提高员工满意度是提高用户满意度的前提

论述了通过提高员工综合素质,提高员工工作的主动性与创造性,进而提高用户满意度的必要性,并从加强员工培训与提高员工满意度两方面论述了如何提高员工综合素质,着重从提高员工满意度方面进行了系统阐述。在如何提高员工满意度方面,又从6个方面进行了详细论述。     

直流激励法测试地震检波器的局限性分析

直流激励法测试地震检波器是国内检波器生产厂家和用户普遍使用的方法，本文分析了该方法在实际测试工作中存在的一些问题，将有助于厂家和用户正确认识该测试方法的局限性，以期改善，提高检波器产品的质量。     

协会动态

1998年5月12日,中国施工企业管理协会在北京召开全国工程建设用户委员会第二次工作会议。会议由中国施工企业管理协会副理事长兼秘书长沈澄钧主持并讲了话;用户委员会办公室主任佟宝琦汇报了1997年度“全国用户满意施工企业”和“全国用户满意工程项目”申报基本情况;研究了下一步用户委员会的工作如何开展,并安排了1998年度申报工作事宜。会上宣布正式组成中国施工企业管理协会工程建设用户工作委员会,并公布了用户工作委员会委员名单。     

低压用户的集抄管理

随着原有的"抄、核、收、管"集一体的管理模式逐步被取消,低压用户的集中抄表工作如何开展、如何推进、如何最大限度减少过渡中的经济损失,是每个供电企业的目标,河南省开封县供电公司在推行集中抄表过程中不但没有给企业造成经济损失,相反在低压线损和低压供电均价方面取得了一定的成绩,提高了经济效益     

石油测井企业用户满意度测评研究

分析了石油测井企业开展用户满意度测评的重要性和目的,指出,构建顾客满意度测评体系是有效实施顾客满意度调查的关键,并就如何构建石油测井企业用户满意度测评体系、提高用户满意度提供了一些方法。     

产业间平台合作下的双边定价机制研究——基于对固有收益影响的分析

本文以近期日益增多的产业间平台企业合作为背景,针对合作后平台用户固有收益水平提高这一特征,构建了双寡头竞争模型,以此分析合作对平台定价的影响。研究发现,随着合作平台上用户固有收益水平的提高,该平台将提高产生较弱网络外部性的一边用户的定价,而对另一边用户的定价则必须视平台双边用户交叉网络外部性大小差异而定。不仅如此,合作还增加了该平台上双边用户定价的非对称程度。对与之竞争的非合作平台而言,双边用户的定价则恰恰相反。研究还表明,合作可能提高合作平台的利润水平,增加消费者总剩余和社会总福利。这启示规制机构在对双边平台合作进行规制时要特别谨慎,切忌过度干预。     

产业间平台合作下的双边定价机制研究——基于对固有收益影响的分析北大核心CSSCI

本文以近期日益增多的产业间平台企业合作为背景,针对合作后平台用户固有收益水平提高这一特征,构建了双寡头竞争模型,以此分析合作对平台定价的影响。研究发现,随着合作平台上用户固有收益水平的提高,该平台将提高产生较弱网络外部性的一边用户的定价,而对另一边用户的定价则必须视平台双边用户交叉网络外部性大小差异而定。不仅如此,合作还增加了该平台上双边用户定价的非对称程度。对与之竞争的非合作平台而言,双边用户的定价则恰恰相反。研究还表明,合作可能提高合作平台的利润水平,增加消费者总剩余和社会总福利。这启示规制机构在对双边平台合作进行规制时要特别谨慎,切忌过度干预。     

路边店难修国Ⅲ车 卡车服务站争夺保外用户

近日,各卡车企业陆续召开商务年会。在某企业年会上,《商用汽车新闻》记者获知这样一个消息,该企业将加大争取保外用户(即车辆过了保修期的那部分用户)到正规服务站维修保养的力度。众所周知,由于价格原因,用户到服务站修理的车辆多在保修期内,而过了保修期的车辆,不少用户选择到"路边店"修理。该企业的这一目标能否实现?这需要对服务站作出怎样的努力?本期柠檬茶座邀请了3位重卡经销商,请他们谈谈如何争取保外用户。     

数字程控交换机用户板检测系统的设计与实现

如何提高数字程控交换机的维修能力,正在受到邮电通信部门的重视。本文就占数字程控交换机维护量80％以上的用户板的测试和维修问题,提出了一种实用的用户板检测系统,它可以实现用户电路的摘挂机识别、振铃、送、受话功能检测.     

