Beruflich Dokumente
Kultur Dokumente
Article information:
To cite this document:
G. Ronald Gilbert Cleopatra Veloutsou, (2006),"A cross#industry comparison of customer satisfaction", Journal of Services
Marketing, Vol. 20 Iss 5 pp. 298 - 308
Permanent link to this document:
http://dx.doi.org/10.1108/08876040610679918
Downloaded on: 01 December 2014, At: 22:18 (PT)
References: this document contains references to 56 other documents.
To copy this document: permissions@emeraldinsight.com
The fulltext of this document has been downloaded 8645 times since 2006*
Downloaded by Telkom University At 22:18 01 December 2014 (PT)
Access to this document was granted through an Emerald subscription provided by 532276 []
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service
information about how to choose which publication to write for and submission guidelines are available for all. Please visit
www.emeraldinsight.com/authors for more information.
Cleopatra Veloutsou
Introduction
This paper seeks to identify measures that can be used across
industries for purposes of assessing customer service
effectiveness. Such will enable business owners, managers,
decision makers and other researchers to identify best
practices in customer service design. By doing so, decision
makers may further improve services to their customers and
gain competitive advantage.
The most widely employed models used for cross industry
analysis are the American and the European Customer
Satisfaction Indexes (ACSI and ECSI). These two annually
produced indices provide measures of large businesses within
and across industries. Reports generated by the ACSI and
ECSI do not provide ratings by specific stores within a given
company. Thus, in terms of their providing feedback to
decision makers of specific stores within a company on a
timely basis, these types of cross industry assessment tools are
impractical.
There is a need for the development and use of a simpler,
speedier, and more practical method to assess service
satisfaction in a standardized manner both within industries
Background
It is well established that satisfied customers are key to longterm business success (Kristensen et al., 1992; Zeithaml et al.,
1996; McColl-Kennedy and Schneider, 2000). Companies
that have a more satisfied customer base also experience
higher economic returns (Aaker and Jacobson, 1994; Bolton,
1998; Yeung et al., 2002). High consumer satisfaction leads to
greater customer loyalty (Yi, 1991; Anderson and Sullivan,
1993; Boulding et al., 1993) which, in turn, leads to future
revenue (Fornell, 1992; Bolton, 1998). Organizations having
superior service quality have been found to be market leaders
in terms of sales and long-term customer loyalty and retention
(Anderson and Sullivan, 1993; Boulding et al., 1993; Eklof
and Westlund, 2002). Because of this, organizations
competing in similar market niches are compelled to assess
the quality of the services they provide in order to attract and
retain their customers.
Customers expectations are derived from their own
accumulation of contacts with services provided them in all
walks of life. From such contacts customers accrue a
generalized service expectation or standard based on their
day-to-day history as customers. It is from the accumulation
of these service experiences that customers establish personal
standards and use them to gauge service quality. Intuitively,
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0887-6045.htm
298
Confirmation-disconfirmation approach
This method is based on a comparison of the customers
expectations versus what the customer actually experienced
(Yuksel and Rimmington, 1998). A tool of particular note is
the Customer Satisfaction Index (CSI), which is widely used
in the USA (ACSI) and Europe (ECSI). It has been
extensively applied (Fornell et al., 1996; Anderson and
Fornell, 2000; Martensen et al., 2000; Dermanov and Eklof,
2001; Fornell, 2001; Eklof and Westlund, 2002; Yeung et al.,
2002). The CSI scores pertaining to customer satisfaction
function as intangible economic indicators, and are used to
monitor the financial viability of companies, industries and
international trade unions (Anderson and Fornell, 2000;
Fornell, 2001). They serve as gross assessments of the
viability of large economic blocs in the USA and Europe.
The CSI method is based on predictive models that are
comprised of prior customer expectations, perceived quality
based on the customers post service assessments, and the
customers perceived value (product versus price) which lead
to the creation of a customer satisfaction index (CSI) score
ranging from 0-100. The post service assessments are
completed by telephone and are comprised of the
customers ratings on three criteria: overall quality,
reliability, and meeting the customers needs. The national
CSIs measure the quality of goods and services as
experienced by those who consume them. An individual
firms CSI represents its served markets (i.e. customers)
overall evaluation of the total purchase and consumption
experience, both actual and anticipated (Anderson and
Fornell, 2000).
Performance-only approach
This method measures service features related to transitionalspecific service satisfaction (both technical and functional).
