,是高附加值的商品和服务,追求价值观和意识多元化、个性化和无形的满足感的时代已经来临。
与消费者价值追求变化相适应的企业间的竞争,也由产品竞争、价格竞争、技术竞争、广告竞争、品牌竞争发展到现今的形象竞争、信誉竞争、文化竞争和服务竞争,即顾客满意竞争。
这种竞争是企业在广角度、宽领域的时空范围内展开的高层次、体现综合实力的竞争。
它包括组织创新力、技术创新力、管理创新力、产业预见力、产品研发力、员工向心力、服务顾客力、顾客亲和力、同行认同力、社会贡献力、公关传播沟通力、企业文化推动力、环境适应力等等。
这些综合形象力和如何合成综合持久的竞争力,这就是CS策略所要解决的问题。
CS时代,企业不再以“自己为中心”,而是以“顾客为中心”；“顾客为尊”、“顾客满意”不再是流于形式的口号,而是以实实在在的行动为基础的企业经营的一门新哲学。
服务营销中英文对照外文翻译文献
中英文对照外文翻译文献(文档含英文原文和中文翻译)译文：服务营销“服务营销”是一种通过关注顾客，进而提供服务，最终实现有利的交换的营销手段。
实施服务营销首先必须明确服务对象，即“谁是顾客”。
像饮料行业的顾客分为两个层次：分销商和消费者。
对于企业来说，应该把所有分销商和消费者看作上帝，提供优质的服务。
通过服务，提高顾客满意度和建立顾客忠诚。
服务营销的一般特点：（1）供求分散性服务营销活动中，服务产品的供求具有分散性。
不仅供方覆盖了第三产业的各个部门和行业，企业提供的服务也广泛分散，而且需供方更是涉及各种各类企业、社会团体。
（2）营销方式单一性有形产品的营销方式有经销、代理和直销多种营销方式。
有形产品在市场可以多次转手，经批发、零售多个环节才使产品到达消费者手中。
服务营销则由于生产与消费的统一性，决定其只能采取直销方式，中间商的介入是不可能的，储存待售也不可能。
（3）营销对象复杂多变服务市场的购买者是多元的、广泛的、复杂的。
购买服务的消费者的购买动机和目的各异，某一服务产品的购买者可能牵涉社会各界各业各种不同类型的家庭和不同身份的个人，即使购买同一服务产品有的用于生活消费，有的却用于生产消费，如信息咨询、邮电通讯等。
（4）服务消费者需求弹性大根据马斯洛需求层次原理，人们的基本物质需求是一种原发性需求，这类需求人们易产生共性，而人们对精神文化消费的需求属继发性需求，需求者会因各自所处的社会环境和各自具备的条件不同而形成较大的需求弹性。
同时对服务的需求与对有形产品的需求在一定组织及总金额支出中相互牵制，也是形成需求弹性大的原因之一。
（5）服务人员的技术、技能、技艺要求高服务者的技术、技能、技艺直接关系着服务质量。
消费者对各种服务产品的质量要求也就是对服务人员的技术、技能、技艺的要求。
服务者的服务质量不可能有唯一的、统一的衡量标准，而只能有相对的标准和凭购买者的感觉体会。
服务营销的原则: “顾客关注”的九项原则1、获得一个新顾客比留住一个已有的顾客花费更大。
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Marketing Customer SatisfactionSince the late eighty s of the 20th century, the customer satisfaction strategy has increasingly become the enterprise has more customers share, overall management means of gaining competitive advantage.Strategy, customer satisfaction is the modern enterprise to obtain customers "currency vote" Change over time, the great abundance of social material wealth, customers also has the subject -- the demands of consumers in the across the material lack of times, the pursuit of the number of times, the pursuit of quality of the era, in the late eighty s of the 20th century into the era of the emotional consumption. In our country, with the rapid development of economy, we also have rapidly across the material lack of times, the pursuit of the number of times and the pursuit of quality of the era, to this day, step by step towards the emotional consumption age. In the emotional consumption era, companies with similar products has been achieved at the same time, homogeneity, can, same price, consumers pursue is no longer the quality, function and price, but comfortable, convenient, safe and secure, speed, newly established, environmental protection, clean, pleasant, interesting, consumers increasingly focus on the product can bring vitality to their lives, enrichment, comfortable, aesthetic and spiritual culture grade, and exceed consumer expectations of pre-sale, sale, after-sales service and consulting. That is to say, people's pursuit of today is to have the sense of fulfillment and satisfaction to the heart of goods, is a high value-added goods and services, the pursuit of values and consciousness, personalized and diversified intangible satisfaction era has come.And adapt to changing consumer value pursuit of the competition between enterprises, also by the product competition, price competition, technological competition, advertisement competition, brand competition development to today's image, reputation, cultural competition and service competition, competition of customer satisfaction. This competition is the enterprise in the field of wide Angle, width of space and time within the scope of the high-level, embodies the comprehensive strength of competition. It includes organization innovation, technology innovation, management innovation, the industrial foresight, product research and development force, centripetal force, service customers, customer affinity, peer RenTongLi, social contribution, pr communication communication forces driving force, enterprise culture, environmental adaptability, and so on. How these integrated image force and the synthetic integrated lasting competitiveness, which is CS strategy to solve the problem. CS era, enterprise is no longer centered on "self", but in the "customer as the center"; "Customers for honour", the slogan of "customer satisfaction" is no longer a mere formality, but the real action based enterprise management of a new philosophy. Companies are no longer with standard quality, your satisfaction is the management idea, but in customer satisfaction, business philosophy to win the customer high loyalty. The focus of enterprise management strategy is no longer to gain or maintain market share, but to gain customer satisfaction as the business philosophy. Therefore, the focus of the marketing strategy is no longer the competitors, but on the customers, and on the demand of the reality and potential customers. When companies provide products and