CUSTOMER SATISFACTION INCENTIVES
CUSTOMER SATISFACTION INCENTIVES
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DOI：
10.1287/mksc.13.4.327
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发表时间：
1994-09-01
影响因子：
5
通讯作者：
WERNERFELT, B
中科院分区：
文献类型：
--
作者：
HAUSER, JR;SIMESTER, DI;WERNERFELT, B
客户满意度激励计划在各行各业越来越普遍。我们提供解释如何以及何时激励员工对客户满意度是有利可图的，并提供了几个建议，以改善目前的做法。面对员工群体（包括经理）谁可能有较短的时间比公司的视野，这样的系统使公司能够使用客户的反应，以监督员工如何分配工作之间的短期和长期的隐含。这些系统可以用来鼓励员工做出权衡，是在最佳利益的firm.We获得最优的奖励系统的均衡，在该公司的利润最大化，员工最大化他们的预期效用，客户选择购买量的基础上，最初的声誉，员工的努力（短暂和持久），和价格。正式的模型表明，在激励计划中，对客户满意度的依赖应取决于客户满意度的测量精度和员工关注短期的程度。改进现行做法的建议包括：衡量客户、前客户和潜在客户;衡量对竞争对手产品的满意度;分解满意度以更好地反映员工群体的绩效;并且，当不同的客户群具有不同的转换成本或者他们在可以测量其满意度的精度方面不同时，然后分别衡量细分市场，并在激励计划中分配不同的权重。在整个论文中，我们解释了正式的结果，根据我们的经验与实际公司和现有的文献。最后，我们简要讨论了正在进行的实地研究。
Customer satisfaction incentive schemes are increasingly common in a variety of industries. We offer explanations as to how and when incenting employees on customer satisfaction is profitable and offer several recommendations for improving upon current practice. Faced with employee groups (including managers) who may have shorter time horizons than the firm, such systems enable a firm to use customer reaction to monitor implicitly how employees allocate effort between the short and long terms. These systems can be used to encourage employees to make tradeoffs that are in the best interests of the firm.We derive optimal reward systems for an equilibrium in which the firm maximizes profits, employees maximize their expected utility, and customers choose purchase quantities based on initial reputations, employee efforts (both ephemeral and enduring), and price. The formal model shows how the reliance placed on customer satisfaction in an incentive scheme should depend upon the precision with which customer satisfaction is measured and the extent to which employees focus on the short term. Recommendations for improving upon current practice include: measure customers, former customers, and potential customers; measure satisfaction with competitors' products; disaggregate satisfaction to reflect better the performance of employee groups; and, when different customer segments have different switching costs or they vary in the precision with which their satisfaction can be measured, then measure the segments separately and assign different weights in the incentive plan.Throughout the paper we interpret the formal results based on our experience with actual firms and the current literature. We close with a brief discussion of on-going research at field sites.