Upload
others
View
5
Download
0
Embed Size (px)
Citation preview
Western Michigan University Western Michigan University
ScholarWorks at WMU ScholarWorks at WMU
Dissertations Graduate College
8-1986
Service Begets Sales: An Investigation into the Relationship of Service Begets Sales: An Investigation into the Relationship of
Automotive Dealership Customer Service Satisfaction with Sales Automotive Dealership Customer Service Satisfaction with Sales
Success Success
Ivyl L. Gilbert Western Michigan University
Follow this and additional works at: https://scholarworks.wmich.edu/dissertations
Part of the Business Intelligence Commons
Recommended Citation Recommended Citation Gilbert, Ivyl L., "Service Begets Sales: An Investigation into the Relationship of Automotive Dealership Customer Service Satisfaction with Sales Success" (1986). Dissertations. 2293. https://scholarworks.wmich.edu/dissertations/2293
This Dissertation-Open Access is brought to you for free and open access by the Graduate College at ScholarWorks at WMU. It has been accepted for inclusion in Dissertations by an authorized administrator of ScholarWorks at WMU. For more information, please contact [email protected].
SERVICE BEGETS SALES: AN INVESTIGATION INTO THERELATIONSHIP OF AUTOMOTIVE DEALERSHIP CUSTOMER
SERVICE SATISFACTION WITH SALES SUCCESS
by
Ivyl L. Gilbert
A Dissertation Submitted to the
Faculty of The Graduate College in partial fulfillment of the
requirements for the Degree of Doctor of Education
Department of Educational Leadership
Western Michigan University Kalamazoo, Michigan
August 1986
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
SERVICE BEGETS SALES: AN INVESTIGATION INTO THERELATIONSHIP OF AUTOMOTIVE DEALERSHIP CUSTOMER
SERVICE SATISFACTION WITH SALES SUCCESS
Ivyl L. Gilbert, Ed.D.
Western Michigan University, 1986
Investigated in this descriptive study was the relationship
between new car dealership customer service satisfaction ratings and
dealership sales success, as measured by market penetration ratings,
within a major domestic automobile company. Specifically, the first
step in the study was the collection of data regarding customer
service and sales success ratings earned by the total of the subject
company's dealers in each of 42 geographical zones in the United
States. Second, an attempt was made to determine whether a relation
ship existed between the customer service ratings and sales success
ratings for the company's zones to whom certain characteristics could
be attributed.
In order to investigate the relationship between customer ser
vice satisfaction ratings and sales success ratings, hypotheses were
presented which dealt with the study group of the 42 zones and with
the zones' characteristics. Those characteristics included (a) pas
senger car market penetration, (b) overall dealer customer satisfac
tion, (c) warranty service customer satisfaction, (d) percentage of
times customers were forced to bring their new car back to the dealer
for the same service problem, (e) new car delivery condition satis
faction, (f) dealership sales staff customer satisfaction, and
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
(g) percentages of salesperson turnover.
A major conclusion of the study was that there exists a direct
relationship between customer service satisfaction and sales success,
as measured by market penetration.
Dealers are the most visible link in automobile manufacturers'
marketing chain and have the potential to enhance or degrade the
corporate image on a local as well as national basis. How then
should the manufacturers direct their automobile dealers? Is an all
out, highly expensive effort to increase customer service the answer
to increased sales? The significance of this study was to provide a
degree of insight into these questions.
\
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
INFORMATION TO USERS
This reproduction was made from a copy of a manuscript sent to us for publication and microfilming. While the most advanced technology has been used to photograph and reproduce this manuscript, the quality of the reproduction is heavily dependent upon the quality of the material submitted. Pages in any manuscript may have Indistinct print. In all cases the best available copy has been filmed.
The following explanation of techniques is provided to help clarify notations which may appear on this reproduction.
1. Manuscripts may not always be complete. When it is not possible to obtain missing pages, a note appears to indicate this.
2. When copyrighted materials are removed from the manuscript, a note appears to indicate this.
3. Oversize materials (maps, drawings, and charts) are photographed by sectioning the original, beginning at the upper left hand comer and continuing from left to right in equal sections with small overlaps. Each oversize page is also filmed as one exposure and is available, for an additional charge, as a standard 35mm slide or in black and white paper format.*
4. Most photographs reproduce acceptably on positive microfilm or microfiche but lack clarity on xerographic copies made from the microfilm. For an additional charge, all photographs are available in black and white standard 35mm slide format.*
♦For more information about black and white slides or enlarged paper reproductions, please contact the Dissertations Customer Services Department.
T T-\/f-T DissertationU I V I J L Information ServiceUniversity Microfilms InternationalA Bell & Howell Information Company300 N. Zeeb Road, Ann Arbor, Michigan 48106
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
8625604
Gilbert, Ivyl Lee
SERVICE BEGETS SALES: AN INVESTIGATION INTO THE RELATIONSHIP OF AUTOMOTIVE DEALERSHIP CUSTOMER SERVICE SATISFACTION WITH SALES SUCCESS
Western Michigan University Ed.D. 1986
UniversityMicrofilms
International 300 N. Zeeb Road, Ann Arbor, Ml 48106
Copyright 1986
by
Gilbert, Ivyl Lee
All Rights Reserved
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
PLEASE NOTE:
In all cases this material has been filmed in the best possible way from the available copy. Problems encountered with this document have been identified here with a check mark V .
1. Glossy photographs or pages_____
2. Colored illustrations, paper or print______
3. Photographs with dark background.
4. Illustrations are poor copy______
5. Pages with black marks, not original copy______
6. Print shows through as there is text on both sides of page______
7. Indistinct, broken or small print on several pages _ \ /
8. Print exceeds margin requirements_____
9. Tightly bound copy with print lost in spine______
10. Computer printout pages with indistinct print t /
11. Page(s)___________ lacking when material received, and not available from school orauthor.
12. Page(s)___________ seem to be missing in numbering only as text follows.
13. Two pages numbered . Text follows.
14. Curling and wrinkled pages_____
15. Dissertation contains pages with print at a slant, filmed as received y
16. Other_________________________ ___________________________________
UniversityMicrofilms
International
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Copyright by Ivyl L. Gilbert
1986
♦
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
ACKNOWLEDGMENTS
I am grateful to Dr. Uldls Smidchens, Dr. Carol Sheffer, and
Dr. Jim Gilchrist for their aid and support while serving on the
dissertation committee. Also, thanks go out to the Western Michigan
University Instructors who traveled to Mt. Clemens and made the Ed.D.
program possible In the Detroit area.
I am Indebted to my parents, John and Mildred Gilbert, for their
encouragement at just the right times during my educational pursuits.
I regret that my father Is not alive to share In the honor of this
degree.
