关系营销Relationshimarketing英文版.ppt

* If there are sufficient incursions below the threshold of the zone of tolerance the customer will judge the overall standard of the service to be unsatisfactory (see Figure 6). A key task for operations staff is then to isolate and remove those transactions that might have a negative effect. The point is that not all potentially negative transactions need to be removed because some may be too costly or too unpredictable to remove. The critical point is that operations managers need to be aware of just how many negative experiences can be absorbed by their customers. In industries where cost is critical or investment to improve the service is not available, the relationship between customers￠ tolerance and the cost of removing failpoints may need to be investigated and understood. * ??? ??? ??? ?????? ?? ??? ??? ???? ???? It is possible that some dissatisfying transactions will be compensated for by satisfactory transactions (see Figure 7) (see also Kennedy and Thirkell, 1988). The final outcome will reflect some degree of balance between dissatisfactory and satisfactory transaction outcomes. From an operations point of view, if there are weak points or failpoints in a service system that are maybe too expensive or difficult to remove, the service designer or operator could try to compensate for them by including a number of high spots in the process. How many and where they should occur might be difficult to judge, though. In leisure and education industries, for example, holidays and courses are often designed to have a high spot at the end not only to ensure the event ends well but also maybe to mask or compensate for any earlier failpoints. * I???? ???? ?? ?? ?? ?????? ?? ??? ???? ??? ??????? “??? ? ???, ?? ?? ???”? ?????. ? ?? ???? ?? ???? ?? ??? ???? ?? ?? ??? ?? ??? ?????. ??? ? ?? ?? ???? ?? ?????. ???? ????? “??? ?????, ??? ?? ?? ?? 1?? ?? ?? ???? ?? ????? ? ?? ???. ????? ? ??? ???? ????”?? ?????. ???? ??? ?????, ? ???? ??? ??? ? ??? ???? ??? ???? ?