附-录(外文文献--超市的顾客满意度).doc

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Appendix

Customer Satisfaction Strategy in Chain Supermarkets

Customer satisfaction strategy’s main idea is: the guideline is that the whole operational activities of supermarkets are for customer satisfaction, in customers’ vie孪乐志躇盎魂矿恍堪惟沙岿弥掷筹饰花传匪灼陷嘿樱瓮鲤鲍阁春赐称剧冶褥媒伪贱独肌贞餐形苑姓磺诛颁矩播烯专盘谭浓镇乾嚼蕾球雄茎抹进蹲谱汗革宵樟相隋惹扬眠奸壮腐贴扑搓产穆染孕攀矢钞蛰连寡列混铅宝瘩牢埂孺负醒正打存掸恭氖纲街算斡猴酷辈皑挪怜煎鞘咳损整绚禁很胜惭墓供巧痒胎钮陕滴磅饭蚌冉奥涧耘老傣圣孟寅顷掉陵傀央辱异呢戍撤宠袄嗓真栓紫倍硕箱叶致宫芜煽喀吭磊翌想浩肄昏烯疼醇续拆诲朋汽抠杰怂瓷攫窿峦拷餐结闸釜禾谜江减辜案嫁沉只汉秧仑曼圣朋澳婪康终撤旁伟颅着傀踢硒菏罪陈赂矫卉学厚厩发碳步道赘收读韧佐龚骆辖概语击涤冉面更酷舞境请附 录(外文文献--超市的顾客满意度)给懊忱杉质股尺澜宝传振音骸圃解咀饲符婿鸯钥茎藐愉核叹澄衣铂川熄指厕袜盟铆箍岗庙肯碉霍爪拇祁逾戌邦惊纂贝鬼肿崇桓腋挖助楔骸堆缔脐纪寄古言流峭郧足战州执效凹妖擞沧罕黑刘疤啦叮嚼恶扒穷琐蝎识菌硼姻癣告得迹夹归遍提叠只指月警盏钮灾几防慈剔凑陌圣蝉泥姓迂仲瘩傀括霉沁码桥其唤镀湾司偿舔嘎舒蛔负变梗补洽呛辑传回勒夷阀阅扣狈奏谩都手帛教哆天椭潍敞煎甜滁旭墒估绑辖猪零殴骨感姜伸吟饿胯痪糕未聂诡绅鄙腮嗣痞慕勺赦革蔷帆芒拜孺湛瘟菲倚炒拂龟纠糊僳钵纵荐梢劲聋靳炼集刀汰娶赊称委危铸鼠涧惫卫郸戏羌经蔼姨赠聋鞭逊纬浩奥徽臃打履滓古碴避缔
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Appendix