Words are Inadequate to describe the appreciation I extend to my
daughters, Stacey and Shelly; my son, Ryan; and my wife, Karen, for
their love and support during the past three years. To my children,
I ask that the attainment of this goal serve as an Inspiration to
complete your own formal educations. To my teammate during this
undertaking, my wife, Karen, I acknowledge with profound love that
without your, hour by hour, understanding we wouldn't be able to now
say together— we won.
Ivyl L. Gilbert
11
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
TABLE OF CONTENTS
ACKNOWLEDGMENTS ........................................... ii
LIST OF FIGURES............................................. v
CHAPTER
I. INTRODUCTION ..................................... 1
Statement of the Problem........................ 2
Need and Significance of the Study............... 3
Organization of the Study ...................... 4
II. REVIEW OF THE SELECTED LITERATURE.................. 5
Impact of Consumer Satisfaction, Dissatisfaction . . 5
Ways to Measure Consumer Satisfaction Levels . . . . 7
Causes and Sources of Dissatisfaction ........... 9
Theoretical Bases of Satisfaction ............... 10
Statement of the Hypotheses .................. 11
Summary............................. 19
III. DESIGN AND METHODOLOGY............................ 21
Population of the S t u d y ........................ 21
Subpopulation of the Study......... 24
Instrument Development .......................... 24
Instrument Purpose ............................. 24
Instrument Content ............................. 25
Instrument Administration ...................... 32
Design and Procedure............................ 33
Suimnary....................................... 34
iii
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Table of Concents— Continued
CHAPTER
IV. RESULTS........................................... 36
Review of Information Regarding Data ............. 36
Test of Hypotheses............................. 37
Summary....................................... 46
V. CONCLUSIONS AND RECOMMENDATIONS ..................... 50
Dealership Overall Customer Satisfaction ......... 50
Dealership Warranty Satisfaction ......... . . 51
Dealership Comebacks for the Same ServiceProblem..................................... 52
Dealership Car Delivery Condition ............. 53
Dealership Sales Staff Satisfaction ........... 54
Dealership Salesperson Turnover ............... 55
Dealership Turnover Compared to Sales StaffImage....................................... 56
Conclusions................................... 56
Recommendations for Future Research ............. 58
Summary......................... 58
APPENDICES.............................................. 60
A. Customer Satisfaction Index Program (CSI)Instrument....................................... 61
B. R. L. Polk Community Registration Report Instrument . . 66
C. Sales Personnel Productivity Report Instrument . . . . 70
D. Zone Total Reports for Each Variable............... 73
BIBLIOGRAPHY........................ 80
iv
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
LIST OF FIGURES
1. Universal Motor Company Sales Department ............... 22
2. Universal Motor Company's Six Regions ................. 23
3. Universal Motor Company's 42 Zones ..................... 23
4. Question 3 of CSI Questionnaire...................... 26
5. Question 4 of CSI Questionnaire...................... 27
6. Question 8 of CSI Questionnaire...................... 27
7. Question 9 of CSI Questionnaire...................... 28
8. Question 10 of CSI Questionnaire...................... 28
9. CSI Rating Scale . . . . . 29
10. Calculation of Customer Satisfaction Index ............. 30
11. Calculation of Dealer Market Penetration ............... 31
12. Relationship of Zone 1983 Overall Dealership CSI Ratingsto Zone 1983 Passenger Car Percentage of Market Penetrations .............................................. 39
13. Relationship of Zone 1983 Warranty Service CSI Ratingsto Zone 1983 Passenger Car Percentage of Market Penetrations ......................................... 40
14. Relationship of Zone 1983 Service Comeback for Same Problem CSI Percentages to Zone 1983 PassengerPercentage Market Penetrations ........................ 42
15. Relationship of Zone 1983 Delivery Condition CSI Ratings to Zone 1983 Passenger Car Percentage ofMarket Penetrations ................................. 44
16. Relationship of Zone 1983 Sales Staff CSI Ratings to Zone 1983 Passenger Car Percentage of MarketPenetration......................................... 45
17. Relationship of Zone 1983 Salesperson Turnover Percentages to Zone 1983 Overall DealershipCSI Ratings......................................... 47
v
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
List o£ Figures— Continued
18. Relationship of Zone 1983 Salesperson Turnover Percentages to Zone 1983 Sales Staff CSI Ratings .................................
VI
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
CHAPTER I
INTRODUCTION
Automotive industry analysts contend that a growing concern for
product quality and dependability is typical of today's car buyers.
According to Power (1982), dependability and trouble-free operation
rank very high as important attributes in the minds of automotive
consumers when purchasing a new vehicle, often leading such factors
as purchase price, performance, and fuel economy. And, over time,
customer loyalty is based on the in-use experience owners have with
the cars they purchased, As the U.S. automobile market increasingly
becomes a replacement market, loyalty becomes more important as
manufacturers compete fcr the return customer.
A key to surviving the uncertain direction of the U.S. auto
market is for domestic manufacturers to concentrate on those things
over which they have the most control in achieving improvements. In
the view of Gawronski (1982), it is the satisfaction, or lack of it,
with the product purchased and dealer service provided them that
builds or destroys the customer's desire to repurchase the same make
of car. Consequently, this is one place where the marketing competi
tion can be won or lost.
Power (1982) suggested it would appear that manufacturers must
place more emphasis on product quality and the quality of after-sale
service. Certainly, products can be differentiated in advertising
and in showroom sales presentations, but it would seem that consumers
1
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
are relying more and more on their own experience and on the reputa
tion of the manufacturer and dealer in their decision to purchase.
Statement of the Problem
Assuming that shoppers are looking for dependability more than
ever before, their perceptions of dealer service should be a crucial
differentiating factor. Clever media promotion, price discounts, or
showroom appeals might reasonably be expected to fall short in over
coming a reputation of automobiles with problems that cannot be
repaired quickly on the first visit back to the dealership.
An analysis of customer service and how it affects share of
market, in the Sales and Marketing Executive Report (“Quality of
Customer Service," 1983), states the effects in quantitative terms:
The difference between good and poor customer service can affect a company's sales volume by as much as 5Z to 6Z or more, according to a 1982 nationwide study by Shycon Associates, Inc., the management consulting firm headquartered in Waltham, MA. President Harvey Shycon noted that the survey of 185 companies with annual sales of from $50 million to $8 billion, showed that customer service had a definite impact on how well products are received in the marketplace. We've always known this, but now we have positive proof, said Shycon. For example, a company doing $250 million in sales could attribute $12.5 to $15 million of this to its customer service performance. That's $4 to $5 million added to or subtracted from the bottom line, he said. (p. 5)
But to what extent can this information be utilized within the
strategic planning of automobile companies? The problem is, do new
car dealers who rank high in providing satisfactory, after-the-sale,
customer service also have higher success in terms of new car sales
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
and, conversely, thor;-, with low customer service satisfaction have
lower sales success?
