An insight into Drivers of Customer Satisfaction

Transcrição

Arbeitspapier Nr. 35
An insight into Drivers of Customer
Satisfaction – An empirical study of a global
automotive brand
Gondek, Christian / Heinemann, Stefan
Arbeitspapiere
der FOM
Gondek, Christian / Heinemann, Stefan
An insight into Drivers of Customer Satisfaction –
An empirical study of a global automotive brand
Arbeitspapier der FOM, Nr. 35
Essen 2013
ISSN 1865-5610
© 2013 by
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ISSN 1865-5610
FOM Arbeitspapier Nr. 35, Gondek/Heinemann: An insight into Drivers of Customer Satisfaction
Foreword
Due to the increasing equal distribution of Know-how and production technology within a
global economic environment product innovations are imitated at ever-increasing speed;
indeed it is getting more and more difficult to establish sustainable competitive
advantages. This applies particularly to innovation-driven industries, such as the German
automotive industry.
As such, the German automotive industry keeps distinguishing itself from the competitors
by providing additional services and shopping experience towards the customers and
partners. Hence, entrepreneurial acting focuses more on customer satisfaction related to
such service and process experience.
On the one hand side, the conceptual one, several approaches such as a service level
management, touchpoint management and customer experience management elaborated
by academia and practice are already in place. On the other hand side, in terms of
operational implementation, firms are facing challenges how to identify and derive causeeffect relations within the service and process conception.
However, in order to establish an economically feasible approach of the concept the proof
of a cause-effect relation as well as its realization up to the point of the determination of
the ROI is essential.
In the current edition of the FOM working papers the authors deal with exactly this need
for research and makes a valuable contribution to the fundamental research of a
systematical achievement of customer satisfaction for the German automotive industry on
the one hand. Further, the present study might certainly serve as an inspiration for
customer satisfaction research in other fields and industries.
Prof. Dr. Lars Taimer
FOM Hochschule
Professor für allgemeine Betriebswirtschaftslehre, insbesondere Unternehmensführung
Essen, April 2013
Credits
The authors would like to thank P. Schulte and K. Waters for critical and important
remarks. Further, the authors would like to thank the team of the FOM-Schriftleitung for its
support and recommendations during the creation of the current working paper.
Table of Content
List of Abbreviations ........................................................................................................... IV
List of Figures ..................................................................................................................... V
List of Tables ...................................................................................................................... VI
1 Introduction ..................................................................................................................... 1
1.1 Objectives .................................................................................................................2
1.2 Methodology .............................................................................................................2
2 The empirical Study ........................................................................................................ 3
2.1 Defining the Industry.................................................................................................3
2.2 Defining Customer Satisfaction ................................................................................3
2.3 The Methodology of research ...................................................................................3
3 Testing hypotheses of Customer Satisfaction ................................................................ 6
3.1 Hypothesis 1: Drivers of Customer Satisfaction .......................................................6
3.2 Hypothesis 2: Employee Satisfaction influences Customer Satisfaction ..................9
3.3 Hypothesis 3: Customer Satisfaction Strategies can be derived ............................11
4 Conclusion and Outlook ............................................................................................... 13
List of Appendix................................................................................................................. 14
List of References ............................................................................................................. 16
III
List of Abbreviations
CL
Customer Loyalty
CS
Customer Satisfaction
CSI
Customer Satisfaction Index
CSR
Customer Service Representative
FMC
Ford Motor Company
IV
List of Figures
Figure 1: The methodical overview of the working paper.................................................... 2
Figure 2: The methodology of research .............................................................................. 5
Figure 3: Concern Resolution vs. CSI – Part 1 ................................................................... 6
Figure 4: Concern Resolution vs. CSI – Part 2 ................................................................... 6
Figure 5: Soft-Skills vs. CSI ................................................................................................ 7
