服务营销第八版英文教辅 Test Bank 13.docx

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1、Chapter 13: Complaint Handling and Service RecoveryQUESTION BANKA. Multiple Choice QuestionsGENERAL CONTENT1. Which of the following is NOT one of the options customers take when they are dissatisfied with a service encounter?a. Take legal action.b. Vent their anger on the service equipment.c. Compl

2、ain to the service firm.d. Circulate negative feedback word-of-mouth.2. Which of the following is NOT one of the reasons why customers complain among those listed in the book?a. Better understanding of the failure.b. Vent their anger.c. Obtain restitution or compensation.d. For altruistic reasons.3.

3、 On an average, what percentages of customers complain when they are unhappy with service?a. 0 percent.b. 5-10 percent.c. 15-25 percent.d. 60-75 percent.4. involves the employees of the firm who provide the service recovery, and their behavior toward the customer.a. Procedural j usticeb. Legal justi

4、cec. Interactional justiced. Outcome justice5. The refers to the sometimes-observed effect, that customers whoexperience a service failure, and then have it resolved to their full satisfaction are more likely to make future purchases than are customers who have experienced no problem in the first pl

5、ace.a. referent renewal paradoxb. referent contribution paradoxc. referent acquisition paradoxd. service recovery paradoxAPPLICATION CONTENT:5. Inconvenience, doubtful payoff, and unpleasantness are the three key barriers to complaining. Inconvenience consists of difficulty in finding the right comp

6、laint procedure or the effort involved in the procedure. Firms can reduce inconvenience through customer service hotlines, e-mail addresses, phonebook listings, brochures, etc. Doubtful payoff refers to a consumers belief that complaining will result in any positive response. Minimizing doubtful pay

7、off can be accomplished by having solid and recognized service recovery procedures in place. Service improvements that result from customer feedback should be prominently featured. Unpleasantness results from fear of being treated poorly, being hassled, or feeling embarrassed. Firms can reduce these

8、 fears by thanking customers for feedback, training the frontline staff not to hassle or belittle customers, and by allowing anonymous feedback.6. The L. L. Bean Guarantee represents a total service guarantee that is not limited to certain components of the service or qualified by situational factor

9、s. Their guarantee instills consumer confidence allowing customers to return anything purchased at any time if it proves to be not what was expected of it.The Merchants Home Loan Guarantee exemplifies the opposite policy. Their policies are conditional. There are many obligations that the customer h

10、as to bear as well in the loan transaction, just as the company has responsibilities. For example, to determine the level of service received, there are guidelines, like the customer was educated and has understood the loan process, the closing documents were reviewed prior to closing, the customer

11、was treated courteously, etc.7. The guarantee provides many advantages to Hampton Inn. Customers like it because they are confident that they will be satisfied. Another important aspect is that it helps managers identify new opportunities for quality improvement. In essence, it increased the pressur

12、e and exposed leaks in the system, providing financial incentives to fix the holes. Ultimately, the guarantee has helped generate increased consistency across the service delivery for Hampton Inn, and allowed for much greater customer retention.6. Which of the following is NOT one of the guidelines

13、provided for the Frontline on how to handle customer complaints?a. Consider compensation.b. Keep the customer informed of progress.c. Explain the problem from the service firms point of view.d. Act fast.7. Effective service recovery procedures should be, , and.a. proactive, engaged, universal, empow

14、eredb. planned, engaged, universal, trainedc. proactive, planned, trained, empoweredd. trained, engaged, flexible, spontaneous8. All EXCEPT which of the following are reasons that service guarantees are powerful tools for both promoting and achieving service quality?a. Guarantees reduce consumer com

15、plaints, increasing customer satisfaction and information from customers.b. Guarantees force firms to focus on what their customers want and expect in each element of the service.c. Guarantees set clear standards, telling customers, and employees alike what the company stands for.d. Guarantees build

16、 market muscle“ by reducing the risk of the purchase decision, and developing long-term loyalty.9. Which of the following is NOT one of the criteria that service guarantees should be designed to meet?a. Easy to understand and communicate.b. Meaningful to the customer.c. Conditional.d. Credible.10. A

17、ll of the following are jaycustomers EXCEPT.a. The Cheat.b. The Rule Breaker.c. The Belligerent.d. The Hooligan.APPLICATION CONTENT11. Which of the following services best represents how little consumers actually complain?a. TARP.b. Lands End.c. Hampton Inn.d. A Public Bus Company.12. How many failu

18、res can a service firm commit before the recovery paradox is wiped out?a. One failure.b. Two failures.c. Three failures.d. Four failures.13. Which of the following is NOT one of the elements of effective service recovery?a. Do the job right the first time.b. Seek alternative recompense strategies.c.