Need and Significance of the Study
Marketing enterprises have customarily been concerned with cus
tomer satisfaction. The consensus has been that consumers continue
to purchase those products with which they are satisfied, and advise
others about favorable products and service experiences. As pointed
out by Naisbitt (1982), in Megatrends. "Consumers are to economics
what voters are to politics" (p. 177).
While marketing scholars have emphasized the importance of cus
tomer satisfaction, few studies have examined, in detail, consumers'
responses to dissatisfaction. According to Richins (1983), "Poten
tial responses include (a) switching brands or refusing to re-
patronize the offending store, (b) making a complaint to the seller
or to a third party, and (c) telling others about the unsatisfactory
product or retailer" (p. 68).
For the automobile manufacturer, the importance of retail deal
ers in maintaining product loyalty and attracting new prospects
cannot be overlooked. Dealers are the most visible link in the
marketing chain and have the potential to enhance or degrade the
corporate image on a local as well as national basis. How then
should the manufacturers direct their automobile dealers? Is an all
out, highly expensive effort to increase product service the answer
to increased sales? The significance of this study is to provide a
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
degree of insight into the question concerning the relationship of
automotive dealership customer satisfaction to sales success.
Organization of the Study
Presented in Chapter I is an introduction to the study, the
statement of the problem, the issues related to the problem, the need
and significance of the study, and the organization of the study.
A review of the literature and the rationale for the research
hypotheses are presented in Chapter II.
Presented in Chapter III are the methods and procedures used to
conduct the study. The discussion includes the subjects chosen for
the study, the type of instruments used for data collection, the
research design chosen for the study, and the exact procedures of
data collection.
The analysis of data and the testing of the research hypotheses
are presented in Chapter IV.
Presented in Chapter V are the conclusions about the purpose of
the study as well as recommendations for future research.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
CHAPTER II
REVIEW OF THE SELECTED LITERATURE
The purpose of this chapter is to present a review of selected
literature relative to the relationship of automotive dealership
customer service satisfaction with sales success. The review of
literature is divided into five sections. Discussed in the first
section are the impacts that consumer satisfaction or dissatisfaction
have on repurchase attitude, market performance, and managerial per
spectives.
Explored in the second section are ways to measure consumer
satisfaction levels. The causes and sources of dissatisfaction are
investigated in the third section. Addressed in the fourth section
are the theoretical bases of satisfaction. Presented in the fifth
and final section are seven hypotheses and how they relate to con
sumer response under various dimensions of satisfaction or dis
satisfaction in the automobile industry.
Impact of Consumer Satisfaction, Dissatisfaction
A review by Richins (1983) concludes that until the mid 1970s,
few studies were published in marketing literature about customer
satisfaction. About that same time in response to the consumer
movement, interest in this subject began to increase. Some initial
articles explored the appropriate ways to measure consumer satisfac
tion levels, such as Andreasen (1977) and Westbrook (1980). Others
5
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
investigated the causes and sources of dissatisfaction, including Day
(1977) and Diamond, Ward, and Faber (1976).
Researchers, Oliver (1980) and Swan and Combs (1976), addressed
the theoretical bases of satisfaction. Although investigative inter
est was stimulated in these areas, little attention was focused, in
the marketing literature, toward consumers' reactions to satisfaction
or dissatisfaction. As postulated by Richins (1983), even though
there has been little research focusing on customer responses to
dissatisfaction directly, suggestions appeared indirectly in some
consumer behavior literature that repeat purchase attitude is influ
enced. One nationwide study, Technical Assistance Research Programs
(1979), reported that depending on the nature of the dissatisfaction,
from 30% to over 90% of dissatisfied respondents did not intend to
repurchase the brand involved.
According to Rosenberg, Czepiel, and Akerele (cited in Bahr,
1980) marketing is under attack from consumer advocates, government,
mass media, and many consumers themselves. Bahr (1980) observed that
everyone from Ralph Nader to the next door neighbor is part of this
attack. As a result, the marketing community has responded by up
grading customer service departments, toning down advertising, and
numerous in-house studies on consumer satisfaction have been commis
sioned. As stated by Lele and Karmarkar (1983), customers when
making purchases often believe they are buying more than the physical
item. The purchase decision is accompanied with expectations about
the level of postpurchase support the product carries with it. This
can include anything from the replacement of a part due to failure to
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
complex warranties designed to meet customer needs over the product's
entire useful life. Defining these expectations of support and
fulfilling them effectively can be critical to a successful marketing
effort. Takeuchi and Quelch (1983) argued that the quality of cus
tomer service after the sale is often as important as the product
quality itself. They concede, however, that excellent customer ser
vice can rarely compensate for weak products totally. But weak
customer service can promptly nullify all the advantages associated
with delivering a product of superior quality. In an effort to place
the concept of consumer dissatisfaction into perspective for market
ing managers Lambert (1980) recommended the following:
Modification of marketing strategies, programs, and practices in view of alienation, either to capitalize on consumerism or defend against detrimental effects, assumes that retailers can identify the things that clash with alienated consumers' sensitivities. Because the things that alienated consumers find offensive may vary with market segments, geographic areas, and types of retailing operations, each firm must examine its own situation.(pp. 22-23)
Ways to Measure Consumer Satisfaction Levels
As noted by Ross and Oliver (1984), American firms are the
recipients of millions of letters and phone calls each year from
consumers who have complaints, compliments, or questions and sugges
tions regarding products and services. Exact numbers are unknown,
but it is undoubtedly certain that companies hear from more customers
through this communication channel than they do through formal con
sumer research activities such as surveys and focus groups. These
letters, phone calls, and other methods through which consumers may
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
elect to contact organizations, including government agencies, the
Better Business Bureau, etc., are normally referred to as volunteered
or consumer initiated communications. The distinction between con
sumer initiated and company initiated customer satisfaction informa
tion is not completely clear. However, most researchers would agree
that the primary distinction is that with company initiated customer
satisfaction research the firm selects a meaningful sample from a
known universe of users and obtains responses from a reasonable
number of these target respondents. Consumer initiated communica
tions, on the other hand, are by definition self-selected. In the
opinion of Levitt (1983), one of the strongest signs of poor customer
satisfaction is the absence of complaints from customers. It is not
reasonable to think that consumers can be that satisfied, especially
over an extended period of time. Chances are customers are either
not being candid or not being contacted.
