澳洲墨尔本大学管理学院：论述客户期望和感知服务之间的差距

Gap between customer’s expectation and perceived service
客户期望和感知服务之间的差距

Customer service is a basis for customer satisfaction. The process and performance of customer service offering determine the degree of customer satisfaction. According to the American Customer Satisfaction Index (ACSI) model developed by Fornelll, Johnson, Anderson, Cha, and Beyant (1996), perceived service quality and customers’ expectation are the important factors of the overall customer satisfaction. Perceived service quality is customers’ evaluation of the actual service received. Normally the evaluation is influenced by recent consumption experiences. Customers’ expectation includes two perspectives. One is customer prior consumption experience with the organization’s offering. The other is customer’s prediction of the future service quality (Teas 1993; Fornell et al. 1996). In an empirical research about customer satisfaction conducted by Kristensen, Martensen, and Gronholdt (1999), they concluded that customer satisfaction is determined by the perceived quality and/or expectations.
客户服务是客户满意度的基础。客户提供服务的过程和表现，确定顾客的满意度。据美国客户满意度指数（ACSI）由约翰逊Fornelll，安德森，查Beyant（1996）发现，感知服务质量和客户的期望模型的整体客户满意度的重要因素。感知服务质量是客户的评价，收到实际的服务。通常情况下，评估受近期的消费体验。客户的期望包括两个方面来看。其中之一是与组织的提供客户以往的消费体验。另一种是客户的预测未来的服务质量（茶1993;福内尔等，1996年）。 ，克里斯滕森马敦生，Gronholdt（1999）进行了客户满意度的实证研究，他们的结论是，客户的满意度是由感知质量和/或预期决定。

According to the above exploration, it can be concluded that providing high level customer service which meets customer expectations could lead to high level customer satisfaction. Knowing what customer exactly wants is becoming more important. However, some researches show there is misunderstanding of what are important aspects of customer service to the customer. As Norman (1994) concluded from the results of a survey about aspects of customer service carried out among the companies of a particular industry, although companies and their customers recognize the importance of providing a good level of customer service, they differ on the importance of the influence of each aspect on such levels. In that survey, customers and managers are required to rank the importance of elements of customer service. The results revealed that there is significant difference of importance ranking between two sub-samples. Furthermore, the data also showed that different types of customer have different perceptions of service importance. The same conclusion is drawn from an empirical examination of customer service of Australian scientific instruments and suppliers industry conducted by Gilmore et al. (1994). They found considerable differences between the service provided and the service required. Also service requirements differed significantly between customer segments. Based on these explorations, it could be concluded that organizations should provide segmented customer service according to customer expectations. It was agreed by Sharma and Lambert (1990). They suggested that organizations provide different levels of logistics-driven customer service based on: (1) customer expectations; and (2) the expected return of each customer segment.
根据上述的探索，可以得出结论，满足顾客期望提供高水准的客户服务，可能会导致高水平的客户满意度。知道客户到底想要什么变得越来越重要。然而，一些研究表明什么是客户服务，以客户的重要方面存在误区。正如诺曼（1994）总结关于客户服务方面，某一特定行业的公司之间进行的一项调查的结果，虽然公司和他们的客户提供了一个良好的客户服务水平的重要性认识，有不同意见的重要性各方面的影响，在这样的水平。
这些探索的基础上，可以得出结论，组织应该提供细分的客户服务，根据客户的期望。夏尔马和兰伯特（1990）的同意。他们建议，组织提供不同层次的物流客户服务的基础上：（1）客户的期望，以及（2）每个客户段的预期收益。
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With the development of customer service segmentation, the term ‘tailored logistics’ was proposed.  Fuller, O’Conor, and Rawlinson (1993) suggested that companies can tailor their logistics systems to serve their customers better and more profitably as customers’ needs vary. Negri (1997) extended tailored logistics service to multi-site operation environment. According to Negri (1997), with the development of globalization, more companies centralize manufacture to fit economy of scale while decentralizing sales market globally to achieve higher revenue. Under such circumstances, tailored logistics services provide an essential contribution towards improving continuously the competitive advantage at company level in global market. It increases the effectiveness and efficiency of supplying and delivering networks; improves supply chain and cross business performances, etc.
随着时代的发展，客户服务分割，术语'量身定制的物流提出了。富勒O'Conor，罗林森（1993）建议，企业可以根据自己的物流体系，为他们的客户提供更好，更有利可图的客户的需求各不相同。内格里（1997）量身定制的物流服务扩展到多站点的操作环境。据内格里（1997年），随着全球化的发展，越来越多的公司集中生产，以适应经济规模而分散的销售市场在全球范围内实现更高的收入。在这样的情况下，提供量身定制的物流服务公司在全球市场的水平在不断提高竞争优势的一个重要贡献。它增加了供给，并提供网络的有效性和效率，提高供应链和跨业务表演等

Based on tailored logistics service concept, providing customers with distinct service package and pricing these packages independently of each other are replacing the traditional practice of a single set of service measurements. Zinszer (1997) introduced an extended buygrid model for segmenting logistics customer service. In Zinszer’s research, customers are classified into three buy classes which are new task purchase, modified rebuy purchase and straight rebuy based on the nature of purchasing behavior. Research results showed that there appear to be a significant difference of logistics service attributes with the three buy classes. Different buy classes have different importance weights to various attributes of logistical customer service. Companies should recognize the difference weights of each attribute to segment buy class and offer the logistics customer service level accordingly.
量身定制的物流服务理念，为客户提供不同的服务包和定价这些相互独立的基础上，正在取代传统的单一的一套做法，服务测量。

Although the above explorations looked into different industries or customers groups, the common point is they all emphasized providing tailored customer service and decreasing the gap between customer expectations and perceived service quality.
虽然上述探索看着成不同的行业或客户群体，共同的一点是，他们都强调为客户提供量身定制的服务，并降低客户的期望和感知服务质量之间的差距。