Figure 6: Competence vs. CSI ............................................................................................ 7
Figure 7: Dealer Satisfaction vs. CSI – Part 1..................................................................... 7
Figure 8: Dealer Satisfaction vs. CSI – Part 2..................................................................... 7
Figure 9: Approval Rights vs. CSI ....................................................................................... 9
Figure 10: Working Environment vs. CSI ............................................................................ 9
V
List of Tables
Table 1: Drivers of Customer Satisfaction........................................................................... 8 Table 2: Drivers of Customer Satisfaction including significance value .............................. 8 Table 3: Employee and Customer Satisfaction ................................................................. 10 Table 4: Employee and Customer Satisfaction including significance value .................... 10 Table 5: Customer Satisfaction Strategies ........................................................................ 11 Table 6: Customer Satisfaction Strategies including significance value ........................... 12
VI
1
Introduction
In business classes and corporate management, it is often asserted that CS (Customer
Satisfaction) and CL (Customer loyalty) influence a company’s development and growth.1
Especially since 1990, companies have increasingly recognized the value of their
customers and integrated the focus towards CS into their strategic management whereas
the concentration on their competitors has been the main topic of strategic corporate
management beforehand.2 This paradigm shift was fostering a fresh view regarding CS,
CL and the relationship between CS and CL. Problem: loyalty programs might be
everywhere, but not loyalty, and even less so, satisfaction. Because satisfaction in itself
might not be enough, it has to be a kind of "super satisfaction", a "loyalty-based and fostering" satisfaction.3 The focus on CS and CL leads to the question of which factors
influence CS and CL and whether those factors can be managed by company leaders
directly or indirectly.4 Loyalty and satisfaction and their relationship are a fundamental
question for marketing theory and practice, especially when it comes down to numbers:
Profitability and shareholder value.5
It would be reasonable to assume, that even the most effective executives need to
understand the correlation between internal and external factors on the one hand and CS
on the other hand to effectively manage their companies in order to develop effective
action plans.6 Moreover, according to Heskett et al., a correlation between the satisfaction
of the employees performing the service and CS exists.7 Therefore, the current working
paper has applied empirical research in order to understand internal and external drivers
of CS and to prove the hypotheses outlined in the objectives. This research has been
undertaken for the FMC (Ford Motor Company) and the automotive market of Germany
for 2011 based on the size and importance of this market for the economic development
of Germany and consequently the European Union.8
Due to the constraints of this working paper, the assumption has been made by the
authors, that CS and CL own equivalent abilities. Thus, the research has been
concentrated on drivers of CS rather than CL. In addition to that, the authors have drawn
the indirect conclusion that if a correlation between single factors and CS exists, changing
those factors consequently changes CS based on the condition of ceteris paribus assuming all other factors remain unchanged.9
1
2
3
4
5
6
7
8
9
See Reichheld, F. (2006), p. 55.
See Hinterhuber, H. H. / Matzler, K. (2009), p. 36.
See Bowen, J. T. / Chen, S. L. (2001), passim. Of course it is not possible to address all theoretical
aspects and remaining problems in this working paper.
See Hallowell, R. (1996), p. 27.
See Anderson, E. W. / Fornell, C. / Mazvancheryl, S. K. (2004), Gupta, S. / Zeithaml, V. (2006), passim.
See Drucker, P. F. (2006) p. 115.
See Heskett, J. L. / Sasser, W. E. / Schlesinger, L. A. (1997), p. 99.
See Gottschalk, B. / Kalmbach, R. (2007), p. 4.
See Earman, J. / Glymour, C. / Mitchell, S. (2002), p. 124.
1
1.1
Objectives
The objectives of the current working paper are the evaluation and analysis of three
hypotheses created by the authors of this working paper:
Drivers of CS exist: By analyzing the correlation of specific factors and CS, the finding
of valid correlation confirms existing drivers10
Employee Satisfaction influences CS: By analyzing the correlation of specific factors
of employee satisfaction and CS, the finding of valid correlation points towards
causality positing that satisfied employees lead to satisfied customers11,12
CS Strategies can be derived: Based on the recognized factors of the research of
hypotheses 1 and 2 in Chapter 3, the ability of those factors being managed by
company leaders can be used to derive CS strategies and avoids that managers follow
myths of CS and CL, consequently resulting in inefficient management.13
1.2
Methodology
The broad overview of the scope of work of this working paper is demonstrated in Figure
1. After the preface, the empirical study will be defined based on the industry, the
definition of CS and the methodology of research. Consequently, each of the following
Chapters 3.1 to 3.3 analyzes the three hypotheses created by the authors. Ultimately, the
conclusion and outlook have been drawn based on the findings of the research.