A Technical Assistance Research Programs (1983) study found that
the average business hears from only 4% of its dissatisfied custom
ers. For every complaint received by the company, the average busi
ness has another 26 customers with problems, at least 23% of which
are serious. In the opinion of Swan and Longman (1975), even though
automobile companies may hear from a higher than normal percentage of
dissatisfied customers, they still get complaints from only 25% of
those who are not satisfied. Gilly and Gelb (1982) suggested that
dissatisfied automobile customers are 3 times more likely to go to
the retail level with their complaints than to the manufacturer.
However, there appears to be no research studies indicating how many
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
customer communications at the dealership level by unhappy customers
are viewed as complaint opportunities, much less how many are acted
upon by the retailer.
Causes and Sources of Dissatisfaction
According to Anderson and Jolson (1973), a successful marketer
must communicate with customers, not just to them. Some consumer
advocates argue that too much of current marketing communication
stresses persuasion and imagery at the expense of other more relevant
information. It seems that the consumer movement is demanding that
manufacturers and retailers provide additional information, such as
product performance characteristics, safety standards, and warran
ties. Perhaps emphasis on this information would narrow the distance
between consumer product expectations and actual performance, thus
lessening an important source of dissatisfaction. Barbeau (1985)
contributed further to the theory that customer expectations influ-v.—
ence dissatisfaction by explaining that the expectation process is
composed of two dimensions. One dimension is concerned with the
outcomes the consumer believes will be obtained from the product
purchase, and the other is concerned with the outcomes the consumer
believes should be obtained from the product. The first dimension
corresponds to predictive expectations. Predictive expectations are
generally produced by prior experience with the product and other
information about how the product will perform such as advertising,
salesperson claims, and word of mouth from other persons who have
used the product. The second dimension corresponds to normative
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
expectations. Normative expectations imply a standard against which
the product will be judged. For example, a customer trying a new
brand with which he or she has had little experience may judge it
against prior experiences with other brands. Disconfirmation of
either dimension of expectancy can result in customer dissatisfac
tion. Barbeau further stated that additional research is required to
better understand customer expectations as important factors in dis
satisfaction.
Theoretical Bases of Satisfaction
In the viewpoint of Westbrook (1982), it is only recently that
researchers have begun to inquire into the nature of satisfaction
itself. He referred to the 1977 Marketing Science Institute Confer
ence on Customer Satisfaction as the first time that the conceptuali
zation of satisfaction was seriously addressed. At that conference,
Hunt (1977) proposed that consumer satisfaction is essentially an
evaluation of emotions sustained by consumers in the course of their
consumption experiences. Alternative conceptualizations were subse
quently offered by Westbrook (1980, 1981) and Oliver (1980, 1981),
each of whom conceived satisfaction as the emotional response which
followed an evaluation of the outcomes of consumers' purchase related
experiences. Levitt (1983) observed that the relationship between a
seller and a buyer doesn't end when a sale is made. The sale simply
consummates the courtship, at which point the marriage begins. How
satisfying the marriage is depends on how well the seller manages the
relationship. Westbrook (1981) categorized consumer experiences into
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
three broad types. The first is experiences related to the retail
outlet itself, such as dealing with an automobile dealership. Second
are the experiences that the customer has with the product. And
third is the service obtained from the retailer. Each of these
experiences receives an evaluation and an accompanying emotional
reaction from the consumer. It therefore may be possible to employ a
range of approaches not directly related to the product to raise
levels of customer satisfaction. As such, these concepts of consumer
satisfaction are of considerable value in mapping marketing strategy.
Statement of the Hypotheses
It is believed by this researcher that the preceding review of
the literature has established a theoretical foundation for this
study. Indeed, it was the goal of this study to examine today's
automobile industry through use of this theoretical foundation.
Hopefully by employing selected satisfaction, dissatisfaction, and
complaining behavior theories, useful information can be generated
toward a better understanding of automobile customers' needs and
wants. This is of particular importance at this time as customer
loyalty to domestic automobile brand names and individual dealers is
at an all time low. This condition exists for a number of reasons.
As explained by Power (1983), in the 1930s population growth, sub
urban sprawl, and increasing mobility combined to break up the per
sonal relationship new car dealers generally had with their custom
ers. Dealer loyalty by customers began to wane, but this was offset
partially by brand name loyalty, which didn't start to break down
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
until the 1970s.
The addition of new import nameplates, offering consumers a wide
variety of purchase alternatives, coupled with the sheer'increases in
the size of individual dealerships pushed traditional customer
loyalty almost out of the picture. Yet, the positive side for deal
ers was that there appears to be a tremendous opportunity to estab
lish a new kind of customer loyalty based on superior service to the
consumer. With this in mind, seven hypotheses were constructed which
test the relationship between defined levels of specific customer
service provided by dealerships and new customer loyalty, as judged
by dealership overall sales success. The development of the hypothe
ses was based on the review of the literature and this researcher's
25 years of experience as an employe and manager in a large domestic
automobile company.
Development of the first hypothesis, which probes into the
relationship of overall customer satisfaction and sales success, was
particularly influenced by Hunt (1977), who argued that intention to
repurchase is an excellent composite measure of customer satisfac
tion. If an equivalent repeat purchase is intended, that indicates
the first purchase was important enough to be repeated and the origi
nal choice provided satisfaction at a level in which the customer
doesn't feel compelled to seek an alternative choice the second time.
This is a reverse way to measure customer satisfaction but it has
support in marketing literature.
In the opinion of Olshavsky (1977), it should be expected, at a
minimum, that ths dissatisfied consumer will discontinue use of the
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
13
unsatisfactory product, service, or brand, or conduct a personal
boycott of the offending retailer. In D3A Today. Grangenois (1983)
reported: "In the rough and tough slugfest for profits, market
share, and in some cases survival, companies across the USA are
finding out that nice guys don't finish last" (p. IB). The message
being that United States companies are discovering that customer
satisfying attitudes, as much as high tech products, can keep them
competitive. Fincher (1933), in Dun's Business Month, warned corpo
rate planners: "Too often, in fact, the lackluster results on corpo
rate balance sheets are matched by similarly indifferent attitudes
behind the counter" (p. 89). It is not that firms are unaware of
this situation. It is simply that they become so involved in manag
ing finances, cost controls, and marketing that customer service at
all levels is often neglected.
As a result of the review of related literature and in response
to the widely acclaimed, but often ignored, importance of customer
satisfaction in the automobile industry, the following was hypothe
sized:
Hypothesis 1: There exists a direct relationship between over
all new automobile dealership customer satisfaction ratings and sales
success as measured by market penetration ratings.
