1、中文 3355 字 毕业论文（设计） 外文翻译 题 目： 浅谈客户忠诚的培养 一、 外文原文 标题： The relationship between customer loyalty and customer satisfaction 原文： The relationship between customer loyalty and customer satisfaction Abstract： Develops and implements a method for hotels to identify attributes that will increase customer loya
2、lty. Other hotels can replicate the methodology used in this study. The study makes the uses of the hotels database to draw samples for both focus groups and a mail survey. Based on 564 completed surveys from hotel guests, the authors found the relationship between customer satisfaction and customer
3、 loyalty was non-linear. The authors use the data to develop internal benchmarks for the hotel based on scores that were representative of loyal customers. The study makes use of the hotels database to draw samples for both focus groups and a mail survey. Keywords： Customer loyalty, Customer satisfa
4、ction, Database marketing, Hotels It is commonly known that there is a positive relationship between customer loyalty and profitability. Reichheld and Sasser (1990) found that when a company retains just 5 percent more of its customers, profits increase by 25 percent to 125 percent. Their study caug
5、ht the attention of both practitioners and researchers, arousing a great interest in customer loyalty. Gould (1995) helped consolidate the interest in loyalty through his research that supported Reichheld and Sassers work. Today, marketers are seeking information on how to build customer loyalty. Th
6、e increased profit from loyalty comes from reduced marketing costs, increased sales and reduced operational costs. Loyal customers are less likely to switch because of price and they make more purchases than similar non-loyal customers (Reichheld and Sasser, 1990). Loyal customers will also help pro
7、mote your hotel. They will provide strong word-of-mouth, create business referrals, provide references, and serve on advisory boards. Raman (1999) states, loyal customers serve as a fantastic marketing force by providing recommendations and spreading positive word-of-mouth； those partnershiplike act
8、ivities are the best available advertising a company can get. Loyal customers increase sales by purchasing a wider variety of the hotels products and by making more frequent purchases. Bowen and Shoemaker (1998) found loyal hotel customers had higher food and beverage purchases than non-loyal custom
9、ers. Finally, loyal customers cost less to serve, in part because they know the product and require less information. They even serve as part-time employees. The authors have collected anecdotes from service employees, stating how loyal customers are eager to serve as employees. Loyal customers have
10、 been observed in hotels, telling other guests about the great restaurants in the hotels. In casinos, customers explain games and how the players club works to other customers. Passengers on planes have explained the lightning system or the audio visual system to other passengers. Therefore loyal cu
11、stomers not only require less information themselves, they also serve as an information source for other customers. Building customer loyalty is one of the biggest challenges for the hotel industry (Yesawich, 1997). This study investigates and develops methods that will help hotels increase customer
12、 loyalty. Purpose： The purpose of this study is to develop and implement a method for hotels to identify attributes that will increase customer loyalty. A second purpose is to produce a methodology that can be replicated by other hotels. This study will explore the relationship between customer sati
13、sfaction and customer loyalty in the hotel industry. The study will also reexamine the antecedents of loyalty. To first determine what can create loyalty toward the subject hotel. Customer loyalty is difficult to define. In general, there are three distinctive approaches to measure loyalty: behavior
14、al measurements； attitudinal measurement； composite measurements. The behavioral measurements consider consistent, repetitious purchase behavior as an indicator of loyalty. One problem with the behavioral approach is that repeat purchases are not always the result of a psychological commitment towar
15、d the brand (TePeci, 1999). because it is the most convenient location. When a new hotel opens across the street, they switch because the new hotel offers better value. Thus, repeat purchase does not always mean commitment. Attitudinal measurements use attitudinal data to reflect the emotional and p
16、sychological attachment inherent in loyalty. The attitudinal measurements are concerned with the sense of loyalty, engagement and allegiance. There are instances when a customer holds a favorable attitude toward a hotel, but he/she does not stay at the hotel (Toh et al., 1993). A guest could hold a
17、hotel in high regard, recommend the hotel to others, but feel the hotel was too expensive for him/her to use on a regular basis. The above approaches measure loyalty uni-dimensionally. The third approach, composite measurements of loyalty, combine the first two dimensions and measure loyalty by cust
18、omers product preferences, propensity of brand-switching, frequency of purchase, recency of purchase and total amount of purchase (Pritchard and Howard, 1997； Hunter, 1998； Wong et al., 1999). The use of both attitude and behavior in a loyalty definition substantially increases the predictive power
19、of loyalty (Pritchard and Howard, 1997). The two-dimensional composite measurement approach has been applied and supported as a valuable tool to understand customer loyalty in several fields, such as retailing, recreation, upscale hotels and airlines (Day, 1969； Jacoby and Kyner, 1973； Backman and C
20、rompton, 1991； Pritchard et al., 1992； Pritchard and Howard, 1997). The authors of this study have adopted the composite approach to customer loyalty. For this study, loyal customers are customers who hold favorable attitudes toward the company, commit to repurchase the product/service, and recommen
21、d the product to others. Satisfaction and loyalty The results of our study verified that customer satisfaction does not equal customer loyalty. In our study, satisfaction was measured by a seven-point Likert scale, 7 = very satisfied, 4 = satisfied, and 1 = very dissatisfied. Two measures of customer loyalty used in this study were the respondents intent to return and their willingness to perform marketing activities, such as recommending the hotel to others. Table I compares the scores on overall satisfaction with the customers willingness to return and recommend the hotel.