Figure 1: The methodical overview of the working paper
10
11
12
13
See Hartung, J. / Elpelt, B. / Hösener, K.-H. (2005), p. 545.
See Keiningham, T. L. / Vavra, T. G. / Aksoy, L. et al. (2005), p. 64. The main body of this research is
based on previous research on the first named author focussing on a loyalty-based adjustment-approach
for the marketing mix of the Product Ford Fiesta.
2
2
2.1
The empirical Study
Defining the Industry
The subject of the empirical study is the German automotive market. On the one hand, the
German automotive market is characterized by a high local economic impact and a focus
on exports leading to international influence.14 Moreover, the German automotive market
is characterized by its maturity concluding into an increase of the importance of CS.15
Within this market, all FMC customers interacting with the customer service department
for the business year 2011 have been invited to complete a post-experience CS survey. In
total, the amount of 3,548 surveys can be classified as an adequate and statistically valid
sample space representing the total CS of FMC’s customer base for 2011.16
2.2
Defining Customer Satisfaction
In general, CS is defined by customers’ evaluation of a specific product or service
provided by a manufacturer or service provider. It is interesting to consider that CS is
mainly created by meeting customers’ expectation.17 In the applied research, CS is
defined by the evaluation of the customer within the survey after the interaction with the
customer service department. In this survey, CS is measured by applying an interval scale
from 1 (very dissatisfied) to 10 (very satisfied).18 The outcome of the measurement is
classified as CSI (Customer Satisfaction Index).
2.3
The Methodology of research
As for the theory of correlation, if applying the product-moment correlation formula of
Pearson shown below for two interval scaled continuous values x and y, the result will be
a so called correlation coefficient r between -1 and 1.19
Whereas r = -1 can be defined as a perfect negative linear relation and r = 1 can be
defined as a perfect positive relation, r = 0 can be defined as no correlation at all.20 To
determine the probability that a calculated correlation coefficient is a systematic one and
not a chance occurrence, a significance test has to be conducted: The probability value p
is calculated for each correlation coefficient r and is then compared to a predefined critical
alpha level.
14
15
16
17
18
19
20
See Bamberg, G. / Baur, F. / Krapp, M. (2008), p. 137.
See Grigoroudis, E. / Siskos, Y. (2009), p. 4.
3
If the calculated p is below the critical alpha level, it is assumed that the found correlation
is a systematic one. In all reported tests of significance, a one-tailed relationship (based
on theoretical assumptions about the direction of the relationships) has been assumed,
and a significance level of alpha = 0.05. Ultimately, correlation analyzes and measures the
relationship between the two variables x and y and no causality.21 In order to fulfill the
authors’ requirement of an empirical research, the correlation between the CS evaluated
by the 3,548 different customers analyzed and selected other evaluations of the
customers within those surveys have been analyzed as demonstrated in Figure 2. Another
way of looking at the question of CS is the ability to manage factors that influence CS. As
current research has proven, CS and CL consist of a so called loyalty pie based on
different factors.22 Therefore, the authors have separated internal and external factors
within the survey and analyzed each of those factors and its single correlation with CS.