Examined by the second hypothesis of this study was the rela
tionship between product warranties and sales success. Kendall and
Russ (1975), defined the range of warranties as follows:
A warranty is an affirmation by the seller of the quality or performance of the goods he is trying to sell. Express warranties make such an affirmation in writing. They range
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
from simple statements about product attributes (e.g.,"pure wool") or product performance ("satiafaction guaranteed or your money back"), to the complex documents limiting the legal responsibilities of manufacturers of automobiles and appliances, (pp. 36-37)
According to Bernacchi, Kono, and Willette (1979), the warranty
promise is a reasonable way of reducing the buyer's perceived risk as
he or she prepares to make a purchase, especially in the case of a
high priced product. As put forth by Darden and Rao (1977), satis
faction with repairs under warranty is instrumental in encouraging,
or retarding, repeat sales with present customers. Warranties are
expected to increase consumer satisfaction, and to do so by providing
security, peace of mind, and insurance with respect to the minimum
performance characteristics of the purchased products. Glassman and
Smith (1979) summed up warranty satisfaction by outlining four pri
mary factors. The first is the comprehensiveness of the warranty
coverage. Second is the ease and speed in obtaining repairs. Third
is the quality of the repairs. Policy adjustment shortly after the
warranty expires is the fourth factor.
The foregoing literature review and personal automobile market
ing experience leads this researcher to present the following:
Hypothesis 2: There exists a direct relationship between war
ranty service ratings received by new automobile dealerships from
their customers and sales success as measured by market penetration
ratings.
Dealership service departments and how they influence new car
sales success was inquired into in the third hypothesis. Bohon
(1985) stated that long before market researchers started utilizing
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
customer satisfaction surveys, successful new car dealers recognized
that one of the most rewarding ways to retain customers and promote
repeat business was through a confidence inspiring service depart
ment. Reporting his findings from a study which included 50,000
interviews with owners of automobiles, Braden (1977) concluded that a
high degree of relationship was discovered to exist between re
purchase intentions and repair experience. Power (1982) added that
recurring repair problems do more to sabotage the chances for repeat
buyers than any other single factor: "Owners who experience mechani
cal difficulties with their new car that are not fixed with dispatch,
and stay fixed, are quick to broadcast their woes to anyone who will
listen" (p. 4). According to Bearden, Crockett, and Graham (1979),
service problems may be due to any combination of dishonesty, in
competence, error, difference of opinions, lack of consumer knowl
edge, and/or poor communications between car owners and service
departments. Poor service departments at new car dealerships may
have a specific source, in the viewpoint of Turnbull (1982):
Car dealerships are generally owned by salesmen, not by mechanics, and the salesmen may not know or care much about the mechanical end of things. But if the boss man in the dealership doesn't care much about mechanical things he does know that his customers want a show of service, so he still may have a good looking service shop. Good looking, but maybe not so good. (p. 18)
Drawing upon this researcher's automotive experience, the fault is
more likely in the "salesman" owner's lack of leadership skills that
allows a significant investment in a "good looking" service shop to
be just show. Bennis (1983) said, "While most managers concern
themselves with doing things right, leaders focus on doing the right
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
things" (p. 64).
Based upon their surveyed sample of 2,330 new ear owners,
Bernacchi et al. (1979) reported:
The most frequently mentioned reason for service dissatisfaction was repeat service visits for the aame problem, either not getting it fixed correctly or not getting it fixed at all the first time. Of the 289 service dissatisfied, 872 checked repeat service visits as one source of dissatisfaction (respondents were invited to check as many as applied). In addition, repeat visits was most mentioned as the most irritating service problem, (p. 141)
Bohon (1985) echoed these findings and advised that people can under
stand coming in once to a new dealership's service department for a
problem, but not having to come back again for the same problem.
Therefore, since service department comebacks are representative
of service dissatisfaction, this hypothesis is presented:
Hypothesis 3: There exists an inverse relationship between the
number of times customers must bring back their automobile to a new
car dealership service department to satisfactorily solve the same
problem with the automobile and the dealership's sales success as
measured by market penetration ratings.
Involved in the fourth hypothesis was the condition of the new
car as delivered to the purchaser, his or her degree of satisfaction,
and how this related to dealership sales success. Power (1984)
reported that in February 1984, J. D. Power and Associates conducted
a New Car Delivery Condition Test Survey (NCDC). Some 39,500 respon
dents were requested to indicate if there was anything wrong with
their new cars when they were delivered. Results of the NCDC test
indicated that 402 of the total respondents experienced problems with
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
their new cars upon delivery. Included in the list of problems were
squeaks and rattles, electronic failures, interior finish, paint and
moldings, noise problems, and even engine stalls.
It appears reasonable to expect that the customer's satisfaction
with his 'or her new car at delivery sets the tone for the entire
ownership experience. This led this researcher to present the fol
lowing :
Hypothesis 4: There exists a direct relationship between new
car delivery condition, customer satisfaction ratings, and sales
success as measured by market penetration ratings.
Explored within the fifth hypothesis of this study was the role
of salespeople, how they can satisfy customers, and consequently how
the various levels of satisfaction relate to dealership sales suc
cess. Unfortunately many consumers feel that car buying is a frus
trating, unpleasant experience, and that bartering is designed to
confuse customers, that salesperson practices are unethical and lack
professionalism. Swan and Oliver (1985) believed that there was an
exchange of equity between a customer and a salesperson. In brief,
the equity theory suggests that a customer will compare his or her
inputs, such as shopping effort, to outcomes received from the sales
person and form a perception of net gain. The customer is also
believed to estimate what the salesperson invested in the way of
inputs, to serve the customer, and the outcomes that the salesperson
received, such as a profitable sale. The final step is the compari
son of customer to salesperson net gain. If the net gain favors the
salesperson then customer dissatisfaction is the result. Peters and
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Waterman (1984) provided a simple message to salespeople derived from
their studies of many excellent companies:
All business success rests on something labeled a sale, which at least momentarily weds company and customer. A simple summary of what our research uncovered on the customer attribute Is this: the excellent companies reallyare close to their customers. That's It. Other companies talk about It; the excellent companies do It. (p. 156)
Hopefully, the Image of the fast talking, bright plaid double
knit suit, car salesperson Is giving way to a higher level of profes
sionalism. The fastest way to convince dealers to remove the cartoon
salesperson Is to show them the detrimental effect these employes
have on customer satisfaction with their sales staffs and sales. In
that regard the following was hypothesized:
Hypothesis 5: There exists a direct relationship between new
car dealership sales staff customer satisfaction ratings and sales
success as measured by market penetration ratings.