大用户直购电关键问题深度剖析（1）

列兴趣了我国大用户直购电的有关政策,重点介绍了2009年大用户直购电试点的最新政策动向,设计了大用户直购电专线直购和过网直购2种交易模式,深入分析了几种过网直购模式的优缺点。在综合分析基础上,推荐我国大用户直购电试点采用集中竞价和双向联动2种交易模式。该工作对推进我国大用户直购电交易模式设计具有重要的现实意义。     

Incorporating human resource management initiatives into customer services: Empirical evidence from Chinese manufacturing firms

The existing operations management literature has extensively investigated the associations between customer satisfaction and firm performance. However, how to improve customer satisfaction through employee empowerment, service reward, and service training has rarely been investigated. In this research, we tied human resource and service operations management to each other and examined the relationships among employee empowerment, service reward, service training, employee satisfaction, customer service and customer satisfaction based on empirical study of 214 Chinese manufacturing companies. Using structural equation modeling, we found that both employee empowerment and service training have significant impacts on employee satisfaction and customer service, while service reward only has significant impact on customer service. We also found that both employee satisfaction and customer service have significant impact on customer satisfaction. However, the impact of employee satisfaction on customer service is insignificant. The findings suggest that employee empowerment, service reward and service training are important considerations for operations managers to boost employee satisfaction and customer service, which in turn improve customer satisfaction. We provide empirical evidence that employee empowerment, service reward and service training play significant roles in increasing customer satisfaction in the context of manufacturing businesses.     

Specific customer knowledge and operational performance in apparel manufacturing

Customer knowledge is an important organizational asset that can be exploited to yield competitive advantage to a firm. However, empirical research on the application of customer knowledge to improve operational performance has been lacking in operations management. In this study we explore how customer knowledge can be used to improve operational performance under a supply chain environment in the clothing industry. We first conceptualize the relationship between customer knowledge and operational performance and delineate their attributes based on a review of the pertinent literature. We then formulate several hypotheses based on past studies and interviews with experienced industry personnel. We develop a self-reported questionnaire to collect data to test the hypotheses. Finally, we conduct a number of regression analyses to identify the key attributes (constructs) of customer knowledge that have a significant impact on operational performance. This paper contributes to research by demonstrating that there are relationships between specific customer knowledge and different facets of operational performance, and provides practitioners in clothing manufacturing with managerial insights on how to leverage customer knowledge for operational performance improvement.     

Effects of Supplier and Customer Integration on Product Innovation and Performance: Empirical Evidence in Hong Kong Manufacturers

While the beneficial impacts of supplier and customer integration are generally acknowledged, very few empirical research studies have examined how an organization can achieve better product performance through product innovation enhanced by such integration. This paper thus examines the impact of key supplier and customer integration processes (i.e., information sharing and product codevelopment with supplier and customer, respectively) on product innovation as well as their impact on product performance. It contributes to existing literature by asking how such integration activities affect product innovation and performance in both direct and indirect ways. After surveying 251 manufacturers in Hong Kong, this study tested the relationships among information sharing, product codevelopment, product innovativeness, and performance with three control variables (i.e., company size, type of industry, and market certainty). Structural equation modeling with correlation and t‐tests was used to test the hypothesized research model. The findings indicate a direct, positive relationship between supplier and customer integration and product performance. In particular, this study verifies that sharing information with suppliers and product codevelopment with customers directly improves product performance. In addition, this study empirically examines the indirect effects of supplier and customer integration processes on product performance, mediated by innovation. This has seldom been attempted in previous research. The empirical findings show that product codevelopment with suppliers improves performance, mediated by innovation. However, the sampled firms cannot improve their product innovation by sharing information with their current customers and suppliers as well as codeveloping new products with the customers. If the adoption of supplier and customer integration is not cost free, the findings of this study may suggest firms work on particular supplier and customer integration processes (i.e., product codevelopment with suppliers) to improve their product innovation. The study also suggests that companies codevelop new products only with new customers and lead users instead of current ones for product innovation. For managers, this study has demonstrated that both information sharing and product codevelopment affect performance directly and indirectly. Managers should put more emphasis on these key processes, especially when linked with product innovation. Managers should consider involving their suppliers and customers in the early stages of design. Information sharing with suppliers is also important in product development. As suggested by this study, extensive effort on supplier and customer integration should be made to directly augment current product performance and product innovation at the same time.     

Successful branding of a commodity product: The case of RAEX LASER steel

In today's competitive business environment, industrial marketers must work harder than ever before to achieve some degree of differentiation for their products to avoid being viewed as a commodity. Many firms have sought to achieve this differentiation by branding their products. Branding, however, is more than simply putting the company's name on a product and broadcasting that name to its target audiences. For industrial products, branding is a multidimensional construct that includes not only how the customers view the physical product, but also the logistics, customer support, and corporate image and policy that accompany this product. This paper discusses how the Finnish steel company Rautaruukki was able to successfully incorporate these four components into their RAEX LASER steel, a brand specifically targeted for job shops who do laser cutting. The paper concludes with managerial implications and suggestions for how industrial marketers might implement their own branding strategy.     

