Total Quality Management

Paper Summary:

This paper supports the concept of how important it is to give the customer a more prominent role in the work that is being completed for them. It discusses the significance of total quality management (TQM), as well as proves how significant the customer is in creating the proper working relationship, which is a positive experience for all parties involved.

Table of Contents:
Introduction
Review of Literature
Lessons Learned and Future Steps needed to be Effective
Empirical Supporting Research
Deciphering Data Associated With Customer Satisfaction
Conclusion

From the Paper:

"When you analyze satisfaction and loyalty data, you are really looking for answers to two relatively simple questions. Where does your company need to improve quality or value to increase satisfaction and loyalty? In addition, once satisfaction and loyalty are improved, what are the payoffs? The basic assumptions are that improved quality leads to increased satisfaction, which in turn makes customers more loyal, and that you get more profit from loyal customers than from those who don't care where they get the product or service you're selling. Now, how do you quantify the links? The prerequisite is that your measurement system should provide sensitive and reliable measures. Your goal is to provide managers with truly diagnostic information--with levers they can push to improve quality and satisfaction. You do not want results that suggest that everything (or nothing) is important, or results that show differences (as among competitors) or changes (over time) that are not valid and meaningful. In other words, you want a system that produces results you can trust. Finally, you want to be able to predict what happens when satisfaction increases. How likely are customers to come back and how much more revenue or profit will they generate?"

Sample of Sources Used:

• Adelman, M. B., Ahuvia, A., & Goodwin, C. (1993). Beyond smiling: Social support and service quality. In R. T. Rust & R. L. Oliver (Eds.), Service quality: New directions in theory and practice (pp. 139-171). Thousand Oaks, CA: Sage.
• Bitner, M., Booms, B., & Tetreault, M. (1990). The service encounter: Diagnosing favorable and unfavorable incidents. Journal of Marketing, 23, 71-84.
• Boulding, W., Kalra, A., Staelin, R., & Zeithaml, V. (1993). A dynamic process model of service quality: From expectations to behavioral intentions. Journal of Marketing Research, 30, 7-27.
• Burgoon, J., & Le Poire, B. (1993). Effects of communication expectancies, actual communication, and expectancy disconfirmation on evaluations of communicators and their communication behavior. Human Communication Research, 20, 67-96.
• Burgoon, J., Pfau, M., Parrott, R., Birk, T., Coker, R., & Burgoon, M. (1987). Relational communication, satisfaction, compliance-gaining strategies, and compliance in communication between physicians and patients. Communication Monographs, 54, 307-324.

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