Examined in the sixth hypothesis were new car dealership sales
person turnover rates and the impact this phenomenon has on dealer
ship customer satisfaction. It is a commonly believed marketing
principle that it is desirable to select a satisfactory sales staff
and to retain those individuals who are selected because, In general,
the longer the salesperson remains with a firm the more valuable he
or she is to the firm. The nature of costs of salesperson turnover,
implied by Heneman, Schwab, Fossum, and Dyer (1980), included the
cost of placing the new salesperson in the firm, such as training,
and the indirect loss due to the ineffectiveness of the new sales
person. They also viewed a turnover rate of 40% as excessive. Vogel
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
(1984) viewed Che costs of salesperson turnover in a slightly differ
ent aanner: "Turnover gets to be very costly, not only the hiring,
but the open territories, general disruption, and a bad image as far
as the customers are concerned" (p. 20).
The automobile industry has a salesperson average turnover rate
in excess of 40Z, which raised the following hypothesis:
Hypothesis 6: There exists an inverse relationship between new
car dealerships' percentage of salesperson turnover and overall new
automobile dealership customer satisfaction ratings.
Pursued in the seventh and final hypothesis was the relationship
between salesperson turnover and sales staff customer satisfaction.
The two previous hypotheses examined the relationship of the sales
staff and salesperson turnover to other variables, respectively. The
close association of these two variables led this researcher to
hypothesize the following:
Hypothesis 7: There exists an inverse relationship between new
car dealerships' percentage of salesperson turnover and sales staff
customer satisfaction ratings.
Summary
In summary, the preceding review of literature was divided into
five sections. In the first section the impact that customer satis
faction or dissatisfaction has on repurchase attitude, market per
formance, and managerial perspectives was dealt with. In the second
section selected ways to measure consumer satisfaction levels were
provided. There followed in the third section a review of causes and
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
sources of dissatisfaction. In the fourth section the theoretical
bases of satisfaction were addressed. Seven hypotheses based on the
review of literature as well as this researcher's experiences in the
autoaobile industry were offered in the fifth section.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
CHAPTER III
DESIGN AND METHODOLOGY
In this chapter are presented the research design and method
ology used in this study. Contained within is a discussion of the
population of interest to this study as welT as of the subpopulation
that was studied. This is followed by a description of the data
gathering instruments with attention focused on the development, the
purpose, the content, and the administration of the instruments. A
discussion of the procedures used in this study completes the chap
ter.
Population of the Study
The population of interest in this study was 5,250 new passenger
car dealerships franchised by a major automobile company. To protect
the anonymity of the company a pseudonym, Universal Motor Company,
has been substituted for the actual commercial name. Total annual
passenger car sales by Universal's dealer network for the period of
this study was approximately 2 million units. Universal is a mul
tiple carline manufacturer and has franchised dealerships in every
state. The sales department of Universal Motor Company appoints new
dealers, administers the franchise agreement, and provides business
management council to all of Universal's dealerships. To accomplish
these responsibilities, the organizational structure of the sales
department had four levels (see Figure 1).
21
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
22
CentralOffice
6 Regional Offices
42 Zone Offices
504 Districts
5,250 Dealers
Figure 1. Universal Motor Company Sales Department.
The top level of the organizational structure of the sales
department was Universal's central office located in a major metro
politan city. Within the second level, at the time of this study,
the United States was divided into six geographic areas labeled as
regions (see Figure 2). Each region was in turn divided into seven
zone areas, as the third level (see Figure 3). To make up the fourth
level, zone3 were divided into an average of 12 districts, and each
district had an average of 10 dealerships within its boundaries.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
23
CMAT L W B
SOUTHWEST
Figure 2. Universal Motor Company's Six Regions.
Figure 3. Universal Motor Company's 42 Zones.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Subpopulation of the Study
The subpopulation investigated in this study was the 42 zones of
Universal Motor Company. Available from each zone was composite
business information reflecting the approximately 125 dealerships in
each zone. This subpopulation was chosen for the study because of
the availability of pertinent data deemed to be representative of the
dealer network as a whole.
Instrument Development
The data from which this study was drawn originated from three
instruments which were used extensively by Universal's Marketing
Information and Research departments. The first instrument, the
Customer Satisfaction Index (CSI), provided customer satisfaction
data through use of a mail questionnaire sent directly to a large
sample of Universal's new car purchasers. The second instrument,
entitled the R. L. Polk Community Registration Report, provided new
car purchaser registration data by dealer area. The third instru
ment, the Sales Personnel Productivity Report, provided sales produc
tivity and employment status data for each salesperson in Universal's
dealerships.
Instrument Purpose
The purpose of Universal's CSI program was to measure customer
satisfaction on a continuous basis with regard to Universal new cars
and the service provided by Universal dealers. These data were used
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
in the study to rate total zone customer satisfaction levels through
the combined CSI ratings of each zone's dealers.
The purpose of the R. L. Polk Community Report^ for Universal's
use, was that of monthly measurement of market penetration versus
competition for each of Universal's dealership areas. In the study,
the registration data were used to rate total zone sales success
through the combined registrations of each zone's dealers.
The purpose of the Sales Personnel Productivity Report was to
collect and prepare salesperson sales data for various comparisons,
as well as to provide individual salesperson qualifications for
Universal's sales honor societies. For purposes of the study, the
Sales Personnel Productivity Report was used to determine total zone
salesperson turnover percentages through the combined data of all
salespeople within each zone.
Instrument Content
Page 1 of the 4-page CSI questionnaire (see Appendix A) is
computer imprinted with the owner's name, the model and series of
vehicle owned, the name and location of the selling dealer, and the
month and year of purchase. The complete questionnaire contains 17
questions which refer to the selling dealer and to the automobile
listed on page 1. The. data obtained from four of the questions were
selected for use in the study. A discussion of each of the four
selected questions follows.
Question 3 (see Figure 4) asked the customer about the selling
dealership's sales staff. Did they have a good attitude, know their
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
26
produce, explain Che features of the car and the warranty, and treat
customers right?
ABOUT YOUR DEALER'S SALES STAFF ■■ ' ' ■ ■3. H o w ftM to w m b w wHhtha SALES STAFF 1 ymr mW— a— r i d t o l n i b hfcw taa t t t
(By sales staff we mean the salesperson, the sales manswer or the owner).
THE SALES STAFF:V tfjr
‘s'wua*1Natter SUM*fcj_aai----jIvHr U H H N
1 TaiaiH ut1 teawmi*
VeryMm iM M
Has A Good Attitude ................................................................. ........... □ □ □ □ □Is Well Informed About The Product ............................... ........... □ □ □ □ □Explained The Features Of The Car...................................... ........... □ • • • • . . . □ . . . . . . . . . . . . . . . . . . . . . . . □Explained The New Vehicle Warranty ............................... ........... □ □ □ □ □OVERALL SATISFACTION WITH SALES STAFF....... ......... □ □ □ □ □
Figure 4. Question 3 of CSI Questionnaire.