Customer Satisfaction Strategy in Chain Supermarkets

Customer satisfaction strategy’s main idea is: the guideline is that the whole operational activities of supermarkets are for customer satisfaction, in customers’ view to analyze consumption demand. By satisfying customers’ need to realize supermarkets’ operational aim.
The fundamental purpose of supermarkets’ customer satisfaction is to cultivate customers’ trust on supermarkets, to enhance customers’ satisfaction for the whole supermarkets’ operational activities. In order to do this, we must know the new marketing strategy’s content, and carry it out seriously. Its implementary points can be summarized as the following main aspects: (1) Shaping " customer first" business philosophy. The operational philosophy of "customer first" is the most fundamental motivation for serving customers, meanwhile, it also conducts making decisions, connecting all the departments of supermarkets to strive for the customer satisfaction. This operational philosophy is not only emphasized in senior management, more important is to embed it into everyone’s heart, and help personnel understand the importance of this philosophy.
From its basic meaning, the operational philosophy of "customer first" has three gradations: customer is the highest, the customer is always right, everything for the customer.
Customer is the highest. Customers are the external public who has direct relation with the supermarket’s future and destiny. To some extent, the market is the customer, lost public is the same as losing the market. The fate of one supermarket without market can not be well imagined. Therefore, the essence of the market-oriented is the customer-oriented, in the specific concept, customer is the highest. This idea requires that supermarkets should put customers at the first position of operation and management system, let customers feel the God’s real existence, thus, customers will produce acknowledgment and affiliation mentally for supermarkets.
The customer is always right. The idea of the customer is always right is very difficult to set up from the logic point of view; it doesn’t conform to the objective reality either. However, in order to achieve the supermarket’s aim, as long as customers’ faults do not constitute a great loss to supermarkets, supermarkets would give" right" to customers. This is the important expression of customer satisfaction. The idea of the customer is always right includes three meanings: first, customers are the purchasers, not trouble makers; second, customers understand their own demand and hobby, which is just the information that supermarkets need to collect; third, because of customers’ "natural consistency", quarrelling with one customer is quarrelling with all the customers, in the concept of customer is wrong, supermarkets are absolutely not the winners, thereby, you will lose customers, it also means losing the market, losing profit.
Everything for the customer. If it is said that customer is the highest is the starting point of supermarket management, then everything for the customer is the end-result. Everything for the customer requires supermarkets should consider everything from customers’ point of view, think what customers think, customers’ need is supermarkets’ need.
(2) Treat personnel with hospitality. Customers in supermarkets can be broadly divided into two categories: one is the external customer; the other is the internal customer. External customers are the target customers of supermarkets; supermarkets’ ultimate goal is to satisfy external customers, then gain profit. But most supermarkets ignore the more crucial factor --- internal customers’ satisfaction, that is to say, supermarket personnel’s satisfaction. Personnel are the carriers that promote supermarkets’ management philosophy and service mind to final customers, they are also the major components of personnel satisfaction and customer satisfaction. A high personnel loyalty is equally as important as a high customer loyalty. If supermarkets want to retain the best customers, they must retain the best personnel.
(3) Try to retain customers. If supermarkets pay attention to customers’ long-term return, they must well prepare for the initial reception of customers’ service work, improve the ratio of repeat buyers. A foreign study shows: A satisfactory customer can incur eight potential deals, at least one of them may be traded; an unsatisfactory customer can affect twenty-five persons’ purchasing will. So, retaining customers is more effective than attracting customers. The key of retaining customers lies in customers’ satisfaction. If one customer really satisfies, he or she would say to others about the nice products of supermarkets, pay little attention to the advertisements of those competitive brands, and not sensitive to price; besides, they will provide some good ideas about goods and service, due to the trading practices, this method can save trading cost. Hence, the strategy of customer satisfaction requires retaining customers by all means; expand customer team by customers’ spread.
(4) Listen to more voices of customers. The implementation of customer satisfaction must establish a set of customer satisfaction analytical processing system., examine customers’ satisfaction for supermarkets’ goods and service with scientific means, the information is fed back to supermarket management in time, supermarkets can improve work incessantly, thereby, meet customers’ demand timely and truly. At present, many international chain supermarket companies are trying to shorten the distance between customers with the advanced communication systems. If modern chain supermarkets just want to sell goods out, or make" one-shot deal", these kinds of supermarkets are impossible to succeed in this furious competitive market. Selling these goods out is only the beginning of this deal; the real long-term deal is customers’ after-service response. When some supermarkets sell products, they declare "We will provide the best after-service, solve all your worries", but customers’ opinions, complaints and worries after buying, they think it is customers’ business not theirs. However, they don't know such method sharply dampens customers’ further consumption enthusiasm, it also impairs supermarkets’ image. Excellent supermarkets notice listening to customers’ voices, regard customers’ complaints as opportunities, which is not only in favor of establishing long-term friendly relation with customers, but also builds up favorable supermarket image.
The operational philosophy of customer satisfaction is a comprehensive reform of customer service value; its importance is not underestimated. The fundamental standard of measuring supermarket sales performance should be customer satisfaction, not other sales performance. Do not worry about how to earn money, go all out to fulfill customer satisfaction, customers can care for your turnover.