services to customers in advance of expectations, customer basic satisfied; If far exceed customer expectations, and far higher than other peers, customers truly satisfied; If the enterprise can continuously or for long to customer satisfaction, customer loyalty. Loyal customers will not only constantly repeatpurchase, will also buy other related products or services; Loyal customers will not only actively recommend he bought product from others, and to the enterprise competitors promotion has the immune ability of a dissatisfied customer will not satisfied told 16-20 people, and each one will be transmitted to the defendant when 12 to 15 people. In this way, a dissatisfied person will affect the 2, three hundred. In the popularization of the Internet today, its influence is larger. According to the survey of the U.S. auto industry, one will be satisfied with the 8 potential deals, with at least one pen. And another survey shows that companies 5% increase the loyalty of customers, the profit will be increased by 25% to 25%. The 80% of the profits of an enterprise comes from 20% of loyal customers; And a new customer acquisition cost is 6 times to maintain an old customer costs. So, a famous American scholar tang page, Perth, points out that decided to hold the key to the success of an enterprise is not the market share, but in the customer share.Then, companies through extensive market research, direct contact with customers, customer feedback and other ways to get to know customers in all aspects of the real demand and potential demand. Rely on their loyalty to the enterprise satisfaction of sales and service personnel, regular, quantitative and comprehensive measurement of customer satisfaction, in order to accurately grasp the enterprise management and the "customer satisfaction" the gap between target and its key areas, to further improve the business activities of enterprises. Rely on high affinity of the enterprise culture, high efficiency of humanistic management and the joint efforts of the whole, to customers with high value-added products, a high standard of family-like services, to win customers constantly change and improve satisfaction, win more customers. Such as haier has always put customer needs as the first, standing in the customer's point of view of product development, design, and provide personalized, human nature and practical products, from episodic TV to new color TV "anti" change, from a small child prodigy washing machine hand rub type washing machine, from refrigerators to the little prince "wisdom eye" frequency conversion air conditioning, from 17 hours make mike freezers to after-sale one-stop service stars, notting have is not in order to meet customer needs and provide satisfaction to the value of goods and services. And as Microsoft's each kind of product is concentrated the best developers in the world, than customers want good products, at the same time sales of globalization of economies of scale formation, reduce the price to a minimum. And this is the secret to the success of Microsoft in the past 20 years.To sum up, the emotional consumption era, how to decide which products and the production and business operation service power is no longer belongs to the enterprise, but belong to the consumer, to measure efficiency of enterprises and the existing value of the decision to customers, enterprises should try to cater to the customer, value to satisfy customers, to get "monetary vote" from customers as much as possible. And CS strategy to get the votes in competition.Two main steps of marketing strategy, customer satisfaction.First, the cultural establishment in the enterprise to the customer as the center, customer interests first, take customer satisfaction as the goal of business philosophy.Customers in CS theory refers to the internal staff and external customers (including distributors, wholesalers, agents, final consumer and raw materials suppliers, partners, etc.), customer satisfaction, including staff and external customer satisfaction, customer loyalty. Mechanism of enterprise success lies in customer satisfaction and loyalty, employees is thekey to customer satisfaction and loyalty. Employee satisfaction and loyalty of enterprise is consumers' satisfaction and loyalty to the enterprise products and services, customer satisfaction and loyalty is the inevitable result of the employee behavior. No employee satisfaction and loyalty, it is impossible to create customer satisfaction of products and provide premium services, customers are not satisfied with naturally not loyalty, away from the enterprise. When the employee satisfaction and loyalty will be in contact with the customers with great enthusiasm into their intellectual capital, creative