Due to the restraints of this working paper, no adjustment for seasonal variations has
been applied, e.g. the launch of new products or services.23 Moreover, a high correlation
has been defined for r ≥ 0.75.24
In addition to that, the internal factors have been separated into process and service
related on the one hand and employee satisfaction on the other hand. First of all,
resolving the concern has been analyzed based on current researches proving a high
correlation between meeting customers’ expectations and CS.25 Moreover, value
orientated factors like courtesy, competence and speed of response have been selected
to analyze their value from the customer perspective regarding the quality of the service.26
Then, the external factor has been added by analyzing the CS about the service provided
of the dealer assuming that partly, factors that influence CS are out of the manufacturers’
or service providers’ control.27 All factors except resolving the customers’ concern have
been measured within the 3,548 surveys on the same interval scale as CS from 1 to 10
whereas resolving the concern has been measured on a ratio scale in percentages.28
However, all values have been collected and reported on a monthly basis to demonstrate
the development throughout 2011.29 Ultimately, based on Heskett et al., the internal factor
of employee satisfaction has been added analyzing the correlation between satisfied
employees and customers.30 Due to the fact that employee satisfaction is an internal
research and not part of the 3,548 surveys returned by customers of FMC, an additional
interview has been applied measuring the employee satisfaction by closed questions
about the satisfaction in total, the satisfaction of the employees towards their approval-
21
22
23
24
25
26
27
28
29
30
See Dixon, M. / Freeman, K. / Torman, N. (2010), p. 118.
See De Vaus, D. (2002), p. 258; See Cohen, J. (1988), p. 77 ff. for the idea that r > .5 shows a massiv
effect.
See Grigoroudis / Siskos (2009), p. 69.
See Gondek, C. (2011), p. 10.
See Probst, H.-J. (2008), p. 280.
4
rights and the working environment.31 Then, the individual CSI scores of the employees
have been analyzed according to their own satisfaction for the period of October to
December 2011 resulting into an amount of 193 surveys with individual CSI scores. The
result has been recapped into three areas of employee satisfaction for the fourth quarter
of 2011, the related individual CSI score and the amount of surveys demonstrating the
sample size.32
Figure 2: The methodology of research
31
32
See McBurney, D. H. / White, T. L. (2010), p. 246.
5
3
Testing hypotheses of Customer Satisfaction
3.1
Hypothesis 1: Drivers of Customer Satisfaction
As described, the empirical research of the current working paper analyzes the CS
according to the service provided by the customer service department of the FMC.
According to Kotler et al., services can be classified by differences in the quality of service
and a strong relation to the CSR (Customer Service Representative) performing the
service.33 Other current research has analyzed the correlation between meeting
customers’ expectations and recognized a correlation between fulfilling customers’
requirement on the basis that the service quality remains unchanged.34 To recap, the
quality of the service provided can be evaluated partly on the outcome and partly on the
interaction between customers and CSRs.35 From the authors’ viewpoint, it would be
reasonable to assume that those two criteria need to be analyzed from both an internal
and external point of view. According to the FMC’s two-level distribution channel, the
degree of CS might be influenced by previous contacts with FMC’s retailers, especially if
the first contact with the retailer has not been successful and consequently led to the
contact with the customer service department.36 Therefore, the following analysis has
been applied on the service provided by the customer service department as well as on
the service provided by FMC’s retailers. The outcome of the research has been
demonstrated in Figure 3 until Figure 8.
9,0
90%
9,0
80%
8,0
8,0
70%
60%
7,0
50%
6,0
40%
CSI
30%
Concern Resolution
20%
5,0
CSI
7,0
6,0
5,0
10%
0%
Dec. 11
Oct. 11
Nov. 11
Sep. 11
Jul. 11
Aug. 11
Jun. 11
Apr. 11
May 11
Mar. 11
Jan. 11
Feb. 11
4,0
Figure 3: Concern Resolution vs. CSI – Part 1
4,0
50%
70%
90%
Concern Resolution
Figure 4: Concern Resolution vs. CSI – Part 2
According to Figure 3, Concern Resolution and CSI seem to have taken a parallel linear
development in 2011. As demonstrated in Figure 4, a positive linear correlation of both
values seems to be obvious. According to Figure 5, performance in all analyzed soft skills
exemplified by courtesy, competence and speed of response closely mirror the
performance trend of the CSI in 2011 for the customer service department of the FMC
based on the amount of 3,548 surveys researched. In Figure 6, the soft-skill of
33
34
35
36
See Kotler, P. / Armstrong, G. / Wong, V. et al. (2011), p. 694.
