Qualitative satisfaction model

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The Qualitative Satisfaction Model , QZM for short , in English also "qualitative satisfaction model" was developed by Bernd Stauss and Patricia Neuhaus and published in 1996/1997. Basically it is about the connection between customer satisfaction and customer loyalty . It is divided into five (dissatisfaction) types.

Basics

The Stauss and Neuhaus model refers to Agnes Bruggemann's 1974 theoretical approach to job dissatisfaction . The Bruggemann model differentiates between six types of job satisfaction and dissatisfaction. There is the progressive, stabilized and resigned job satisfaction and the fixed, constructive and pseudo-job dissatisfaction. To determine the appropriate form, a comparison is made between one's own needs and expectations (= target) and their implementation in the work situation (= actual).

Bernd Stauss and Patricia Neuhaus relate this approach to practice and show the various forms of customer satisfaction and their effects on the loyalty to the service provider. This model also distinguishes between types of satisfaction and dissatisfaction, but not in relation to job satisfaction , but to customer satisfaction . In addition, the model shows the relationship between (dissatisfaction) and the transfer to the behavior of the customer, taking into account the intensity and quality of satisfaction. In contrast to the similar Bruggemann model, the QZM takes into account the cognitive, affective and conative state of the customer.

Forms of (dis) satisfaction

A basic distinction is made between five types of satisfaction and dissatisfaction. It is divided into the “demanding satisfied”, the “stable satisfied”, the “resignedly satisfied”, the “stable dissatisfied” and finally the “demanding dissatisfied”, which are explained below.

The (dissatisfaction) with the service provider is composed of the impression made on the provider, his claim to the service and the behavioral intention. The following table provides an overview of the relationship between these variables and the corresponding types of (dissatisfaction):

(Discontent
The demanding satisfied The stable satisfied The resignedly satisfied The stable dissatisfied The demanding dissatisfied
feeling Optimism / confidence Persistence / trust Indifference / adjustment Disappointment / perplexity Protest / influence
Expectation ... must keep pace with me in the future ... everything should stay the same as before … There is nothing more to expect … Actually expect more, but what can you do ... has to improve considerably in some points
Behavioral situation (re-election?) Yes, since so far my constantly new requirements have grown. Yes, since everything has met my requirements so far. Yes, because others are no better either. No, but cannot give a specific reason. No, despite my own efforts, I was not addressed.

Table from: Stauss, B. / Neuhaus, P .: The dissatisfaction potential of satisfied customers , in: Marktforschung & Management, 40th year (1996), no. 4, p. 131.

These five types of (dis) satisfaction are explained in more detail below.

The "demanding satisfied" has a positive attitude towards the service provider. However, its requirements are increasing due to competition. Since the customer has so far been satisfied with the service provider's offers, he will continue to use them in the future and recommend them to others. However, this relationship only persists if the company succeeds in meeting the requirements, making it potentially changeable.

The “stable satisfied” type is characterized by a familiar and mostly long-term relationship with the service provider. For this reason, this form of satisfaction is also considered the safest. He will remain a customer in the future and recommend the provider to others.

The "resignedly satisfied" is relatively indifferent and shows no particular potential for activity, which is why he does not make any special demands, but also does not use word of mouth. Before there is a complaint to the provider, he would lower his claims or change the provider.

The "stable dissatisfied" is dissatisfied with the performance because his expectations and demands were not sufficiently met. However, since he does not have a great activity potential, he is more likely not to formulate a complaint to the service provider and also not pass it on to others. A change of provider takes place only triggered by an external incentive.

In contrast to the other dissatisfaction types, the “demanding dissatisfied” person has a potential for activity. The quality of the service does not meet his expectations, which is why he articulates this to the provider. If these are not implemented, he will end the relationship with the service provider and propagate his dissatisfaction to others.

Implications for service practice

An advantage of the qualitative satisfaction model from Stauss and Neuhaus lies in their interrelated representation of cause and effect relationships of service quality and thus plays an important role for service companies, since understanding the satisfaction of customers provides decisive information about the future orientation of a company. If customer satisfaction continues to rise and, depending on the proportion of (dissatisfaction) types, also the wider range of customers, the company's success can increase. The expectations and also the demand of the customers help decisively. Approaches to counteracting and eliminating weaknesses in service quality can be derived from this, which further develops quality management .

The fact that no individual characteristics are assessed in customer surveys on the performance of a service provider, two fundamental problems arise. As part of the satisfaction measurement, it is questionable whether the respondents judge a performance based on the same criteria. Closely related to this is the problem that a service provider does not receive any concrete indications as to whether partial services should be modified due to customer dissatisfaction.

The quality of the service determines the satisfaction of the customer and thus also the customer loyalty. In principle, however, one cannot assume that the greater the satisfaction, the greater the customer loyalty. This is why it is important not only to determine global satisfaction in customer satisfaction surveys, but also to find out about the potential risk to customers. Because the attractiveness of service alternatives and situational factors also influence the loyalty of the customer, whereupon there are emotional, expectation-related and retention-intentional risk potentials among satisfied customers.

It is assumed that the overall satisfaction, i.e. the general satisfaction with the service provider without the inclusion of the specific performance aspects, is due to the membership of the above-mentioned (dissatisfaction) types. It is to be expected, for example, that customers of the "stable satisfied" type have a high level of global satisfaction, since they were consistently satisfied in the service relationship, which has usually lasted for a long time.

Based on the analyzes of satisfaction, especially the global one, when improving services when using marketing, the focus should be on customers with high risk potential. Because this factor has a decisive influence on the behavior of the customer with regard to customer loyalty and customer loyalty. For example, the "resignedly satisfied" and the "demanding satisfied" have a higher risk potential than the "stable satisfied" and would tend not to recommend the provider and possibly change it.

