【正文】 。他們能夠傾聽他們的顧客和員工，他們站在所賣的商品的深層次進(jìn)行經(jīng)營，他們信守承諾，他們投資于競爭對(duì)手忽視的 “額外”服務(wù)，他們公平經(jīng)營，和平相處。但是，在這個(gè)后安然時(shí)代的商業(yè)環(huán)境，他們似乎比以往有更多的應(yīng)用。我們相信，對(duì)于員工和顧客來說，卓越比平庸更有吸引力。我們也將強(qiáng)調(diào)優(yōu)質(zhì)的服務(wù)在提高工作生活質(zhì)量的作用。我們要強(qiáng)調(diào)的不僅僅是我們通過獲得顧客的信任以建立服務(wù)的可靠性，努力超越顧客的期望以創(chuàng)造顧客驚喜以及建立牢固的關(guān)系的重要性，我們更要強(qiáng)調(diào)服務(wù)質(zhì)量在創(chuàng)造差異化品牌的作用。我們認(rèn)為，所公司都是服務(wù)公司，所有公司都是通過服務(wù)為顧客創(chuàng)造價(jià)值。因此，我們?cè)谧臅r(shí)認(rèn)為顧客期望企業(yè)能夠在服務(wù)中予以公平。這樣的航空公司是不會(huì)贏得顧客的信任和忠誠的。他們利用商務(wù)旅客不能提前數(shù)周安排行程的特點(diǎn)制定了不利于消費(fèi)者的政策。舉個(gè)例子，閱讀本書“公平競爭”一章，并問自己如果各大航空公司能夠更注重其本的公正，他們能有今天這樣的財(cái)務(wù)危機(jī)嗎？許多觀點(diǎn)認(rèn)為。十年過去了，我們不禁會(huì)問這些建議還有用嗎？它們是否仍然適用于美國公司呢？我們堅(jiān)信，它們?nèi)匀豢梢裕⑶蚁Ｍ谶^去的十年里有更多的企業(yè)聽取了他們的建議。我們認(rèn)為，這十個(gè)方面是改善服務(wù)的基礎(chǔ)。— 對(duì)員工進(jìn)行研究揭示了服務(wù)問題為什么發(fā)生以及公司為解決問題應(yīng)該做什么?！?服務(wù)公司必須采取特殊措施來保證顧客與員工的公平?！?盡管在顧客的服務(wù)期望中可靠是最重要的衡量標(biāo)準(zhǔn)，而要超越顧客需求（例如：服務(wù)承諾，響應(yīng)性以及人性化）就需要分析那些顧客的滿意標(biāo)準(zhǔn)?！诠芾矸?wù)的眾多細(xì)節(jié)的同時(shí)發(fā)展整體服務(wù)觀念?！?服務(wù)公司必須以此為基礎(chǔ)并且做他們應(yīng)該做的。我們根據(jù)服務(wù)質(zhì)量差距的形式簡述我們對(duì)于在整個(gè)服務(wù)行業(yè)以及服務(wù)改善的十個(gè)建議，它們是：— 通過不斷的了解顧客以及非顧客群的期望來了解顧客的真正需求（例如：通過服務(wù)質(zhì)量信息系統(tǒng)）。這因?yàn)橐涣鞯姆?wù)可以使顧客因?yàn)榉莾r(jià)格因素而和我們合作。如果管理人員都接受一個(gè)以如下為中心的經(jīng)營主旨，那么美國的服務(wù)行業(yè)將大大的改善。對(duì)價(jià)格競爭的特別關(guān)注，意味著公司僅僅在顧客負(fù)擔(dān)的價(jià)值部分進(jìn)行競爭，而忽略了價(jià)值鏈中的利益部分。然而，盡管如此，價(jià)格競爭仍然是個(gè)公司向顧客提供價(jià)值的有效主導(dǎo)。優(yōu)質(zhì)的服務(wù)是競爭的關(guān)鍵，它對(duì)于大部分顧客和防止競爭對(duì)手的仿效有著重要的作用?，F(xiàn)在，它再次出版，下面讓我們從序言中簡單重訪一下他們十年前的思考吧。 [03104]從1983年到1993年之間，貝利，帕拉休拉曼和齊塞爾等學(xué)者在美國營銷科學(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專欄、專業(yè)雜志和許多著作上發(fā)表文章。貝利，Aour regret is that so many firms have ignored , 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, 2001 terrorist attack as the beginning of the airline industry’s 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 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 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 would argue that all panies are service panies in that all panies create customer value through firmscreate value strictly through services and others through goods and services, but all stake their future on the quality of their 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 would stress the role of service quality in creating a differentiated brand。from the effective use of information and technology。參考文獻(xiàn)：[1][J].,11.[2][J].,（2）.[3][J].關(guān)注,11.[4]，創(chuàng)造數(shù)學(xué)課堂藝術(shù)[J].,.[5][J]德陽教育學(xué)院學(xué)報(bào).[6][J].,(1).[7] [J].,第五篇：市場營銷畢業(yè)論文中英文文獻(xiàn)Ten Lessons for Improving Service QualityLeonard Berry, , and Valarie Zeithaml, 2003 [03104]Between 1983 and 1993, Berry, Parasuraman, and Zeithaml conducted a prehensive, fivephase study of service quality in America under the sponsorship of the Marketing Science have published a series of MSI monographs, journal articles, and several books based on this reflected on their research journey in an MSI mentary that was published in 1993 and republished in 1994 by the Academy of Management Executive, and is now reprinted the preface below they revisit their reflections of ten years Quality service helps a pany to maximize benefits and minimize burdens for customers—the essence of delivering it is important to most customers and defies imitation by petitors, quality service offers a key petitive , firms in every industry have demonstrated the differentiating power of excellent , despite this, price petition seems to dominate pany efforts to provide meteoric growth of WalMart Stores—and the tendency of many firms to lower prices as a first response to softening demand—has focused so much marketing energy on price petition that it has bee difficult not to assume that customers care only about singular focus on price petition means that the firm is peting only on the “burden” ponent of value and ignoring the “benefit” than investing in quality service to “demoditize” the business, firms are emphasizing low price which serves to further “moditize” the in America would be much improved if managers would embrace one central operating principle: the tougher the price petition in our industry, the more important quality service is to our pany—because superb service gives customers nonprice reasons to do business with 1993, our purpose in writing a mentary was to consider our research findings and experience holistically as a foundation for offering guidelines to managers on improving presented our guidance in the form of service quality “l(fā)essons,” identifying ten that applied across service industries and were essential to service 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 of basic