One such performance approach method reported in the
literature is the Customer Satisfaction Survey (Gilbert et al.,
1997; Nicholls et al., 1998). The instrument measures
customers satisfaction immediately following a service
episode. It includes technical and functional transitionspecific features, as well as service quality and service
satisfaction measures. It consists of two measures that were
empirically derived through factor analysis applications:
satisfaction with personal service (SatPers) and satisfaction
with the service setting (SatSett). Each of these two factors
299
Overall satisfaction
Jones and Suh (2000) suggest that two distinct types of
consumer satisfaction exist the transaction specific and
overall satisfaction. Transaction specific satisfaction is related to
a specific encounter with the organization, whereas overall
satisfaction is a cumulative construct summing satisfaction with
specific products/services of the organization with various other
facets of the company (Garbarino and Johnson, 1999). The
overall rating resembles a more general attitude the customer
has toward the specific products or services provided by the
organization. It is more like a stored evaluation in ones memory
than an on-the-spot evaluation. Such an overall impression is
relatively stable over time and less sensitive to question order
effects or other transition specific reactions on the part of the
customer (Auh et al., 2003).
Research problem
As indicated in the review of the above studies, there appear
to be identifiable schools of thought in relation to the
measurement of customer satisfaction across industries. One
school proposes that the same, reliable and valid measures
could be used in all contexts (across industries and across
national boundaries). Some identified with this school of
thinking suggest that given that the industries under
investigation and the customer base have certain similarities,
the same measurement can be used across industries.
However, the antithesis of the pro cross- industry
measurement school suggests that the formation of
satisfaction is so highly dependent on unique organizational
contexts that generic measures are not useful, and specific
measurements should be developed to capture the construct
every time that one attempts to examine customer satisfaction
in a given service situation.
Hypotheses
Based on the different views expressed by researchers in the
past, this study aims to test two relevant research hypotheses:
H1. Specific measures can be used across various service
industries to capture the level of customers satisfaction
with services provided.
300
H2.
Methodology
Data collection instrument
The Customer Satisfaction Survey (Gilbert et al., 1997) is the
preferred approach to measure satisfaction in this study. This
is because of its greater reliability and validity compared to the
disconfirmation approach where the difference between the
customers expectations and quality perceptions are estimated
(Bou-llusar et al., 2000; Parasuraman et al., 1996). When
measuring across five public and five private sector industries,
the findings of Nicholls et al. (1998) revealed that the SatPers
factor was reported to have a Cronbach reliability alpha of
0.89 while the SatSett factor had a reliability alpha of 0.74.
Convergent validity r correlations with an overall statement of
customer product and service satisfaction were 0.77 and 0.65,
respectively. The two measures from this instrument appear
to be well suited as a starting point to measure customer
satisfaction across a broader, more diverse and larger set of
industries.
The Customer Satisfaction Survey employs a five-point
Likert-type rating scale (1 strongly disagree; 5 strongly
agree) and consists of 18 statements. A total of 17 of these
statements address service and product features, and the 18th
statement is a criterion statement pertaining to overall service
quality. (Tests for convergent validity are accomplished by the
measurement of the association between variables 1 through
17, and the factors derived from them, and the criterion
statement.)
The multiple option, polar adjective type scale was used in
this study for purposes of increasing the power of
measurement. Binary (agree/disagree) scales that are
sometimes used in customer satisfaction tools, impede
measurement precision, validity, and predictive power of the
findings, and are likely to be poor (Anderson and Fornell,
2000). Examples of statements in the Customer Satisfaction
Survey that the customer respondents were asked to indicate
the extents to which they disagree or agree include:
The place is neat and clean.
The employees treat me as a valued customer.
There is easy access to the organizations services.
They take time to understand my needs.
Findings
Although the scales used in this paper have been taken from
the literature, before employing them for comparative
purposes their reliability in this specific context has to be
determined. The Cronbach alpha of the SatPers is 0.91, while
the value for the SatSett is 0.78. They are both in excess of
the 0.70 benchmark. In Tables II and III, the reliability of the
scales is confirmed by the Pearson inter-correlation of the
items included in this scale, which are all positive, high and
significant at a 0.001 level. Furthermore, the item-to-total
correlation for all items is very close or higher than the
suggested 0.50 benchmark (see Bearden and Netemeyer,
1999). All items contribute to the robustness of the scales,
since the removal of any of these items will reduce the value of
the Cronbach alpha. The same analysis was performed for
each sector under investigation and produced similar results.
The factors were found to be equivalent within each industry
as well as across the industries that were included in the study
sample. Thus, H1 was accepted.
