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Customer service management
客户服务管理
The objective of setting proper customer service measurements is controlling service quality, otherwise organizations will be unable to deliver stable service quality. Furthermore, organizations need effective instrument to manage customer service. According to Bolumole et.al (2003, p.15), “customer service management is the supply chain management process that represents the firms face to the customer”. The mission of effective customer service management is to ensure a smooth supply of products and information while costs are kept at a minimum through reductions in inventory and improved capacity utilization. At the same time, customers are provided with relative differentiation through service delivery because customers demand varies. Based on above explorations, two important things are noted. Firstly, there is relationship within customer service quality, logistics process and organization’s performance. Secondly, understanding customers demand is critical in customer service management.
设置适当的客户服务测量的目的是控制服务质量，否则组织将无法提供稳定的服务质量。此外，组织机构需要有效的工具来管理客户服务。
An empirical study of logistics efficiency, manufacturing flexibility, customer service and companies performance conducted by Tracey (1998) reveals that there is strong linear relationship within these variables. Figure 1 displays the model based on Tracey’s findings. According to the model, logistics processes and manufacturing flexibility determine customer service quality delivered, and then influence company performance. On the other hand, expected customer service requires logistics processes and manufacturing flexibility.
物流效率，生产的灵活性，客户服务和公司的业绩由特蕾西（1998）进行的实证研究表明，在这些变量中有很强的线性关系。图1显示模型基于Tracey的结果。根据模型，物流流程和制造灵活性，确定交付客户的服务质量，进而影响公司业绩。另一方面，预计客户服务要求物流流程和制造灵活性。
Figure 1: Relationship of Logistics Process, Manufacturing Flexibility, Company Performance and Customer Service
图1：物流过程中的关系，制造的灵活性，公司业绩和客户服务
Similarly, Ezziane (2000) points out that each activity of logistics management contributes to the level of service an organization provides to its customers. Understanding of the model assists organization to establish proper customer service strategy.
同样，Ezziane（2000）指出，每项活动的物流管理水平，有助于服务组织提供给其客户。对模型的理解，协助组织建立适当的客户服务策略。
Except for revealing the relationship within customer service, logistics processes and manufacturers’ flexibility, Tracey (1998) concluded from the study that customer service could be expressed as identifying and responding to buyers’ needs with customized, high-quality products and delivery systems at a reasonable price. It’s noted from Tracey’s findings that customer demands and customization service are emphasized, and more importantly, cost is being taken into account. A trade-off between customer demands and the costs of that service must be considered carefully before setting the level of customer service. The trade-off must be based on accurate information of customer demands. According to Heskett (1994) and Negri 1997, customer service demand can be influence by the following factors.
据赫斯克特（1994年）和奈格里1997，客户服务需求可以由以下因素的影响。
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Compliance and compatibility among qualitative performances required by the customer and those performances required by the customer and those actually assured by logistics services;
在定性表演所需的客户和那些表演需要由客户和物流服务的实际放心的合规性和兼容性;
Items influencing primarily customers judgment;
产品主要影响客户的判断;
Elementary services (sub-processes) and their components;
初级服务（子流程）和他们的组成部分;
Status and role of elementary services within the global logistics process;
在全球物流过程中的基本服务的地位和作用;
Structural, functional, and logic links among different elementary services and their internal components;
结构，功能和不同的基本服务及其内部组件之间的逻辑联系;
Space-time variability in efficiency and quality levels, i.e., reproducibility and uniformity of service standards on logistics network;
时间和空间效率和质量水平的变化，即物流网络的服务标准，重复性和均匀性;
Business internationalization, assemblies and subassemblies standardization level;
业务国际化，组件及组件标准化水平
Nature of the environment,;
自然的环境下，
Nature of the product, substitutability, physical characteristics.
产品性质，可替代性，物理特性。
The above factors need to be assessed carefully when assessing customer demands. Analyzing customer demand is only one step of customer service management. Like Heskett (1994) said, “the effective management of customer service requires that service be defined, standards for its management established, measurement be carried out, and a program for control initiated”. Analyzing customer demand only provides information to define service. There are several methods or models in literatures to fulfill following steps of customer service management (Parasuraman et al. 1994; Tucker 1994; Chow, Heavor, and Henriksson 1994; Parasuraman 1998; Yang 2003; Seth et al. 2006). Creative customer service management philosophy is one of them. It’s proposed by Tucker (1994). Five steps to establish create customer service management system are included. They are:
上述因素需要进行评估时，仔细评估客户需求。分析客户的需求，只有一步的客户服务管理。
五个步骤建立创建客户服务管理系统都包括在内。它们分别是：
1. anticipating customers’ needs;
预测客户的需求;
2. anticipating suppliers’ strategies;
预计供应商的战略;
3. helping suppliers or customers respond to the changing regulatory environment;
帮助供应商或客户应对不断变化的监管环境;
4. classifying customers according to customer service needs and providing different levels of service to them based on these needs; and
客户分类，根据客户服务需求，并基于这些需求，提供不同层次的服务他们;
5. providing more management services to smaller customers.