19、 Resolve complaints effectively.d. Learn from the recovery experience.14. When Marriott Long Wharf Hotel faces the situation of overbooking, all of the following are steps to recover the situation EXCEPT.a. upgrade the guest to a suiteb. helping the guest get a room in another hotelc. giving the gue

20、st money to pay for the cab fared. giving the guest complimentary continental breakfast15. Recent research shows that the amount of a guarantee payout has no effect on consumer cheating. Which of the following is one of the important managerial implications of this?a. Guarantees can be restricted to

21、 new customers because of the propensity for repeat customers to cheat.b. Guarantees can be kept low to prevent rewarding cheaters.c. Managers can reap the marketing rewards of higher guarantees without increased payouts due to consumer cheating.d. Guarantee levels can be used to dissuade consumer c

22、heating.B. Tnie/False QuestionsGENERAL CONTENT1. Complaining behavior can be influenced by role perceptions and social norms.2. People in lower socioeconomic levels are more likely to complain than those in higher levels.3. Procedural justice concerns the compensation that a customer receives as a r

23、esult of the losses and inconveniences incurred because of a service failure.4. Interactional justice involves the employees of the firm who provide service recovery, and their behavior toward the customer.5. Service recovery is an umbrella term for systematic efforts by a firm to correct a problem

24、following a service failure, and retain a customers goodwill.6. Proper service recovery can be accomplished by making it easy for customers to give feedback, enabling effective service recovery, and establishing appropriate compensation levels.7. Service recovery efforts should be fairly rigid to ma

25、ke sure the same recovery is achieved each time.8. Compensation should be based on the positioning of the firm, the severity of the failure, and who the specific affected customer is.9. Service guarantees are always appropriate.10. A jaycustomer is defined in the book as one who acts in a thoughtles

26、s or abusive way, causing problems for the firm, its employees, and other customers.APPLICATION CONTENT11. Customers who complain are more likely to be white-collar workers than blue-collar workers.12. L. L. Beans 100 percent satisfaction guarantee is a good example of a service guarantee that goes

27、wrong and hurts a firms financial performance.13. Conditional guarantees are more effective.14. The Cheat is the kind of jaycustomer who delays payments.15. Hampton Inn has developed a way to identify guests who appear to be cheating, and give them a lot of personalized attention and follow-up from

28、the company.C. Short Answer QuestionsGENERAL CONTENT1. What are the three main response options for customers who experience service failures?2. What are the four main purposes for complaining according to studies in consumer behavior?3. Give the three dimensions of fairness.4. What is procedural ju

29、stice?5. What is the true impact of a customer defection?6. Explain what is meant by the service recovery paradox.”7. Explain a situation where a service firm should not implement a service guarantee.8. How should an effective service recovery be?APPLICATION CONTENT9. Who are airline customers most

30、likely to complain to about an unsatisfactory meal?10. The story about the desk clerk at the Marriott Long Wharf Hotel in Boston is a good example of which aspect of effective service recovery?11. What function does a service guarantee serve for firms?12. Give an example of a single attribute-specif

31、ic guarantee.13. Give an example of a full-satisfaction guarantee.D. Essay OuestionsGENERAL CONTENT1. Discuss the four common service recovery mistakes made by organizations.2. Give the Guidelines for Frontline in dealing with complaining customers.3. Explain what is meant by a combined guarantee.”4

32、. Discuss the seven types of jaycustomers.APPLICATION CONTENT5. Describe the three complaint barriers dissatisfied consumers face, and explain how a firm can reduce these barriers.6. Describe a service guarantee offered in the chapter that instills confidence, and another one that does not.7. Discus

