顾客满意度与忠诚度卡计划在奥地利服装零售行业的使用性能卡诺属性的实证研究的理论-外文翻译.doc

顾客满意度与忠诚度卡计划在奥地利服装零售行业的使用性能卡诺属性的实证研究的理论-外文翻译 外文翻译原文 Title: Customer Satisfaction with Loyalty Card Programs in the Austrian Clothing Retail Sector an Empirical Study of Performance Attributes Using Kanos Theory Material Source: EUROPEAN RETAIL RESEARCH Vol. 24, Issue I, 2010, pp. 71-96 Author:Eva Walter, Claudia Steyrer and Stefan Wiesel Around the world retail competition in consumer markets continues to intensify and retailers as well as marketers are seeking strategies for maintaining both the interest and loyalty of their customers. Therefore, relationship marketing has grown in popularity during the past decades and the implementation of relationship marketing programs is steadily increasing. Today, retailers recognize that satisfying and retaining consumers by using relationship building activities is one of the most promising forms of sustainable competitive advantage. Although loyalty cannot be taken as a direct proxy for profitability, numerous theoretical and empirical studies have found that customers generate increasingly more profits for each year they buy from and continue to trust the company. In retail practice it is very common to use card-based programs for loyalty enhancement strategies. Such programs involve the issuance of specially coded cards or other special scanner-read-able cards, which can then be used at the checkout with the objective of increasing customer propensity. The customer can derive several benefits from the usage of loyalty cards like percentage/price reductions, special offers, gift-packaging-service, their own parking area or additional information. After growing by 25 to 30 percent a year during the 1990s, loyalty cards are now commonplace in European retailing. In some markets , the penetration has approached saturation, while in others it is still advancing at a steady pace. In Austria, loyalty card programs are among to the most popular relationship-building activities. Theoretical Background In modern management theory, customer satisfaction is considered one of the most important drivers of long-term business success. This shift in strategic thinking is based on the assumption that customer satisfaction is one of the most powerful indicators for a company s future, as a high level of customer satisfaction leads to a high level of customer loyalty. Numerous theoretical and empirical studies discuss the positive effects of customer satisfaction. Albeit nonlinear, higher satisfaction nevertheless increases customer loyalty and ensures a lasting cash flow. Satisfied customers are, furthermore, less price sensitive and more inclined to spend more on tried and tested products Stable business relations have other advantages: the positive image reduces the costs of attracting new customers, and the high level of customer loyalty lowers transaction costs for existing customers. As a consequence, practitioners need to understand how satisfaction is engendered, how it can be influenced, which features have a more than proportional influence on satisfaction and which attributes are an absolute must in the eyes of the customer. So far, the literature on customer satisfaction is characterized by the predominance of one dimensional modelsThe best known framework for satisfaction studies is probably the expectation disconfirmation paradigm. It proposes that customers maintain a standard of reference to which they compare perceived performance. Satisfaction results if performance is higher than expected; dissatisfaction results if it is lower. In this case, only the overall customer satisfaction with the total product or service performance is considered. But the identification of the determinants of customer satisfaction is a central concern for both marketing research and practitioners. It is important to know which service attributes add value and increase satisfaction, which of them merely fulfill minimum requirements and minimize dissatisfaction, and which do both. Consider the following examples: a clean restaurant engenders no satisfaction, but a dirty restaurant strongly attracts negative feelings ;receiving a free drink in a restaurant is pleasantly surprising, but there is no reason for dissatisfaction if it is not delivered for free. In cases such as these, variant attributes may result in customer satisfaction or dissatisfaction or evoke no feeling from the consumer. This is the core concept of the Kano model. Kanos model of customer satisfaction connects the ideas of the theory of attractive quality with the acceptations of the expectation disconfirmation paradigm. According to Kanos model of attractive quality, satisfaction with a quality attribute is the result of an evaluation of objective and subjective qualities. Transferring this acceptation to the expectation disconfirmation paradigm, customer satisfaction then is the result of an evaluation of the standard of reference to the perceived performance. Consequently performance attributes are classified into the following five categories. 