Finally, it can be said that increasing customer satisfaction increases the economic success of a company. Customer satisfaction is the basis for customer loyalty and customer loyalty, which significantly determine a company's sales and profits. The qualitative satisfaction model from Stauss and Neuhaus is very important in this regard, as it provides important information as shown.

literature

  • Hans H. Hinterhuber, Kurt Matzler (Hrsg.): Customer- oriented company management: Customer orientation - customer satisfaction - customer loyalty. 6th revised edition. Gabler GWV Fachverlage GmbH, Wiesbaden 2009, ISBN 978-3-8349-1026-4 , p. 85.
  • Mandy Krafczyk: Quality Added Value: Value-based quality controlling in the corporate banking of banks. 1st edition. Springer Fachmedien Verlag, Wiesbaden 2002, ISBN 978-3-8244-7712-8 , pp. 193-207.
  • Manfred Bruhn: Quality management for services: manual for a successful quality management. Basics - Concepts - Methods. 10th, completely revised and expanded edition. Springer-Verlag, Berlin Heidelberg 2016, ISBN 978-3-662-50359-1 , p. 126f.
  • Stauss, B. / Neuhaus, P .: The dissatisfaction potential of satisfied customers , in: Marktforschung & Management, 40th year (1996), no. 4, p. 131.
  • Marc-Oliver Kaiser: Success factor customer satisfaction: Dimensions and measurement options. 2nd Edition. Erich Schmidt Verlag GmbH & Co KG, Berlin 2005, ISBN 3-503-07833-9 , p. 39.
  • Manfred Bruhn, Heribert Meffert: Service Marketing Handbook: Planning - Implementation - Control. Gabler Verlag, Wiesbaden 2012, ISBN 978-3-8349-3660-8 , p. 310f.
  • Klaus Anderseck: Start-up advice: contributions from research and practice. Ed .: Sascha A. Peters. ibidem-Verlag, Stuttgart 2012, ISBN 978-3-89821-950-1 , pp. 133f.
  • Hans H. Hinterhuber, Kurt Matzler (Hrsg.): Customer- oriented company management: Customer orientation - customer satisfaction - customer loyalty. Gabler Verlage, Wiesbaden 1999, ISBN 978-3-409-11408-0 , p. 27.

Web links

Individual evidence

  1. ^ Hans H. Hinterhuber: Customer-oriented company management: Customer orientation - customer satisfaction - customer loyalty . Ed .: Kurt Matzler. 6th edition. Gabler GWV Fachverlage GmbH, Wiesbaden 2009, ISBN 978-3-8349-1026-4 , p. 85 .
  2. ↑ Bruggemann model. Retrieved July 20, 2018 .
  3. ↑ Mandy Krafczyk: Quality Added Value: Value-oriented quality controlling in the corporate customer business of banks . 1st edition. Springer Fachmedien, Wiesbaden 2002, ISBN 978-3-8244-7712-8 , pp. 200 .
  4. ↑ a b c d e f Manfred Bruhn: Quality management for services: manual for a successful quality management. Basics - Concepts - Methods . 10th edition. Springer-Verlag, Berlin Heidelberg 2016, ISBN 978-3-662-50359-1 , p. 126 .
  5. ↑ B. Stauss, P. Neuhaus: The dissatisfaction potential of satisfied customers . In: Market Research & Management . tape 4 , 1996, pp. 133 .
  6. ↑ a b c d e Mandy Krafczyk: Quality Added Value: Value-based quality controlling in the corporate customer business of banks . 1st edition. Springer Fachmedien, Wiesbaden 2002, ISBN 978-3-8244-7712-8 , pp. 204-207 .
  7. ↑ a b c d e f g Manfred Bruhn: Quality management for services: manual for a successful quality management. Basics-Concepts-Methods . 10th edition. Springer-Verlag, Berlin Heidelberg 2016, ISBN 978-3-662-50359-1 , p. 127 .
  8. ↑ Marc-Oliver Kaiser: Success factor customer satisfaction: Dimension and measurement options . 2nd Edition. Erich Schmidt Verlag GmbH & Co KG, Berlin 2005, ISBN 3-503-07833-9 , p. 39 .
  9. ↑ a b c Manfred Bruhn, Heribert Meffert: Handbook Service Marketing: Planning - Implementation - Control . Gabler Verlag, Wiesbaden 2012, ISBN 978-3-8349-3660-8 , p. 311 .
  10. ↑ a b Manfred Bruhn, Heribert Meffert: Handbook Service Marketing: Planning - Implementation - Control . Gabler Verlag, Wiesbaden 2012, ISBN 978-3-8349-3660-8 , p. 310 .
  11. ^ Klaus Anderseck: Start-up advice: Contributions from research and practice . Ed .: Sascha A. Peters. ibidem-Verlag, Stuttgart 2012, ISBN 978-3-89821-950-1 , p. 133 .
  12. ^ Klaus Anderseck: Start-up advice: Contributions from research and practice . Ed .: Sascha A. Peters. ibidem-Verlag, Stuttgart 2012, ISBN 978-3-89821-950-1 , p. 133 f .
  13. ↑ Global satisfaction. January 12, 2018, accessed July 20, 2018 .
  14. ^ Hans H. Hinterhuber: Customer-oriented company management: Customer orientation - customer satisfaction - customer loyalty . Ed .: Kurt Matzler. Gabler Verlag, Wiesbaden 1999, ISBN 978-3-409-11408-0 , p. 27 .