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Improving Business-to-Business Customer Satisfaction Programs: Assessment of Asymmetry, Heterogeneity, and Financial Impact

机译:改善业务到业务客户满意度:评估不对称,异质性和财务影响

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摘要

Business-to-business (B2B) companies devote significant resources to measure customer satisfaction but lack guidance on critical aspects of implementing satisfaction programs. Accordingly, executives ask: (1) What are the key strategic attributes driving B2B customer satisfaction? (2) Are the strategic attributes satisfaction balancing, satisfaction maintaining, or satisfaction enhancing based on the pattern of asymmetry? (3) Do the sign and magnitude of asymmetry vary across industry and customer subgroups? and (4) Is there a generalizable link between satisfaction and financial performance for B2B firms? Study 1 uses qualitative and secondary research to identify and validate eight strategic attributes pertinent to B2B companies: quality of product/service, pricing, safety, sales process, project management, corporate social responsibility, communication, and ongoing service and support. Study 2 examines industry-subgroup heterogeneity in the nature of asymmetry across industries, then links satisfaction with performance (i.e., sales). Study 3 finds customer-subgroup heterogeneity in the nature of asymmetry within the customer base of a B2B service provider, then links satisfaction with performance (i.e., dollar value of purchase).
机译:企业对企业(B2B)公司投入了重大资源来衡量客户满意度,但缺乏关于实施满意计划的关键方面的指导。因此,高管询问:(1)驾驶B2B客户满意度的关键战略属性是什么? (2)是基于不对称的模式的战略属性满意度平衡,满意度维护或满足感吗? (3)不对称的迹象和幅度在行业和客户子组中各不相同吗? (4)B2B公司的满意和财务表现之间是否存在普遍的联系?研究1使用定性和二级研究来识别和验证与B2B公司相关的八个战略属性:产品/服务质量,定价,安全,销售流程,项目管理,企业社会责任,沟通和持续的服务和支持。研究2检查行业的行业 - 亚群异质性,在行业的不对称性质中,随后与性能(即销售)的满意度。研究3在B2B服务提供商的客户群内的不对称性质中找到客户 - 子组异质性,然后将满意与性能(即美元价值)联系起来。

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