33、s the perceived advantages of Hampton Inns 100 percent satisfaction guarantee.ANSWER KEYA. MULTIPLE CHOICE QUESTIONSGENERAL CONTENT:1-b, 2-a, 3-b, 4-c, 5-d, 6-c, 7-c, 8-a, 9-c, 10-dAPPLICATION CONTENT:11-d, 12-a, 13-b, 14-a, 15-cB. TRUE/FALSEGENERAL CONCEPT:1-T, 2-F, 3-F, 4-T, 5-T, 6-T, 7-F, 8-T, 9-

34、F, 10-TAPPLICATION CONTENT:11-T, 12-F, 13-F, 14-F, 15-TC. SHORT ANSWER QUESTIONSGENERAL CONTENT:1. Take public action, take private action, or take no action.2. Obtain restitution or compensation Vent their anger Help to improve the service For altruistic reasons3. Procedural j ustice Interactional

35、j ustice Outcome justice4. It concerns the perceived fairness of the policies and rules that any customer will have to go through in order to seek fairness.5. When a dissatisfied customer defects, the firm loses more than just the value of the next transaction. It may also lose a long-term stream of

36、 profits from that customer. In addition, the firm may lose profits from anyone else who switches suppliers or is stopped from doing business with that firm because of negative comments from an unhappy friend.6. The service recovery paradox“ occurs when customers are more satisfied following a failu

37、re and recovery than if no failure had occurred at all.7. Firms that currently have poor or uncontrollably variant service performance should not implement service guarantees because they will have to enact the service guarantee more frequently than might be profitable.8. Service recovery should be:

38、 (1) proactive, (2) planned, (3) trained, and (4) empowered.APPLICATION CONTENT:9. Flight attendants.10. Planned service recovery.11. It is one way for particularly customer-focused firms to institutionalize professional complaint handling, and effective service recovery.12. Any of the three popular

39、 pizzas that guarantee they will be served within 10 minutes of ordering on weekdays between 12:00 a.m. and 2:00 p.m.13. Lands End guarantee: If you are not completely satisfied with any item you buy from us, at any time during your use of it, return it and we will refund your full purchase price.D.

40、 ESSAY QUESTIONSGENERAL CONTENT:1. The first mistake managers make is disregarding evidence that shows that service recovery provides a significant financial return. This is generated by a focus on cost cutting, and failing to respect and retain their customers. Another mistake is failing to invest

41、enough in action that would prevent service issues. Here again, cost is a key driver, limiting training, and education add on to it. Poorly trained frontline staff is not capable of performing necessary service recoveries. A third mistake is when customer service employees fail to display good attit

42、udes. Customers respond to the attitudes of the employees they encounter. Poor attitudes decrease the effectiveness of other recovery efforts like recompense. The final mistake is that organizations make it difficult to complain or give feedback. Complaints help organizations recognize problems with

43、 their services, and also allow for recovery attempts. Limiting complaints reduces customer retention and allows faulty service procedures to continue unchecked.2. Act fast Acknowledge the customers feelings Do not argue with customers Show that you understand the problem from each customers point o

44、f view Clarify the facts and sort out the cause Give customers the benefit of doubt Propose the steps needed to solve the problem Keep customers informed of progress Consider compensation Persevere to regain customer goodwill Self-check the service delivery system and improve it3. Combined guarantee

45、s stem from the ambiguity inherent in traditional full satisfaction guarantees. The guarantee combines the wide scope of a full satisfaction guarantee with the low uncertainty of specific performance standards. The combined guarantee was shown to be superior to the pure full satisfaction, or attribu

46、te-specific guarantee designs. Specific performance standards are guaranteed, but should the consumer be dissatisfied with any other element of the service, the full satisfaction coverage of the combined guarantee applies.4. The Cheat: Cheating ranges from writing complaint letters with the sole pur

47、pose of exploiting service recovery policies and cheating on service guarantees, to inflating, or faking insurance claims and wardrobing.9 The Thief: The thief jaycustomer has no intention of paying, and sets out to steal goods and services. The Rulebreaker: In the case of legally enforceable ones,

48、the courses of action need to be laid down explicitly to protect employees, and to punish or discourage wrongdoing by customers. The Belligerent or Angry Customer: If an employee lacks the power to resolve the problem, the belligerent may become angrier still, even to the point of physical attack. The Family Feuders: People who get into arguments with members of their own family - or worse still, with other customers - make up a subcategory of belligerents we call family fenders.9