WHY IMPROVING QUALITY DOESNT IMPROVE QUALITY (OR WHATEVER HAPPENED TO MARKETING)

被引：111

作者：

KORDUPLESKI, RE ^{[1
]}

RUST, RT ^{[1
]}

ZAHORIK, AJ ^{[1
]}

机构：

[1] VANDERBILT UNIV,OWEN GRAD SCH MANAGEMENT,NASHVILLE,TN 37240

来源：

CALIFORNIA MANAGEMENT REVIEW | 1993年 / 35卷 / 03期

关键词：

D O I：

10.2307/41166745

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

Too often, quality programs fail to improve quality because they concentrate on internal processes which do not affect the customer. This is at least partially due to the alienation of marketing from the quality movement, a situation for which both sides are partially at fault. Ideally, marketing should serve as the eyes and ears of the organization, linking the external customer to managerial processes. One way to do this is to organize the collection of customer satisfaction measures around the managerial processes themselves. This forms a natural bridge from the customer to management and allows management to track the impact of quality improvements all the way from internal process measures to overall customer satisfaction and market share. © 1993, The Regents of the University of California. All rights reserved.

引用

页码：82 / 95

页数：14