【導(dǎo)讀】BOYLONDON原本只是一個(gè)小城市的成人衣服店，僅僅用了20年的時(shí)間，BOYLONDON就成為了當(dāng)今時(shí)尚前鋒。BOYLONDON得到的全世界的認(rèn)可，他開(kāi)創(chuàng)的。特殊的創(chuàng)新模式以及銷(xiāo)售模式已經(jīng)成為了所有人關(guān)注的對(duì)象，成為當(dāng)代服裝行業(yè)的標(biāo)桿。礎(chǔ)上為年輕的我國(guó)服飾品牌做借鑒和參考。裝是如何在市場(chǎng)中更加有效的實(shí)施產(chǎn)品營(yíng)銷(xiāo)策略。例如它是如何定價(jià)，如何定位品牌，如何吸引消費(fèi)者，以及它的營(yíng)銷(xiāo)手法。最后讓讀者更加清楚的了解到BOYLONDON男。略，與品牌推廣。

　　

【正文】 service. We presented our guidance in the form of service quality “l(fā)essons,” identifying ten that applied across service industries and were essential to service improvement. They are as follows: of listening － understand what customers really want through continuous learning about the expectations and perceptions of customers and noncustomers ( ...by means of a service quality information system). of reliability－ reliability is the single most important dimension of service quality and must be a service priority. of basic service－ service panies must deliver the basics and do what they are supposed to do172。－ keep promises, use mon sense, listen to customers informed, and be determined to deliver value to of service design－ develop a holistic view of the service while managing its many details. of recovery－ to satisfy customers who encounter a service problem, service panies should encourage customers to plain ( and make it easy for them to do so), respond quickly and personality, and develop a problem resolution system. of surprising customers－ although reliability is the most important dimension in meeting customers’ service expectations, process dimensions( .. assurance responsiveness, and empathy) are most important in exceeding customer expectations, for example, by surprising them with unmon swiftness, grace, courtesy, petence, mitment, and understanding. of fair play － service panies must make special efforts to be fair and to demonstrate fairness to customers and employees. of teamwork－ teamwork is what enable large anizations to deliver service with care and attentiveness by improving employee motivation and capabilities. of employee research－ conduct research with employees to reveal why service problems occur and what panies must do to solve problems. of servant leadership－ quality service es from inspired leadership throughout the anization。 from the effective use of information and technology。 and from a slowtochange, invisible, allpowerful, internal force called corporate culture. In our view, these ten lessons represented the foundation for service improvement. The potential for service improvement is diminished if even one of these ten essentials is missing. In our view, these ten 北京物資學(xué)院 2021 屆畢業(yè)論文（設(shè)計(jì)） 19 lessons represented the foundation for service improvement. The potential for service improvement is diminished if even one of these ten essentials is missing. After ten years, the question of course is, Are the lessons still relevant? Do they still apply to American firms? We believe they do and wish more businesses had heeded them during the past ten years. Indeed, these lessons have stood the test of time。 our regret is that so many firms have ignored them. Read, for example, the “Fair Play” section and ask yourself, Would the major airlines be in such financial distress today had they paid more attention to fundamental fairness? Many point to the September 11, 2021 terrorist attack as the beginning of the airline industry’s troubles. In fact, the airlines began alienating frequent business travelers long before that, with anticonsumer policies that took advantage of business travelers’ inability to plan their travel weeks in advance. An industry that charges one customer $300 and another $1,300 for seats in the same class on the same flight—with the only difference the timing of the reservation—cannot and will not earn the confidence and loyalty of customers. As we write in the paper, “Customers expect service panies to play fair, and they bee resentful and mistrustful when they perceive unfairness.” If we were rewriting our paper today, we would emphasize the significance of quality service to all panies. We would argue that all panies are service panies in that all panies create customer value through services. Some firms create value strictly through services and others through goods and services, but all stake their future on the quality of their service. We would stress even more than we did the importance of service reliability to earn the customers’ confidence and the importance of pleasant surprise to exceed customers’ expectations and establish strong relationships. We would stress the role of service quality in creating a differentiated brand。 in services, the pany is the brand and nothing is more powerful than customers’ actual experiences with the service in creating the brand. We also would stress the role of quality service in improving the quality of work life. Service excellence requires building an achievement culture in the anization, and achieving in one’s work is energizing and satisfying. Excellence is more fun than mediocrity for employees as well as customers. Yes, the ten service quality lessons still ring true ten years later. Indeed, in this postEnron business climate, they seem to apply more than ever. The lessons remind us that excellent panies are excellent in the fundamentals. They listen to their customers and employees. They stand behind what they sell. They keep their promises. They invest in service “extras” that petitors ignore. They play fair and they play together. They view quality as a journey, 北京物資學(xué)院 2021 屆畢業(yè)論文（設(shè)計(jì)） 20 not a destination—as a mission, not a program. 注：摘自 Leonard Berry, A. Parasuraman, and Valarie Zeithaml, 二、中文翻譯 提高服務(wù)質(zhì)量的十項(xiàng)建議 里奧納德貝利， A帕拉休拉曼， V齊塞爾 . 2021 [03104] 從 1983 年到 1993 年之間，貝利，帕拉休拉曼和齊塞爾等學(xué)者在美國(guó)營(yíng)銷(xiāo)科學(xué)協(xié)會(huì)的資助下對(duì)服務(wù)質(zhì)量的五種差異進(jìn)行了全面的研究，并且據(jù)此在 MSI 專(zhuān)欄、專(zhuān)業(yè)雜志和許多著作上發(fā)表文章。他們把自己的研究過(guò)程發(fā)表在 MSI 1993 年的一期專(zhuān)欄評(píng)論里，并且在 1994 年由美國(guó)行政管理協(xié)會(huì)再版。現(xiàn)在，它再次出版，下面讓我們從序言中簡(jiǎn)單重訪一下他們十年前的思考吧。 優(yōu)質(zhì)的服務(wù)可以幫助企業(yè)實(shí)現(xiàn)利益的最大化和顧客成本的最小化，即 實(shí)現(xiàn)價(jià)值傳遞的本質(zhì)回歸。優(yōu)質(zhì)的服務(wù)是競(jìng)爭(zhēng)的關(guān)鍵，它對(duì)于大部分顧客和防止競(jìng)爭(zhēng)對(duì)手的仿效有著重要的作用。事實(shí)上，每個(gè)行業(yè)中都有公司展現(xiàn)出優(yōu)質(zhì)的差異化服務(wù)所特有的魅力。然而，盡管如此，價(jià)格競(jìng)爭(zhēng)仍然是個(gè)公司向顧客提供價(jià)值的有效主導(dǎo)。隨著沃爾瑪?shù)难杆籴绕鸷徒陙?lái)更多的公司對(duì)于疲軟的需求所采取的低價(jià)競(jìng)爭(zhēng)策略使得越來(lái)越多的營(yíng)銷(xiāo)資源向價(jià)格的競(jìng)爭(zhēng)策略傾斜，然而，很難說(shuō)人們目前只考慮價(jià)格了。 對(duì)價(jià)格競(jìng)爭(zhēng)的特別關(guān)注，意味著公司僅僅在顧客負(fù)擔(dān)的價(jià)值部分進(jìn)行競(jìng)爭(zhēng)，而忽略了價(jià)值鏈中的利益部分。公司為了提升專(zhuān)業(yè)化往往強(qiáng)調(diào)進(jìn)