Table I Demographic characteristics of the study sample by industry
Age
Gender
< 40
Industry
Banking/finance
Retail
Government
Grocery
Hospitality/sports
Restaurants
Chi square
DF
p
$ 40
%
1,526 51.1
593 68.4
1,187 63.7
899 56.6
827 48.8
920 73
299.54
5
, 0.001
Male
1,463
274
676
689
868
340
48.9
31.6
36.3
42.4
51.2
27
1,621 54.8
380 44.0
1,044 50.7
794 50.3
1,051 60.6
619 49.6
87.19
5
,0.001
Education
Female
n
%
1,336
484
1,016
786
683
629
302
45.2
56.0
49.3
49.7
39.4
50.4
<2 years
n
%
631 47.7
503 58.1
830 47.4
756 47.7
893 53.1
695 55.1
50.68
5
,0.001
$2 years
n
%
693
363
920
829
788
566
52.3
41.9
52.6
52.3
46.9
44.9
Ethnicity/race
NonCaucasian
Caucasian
n
%
n
%
1,073 61.9
698 81.0
1,195 67.9
911 57.7
699 40.2
872 69.5
543.06
5
,0.001
660
164
565
669
1,041
383
38.1
19.0
32.1
42.3
59.8
30.5
2
1.
2.
3.
4.
5.
Provider courtesy
Timely service
Competent employees
Easy to get help
Treatment received
0.70
0.70
0.67
0.70
0.65
0.67
0.63
0.70
0.70
Item-to-total correlation
0.68
0.80
0.75
0.79
0.78
0.77
0.89
0.90
0.89
0.89
0.89
Item-to-total correlation
0.50
0.60
0.68
0.60
0.78
0.73
0.69
0.73
Table III Evaluation of the satisfaction with the service settings scale
2
1.
2.
3.
4.
Pearson correlation
3
4
0.45
0.42
0.38
0.56
0.45
0.63
SatPers
SatSett
Sample size Mean SD Sample size Mean SD
3,158
4.40
876
3.79
2,090
3.54
1,703
3.92
1,745
4.08
1,263
3.98
10,835
4.01
5
199.44
286.49
,0.001
0.77
0.77
0.97
0.92
0.74
0.80
0.89
3,158
4.31
875
3.92
1,986
3.66
1,697
4.00
1,529
4.14
1,257
3.89
10,467
4.03
5
115.15
197.64
, 0.001
0.72
0.69
0.84
0.85
0.70
0.76
0.80
Table V Differences in ratings by industry when controlling for respondent age, gender, education and ethnicity/race
SatPers
Industry
Banking and finance
Retail
Government
Grocery stores
Hospitality/sports
Restaurants
Total
SatSett
Sample sizea
Adjusted meanb
Sample sizea
Adjusted meanb
1,238
854
1,494
1,535
1,433
1,206
7,760
4.23
3.88
3.39
3.92
4.00
4.01
3.91
1,238
854
1,494
1,535
1,433
1,206
7,760
4.21
3.96
3.55
3.99
4.12
3.91
3.96
Notes: a Sample shrinkage from Table II is mainly due to an inability to ask about the respondents demographic characteristics, as the managers of some of the
organizations that were involved in the study were concerned about customer reactions to them a privacy issue; b Adjusted means calculated at means of
covariates (age, gender, ethnicity/race, education); Means are based on a 1-5 Likert-type scale (1 strongly disagree to 5 strongly agree)
303
Study inferences
Service organizations that are highly dependent on the
satisfaction of their customers need to establish standards
from which their own customer satisfaction performance can
be compared and improved on a continuous basis. It is
important that such organizations not only benchmark
themselves against the best practices in their own industries,
but that they also transcend their own market niches and
identify best practices among industries outside of their own
competitive areas. By doing so, they can not only make
incremental improvements based on learning from others
within their industries, but they can also make quantum leaps
in how they serve their customers by seeing how service is
constructed and delivered by organizations working under
different assumptions and business paradigms then their own.
It is the expectation of the authors of this study that this
research effort provides a methodological orientation and
some preliminary findings that may be useful to others
interested in learning about cross-industry service quality.
Two research hypotheses were tested: H1 specific measures
can be used across various service industries to capture the
level of customers satisfaction with services provided; and H2
the application of such measures will reveal no differences in
the level of satisfaction consumers experience across service
industries.
With regard to H1, the study provides a basis from which
practitioners can measure the performance of the
organizations they manage, and obtain near real time
feedback that they can use to improve the personal service
and the service settings of their stores or work locations. In
terms of H2, the data analysis indicated that customer
satisfaction does differ across industries, and that both the
banking/finance and hospitality/sports industries seem to
please their customers more than the other industries
analyzed in this research undertaking.
Study limitations
Among the greatest limitations of this study sample is that the
selection of the organizations representing the various
industries was not based on systematic randomization.
Although the sample sizes are relatively large, much more
representative data from each of the six industries are needed
in order to support the generalizability of the study findings.
More accurate accounting of rejection and decline rates of
customers surveyed is needed, for such information would
shed added light on the potential bias of the sampling process
used in this data gathering procedures employed in this study.