较小的客户提供更多的管理服务。
Parasuraman (1998）introduces gap analysis to identify key area to improve. In seller-customer interactions, there are four organizational gaps on the seller’s side (see Figure 2)
Figure 2: Four gaps in seller-customer interactions
图2：卖家-客户相互作用的四个差异
Any failures to fill in these gaps will affect service quality delivered. Parasuraman (1998)’s four gaps provide more clear direction to establish effective customer service management system. Seth et al. (2006) extend gap analysis to whole supply chain instead of single interface. It is believed that service quality is determined by supply chain performance. The customer services received by manufacturers may influence what they are willing or able to do for their own customers. In Seth et al.’s model, various sources affecting each interface gap are identified. The interface gaps cover at a broader level the performance objective at each level and the service quality gap would present the sources with in each level.
Comparing perceived service level with customer’s tolerance zone is another way to control customer service (Parasuraman et al. 1994). SERVQUAL instrument is modified to measure the desired, adequate and perceived service levels on a nine-point scale. Organization can access its service performance relative to its customers’ zones of tolerance through analyzing data collected. Chow et al. (1994) suggested to find a set of measures that captures most or all variables and to measure service performance by input-output ratios, factor analysis, and customer surveys.
比较感知服务水平与客户的公差带是另一种方式来控制客户服务（Parasuraman等人，1994）。 SERVQUAL量表修改，在9点的规模来衡量所需的，足够的和感知的服务水平。组织可以通过分析收集的数据访问其服务表现相对其客户区的宽容。 Chow等。 （1994）提出了一系列措施，抓住大部分或所有变量和衡量服务绩效的投入产出比，因素分析和客户调查。
Yang (2003) introduced customer satisfaction survey and Importance-Satisfaction model to find out the excellent attributes and the ‘to be improved’ attributes. According to Yang (2003), customers’ satisfaction level is the index for the evaluation of customers’ perceived quality. It is not just a tool to learn the real customers’ satisfaction level. Based on the analytic results of customers’ satisfaction assessment, organization can understand the strengths and area for improvement. Further improvements could be taken to meet, or even exceed, the customers’ requirements. Organization resources could be utilized efficiently (Kristensen, Kanji, and Dahlgarrd 1992; Eklo¨ f & Westlund 1998; Oakland & Oakland 1998). In customer satisfaction survey, service attributes are ranked by customer based on perceived service performance and the level of importance. Service attributes will then be classified in I-S model (See Figure 3)#p#分页标题#e#
杨（2003）介绍了客户满意度调查和重要性满意度模型，以找出优秀的属性和'改善'属性。据杨（2003年），客户满意度是客户感知质量的评价指数。它不只是一种工具来学习，真正让客户的满意度水平。基于客户满意度评估分析结果，组织都能理解的强项和需要改进的方面。可以采取进一步的改进，可达到或什至超过客户的要求。组织资源，可以有效地利用（克里斯滕森，汉字，1992年Dahlgarrd; Eklo¨F＆Westlund1998年，1998年奥克兰奥克兰）。在客户满意度调查中，排名客户服务属性基于感知服务效能和水平的重要性。服务属性将被分类模型（见图3）
Figure 3: I-S model
Different strategy applies in four areas.
应用于四个区域的不同策略。
Area I. Excellent area – higher importance degree and higher satisfaction level;
区域1优秀区 - 更高的重视程度和满意度较高;
Area II. To be improved area - higher importance degree, but lower satisfaction level.
Ⅱ区。要改进的区域 - 重要程度较高，但满意度较低。
Area III. Surplus area - less important degree but more satisfactory.
Ⅲ区。盈余区 - 不太重要程度，但更令人满意。
Area IV. Careless area - less important and satisfactory
第四区。粗心区 - 重要的和令人满意的
Importance-Satisfaction (I-S) model is simple and practical for management to manage customer service. The focus is to find the service attributes that are located in Area II. Organizations can also utilize this model to discover the excellent attributes which are the competitive advantage. When the organization resources are not sufficient or the organizations are willing to reduce cost, they can examine the service attributes located in the ‘surplus area’ and control the service level of ‘careless area’. Based on Yang (2003)’s observation, several companies in Taiwan have applied this model and achieved significant results. This research adopts customer satisfaction survey and I-S model to identify key service measurements and “to be improved” area.
重要性满意度模型（IS）是简单而实用的管理管理客户服务。重点是要找到位于Ⅱ区的服务属性。组织还可以利用这个模型来发现优秀的属性，这是最大的竞争优势。当组织资源是不够的，或组织愿意以降低成本，他们可以检查位于余粮区的服务属性，并控制“粗心面积'的服务水平。基于阳（2003）的观察，台湾的几家公司已经应用这个模型，并取得了显著成效。本研究采用客户满意度调查和模型来识别关键服务的测量和“有待提高”区域。
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