See Chen, Y.-C. / Shen, Y.-C. / Liao, S. (2009), p. 269.
See Levens, M. (2011), p. 151.
6
competence has been selected and again, a positive linear correlation of both values
seems to be obvious.
9,0
9,0
8,0
8,0
7,0
7,0
CSI
Courtesy
Competence
6,0
6,0
Speed of Response
CSI
5,0
5,0
4,0
Dec. 11
Oct. 11
Nov. 11
Sep. 11
Jul. 11
Aug. 11
Jun. 11
Apr. 11
May 11
Mar. 11
Jan. 11
Feb. 11
4,0
6,8
7,0
7,2
7,4
7,6
7,8
8,0
8,2
8,4
Competence
Figure 5: Soft-Skills vs. CSI
Figure 6: Competence vs. CSI
There is a marked contrast between this and the external factor of dealer’s service
intention which does not seem to have a high correlation with CSI. Therefore, the analysis
has been extended to the factor of dealer satisfaction demonstrated in Figure 7 and 8.
However, it would appear that there is still no evidence of a relationship between the
analyzed external factors and CS whereas the satisfaction with the dealer seems to
correlate even less than the dealer’s service intention with CS.
9,0
9,0
8,0
8,0
7,0
6,0
7,0
4,0
Dealer Satisfaction
3,0
CSI
CSI
5,0
6,0
2,0
5,0
1,0
4,0
Dec. 11
Nov. 11
Oct. 11
Sep. 11
Aug. 11
Jul. 11
Jun. 11
May 11
Apr. 11
Mar. 11
Jan. 11
Feb. 11
0,0
Figure 7: Dealer Satisfaction vs. CSI – Part 1
5,2
5,4
5,6
5,8
6,0
6,2
6,4
Dealer Satisfaction
Figure 8: Dealer Satisfaction vs. CSI – Part 2
To recap, the specific correlations have been demonstrated in Table 1 by applying the
formula of Pearson.37 By this outcome, hypothesis 1 can be confirmed as drivers of CS
exist. However, contrary to previous assumptions by the first named author, those seem
to be rather internal factors and therefore within FMC’s control.38 However, it is interesting
to consider that competence and speed of response of the CSR providing the service
have got the highest correlation to CS for the German automotive market exemplified by
customers of the FMC. In Table 1 and 2, potential drivers of CS have been analyzed by
applying the formula of Pearson and including significance value p of each factor
analyzed.
37
38
See Gondek, C. (2011), p. 10.
7
Table 1: Drivers of Customer Satisfaction
Criteria
Correlation value r
0.90
0.87
0.94
0.91
0.50
0.10
Concern Resolution
Soft-Skill: Courtesy
Soft-Skill: Competence
Soft-Skill: Speed of Response
External Dealer Service Intention
External Dealer Satisfaction
Driver of Customer
Satisfaction
Yes
Yes
Yes
Yes
No
No
Table 2: Drivers of Customer Satisfaction including significance value
Criteria
Concern Resolution
Soft-Skill: Courtesy
Soft-Skill: Competence
Soft-Skill: Speed of
Response
External Dealer Service
Intention
External Dealer
Satisfaction
0.90
0.87
0.94
Significance
(one-sided)
value p
≤.001
≤.001
≤.001
0.91
≤.001
Yes
0.50
≤.05
No
0.10
.380
No
Correlation value
r
Driver of Customer
Satisfaction
Yes
Yes
Yes
8
3.2
Hypothesis 2: Employee Satisfaction influences Customer Satisfaction
According to Maslow, all human beings seek basic needs to fulfill their need satisfaction.39
Moreover, according to Herzberg those basic needs can be separated into two areas,
hygiene factors transforming dissatisfaction into non-dissatisfaction and motivators
transforming non-satisfaction into satisfaction.40 From a corporate point of view, the
relation between specific factors and the satisfaction of employees needs a detailed
analysis due to the fact that current researches have proven satisfied employees lead to
higher productivity and sales.41 Already in 2003, Heskett et al. advised companies to treat
their employees similar to their customers including an adequate amount of training and
development opportunities in order to deliver the fulfillment of basis employees’ needs.42
Moreover, an analysis has shown that often even an increase of 100 % of profit can be
achieved by increasing employee satisfaction.43 According to the authors and based on
the two dimensions researched by Herzberg, employee satisfaction has been researched
selecting one hygiene factor, the working environment, and one motivation factor, the
approval-rights each CSR has been offered by FMC.44 Moreover, general information
about the overall satisfaction of employees has been asked in order to research factors
that are out of the employer’s control, e.g. private dissatisfaction of the employees.