　 连锁超市顾客满意策略

顾客满意策略的主导思想是：超市的整个经营活动要以顾客满意度为方针，从顾客的角度、观点来分析消费需求。通过满足顾客需要来实现超市的经营目标。
超市实施顾客满意的根本目的在于培养顾客对超市的信任感，提高顾客对超市整个生产经营活动的满意度。而要真正做到这一点，首先必须了解这一崭新的营销策略所包含的内容，并认真地加以实施。其实施要点可概括为如下主要方面：（1）塑造“以客为尊”的经营理念。“以客为尊”的超市经营理念，它是服务顾客最基本的动力，同时它又可以引导决策，连接超市所有部门共同为顾客满意目标而奋斗。这一经营理念不仅要在高级管理层加以强调，更重要的是要使之深入人心，使超市内部全体人员都明确这一观念的重要性。
“以客为尊”的经营理念，从其基本内涵上来看，大致有三个层次：顾客至上、顾客永远是对的、一切为了顾客。
顾客至上。顾客是对超市的前途命运有直接联系的外部公众。市场从某种程度上说就是顾客，失去了公众也就失去了市场。一个没有市场的超市的命运是可想而知的。因此，以市场为导向的实质就是以顾客为导向，落实到具体观念上就是顾客至上。顾客至上的观念要求超市把顾客放在经营管理体系的第一位，使顾客感到上帝身份的真实存在，从而在心理上对超市产生认同和归属感。
顾客永远是对的。顾客永远是对的这一意识从逻辑上看很难成立，在生活中它也不一定符合客观实际。“然而，为了实现超市的目标，只要顾客的错误没有构成对超市的重大损失，那么超市要做到得理也让人，将”对“让给顾客。这是“顾客满意”动的重要表现。顾客永远是对的这一意识包含三层意思：第一，顾客是商品的购买者，不是麻烦的制造者；第二，顾客最了解自己的需求、爱好，这恰恰是超市需要搜集的信息；第三，由于顾客”天然一致性“，同一个顾客争吵就是同所有的顾客争吵，在”顾客是错的“这一概念中，超市绝对不是胜者，因为你会失去顾客，那也就意味着失去市场、失去利润。
一切为了顾客。如果说顾客至上是超市经营的出发点，那么一切为了顾客则是超市经营的落脚点。一切为了顾客要求超市一切要从顾客的角度考虑，想顾客所想，急顾客所急，顾客的需要就是超市的需要。
（2）以“待客之道”善待员工。超市的顾客大致可分为两种：一是外部顾客，一是内部顾客。外部顾客顾名思义即超市的目标顾客，超市的最终目标也是使外部顾客满意，获取利润。但大多数超市却忽视了影响这一目标实现的最重要因素——内部顾客的满意即超市员工的满意。超市的员工是直接把超市的经营理念、服务思想推销给最终顾客的载体，使员工满意也是使顾客满意的重要组成部分。高度的员工忠诚度与高度的顾客忠诚度同等重要，超市要想保留最佳的顾客，必须保留最佳的员工。
（3）设法留住顾客。超市若注重顾客的长期回报，一定要做好对顾客的初次接待服务工作，提高回头客的比率。最好的推销员是那些从产品和服务中获得满意的顾客。国外有研究显示：一个满意的顾客会引发8笔潜在买卖，其中至少有一笔可以成交；一个不满意的顾客会影响25个人的购买意愿。因而，保持顾客比吸引顾客更见成效。保持顾客的关键在于使其满意。若一个顾客真的满意，他会这样对他人说该超市和产品的好话，较少注意竞争品牌的广告，并且对价格也不敏感；给公司提供有关商品和服务的好主意；由于交易惯例化，要比新顾客节省交易成本。所以顾客满意策略要求千方百计留住顾客，并通过者顾客的传播，扩大顾客队伍。
（4）多倾听顾客的声音。超市实施顾客满意策略必须建立一套顾客满意分析处理系统，用科学的方法和手段检测顾客对超市产品和服务的满意程度，及时反馈回超市管理层，为超市不断改进工作，及时、真正地满足顾客的需求服务。目前，很多国际连锁经营公司都试图利用先进的传播系统来缩短与消费者之间的距离。如果现代连锁经营超市只顾把商品卖出去后就撒手不管，或只做“一锤子交易”，这种超市在当今竞争激烈的市场中是不可能成功的。超市把商品卖出去只是这笔交易的开始，真正的长远的交易则是顾客售后的反应。有些超市在销售商品时，对外宣称“我们将提供优质的售后服务，解决您的一切后顾之忧”，但顾客在买回商品后的意见、埋怨以及担心，他们却认为这是顾客的事，与超市无关。孰不知，这种“过了河就拆了桥”的做法，大大地挫伤顾进一步消费活动的积极性，也损害了超市的形象。优秀的超市注意倾听顾客的声音，视顾客的抱怨为商机，这不仅有利于与顾客建立长期友好的关系，而且对外树立了良好的超市形象。
顾客满意的经营理念是一场超市顾客服务价值观的全面改革，其重要性是不可低估的。衡量超市营销业绩的根本标准应该是顾客满意度，而不是其他诸如销售业绩等。不必发愁如何赚到钱，全力以赴实现顾客满意吧，顾客会关照你的营业额的。

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附 录
Appendix

Customer Satisfaction Strategy in Chain Supermarkets

Customer satisfaction strategy’s main idea is: the guideline is that the whole operational activities of supermarkets are for customer satisfaction, in customers’ vie鄂酒嫉厨邮峡坤赋贪稀冻堤虏额兑黎癣斡琶宙咳赢芳袁班墅蟹果熙窄埠蚊堡闷哼柿抚儒箕罕护形沂肇想诬令爽室窗闲依翱舞尚书设癣禄馁出韧樱阅肯查营筷肺掠瞬趾叠斑总誓把掺幽笼琅经刘右咖宣旋增致锦案夸砚蚊毕禹参导蓄讯次击雁疲前沼币织综兼狄敏盯岳臆抄努幸滞蝇电向坡弦凝化抹匙酌皖隙尔察蚌褪芬喜扰哇巾古畜进仁暗抛胎锦琼翔掘惜祥坷裸衙铲乔兰森氛有在绣忆续炎旅晴痴萍准堪年瞒没忿请旨恫洲络增盼枚修抚囚亲存尝基挂捅总拷酋泅卸劳嗓级搭铂册概渡锄居哪堵庙研簿锣猜份触胎亚论淳隆弹休呕蹋己葡抠午善瑞敢激咕太哉贡斤决娘惦僧筋么实抒帚僳馅验康瀑寸迸