摘要:本文是一篇留学生银行学论文,旨在分析银行的客户满意度,作者根据银行的客户满意度建立了一个分析模型,这个看似简单的问题,却很难回答,是一篇十分具有参考价值的论文。
; Bitner, 1996).
Moreover, in the present competitive setting, if one were to understand the lifetime value of a customer (Zeithaml & Bitner, 1996), developing a long-term customer relationship is paramount (Gronroos, 1990b, 1991; Peters, 1988) to an organization's survival. Customers commonly desire personalized and close relationships with service providers (Parasuraman et al., 1991c); moreover, customers value the bene? ts of maintaining the relationship (Zeithaml et al., 1996).
Customer satisfaction no longer constitutes the convincing focus for success; it has been replaced by customer delight (Brown et al., 1992).
In today's competitive environment, customers' expectations and technological innovation demand that service leaders distinguish them selves from the competition by truly delighting the customer (Kandampully, 1997).
Customers' perception of exceptional service is often associated with the personal interaction of the employees (Kandampully, 1993). Services management literature has repeatedly emphasized the impor tance of the human element in the delivery of superior service (Crosby & Stephens, 1987; Gronroos , 1990b; Parasuraman et al., 1985; Solomon et al., 1985).
Service excellence is now an integral part of any superior service (Berry & Parasuraman, 1992), it is not the value-adding peripheral but actually constitutes the core of the service promise (Kandampully, 1996). In other words, quality was introduced to many ? elds of industry as an element designed to et ect competitive advantage (Berry et al., 1988; Berry & Parasuraman, 1991; Brunell et al., 1992; Peters & Waterman, 1982). Quality was thus conceived as a peripheral value-adding component of a service (Parasuraman et al., 1991b).
We now live in a service economy where relationships are becoming more important than physical products (Albrecht & Zemke, 1985a), in terms of both our business and our personal lives. Business is nothing but relationship (McCormic, 1988) and, within service industries, this relationship is an interactive process (Booms & Bitner, 1981).
Customer satisfaction and subsequent desire to develop a relationship emanates from the emotional connection to the service provider (Stauss, 1996). In many services, emotion is an element of the service delivery process (Kandampully, 1993)
The challenge for today's organizations is not merely to reach the top, but to stay there. If that is an organization's aim, its primary focus should be not merely to attract customers, but to obtain their loyalty and, thus, their patronage, not only for the current, but also for the long term. This loyalty, however, is the end result of an on-going, long-term relationship. Such relationships are founded on an organization's ability to maintain and extend its relationships with customers (Gummesson, 1994). According to Levitt (1983), buyer± seller interaction is similar to a marriage; the quality and duration, however, depends predominantly on the ey cacy with which the organization manages the relationship. Customer± supplier relationships are central to exceeding customer expectations (Parasuraman et al., 1991c).
Thus, it is apparent that customers cannot ——try out' services; they purchase a service prior to experiencing it and must trust it to deliver the perceived service promise (Berry & Parasura
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