9,0
9,0
8,0
8,0
7,0
7,0
Individual CSI
Individual CSI
The relation between the employees’ satisfaction on the one hand and CS on the other
hand has been demonstrated in Figure 9 and 10, whereas no obvious correlation can be
recognized.
6,0
5,0
4,0
6,0
5,0
4,0
3,0
3,0
1,0
2,0
3,0
4,0
5,0
6,0
7,0
Satisfaction about approval rights
Figure 9: Approval Rights vs. CSI
8,0
9,0
1,0
2,0
3,0
4,0
5,0
6,0
7,0
8,0
9,0
Satisfaction about working environment
Figure 10: Working Environment vs. CSI
To recap, the specific correlations of different areas of employee satisfaction and CS have
been demonstrated in Table 2 by applying the formula of Pearson.45 Ultimately, no
correlation between employee satisfaction and CS has been recognized and therefore,
hypothesis 2 cannot be confirmed by the empirical research. However, for the authors’
part, one reason for not having found a correlation could be due to ceteris paribus being
39
40
41
42
43
44
45
See Jung, H. (2011), p. 385.
See Jung, H. (2011), p. 391.
See Achor, S. (2011), p. 102.
See Jung, H. (2011), p. 391.
9
not the right approach for measuring individually. Especially due to the fact that individual
scores can be influenced by different working areas or maturity status of single
employees, an overall approach might be more useful. In Table 3 and 4, the impact of
employee satisfaction on CS has been analyzed by applying the formula of Pearson and
including significance value p of each factor analyzed. Due to the restraints of this working
paper, this approach has not been analyzed further.
Table 3: Employee and Customer Satisfaction
Criteria
Correlation value r
Driver of Customer
Satisfaction
0.32
No
-0.25
No
0.07
No
Employee Satisfaction about
approval rights
Employee Satisfaction about
working environment
Overall Employee Satisfaction
Table 4: Employee and Customer Satisfaction including significance value
Criteria
Employee Satisfaction
about approval rights
Employee Satisfaction
about working environment
Overall Employee
Satisfaction
Correlation value
r
Significance
(one-sided)
value p
Driver of Customer
Satisfaction
0.32
.113
No
-0.25
.171
No
0.07
.400
No
10
3.3
Hypothesis 3: Customer Satisfaction Strategies can be derived
It is often said that efficient mouth-to-mouth propaganda results into reduction of
marketing budgets.46 Other research has outlined that growing specific variables of CS or
CL, consequently profitability and growth of companies increase.47 The ultimate focus of
all research is the common requirement of focusing a company’s strategy and activity on
selected criteria in order to efficiently manage the corporate development.48 For the
authors’ part, it would be reasonable to assume that internal factors can be managed
directly and external factors are partly out of a company’s control. Therefore, external
factors can only be influenced indirectly. Due to the fact that the empirical research has
proven that internal drivers of CS exist (and those are factors that can be managed), the
third hypothesis can be confirmed. The derived strategies, actions and the results of the
correlation analysis leading to those conclusions have been outlined in Table 5 whereas
Table 6 includes the significance value of each factor analyzed. On the basis of the
recognized drivers, CS strategies are demonstrated in Table 3 based on the assumption
that if those factors are drivers of CS, increasing the factors leads to increased service
quality, which can be defined as one differentiation strategy of companies.49 Finally,
although the strategies described are partly long-term orientated, current researches have
recognized long-term focus of companies as a valid differentiation advantage.50
Table 5: Customer Satisfaction Strategies
Strategy
Efficient Customer
Service
Efficient Customer
Service
Develop employees
Research & Development
46
47
48
49
50
Action
Focus all customer service
activities on resolving the
customer concern
Increase speed of response by
minimizing process barriers
Support training of
Employees
Focus on dealers
Focus on employees
Background
Concern Resolution:
r = 0.90
Speed of Response:
r = 0.91
Courtesy: r = 0.87
Competence: r = 0.94
No data yet
No data yet
See Reinartz, W. / Kumar, V. (2002), p. 93.