1.Must-be requirements: are minimum requirements that cause dissatisfaction if not fulfilled but do not lead to customer satisfaction if fulfilled or exceeded. Negative performance on these attributes has a greater impact on overall satisfaction than positive performance. The fulfillment of basic requirements is a necessary but not a sufficient condition for satisfaction. Basic requirements are entirely expected. The customer regards them as prerequisites, they are taken for granted. 2.One-Dimensional requirements: lead to satisfaction if performance is high and to dissatisfaction if performance is low. In this case, the attribute performance-overall satisfaction relationship is linear and symmetric. Usually one-dimensional requirements are explicitly demanded by customers. 3. Attractive requirements: are the requirements that increase customer satisfaction if delivered but do not cause dissatisfaction if they are not delivered. Positive performance on these attributes has a greater impact on overall satisfaction and these requirements are the key to customer satisfaction. Attractive requirements are neither explicitly expressed nor expected by the customer. 4. Indifferent requirements: these requirements refer to aspects that are neither good nor bad. Consequently they do not result in either customer satisfaction or customer dissatisfaction. Often indifferent requirements are those product or service attributes that are never or rarely used by the customer. 5. Reserve requirements: these requirements refer to a high degree of achievement resulting in dissatisfaction and to the fact that not all customers are alike. The model implies that basic requirements establish a market entry threshold. If they are delivered to a satisfactory level, an increase in their performance does not lead to an increase in customer satisfaction. One-dimensional requirements are typically directly connected to customers explicit needs and desires. Therefore, a company should be competitive with regard to one-dimensional factors. Attractive requirements are unexpected and surprise the customer. As they generate delight, a company should try to stand out from the competition with regard to these attributes. Discussion and Implications The further development of loyalty card programs is an important and vital part of relationship marketing, especially for the Austrian retail fashion market. But nowadays, a lot of store card programs are virtually interchangeable. They are lacking in attractiveness and differentiation. Only loyalty card programs that distinguish a retailer from its competitors can increase customer retention and lifetime duration. Therefore, loyalty card programs should offer integral systems of marketing actions and economic, psychological and sociological rewards. The results of our study have several important implications for researchers and managers. Furthermore they offer another perspective and identify influencing factors of consumer satisfaction using Kanos method. Price performance attributes could be classified as “must-be requirements”. Therefore, price performance attributes are important for a loyalty card program. If these requirements are not fulfilled, the customer will be dissatisfied. As the customer takes those requirements for granted, their fulfillment will not increase overall satisfaction. Fulfilling the must-be requirements will only lead to a state of being not dissatisfied. The customer takes them for granted and therefore does not explicitly demand them. From a retailers perspective, it is important to know that if price performance attributes are offered at a satisfactory level, an increase in their performance does not lead to an increase in customer satisfaction. But if they are not fulfilled, the customer will not be interested in the card program at all. Service performance attributes could be classified as “one-dimensional requirements”. With regard to these requirements customer satisfaction is proportional to the level of fulfillment. The higher the level of fulfillment, the higher the customers satisfaction will be, and vice versa. These service performance attributes are usually explicitly demanded by the customer, and consequently it is important to integrate such features into a loyalty card program. From a retailers perspective, it is important to be competitive with regard to one-dimensional requirements. Furthermore, service performance attributes can create emotional attachments that enhance a customers commitment. Psycho-social