The customer respondent provided answers by marking boxes under
any one of five predetermined, consistent throughout the question
naire, response ratings (see Figure 4). Only the data collected from
the "overall satisfaction with sales staff" part of Question 3 were
used in the study.
Question 4 (see Figure 5) dealt with the delivery condition of
the new car. Customers were asked to respond to items such as clean
liness and mechanical operation. Only the data collected from the
"overall satisfaction at time of delivery" part of Question 4 were
used in the study.
Question S (see Figure 6) asked customers for responses on what,
if any, warranty services they had sought from the selling dealership
and the number of trips needed to correct the same problem. Only the
data regarding the "number of trips needed to correct the same prob
lem" part of this question were used in the study.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
27
AT THE TIME OF DELIVERY - --------- '■ :4. How satisfied wore you with the condition or your IMS product AT THE TIME OF DELIVERY considering
tbo blowing Itomi? (By delivery we mean when you first received it from the dealer.)Si— nOot NtMur sm m m s w wtm Vtn S«U*a«0 Nor D lltl lh O dMWliOrt DtMXbltO
Cleanliness of Car............................................ □ □ □ □Mechanical Operation ( engine, transmission, etc.) ........ □ □ □ □Electrical Operation ( lights, radio, power windows, etc.) .. . . . . . . ...□ .... .... □ ........ □... .. nBody Fits (doors, hood, trunk lid. moldings, e tc .).......... □ □ □ □Paint Finish ................................................. □ □ □ □OVERALL SATISFACTION AT TIME OF DELIVERY .. □ □ □ □ □
Figure 5. Question 4 of CSI Questionnaire.
S. Thinking about your IMS product, have you had WARRANTY SERVICE from your sellna dealer on any ofthe items Haled below? If “YES," pteaae check the number of tripe needed to correct the SAME problem.
Nam btr oTTHpi N m M H id S m ltt? lo C o«m t SAME Problem
V t* No I 1 3 o r more
Air Conditioning......................................................... ..... ....... ...Body Fits (doors, hood, trunk lid. e tc .)...................... ..... □ □ □ □ □Body Water Leaks, Wind Noise ................................ ..... □ □ □ □ □Brakes.......................................................................... .............. ........ .........Steering........................................................................ .............. □ □ □ □ □Electrical (lights, gauges, instruments, e tc .) .............. .............. □ □ □ □ □Engine Hard to Start, Won't Start ............................. .............. □ □ □ □ □Engine Noise, Knock.................................................. .............. ....... .........Engine Rough Idle, M isfiring...................................... ..... □ □ □ □ □Oil Leaks .................................................................... .............. □ □ □ □ □Paint............................................................................. ........ .........Radio............................................................................ .............. □ □ □ □ □Speedometer................................................................. .............. □ □ □ □ □Squeaks and Rattles.................................................... .............. ........ .........Transmission ........................................................ .............. □ □ □ □ □Trim, Hardware. Moldings......................................... ..... □ □ □ □ □Wheels, Tires, V ibration............................................. ..... ......Other □ □ □ n n
(Please write ini
Figure 6. Question 8 of CSI Questionnaire.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
28
Question 9 (see Figure 7) asked customers to rate the selling
dealership's warranty service. Considerations included were attitude
of service personnel, promptness of attention, and convenience of
hours. Only the data collected from the "overall satisfaction with
the warranty service" part of Question 9 were used in the study.
9. How satisfied hive yen bsra with the WARRANTY SERVICE from your gjHng frthf ctmdikrtsf «ho Mowing Items?V try Soawwhat Neither SatltBad Sim i what Very
Saddled Sedsfed Nar OlmaUe«ed Dlmadi fied Mmadeaed
Service People Have A Good Attitude .................................... □ □ □ □ GService People Wait on Me Promptly ..................................... □ G G G GService People Understand My Problem................................ G ..........G ..............Q .............G .......... QRepair Order Is Easy to Understand ....................................... G G Q Q GJob is Done When Promised .................................................... G G Q Q GJob is Done Right The First Tim e........................................... Q ..........Q ...............Q ........... G .......... GService Hours Are Convenient ................................................ Q G Q O ONeeded Parts Are in Stock Q Q Q G QOVERALL SATISFACTION WITH WARRANTY SERVICE 0 G □ □ □
Figure 7. Question 9 of CSI Questionnaire.
Question 10 (see Figure 8) was designed to obtain the customer's
overall satisfaction with the selling dealer, including sales staff,
the delivery condition, and any service on the car received at the
selling dealership. The data collected from this question were used
in the study.
TOTAL SATISFACTION WITH SELLING DEALER10. Overall, how satisfied have you been with your seUlna dealer? (Including the sales staff, the delivery condition o f your
1985 product, and any service you may have received at your selling dealer on this car.)
Vtry Somewhat Neither S Misfed Somtwhat VtrySatis fed Sails fed Nor Dieeadened DtmaUsfed DtseaUsfed
G G G G G
Figure 8. Question 10 of CSI Questionnaire.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
The five rating responses that customer respondents could choose
within each question category were applied to a rating scale struc
ture (see Figure 9). The indexes of customer satisfaction shown in
the dealer and zone reports were based on this rating scale.
NeitherSatisfied
Very Somewhat Nor Somewhat VerySatisfied Satisfied Dissatisfied Dissatisfied Dissatisfied
I_________I_________ I_________I_________1(100) (75) (50) (25) (0)
Figure 9. CSI Rating Scale.
The numbers in parentheses on the scale in Figure 9 were the
weights used to calculate the indexes. They ranged from 100 for a
very satisfied response to 0 for a very dissatisfied response. These
weights were not shown on the mail questionnaire. From the customer
responses to the satisfaction scale, a 2-digit average rating or
index was calculated (see Figure 10). The customer satisfaction
indexes were calculated for each question in the CSI questionnaire
for all the customer respondents for each Universal dealer. Thus,
dealership indexes were provided. Through use of the dealer CSI
rating, Universal could counsel with dealers as to their individual
customer satisfaction indexes and where improvements in customer
satisfaction needed to be made in their operation. For comparison
purposes, Universal calculated and communicated within the company
CSI ratings for each zone (see Appendix D), by combining the total
responses from all questionnaires returned for all CSI dealers in
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
each zone. Zone CSI ratings for Che selected questions were utilized
in the study.
Number of Rating respondents
Rating scale description
scalevalue
rating each category
Very dissatisfied 0 X 8 - 0
Somewhat dissatisfied 25 X 9 m 225
Neither satisfied nor dissatisfied 50 X 9 « 450
Somewhat satisfied 75 X 45 m 3,375
Very satisfied 100 X 93 - 9,300
164 13,350
13,350/164 * 81 mean value or index
Figure 10. Calculation of Customer Satisfaction Index.
