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Voice of the customer: the impact on customer satisfaction.

International Journal of Purchasing and Materials Management

| September 22, 1997 | Stank, Theodore P.; Daugherty, Patricia J.; Ellinger, Alexander E. | COPYRIGHT 1997 National Association of Purchasing Management, Inc. This material is published under license from the publisher through the Gale Group, Farmington Hills, Michigan.  All inquiries regarding rights should be directed to the Gale Group. (Hide copyright information)Copyright

INTRODUCTION

Customer satisfaction is a key component of competitive strategies and keeping customers happy is critical to long-term business success. As such, many firms have placed new emphasis on listening to their customers in an effort to better understand them.[1] At leading edge or world class firms, the voice of the customer is not treated passively or left to chance. Such firms actively seek customer input and guidance to better serve their markets.[2,3,4,5,6]

Many firms have instituted total quality management (TQM) programs in recent years. A basic tenet of TQM is that quality begins with or is based upon the customer.[7] One of the primary roles customers play in business relationships is to supply information for their trading partners.[8,9] Communication from customers can help smooth daily business activities, facilitate planning, and reduce problems. Thus, listening to customers is typically part of TQM programs. Among the common techniques used for listening to the customer are surveys (telephone and mail), personal visits/interviews, focus groups, and complaint analysis.[10] This research was undertaken to assess the value of customer-oriented intelligence gathering/feedback processes. Specifically, the research examined the relationship between customer input (i.e., voice of the customer) and customer satisfaction levels.

CUSTOMER SATISFACTION

Customer satisfaction is the customer's after-purchase judgment or evaluation of a specific product or service.[11] Keeping customers happy or satisfied involves day-to-day interactions as well as the consideration of a more global, longitudinal evaluation of performance.[12] Strategic initiatives ideally should incorporate customer satisfaction goals and methods for reaching these goals.

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