Customer Satisfaction Related Competence Development

By Mantyneva, Mikko | Academy of Marketing Studies Journal, January-July 2002 | Go to article overview

Customer Satisfaction Related Competence Development


Mantyneva, Mikko, Academy of Marketing Studies Journal


ABSTRACT

This paper examines customer satisfaction related competence development especially from the perspective of personnel training. A theoretical framework for customer satisfaction related competence development consisting of three major areas is described. The areas covered in the framework are strategy & structure, customer focus, and service & quality. The framework is validated empirically. The paper describes alternative methods to evaluate personnel training. Also, it was studied what kind of evaluation methods firms are using to evaluate the implemented personnel training. The empirical results indicate that feedback from customers, productivity figures, supervisory observation, and customer satisfaction studies are the most often used evaluation methods for personnel training.

INTRODUCTION

It has become an economic necessity for companies to keep their current customers satisfied, while attracting new customers costs more than keeping the old ones. According to Miller (1994) customer satisfaction is the only acceptable measure of future corporate performance. Customer satisfaction is a function of customer expectations and perceptions of the services (Bateson, 1991). Customer expectations have a major impact on customer satisfaction. Stauss and Mang (1999) imply that customers who have clear expectations of the service performance react strongly in cases where the service performance deviates from their expectations. Therefore, customer expectations should be influenced through communication. High level of customer satisfaction is widely believed to be a good indicator describing company's profitable operations in the future (Kotler, 1991). Failing to meet customers' expectations is more likely to have a negative effect on customers repurchase intentions, which decreases the marketing profitability (Anderson & Sullivan, 1993). However, satisfying customers is not enough to retain them, and being able to retain its customers is crucial for a company (Deming, 1988). The advocacy of customer focus in different kind of organizations, to improve customer satisfaction and business performance, is widespread. However, practical guidance on building and maintaining customer focus is relatively rare (Piercy, 1995).

However, if customer satisfaction is seen as an important corporate level objective then how could it be improved? Training is a viable method to build and maintain a customer focus and to keep the current customer base. According to Ferketish and Hayden (1992) the human resource development (HRD) challenge for the future is to assure a continuous improvement culture by keeping the system aligned with continuous improvement strategies. A learning culture provides managers with the information and analyses necessary to modify their organizations to satisfy both internal and external stakeholders (Harvey et al., 1998). It is evident that there are no easy tricks that make the company's customer base satisfied overnight. Like all continuous improvement programs, also customer satisfaction improvement programs are based on continuity. In customer relationship perspective this means that a satisfied customer is more likely to be loyal and make further purchases. Therefore the long-term profitability of satisfied customers becomes the key for profitable operations overall. Customer satisfaction improvement programs can be seen to consist of following phases: (1) understanding the importance of satisfied customer base and linking this understanding with company's strategy, (2) allocating development resources to achieve improved level of customer satisfaction, and (3) controlling the improvement process by measurements. According to Fojt (1995) the customer-based metrics are the key to high-performance organizations.

Satisfied customers are a prerequisite for future corporate success. Even though the company would be oriented to satisfy the needs of its customers, it also has to meet the market's product and/or service needs. …

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

Customer Satisfaction Related Competence Development
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Welcome to the new Questia Reader

The Questia Reader has been updated to provide you with an even better online reading experience.  It is now 100% Responsive, which means you can read our books and articles on any sized device you wish.  All of your favorite tools like notes, highlights, and citations are still here, but the way you select text has been updated to be easier to use, especially on touchscreen devices.  Here's how:

1. Click or tap the first word you want to select.
2. Click or tap the last word you want to select.

OK, got it!

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.