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Satisfying and Retaining Customers through Independent Service Representatives

机译：通过独立服务代表来满足和留住客户

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摘要

The degree of leverage possessed by manufacturers who outsource their customer service function to channel partners over customer satisfaction and loyalty is assessed empirically. Data provided by independent service representatives are linked with data from their customers. Results indicate that a manufacturer's support of its representatives increases their job satisfaction which, in turn, is indirectly linked to the customer satisfaction through shared perceptions of service performance and quality. However, the strength of the effects is modest, suggesting that manufacturers may need to consider direct customer contact strategies or contractual means of assuring customer satisfaction when independent service representatives “own the customer.” Conceptually, the hypothesized shared mindset model is tested against the competing affect transfer model, resulting in support for the former. Job satisfaction moderates the degree of agreement between representatives' and customers' perceptions of service performance and quality such that greater agreement occurs when job satisfaction is high.
机译：根据经验评估制造商将其客户服务职能外包给渠道合作伙伴以超过客户满意度和忠诚度的制造商所拥有的杠杆程度。独立服务代表提供的数据与他们的客户的数据链接在一起。结果表明，制造商对其代表的支持增加了他们的工作满意度，而这又通过对服务性能和质量的共同感知而间接地与客户满意度相关联。但是，这种效果的强度是适度的，这表明当独立服务代表“拥有客户”时，制造商可能需要考虑直接的客户联系策略或确保客户满意度的合同方法。从概念上讲，假设的共享心态模型针对竞争性情感转移模型进行了测试，从而为前者提供了支持。工作满意度减轻了代表和客户对服务性能和质量的看法之间的一致程度，从而在工作满意度很高时会达成更大的一致。

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