1、1900 单词， 10700 英文字符， 3050 汉字 出处： Johnson M D, Gustafsson A, Andreassen T W, et al. The evolution and future of national customer satisfaction index modelsJ. Journal of Economic Psychology, 2001, 22(2):217223. The evolution and future of national customer satisfaction index models MD Johnson， A Gusta
2、fsson， TW Andreassen， L Lervik， J Cha Abstract A number of both national and international customer satisfaction barometers and indices have been introduced in the last decade. For the most part, these satisfaction indices are embedded within a system of cause and effect relationships or satisfactio
3、n model. Yet there has been little in the way of model development. Of critical importance to the validity and reliability of such indices is that the models and methods used to measure customer satisfaction and related constructs continue to learn, adapt and improve over time. The primary goal of t
4、his research is to propose and test a number of modifications and improvements to the national index models. Using survey data from the Norwegian Customer Satisfaction Barometer (NCSB), we find general support for the proposed modifications. Keywords: Customer satisfaction National barometers 1. Int
5、roduction Customer satisfaction has taken on national and international significance with the development of national satisfaction barometers and indices in Sweden (Fornell, 1992), the US (Fornell, Johnson, Anderson, Cha, & Bryant, 1996) and Norway (Andreessen & Lindestad, 1998). Indices have also b
6、een pilot tested in New Zealand, Austria, Korea and the European Union. It remains to be seen whether these indices will develop on a global level and, importantly, in what form. Of critical importance to the validity and reliability of such indices is that the models and methods used to measure cus
7、tomer satisfaction and related constructs continue to learn, adapt, and improve over time. Viewing satisfaction as a form of consumption utility is also consistent with Poiesz and von Grumbkows (1988) general framework for understanding economic “well being”. This framework views economic well being
8、 as one component of an individuals overall quality of life. Other domains include evaluations of health, socio-cultural context, political freedom and stability. Economic well-being is itself composed of three sub-components, job satisfaction, income evaluation, and consumer or customer satisfactio
9、n. At an aggregate level, Poiesz and von Grumbkow equate this customer satisfaction with customer welfare. It is this welfare-based or cumulative view of satisfaction upon which the prominent national satisfaction indices are built. 2. The evolution of national satisfaction index models Established
10、in 1989, the Swedish Customer Satisfaction Barometer (SCSB) was the first truly national customer satisfaction index for domestically purchased and consumed products and services (Fornell, 1992). It has historically included approximately 130 companies from 32 of Swedens largest industries. The Amer
11、ican Customer Satisfaction Index (ACSI) was introduced in the fall of 1994 and reports results for approximately 200 companies from 34 industries (Fornell, 1996). The Norwegian Customer Satisfaction Barometer (Andreassen & Lervik, 1999； Andreassen & Lindestad, 1998) was introduced in 1996 and, as of
12、 1999, reports results for 42 companies in 12 different industries (both business-to-consumer and business-to-business). The most recent development among indices is a pilot test of the European Customer Satisfaction Index (ECSI) across four industries and 11 countries in the European Union (Eklf, 2
13、000). In reviewing the national indices, we pay particular attention to the ACSI model specification. This model is an evolution of the original Swedish model, has been adopted on a smaller scale in New Zealand and Taiwan (Fornell, 1996) and Austria (Hackl, Scharitzer, Zuba, 1996), and is the basis
14、for the models being used in Norway and the EU. A critical evaluation of the model is, therefore, important to develop the best possible model specification. 5. Summary and discussion A number of both national and international customer satisfaction barometers and indices have been introduced in the
15、 last decade, most of which are embedded within a system of cause and effect relationships (satisfaction models). Of critical importance to the validity and reliability of such indices is that the models and methods used to measure customer satisfaction and related constructs continue to learn, adap
16、t, and improve over time. Building on recent findings and current research trends, we propose and test a number of modifications and improvements to the national index models that are now part of the Norwegian Customer Satisfaction Barometer (NCSB) model. We find general support for the proposed mod
17、ifications using data from the NCSB survey. We summarize and discuss our findings with respect to each of the proposed changes. One change was to add multiple benchmark comparisons for price to isolate a perceived price index. The model successfully isolates perceived price, and by removing “value”