service for the customer, customer requirements and timely find trends, improve the added value of products and services in a timely manner, hold fast to the customer's heart, their satisfaction. Fedex, found that when the internal employee satisfaction rate increased to 85%, their customer satisfaction rate is as high as 95%, and corporate profits are very optimistic. Employee attitude determines everything here.Therefore, the enterprise must be customer satisfaction management concept penetration in the in the mind of employees, reflected in the management, loyal to the staff, in their research and development, manufacturing products, provide marketing services to customers. Such as hubei, "all employees get education is centered on the customer is the highest principle of enterprise management. Customers are benefactor, is a friend, is a teacher, is the customer gives us the opportunity to work, the value of work, work fun and work significance. We should sincerely thank to your heart's content as the customer, customer satisfaction is our work goal, create the most value for customers of products and services is our highest goal. Guided by these principles, would rather let oneself can't let to lose customers who has become a" hubei "employees' code of conduct. To make the customer feel the" hubei "consumption is a kind of enjoyment, is a kind of value enjoy. After customers pay a cost, a expectations for their own consumption, and consumers have finally come to consumption in the heart can have a evaluation standards, if the content value, he would come again later, such as value, he may come back later; otherwise, consumers will not come again. So, the purpose of" hubei "is to provide consumers with value of products and services. So under the guidance of business philosophy and customer satisfaction marketing," hubei "fire in the city it is not hard to understand.Second, let customers participate in product design and development.Companies to customers as the center, through the market segmentation, a wide range of research to understand the needs of the target public and value, standing on the customer's point of view of product development, design, providing personalized and humanized high value-added products and services, is correct, but must let customers participate in product design. Use of the Internet and the CAD technology to establish effective communication and information exchange with customers, timely grasp the various requirements of the customer information and customer value, encourage a variety of information sources to timely update the customer information database. After analysis, the summary, understand the nature of customer demand, and the nature of the customer demand information become the enterprise each department of Shared resources. To design products, to provide customer satisfaction services. Now, many companies have adopted a named: "product configurator" system to help users to participate in product design. Namely in the computer to store all the latest information, product module and replace at any time, marketing personnel at the scene of the sales through the Internet, according to user needs or together with the user configuration ofthe need to meet the value of the product. Shanghai gm company production car to operators and users are very satisfied, because let users involved in the design of the product. And haier whether for sichuan farmers can wash sweet potato washing machine production, production of "the little prince" refrigerator for Shanghai users, or the anti color TV, haier's "wisdom eye" frequency conversion air conditioning, star one-stop after-sales service and so on, are all based on the needs of users, absorb the advice of customers participate in product design, the design and development of customer satisfaction of rich humanistic value of goods and services, have won more customers heart naturally.Third, to provide services in the whole process of the customer satisfaction and personality service.Full service for the customer's shopping and consumption of each link to meticulous and thorough service, heart services. Is the whole process of the consumers from the moment they produce consumption desire of commodity use value out of the entire process, tender care for consumers, make consumers is closely combined with its own brand, let consumers enjoy culture, service, concept, feel the benefit, willing to consume your products or services, make consumers feel fully satisfied in every level, and to win customer loyalty. Sales stage --, must ensure that customers receive timely and quality services, pre-sale consultation training participation, transfer information, create shopping needs, make rational choice to customers, help