Benefits of Customer Codevelopment of New Products: The Moderating Effects of Utilitarian and Hedonic Radicalness

There is growing belief in the value of actively involving customers in innovation, commonly referred to as customer codevelopment or cocreation. These strategies are generally believed to be beneficial, although contingent views are prevalent. A widely espoused contingent view is that the positive contribution of customer codevelopment is dependent on the degree of radicalness (or innovativeness) of the products being developed. Some work argues that customer codevelopment is more useful for incremental innovation, whereas other work claims that customer codevelopment is more valuable when innovation is radical. This research makes an important contribution to this discourse by making a distinction between utilitarian radicalness and hedonic radicalness. Utilitarian radicalness refers to the degree to which an innovation is novel in terms of technology and functionality, whereas hedonic radicalness refers to the degree to which an innovation is novel in terms of sensorial, emotional, or symbolic aspects. Hypotheses about the contribution of customer codevelopment to market success depending on levels of utilitarian and hedonic radicalness are tested using dual‐respondent data about a large sample of innovation projects. The findings suggest that the contribution of customer codevelopment to market success is positively moderated by utilitarian radicalness and negatively moderated by hedonic radicalness. This underlines the importance of taking not only the level, but also the nature, of radicalness into account when making decisions about customer codevelopment.     

Moderating Effects of Nationality and Product Category on the Relationship between Innovation and Customer Equity in Korea and China

Innovation has become a key concept in recent decades. Truly innovative products can create value for consumers, extend the product category, generate higher margins, and strengthen the brand. Simply speaking, relationships may form between product innovation and each driver of customer equity. However, for different product categories and nationalities, this relationship may differ. This paper not only identifies the relationships between innovation and customer equity, but also examines the moderating effects of product category and nationality. In total, 409 consumers from Korea (n = 200) and China (n = 209) were surveyed by questionnaire in this study. The stimuli of the degree of innovation (i.e., radical or incremental) included Nike+Ipod and Adidas 1, and Nike Air Max and Adidas Team Series from the shoe industry, while H&M designer label and Nano material, and H&M seasonal collection and cycle material from the clothing industry. Structural equation modeling was used to test the hypotheses. The results show that the degree of innovation exerts positive influences on value equity and brand equity, which can be drivers of customer equity. Thus, the reason firms launch innovative products is not only to boost sales by increasing customer value, but also to improve brand image, which can influence the customers’ purchase decision. The relationship between innovation and customer equity can be moderated by product category and nationality. Managers should develop different innovation strategies based on different product categories and customer nationalities.     

A Discussion of the Link Between One Organization's Style and Structure and Its Connection With Its Market

A growing body of literature has identified some important characteristics of organizations that produce product innovations. This work demonstrates the importance of staying close to the customer and using market input for new product development. In this study, Kathleen Bentley helps us understand the relevance of this research for one small high-technology firm. She uses qualitative data to develop a detailed picture of what close customer contact means for this firm, and how the firm's ability to relate to its customers is tied to the nature of its organization. The article concludes that the organization's structure and style are tightly linked to its ability to connect with its market and maintain its competitive edge.     

The roles of service encounters, service value, and job satisfaction in achieving customer satisfaction in business relationships

Along with variables like the service process, perceived service value and customer satisfaction, job satisfaction of service employees plays a vital role in customer evaluation of service result. However, there has been little in-depth research into the nature of this relation, in particular in the context of B2B relations. In the sphere of an organization providing financial intermediation services to the banking sector and on the basis of a literature review, hypotheses are developed which establish the mediator role of service value and the moderator role of job satisfaction of service employees when delimiting customer satisfaction. Reliability and validity analysis give satisfactory results and our conclusions establish firstly that service encounter directly and significantly affects perceived service value which is the final antecedent to customer satisfaction and secondly, that the level of employment satisfaction moderates its effect on service value.     

Decomposing Product Innovativeness and Its Effects on New Product Success

Does product innovativeness affect new product success? The current research proposes that the ambiguity in findings may be due to an overly holistic conceptualization of product innovativeness that has erroneously included the concepts of product advantage and customer familiarity. This article illustrates how the same measures have often been used to assess product advantage with product innovativeness and product innovativeness with customer familiarity. These paired overlaps in measurement use are clarified in this research, which decomposes dimensions of product innovativeness along conceptual lines into distinct product innovativeness, product advantage, and customer familiarity constructs. To further support this decomposition, structural equation modeling is used to empirically test the distinctions. The measurement model supports the conceptual separation, and the path model reveals contingent effects of product innovativeness. Although product innovativeness enhances product advantage, a high level of innovativeness reduces customer familiarity, indicating that product innovativeness can be detrimental to new product success if customers are not sufficiently familiar with the nature of the new product and if innovativeness fails to improve product advantage. This exercise in metric development also reveals that after controlling for product advantage and customer familiarity, product innovativeness has no direct effect on new product profitability. This finding has strong implications for firms that mistakenly pursue innovation for its own sake. Consideration of both distribution and technical synergy as driving antecedents demonstrates how firms can still enhance new product success even if an inappropriate level of innovativeness is present. This leads to a simple but powerful two‐step approach to bringing highly innovative products to market. First, firms should only emphasize product innovativeness when it relates to the market relevant concepts of product advantage and customer familiarity. Second, existing technical and distribution abilities can be used to enhance product quality and customer understanding. Distribution channels in particular should be exploited to counter customer uncertainty toward newly introduced products.