See Reichheld, F. (2003), p. 53.
See Drucker, P. F. (2006), p. 115.
See Grant, R. M. (2008), p. 244.
See Kanter, R. M. (2011), p. 71.
11
Table 6: Customer Satisfaction Strategies including significance value
Criteria
Efficient Customer Service
Efficient Customer Service
Action
Focus all customer
service activities on
resolving the
customer concern
Increase speed of
response by
minimizing process
barriers
Develop employees
Support training of
employees
Focus on dealers
Focus on employees
Correlation
value
r
Concern
resolution:
0.90
Speed of
response: 0.91
Courtesy: 0.87
Competence:
0.94
Significance (onesided) value p
≤.001
≤.001
≤.001
≤.001
No data yet
No data yet
Regarding the current CS strategies, the following background can be recommended to
FMC as part of their corporate management:
Efficient Customer Service: Based on the correlation of concern resolution and
speed of response, efficient process management needs to be in place in order to
resolve the initial customer concern under maximum speed of response; this includes
detailed definition of the nature of the customer concern during the first customer
contact by the CSR.51, 52
Develop employees: Due to the fact that soft-skills have the highest correlation to CS
amongst the analyzed criteria, individual training and development need to be the basis
for customer relation, including communication training and the johari window approach
allowing CSRs to reduce their potential blind spots.53 The basic principle of the johari
window is to use perception of others and by that process reducing the individual blind
spot of individuals.54
Research and Development: Still, the empirical research has not found any
correlation between dealer or employee satisfaction and CS. However, dealers are the
basis of FMC’s retailer structure and employees are the predominant factor performing
the service.55 Therefore, a further empirical research is recommended due to its high
potential from the authors’ point of view.
However, before implementing those strategies, they needed further strategic testing.56
Due to the restraints of this working paper, no further analysis will be undertaken.
51
52
53
54
55
56
See Olfert, K. (2006), p. 161.
See West, R. / Turner, L. H. (2011), p. 274.
See Jung, H. (2011), p. 489.
See Levens, M. (2011), p. 151.
See Kaplan, R. S. / Norton, D. P. (2008), p. 36.
12
4
Conclusion and Outlook
By the current working paper and the demonstrated empirical research, two of the three
hypotheses could be proven. It has been analyzed, that drivers of CS exist. Whereas the
predominant drivers seem to be internal in nature, external drivers, such as satisfaction
with the service provided by the dealer, have not been validated yet. Moreover, a
correlation between employee satisfaction and CS could not be proven within the
research. However, compared to Heskett’s research published in 1997, the current
working paper only carefully analyzed links between employee satisfaction and CS.
Therefore, further research could lead to alternative conclusions regarding the
aforementioned factors. Due to the fact that internal drivers of CS could be recognized,
the third hypothesis has been proven and an action plan has been created by the authors
of this working paper based on the drivers of CS.
However, the basic assumption of the current analysis has been defined as CS having an
impact on profitability and growth whereas other researches has proven that CS is
interlinked with CL and the latter is interlinked with profitability.57 Moreover, a high
correlation as defined in the empirical research as r ≥ 0.75 does not necessarily reveal
causality between the analyzed factors.58 Referring to the employee satisfaction, the
sample space is predominantly influenced by the restraints of the current research and
needed to be extended and regularly monitored to represent a statistically valid
research.59 Moreover, the individual CSI scores of the employees interviewed might be
impacted by differentiation criteria like different work areas, e.g. technical and basic area.