customers to buy their practical gratified commodity; Sale support to provide convenient, maximize product function, make the customer feel the affection and value; After sales services to value-added feedback back, make customers feel warmth and love. Haier air conditioning, is like an old lady bought on my way home by the "dirty" driver ran, haier after learning, free immediately send a new air conditioning, haier to the old lady and decided after delivery in place. Inner Mongolia a user due to fire in the home, just bought the haier refrigerator burn out, haier jump from computer service network to the user after the detailed address, the chosen car fixed with four days to get to the refrigerator. This premium services must win customers satisfaction exceed expectations.In today's emotional consumption era, people pursue the sense of fulfillment and satisfaction to the heart of goods, high added value is highly personalized value goods, the pursuit of values and consciousness of diversification, personalization, and intangible satisfaction. Therefore, the enterprise will no longer attention on all the differences of general demand, should be aimed at the pursuit of the individuality of each different consumers, to design and develop enterprise products and services, to adapt to the current consumption trend of individuation and diversification. In the face of increasingly complex consumption tendency, the enterprise to manage customer demand for personalized marketing, and customer information feedback system is the key to establish customer database, customer relationship management (CRM), collection to understand consumers' requirements and preferences of the constantly changing, and new expectations of the enterprise, in order to better provide customers with personalized service.Fourth, cultivate customer loyalty.In the restaurant industry, the satisfied customer brand transformation in the proportion of 60% to 80%. It shows that satisfied customers do not necessarily can become loyal customers. 80% and 80% of the profits from an enterprise's loyalty customers, marketing customer set Aracature corp. chief executive Larry Light in Advertising Age magazine, saidearnings from loyal customers are nine times as many loyal customers. Sustained growth, wal-mart was able to become a top 500, fundamental reason is that it attracts customer loyalty management ability.Is customer loyalty from customers feel, passing through two-way communication and mutual relationship, the value of is relentlessly to provide special products or services through the enterprise. Make customer loyalty and enterprise top management must have the determination to persistently, and financial support, to define enterprise loyal customer, understand customer's demand is, what was the cause of their departure, who bought a product, why? Know the motivational factors and create customer loyalty. Cultivate loyal customers marketing method has two kinds:One is to properly handle the customer complaints. As long as properly handle customer complaints, 82% of customers will buy goods again. To properly handle the customer complaints, require companies to establish a good set of humanized management "complain" system. First, sets up "the customer complaints, is the best gift to the enterprise, it is good to improve the enterprise management" concept, Second, the enterprise must establish effective complaints handling policy and system, and training staff, correctly handling customer complaints, standing in customer's point of view to deal with customer complaints; Third, handling customer department to rotate, so that each business unit can timely understanding of customer satisfaction, and gain the experience of handling customer complaints; Fourth, the establishment of all customer complaints database, in order to timely treatment and prevent the occurrence of public relations crisis.The second is to build a loyal customer database. Only through the database to track survey analysis, can know exactly what companies have customers share will increase how much, how long does it take to reach a share. The core of loyal customer database is a relational database, it consists of a series of marketing programs from different side of children library. Loyal customer database, can provide information needed for the premium services for employees; To collect all the details related to the customer to create conditions; Strengthen with the customer's quick link; For the development of new products and new services to create conditions; Interactive two-way communication with customers for long time, in order to provide the potential demand, and seems to have thought of the thought of meet the expected value of a product or service.。