Were there specific groups that tended to decline the
invitation to complete the survey more than others? Were
the interviewers more likely to gain the cooperation of certain
types of respondents more than others? Did the use of the
predominantly English version of the survey inadvertently
serve to omit those whose first language was Spanish, Creole
or Portuguese (languages often preferred by some of the
potential customers in the study sample)?
The use of trained students to gather most of the data used
in this study was the most convenient alternative for the
principal investigators. However, although the students were
trained in data gathering methods, they were not always
closely supervised, and such should be more systematically
adhered to in future, follow-up studies.
The sampling failed to capture information pertaining to
the time of day or day of the week the data were gathered.
Thus, it was not possible to match specific sampling times
with customer service rating differences. The need for
capturing time of day and day of week is especially
References
Aaker, D.A. and Jacobson, R. (1994), The financial
information content of perceived quality, Journal of
Marketing Research, Vol. 31, May, pp. 191-201.
Anderson, E.W. and Fornell, C. (2000), Foundations of the
American Customer Satisfaction Index, Total Quality
Management, Vol. 11 No. 7, pp. 869-83.
Anderson, E.W. and Sullivan, M. (1993), The antecedents
and consequences of customer satisfaction for firms,
Marketing Science, Vol. 12 No. 2, pp. 125-43.
Auh, S., Court-Salisbury, L. and Johnson, M. (2003), Order
effects in customer satisfaction modeling, Journal of
Marketing Management, Vol. 19 Nos 3-4, pp. 379-400.
Bebko, C. (2000), Service intangibility and its impact on
consumer expectations of service quality, Journal of
Services Marketing, Vol. 14 No. 1, pp. 9-26.
Bearden, W. and Netemeyer, R. (1999), Handbook of
Marketing Scales: Multi-item Measures for Marketing and
Consumer Behaviour Research, 2nd ed., Sage Publications in
Cooperation with the Association for Consumer Research,
Beverly Hills, CA.
Black, J.S. and Gregersen, H.B. (1999), The right way to
manage expats, Harvard Business Review, March-April,
pp. 52-61.
Bolton, R.N. (1998), A dynamic model of the duration of
the customers relationship with a continuous service
provider: the role of customer satisfaction, Marketing
Science, Vol. 17 No. 1, pp. 45-65.
Boulding, W., Kalra, A., Staelin, R. and Zeithaml, V. (1993),
A dynamic process model of service quality: from
expectations to behavioural intentions, Journal of
Marketing Research, Vol. 30, February, pp. 7-27.
Bou-llusar, J.C., Camison-Zornoza, C. and Escrig-Tena, A.B.
(2000), Measuring the relationship between firm
perceived quality and customer satisfaction and its
306
Winsted, K. (1999), Evaluating service encounters: a crosscultural and cross-industry exploration, Journal of
Marketing Theory and Practice, Spring, pp. 106-23.
Yeung, M., Chew-Ging, L. and Ennew, C. (2002),
Customer satisfaction and profitability: a reappraisal of
the nature of the relationship, Journal of Targeting,
Measurement and Analysis for Marketing, Vol. 11 No. 1,
pp. 24-33.
Yi, Y. (1991) in Seithmal, V.A. (Ed.), Review of Marketing,
American Marketing Association, Chicago, IL.
Yuksel, A. and Yuksel, F. (2002), Measurement of tourist
satisfaction with restaurant services: a segment-based
approach, Journal of Vacation Marketing, Vol. 9 No. 1,
pp. 52-68.
Yuksel, A. and Rimmington, M. (1998), Customersatisfaction measurement, Cornell Hotel & Restaurant
Administration Quarterly, Vol. 39 No. 6, pp. 60-7.
Zeithaml, V.A., Berry, L.L. and Parasuraman, A. (1996),
The behavioural consequences of service quality, Journal
of Marketing, Vol. 60, April, pp. 31-46.
Further reading
Bloemer, J., de Ruyter, K. and Wetzels, W. (1999), Linking
perceived service quality and service loyalty: a multidimensional perspective, European Journal of Marketing,
Vol. 33 Nos 11/12, pp. 1082-106.
Cross, T.L., Barzan, B.J., Dennis, K.W. and Isaacs, M.R.
(1989), Towards a Culturally Competent System of Care.
A Monograph on Effective Services for Minority Children who
are Severely Emotionally Disturbed, Vol. I, Georgetown
University Child Development Center, Washington, DC.
Dehisten, F. (2003), Avoiding the customer satisfaction rut,
MIT Sloan Management Review, Summer, pp. 73-7.
Lorenzo, M.K., Pakiz, P.B., Reinherz, H.Z. and Frost, A.
(1995), Emotional and behavioral problems of Asian
American adolescents: a comparative study, Child and
Adolescent Social Work Journal, Vol. 12 No. 3, pp. 197-212.
Corresponding author
G. Ronald Gilbert can be contacted at: Gilbert@fiu.edu
308