In addition to that, due to the restraints of the current working paper, the empirical
research and the derived strategies can be classified as static as they have not been
combined with a further research of the customer relationship cycle. Contrary, several
pieces of research have proven the point of time is the deciding attribute of whether a
customer can be turned into a brand advocate and increases associated repurchase
potential.60, 61 Therefore, the first named author has decided to analyze the dynamic factor
of CL and deriving strategies exemplified by a research of two business years for the
German and British automotive market. Referring to FMC’s international character, due to
the authors, the marketing information analyzed needs to be applied internationally to
derive global marketing strategies.62
57
58
59
60
61
62
See Hallowell, R. (1996), p. 27.
See Eckey, H.-F. / Kosfeld, R. / Türck, M. (2008), p. 186.
See Schweidel, D. A. / Fader, P. S. / Bradlow, E. T. (2008), p. 830.
See Edelman, D. C. (2010), p. 64.
See Yip, G. S. / Tomas, G. / Hult, M. (2012) p. 158.
13
List of Appendix
Appendix 1: Customer Satisfaction Survey ....................................................................... 15
Appendix 2: Employee Satisfaction Survey ...................................................................... 15
14
Appendix 1: Customer Satisfaction Survey
Criteria
Content of question
(Measurement)
(Original item was formulated in German)
Customer Satisfaction
(Scale 1-10)
Concern Resolution
(in %)
Soft-Skills
(Scale 1-10)
Customer evaluates her/his satisfaction regarding the delivered
service
Customer considers her/his concern being resolved
Dealer Service
Intention
(Scale 1-10)
Dealer Satisfaction
(Scale 1-10)
Customer evaluates her/his satisfaction regarding
Attitude & Courtesy

Competence

Speed of Response
Customer evaluates her/his intention to use the dealer service in
the future
Customer evaluates her/his satisfaction regarding the dealer
Appendix 2: Employee Satisfaction Survey
Criteria
Content of question
(Scale 1-10)
(Original item was formulated in German)
Approval Rights
Working Environment
Employee evaluates her/his satisfaction regarding approval rights
Employee evaluates her/his satisfaction regarding working
environment
Employee evaluates her/his overall satisfaction
Overall Satisfaction
15
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18
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Christian Gondek B.A., MBA
is an experienced expert in creating and applying operational and strategic
tools to understand and optimize Customer Satisfaction and Customer Loyalty.
As Managing Director of Percepta Deutschland GmbH, an international customer service provider, he has great management experience with a variety of
international companies.
Based on his interest and activities in Corporate Social Responsibility, an
inherent part of Christian Gondek‘s leadership focuses on client and employee
satisfaction on the basis of sustainable growth. Since 2012, he is a research
fellow of the KompetenzCentrum for Corporate Social Responsibility (KCC) at
the FOM, University of Applied Sciences.
Also since 2012, Christian Gondek teaches at the FOM, focusing on Strategic
Management. Besides that, he completed his MBA degree at the FOM and was
awarded „best graduate“ in 2011/2012. Finally, he is a guest speaker for
international companies in a variety of industries, and publisher in the field of
brand loyalty, customer loyalty, customer retention, marketing, strategy and
management.
Prof. Dr. Stefan Heinemann
is Vicerector and responsible for Cooperation‘s and Sustainability at the FOM
Hochschule (Germany). He is also committed as the Director of the FOM Open
Business School and represents the foundation BildungsCentrum der Wirtschaft
within the zdi-Zentrum MINT-Netzwerk Essen. He is also committed as a Member of the workgroup „tertiary institutions“ of the UNESCO World Decade of
Education for Sustainable Development, as a Member of the Supervisory Board
of the FOM-dips German Institute for Portfolio Strategies and research Professor at the FOM-ild Institute for Logistics and Service Management. In the field
of University Management he is a Member of the scientific advisory bord of
the HKR NRW Hochschulkompetenzzentrum Rechnungswesen at the University
of Duisburg-Essen. Prof. Dr. Heinemann‘s teaching and research is focused on
Business Ethics and Public Management (Finance and Strategy).
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