performance attributes could be classified as “attractive requirements”. These requirements are the criteria, which have the greatest influence on the level of satisfaction for the customer. Psychosocial performance attributes enhance customers perceived value. Consumers appreciate rewards and it makes them feel like preferred customers and they will identify more with a store. They are neither explicitly expressed nor expected by the customer. From a retailers perspective these performance attributes create a wide range of possibilities for differentiation, in contrast to interchangeable price and service performance attributes. In general, must-be, one-dimensional and attractive requirements differ in the utility expectations of different customer segments. An ANOVA was applied to identify the effect of gender on the performance attributes classification. For men the performance attributes “preferential treatment” and “additional information” are classified as indifferent requirements, while women classify these attributes as attractive requirements. These performance attributes appear more important to women because of their higher interest in fashion shopping. Furthermore, the difference is strengthened by the fact that “preferential treatment” services are particularly oriented to female needs. By understanding the different effects on customer satisfaction from different types of performance attributes, companies can develop more appropriate marketing strategies to increase customer satisfaction. According to increasing their individualization will become more important. Kanos theory presumes that successful performance attributes follow a specific life cycle and change over time. The present study has shown that for respondents without loyalty cards, price and service attributes are attractive requirements; while for loyalty cardholders they are must-be and/or one-dimensional requirements. Psycho-social performance attributes are classified as attractive requirements from store cardholders, while for the other group these are indifferent requirements. Our results imply that price and service attributes are able to change from being indifferent to attractive, to one-dimensional, and finally to must-be. From this point of view, a loyal card program has to be enhanced continuously. Features need to be contemporary and should satisfy customers demands. Furthermore, it is important to create attractive price requirements to acquire new customers for the card program, as for respondents without loyalty cards their features are attractive requirements. It is of important relevance for marketing researchers and practitioners to know which performance attributes add value and increase satisfaction and which of them merely fulfill minimum requirements and minimize dissatisfaction. In this context, Kanos method can help to explore requirements that must be fulfilled to be competitive, and which are seen as attractive by the customer and so increase satisfaction. Hence, the present study identifies important requirements for loyalty card programs. 译文 标题: 顾客满意度与忠诚度卡计划在奥地利服装零售行业的使用性能卡诺属性的实证研究的理论 资料来源: 欧洲零售研究卷,Vol. 24,2010年,第71-96 作者:Eva Walter, Claudia Steyrer and Stefan Wiesel 在世界各地的消费市场的零售竞争不断加剧,零售商以及营销人员正在寻求双方互惠和维护他们的客户忠诚度的策略。因此,关系营销得已普及,在过去几十年成长之后,关系营销方案的实施得到了稳步增长。今天,零售商认识到,通过建设消费者活动关系, 满足和留住消费者是发展可持续竞争优势的最有前途的形式之一。虽然忠诚度不能作为像利润那样直接表现,但许多理论和实证研究发现,每年产生的利润越来越多的是由客户再次购买和继续信任其公司产生的。 在零售实践中使用忠诚度卡是很基本、很普遍的增强销售的战略方案。这些计划涉及特殊编码卡或其他特殊的扫描仪,读取功能卡,然后可以在结帐时使用,以期望增加目标客户的倾向。客户使用忠诚卡可以从中得到价格下降的特别优惠,礼品包装服务,自己的停车场这几个方面的好处。20世纪90年代有百分之25至30的消费者使用忠诚卡,现在在欧洲零售业忠诚卡使用已经非常普遍。其在一些市场渗透已接近饱和,而在另一些市场仍处于稳步前进的状况。 理论背景 在现代管理理论中,顾客满意是视企业长期业务成功的最重要动力之一。这在战略思维上的转变是基于这样的一种假设,即是在未来客户满意是一家公司的最强大的指标之一。有一个高水平的客户满意度可以导致顾客的忠诚度达到很高的水平。许多理论和实证研究探讨顾客满意的积极效果。虽然是非线性表现,但满意度较高的客户,其客户忠诚度会得到增加,并确保了企业持久的现金流。此外,满意度高的顾客很少对价格敏感,更愿意把钱花在尝试和测试产品稳定的关系上,其他优点还有更多:比如降低了吸引新客户的成本,以及高层次忠诚度的客户降低交易成本,为现有客户产生正面形象。因此,从业者需要了解满意如何产生,可以在哪些功能上产生满意度超比例的影响,哪些属性是绝对的,顾客必须满足的。 到目前为止,对客户满意度文献的特点是一维模型。最好的满意度研究已知的框架可能是以期望差异为典范。它建议客户确立一个参考标准,可以进行实际绩效的比较。满意的结果,是表现比预期要高;不满的结果,是表现比预期的要低。在这种情况下,整体客户满意度被认为是只与总产品或服务表现有关。但是,以顾客满意的决定因素识别是以营销研究和实践关注为焦点。重要的是要知道哪些服务属性的附加价值会增加满意度。而满足最低要求和尽量减少不满,这两者都必须做到。考虑下面的例子:一个干净的餐厅顾客不一定满意,但一个肮脏的餐厅则强烈吸引着顾客的消极情绪;饭店提供免费饮料是惊喜,如果它不是免费提供,顾客就没有不满意的原因。在这些情况下,变型属性可能会导致顾客没有感觉,或唤起消费者满意或不满意。这是卡诺模型的核心概念。 卡诺的顾客满意模型连接的是魅力品质与期望差异理论的承诺兑现的想法。根据卡诺的模式“有吸引力的质量”,这个词义转移到期望差异模式就是满意的质量属性是一个客观和主观质量评价结果。让客户满意则是对感知性能参考标准之后评价结果。因此性能属性可分为以下五类。 1.必要条件:如果不满足最低要求就会引起不满,但如果满足或超过了最低要求也不会导致客户满意。这些属性的负面表现比积极表现影响整体满意度的更大。实现基本要求是必要的,但不是充分条件。客户把他们作为前提条件,他们是理所当然被实现的。. 2.一维的要求:如果导致性能高则满意和如果性能低则不满。在这种情况下,属性表现总体满意度的关系是线性和对称。通常一维要求是客户明确提出的要求。 3.有吸引力的要求:如果实现会提高客户满意度,如果不实现不会引起不满。这些属性积极表现对整体满意度产生更大的影响,这些要求是提高满意度的关键。有吸引力的要求对顾客来说既不明确表示,也不可预期。 4.无关紧要的要求:这些要求是指方面是既不好也不坏。因此,他们不会造成任何顾客满意或顾客不满。往往是那些漠不关心要求的产品或服务,从不或很少有顾客使用的属性。 5.储