18、from the model and replacing it with price, we remove the overlap that exists between value and quality in, for example, the ACSI and ECSI models. We also argued that price may have a direct effect on loyalty over and above its indirect effect via satisfaction. This is because satisfaction, as an at
19、titude-type construct, may only partially mediate the effect of quality and price on loyalty. The direct effect of price attractiveness on satisfaction was positive and significant in four of five industries, bus transportation being the exception. The path coefficients range from 0.13 for airlines
20、to 0.30 for banks. The direct effect of price on loyalty is significant in two of the five industries, airlines and banks (path coefficients of 0.096 and 0.098, respectively). These results are consistent with the prediction that, in some industries, customers reweigh the importance of price when mo
21、ving from satisfaction to loyalty evaluations. It is not surprising that the direct effect of price on loyalty is greatest in two price-competitive industries, airlines and banks. Building upon the original NCSB model, our proposed model also includes two relationship commitment variables. Affective
22、 commitment captures more of the positive (or negative) relationship and trust that has built up between company and customer over time. Calculative commitment captures more of the economic consequences or costs associated with switching product or service providers. Both constructs are positively a
23、ffected by satisfaction in four of five industries. As for the effect of price on satisfaction, the exception is the bus transportation industry. Satisfaction has a larger effect on affective commitment (ranging from 0.493 for gas stations to 0.652 for banks) than on calculative commitment (ranging
24、from 0.155 for airlines to 0.272 for train transportation). This is not surprising. Satisfaction should be a major contributor to the strength of relationship and resulting customer trust (Hart & Johnson, 1999). In contrast, while satisfaction should influence the economics of switching, customers m
25、ay be held economically hostage to particular service providers or locations even when satisfaction is low (Jones & Sasser, 1995). One of the most important findings is the large positive effect that affective commitment has on loyalty. The effect is significant in four of five categories, bus trans
26、port again being the exception. In these four industries, affective commitment has a larger effect on loyalty than does satisfaction directly. This suggests that satisfaction affects loyalty largely through its ability to build strong relationships between companies and customers. Adding the commitm
27、ent variables has the benefit of greatly increasing the models ability to explain variation in loyalty vis-vis the other national index models. Another major change is that we replace customer expectations, as an antecedent to satisfaction, with corporate image as a consequence of satisfaction. Reca
28、ll that this change is based on the cross-sectional nature of the national index data, where a customers consumption experiences (satisfaction) should have some influence on their perceptions of corporate image. The model is successful at isolating the corporate image construct, and the construct be
29、haves as expected. Satisfaction has a consistently large effect on corporate image in each industry (ranging from 0.433 for trains to 0.575 for banks). This reflects the contribution that consumption experiences have on corporate image as well as the consistency between a customers experiences and c
30、orporate image over time. The effect of corporate image on loyalty is smaller but significant in each of the five industries (ranging from 0.160 for gas stations to 0.256 for airlines). We believe that this captures the ongoing inclusion of brands or companies with strong corporate images among thos
31、e that customers ultimately consider for purchase (the consideration set). The direct effect of satisfaction on loyalty, which ranges from a low of 0.130 for trains to a high of 0.289 for banks, is also positive and significant for each industry. This direct effect captures the effects of satisfacti
32、on on loyalty that are not mediated by the corporate image or commitment constructs. Given that we have added more drivers of loyalty, it is useful to examine the total effect that satisfaction has on loyalty in each case. The total effect is the sum of all direct and indirect effects linking satisf
33、action and loyalty, which equals 0.551, 0.627, 0.471, 0.557 and 0.458 respectively, for airlines, banks, buses, gas stations and trains. As one would expect, the total effect of satisfaction on loyalty is greatest in those industries where Norwegian customers have greater choice among competitors, m
34、ost notably banks, gas stations and airlines. Complaint handling and the SERVQUAL constructs were two areas where the model did not perform as well as expected. In the ACSI model, complaint behavior is modeled as a consequence of satisfaction. Because complaint handing is an increasingly important means of improving satisfaction, we used the quality of complaint handling among complaining customers as a driver of both satisfaction and loyalty. Although we
