【正文】 ?！诠芾矸?wù)的眾多細節(jié)的同時發(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于在整個服務(wù)行業(yè)以及服務(wù)改善的十個建議，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)）。這因為一流的服務(wù)可以使顧客因為非價格因素而和我們合作。如果管理人員都接受一個以如下為中心的經(jīng)營主旨，那么美國的服務(wù)行業(yè)將大大的改善。對價格競爭的特別關(guān)注，意味著公司僅僅在顧客負擔(dān)的價值部分進行競爭，而忽略了價值鏈中的利益部分。然而，盡管如此，價格競爭仍然是個公司向顧客提供價值的有效主導(dǎo)。優(yōu)質(zhì)的服務(wù)是競爭的關(guān)鍵，它對于大部分顧客和防止競爭對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)會的資助下對服務(wù)質(zhì)量的五種差異進行了全面的研究，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。第一篇：市場營銷畢業(yè)論文中英文文獻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 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 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 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 of fair play －service panies must make special efforts to be fair and to demonstrate fairness to customers and of teamwork－teamwork is what enable large organizations to deliver service with care and attentiveness by improving employee motivation and of employee research－conduct research with employees to reveal why service problems occur and what panies must do to solve of servant leadership－quality service es from inspired leadership throughout the organization。and from a slowtochange, invisible, allpowerful, internal force called corporate our view, these ten lessons represented the foundation for service potential for service improvement is diminished if even one of these ten essentials is our view, these ten lessons represen