服務品質改善真的能帶來獲利？投資改善服務品質之報酬率的評估

Does Service Quality Improvement Really Make Profit? Estimating the Return on Improving Service Quality

10.6220/joq.2013.20(6).01

呂堂榮(Tim Lu)；任維廉(William Jen)；郭又菁(Yu-Ching Kuo)

服務品質 ； 顧客滿意度 ； 品質報酬 ； service quality ； customer satisfaction ； return on quality

品質學報

20卷6期（2013 / 12 / 31）

571 - 598

繁體中文

許多文獻指出企業藉由提升服務品質可增加顧客滿意度、再購意願，並進而轉化為企業的獲利，然許多個案研究顯示，企業投入過多的資源於服務品質的改善，反而讓企業陷入財務危機。本研究認為由於服務品質具有多重屬性與無形性的特徵，導致過去較少研究探討提升服務品質與獲利能力的關係，以及管理者難以衡量改善服務品質所帶來的效益。為解決多重屬性的問題，本研究先以重要度與績效分析，並考慮企業的營運策略，分別找出優先需要改善的服務品質項目：滿意驅動因子與愉悅驅動因子，並擬定改善計畫。其次，再應用服務品質報酬模式評估兩個改善方案的獲利能力。本研究進一步比較改善前後顧客滿意度的變化，以瞭解改善方案的有效性。本研究以A國道客運公司為例，同時收集該公司顧客滿意度，與服務品質投資的相關資料，進行相關的分析。分析結果顯示，A公司的滿意驅動因子為「候車站設施與空間的裝潢設計」，而愉悅驅動因子為「車內的個人視訊娛樂系統」，雖然兩個改善方案皆能改善乘客的滿意度，但服務品質報酬的分析結果建議，只有愉悅驅動因子的改善方案，才可以有獲利性。

Many studies found that enterprises can increase customer satisfaction, repurchase intentions and profits by improving service quality. However, many case studies showed that enterprises fall into financial crisis from investing too many resources in improving service quality. Because service quality have multi-attributions and intangible characteristic, little studies have discuss the relationship between service quality improvement and profitable capability. Furthermore, it also makes managers hardly to estimate the benefit from improving service quality. First, in order to solve the multi-attributions problem, this study used Importance-performance analysis to find out prior service quality improvement items: a satisfaction drive factor and a delighted drive factor. And managers drafted the improvable programs for each factors. Secondly, this study applied Return on Quality Model to estimate the profitability of each programs. Finally, we evaluated the effectiveness of each programs by comparing the satisfaction, before and after the service quality items are improved. This study took A coach company as a case, and investigated the passenger satisfaction data, and improving programs information simultaneously. According to the results, the satisfaction drive factor is ”waits station facility and decoration of the space and designs,” and the delighted drive factor is ”the personal video-information amusement system in the car.” Both the two programs can increase passenger satisfaction. However, the return on service quality analysis suggested that only improving the delighted drive factor is profitable.

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