The R. L. Polk Community Report was based upon new vehicle
registrations at the time of purchase. This was possible because
registration of motor vehicles was required by law in every state.
The two principal elements used to compile the Community Registration
Report were the postal communities in the dealer's Area of Primary
Responsibility (APR), and the new unit registrations within those
communities. The postal communities which constitute Universal deal
ers' APR were determined by Universal through studies which included
such items as number of new unit registrations in each community, the
road network, natural barriers, stability of the community (permanent
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
31or temporary, such as military posts or resort areas), and population
trends. The registration data for the APR are purchased through R.
L. Polk & Company and are derived from official state documents.
Universal dealers are provided copies of their individual monthly
Community Registration Reports (see Appendix B). The term market
penetration refers to the percentage of dealer registrations of
Universal automobiles, over a given period of time, by the franchised
dealer in his or her APR versus the industry market. A simple calcu
lation (see Figure 11) of dividing, registrations by total industry
results in market share.
Dealer Total Marketregistrations industry penetration
400 f 2,000 - 20%
Figure 11. Calculation of Dealer Market Penetration.
For comparison purposes Universal calculates and communicates
within the company market penetration percentages for each zone (see
Appendix D) by combining the total registrations from all Universal
dealers in each zone and dividing the sum by the zone's industry
total. Zone market penetration percentages are utilized in the
study.
The Sales Personnel Productivity Report information is collected
through the completion of report forms by Universal dealers (see
Appendix C). The data provide detailed information concerning each
dealer's sales force such as salesperson average sales, sales honor
club points, and salesperson turnover percentage. For comparison
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
purposes Universal calculated, and communicated within the company,
salesperson turnover percentages for each zone (see Appendix D) by
combining the total salesperson data from all Universal dealers in
each zone. Zone salesperson turnover percentages were utilized in
the study.
Instrument Administration
The data required for this study were obtained from three
separate instruments used by Universal's Research and Information
departments at the time of this study, and each drew from completely
diverse sources and required dissimilar collection techniques.
The CSI program included approximately 1,800 Universal dealers,
or about 80Z of Universal's total yearly sales. Customers who re
ceived questionnaires were selected based on a stratified random
sample. Customers were mailed their questionnaires at the 6-month
point of ownership. This timing gave the customer long enough to
have returned to the dealership yet provided relatively recent infor
mation on the sales experience and delivery condition of the car. To
maximize questionnaire returns, a follow-up card was mailed to each
customer 4 days after the original mailing. Approximately 600,000
questionnaires and follow-up cards were mailed for the year of the
study, 1983, with a response rate of slightly over 50Z. Some Univer
sal dealers expressed a concern that the replies would be heavily
biased on the negative side because owners with complaints are more
likely to reply than satisfied customers. A Universal telephone
survey of 9,000 nonrespondents to the CSI questionnaire was used to
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
check Che possibility of a nonresponse bias. The customers tele**
phoned answered the questions from the questionnaire in the same
general manner as the customers who returned the questionnaire. When
asked why they hadn't responded, the majority answered that they were
"tob busy."
The Community Registration Report, purchased from R. L. Polk &
Company, was used by all domestic automobile companies. The reports
were compiled only from official state documents, that is, registra
tions made with and accepted by the motor vehicle bureau of each
state. R. L. Polk & Company maintained a field force of trained
representatives who not only obtained the registration information
but also maintained close contacts in every state. These contacts
reached from top state officials through the motor vehicle groups to
dealer associations and others interested in vehicle registration
procedures. In this way, Polk field representatives were alerted to
any unusual situation within the states which might require special
study or attention. The credibility of the R. L. Polk Community
Registration Report in the automobile industry was rarely questioned.
The Sales Personnel Productivity Report was completed monthly by
Universal dealers and was computed and printed by a branch division
of Universal Motor Company. Dealers with salespeople were required
by the Universal franchise to participate in the reporting program.
Design and Procedure
This study was designed to answer research questions concerning
the relationship which was hypothesized to exist between automotive
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
dealership customer service satisfaction with sales success. In
order to test the hypothesis, this researcher relied upon three
research instruments utilized by a major automobile company. The
resultant data were deemed to represent the total dealer network of
5,250 dealerships; however, it was reported in terms of 42 geographic
zones (see Appendix D). These data were used because they were
accessible to the researcher and thought to be representative of the
larger population.
A hypothesis regarding the relationship of overall new automo
bile dealership customer satisfaction ratings and sales success was
developed as were hypotheses regarding warranty service, comebacks
for the same service problem, new car delivery condition, dealership
sales staffs, and salesperson turnover. In order to investigate each
of the hypotheses developed and utilizing the data extracted from the
three instruments discussed previously, geographic zone totals were
compared for each variable. In an endeavor to determine whether or
not relationships existed between the variables referenced in each
hypothesis, the Wayne state University Computing Services Center,
Detroit, Michigan, was utilized to plot a scattergram and compute a
Pearson product-moment correlation for each hypothesis.
Comments relating to the analysis of data are included in Chap
ter IV ("Results") following the discussion of each hypothesis.
Summary
Presented in this chapter was a description of the population of
interest and subpopulation studied, type of instruments utilized in
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
the atudy to collect date, and discussion of the research design and
procedures. Addressed in the next chapter are the results of the
data interpretation procedures.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
CHAPTER IV
RESULTS
Reported in this chapter are the findings of the study. The
problem investigated by the study posed the question, do new car
dealers who rank high in providing satisfactory customer service also
have higher success in new car sales? The significance of the study
was to provide a degree of insight into this question and thus deter
mine to what extent the results can be utilized within the strategic
planning of automobile companies. Reported in the first section of
this chapter is general information regarding the data collected;
reported in the second section are the results of the seven previ
ously offered hypotheses.
Review of Information Regarding Data
The population of interest consisted of 5,250 franchised new car
dealerships of a major domestic automobile company. The subpopula-
tion studied consisted of 42 geographical zones of the company. The
data which are presented as zone totals reflect the combined totals
of data of all dealerships within each zone. The zone data were
extracted from three instruments utilized by the automobile company
focused upon in the study. The three instruments were: (a) Customer
Satisfaction Index Program (CSI), (b) R. L. Polk Community Registra
tion Report, and (c) Sales Personnel Productivity Report. The data
collected by the three instruments utilized in the study represent
36
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
the calendar year o£ 1983. The following provides a brief descrip
tion of the zone characteristics of interest examined by the instru
ments which are basic to the findings to be presented:
1. Zone passenger car market penetrations in 1983.
2. Zone overall new car dealer customer satisfaction in 1983.
3. Zone warranty service customer satisfaction in 1983.
4. Zone percentages of times customers were forced to bring
their new car back more than once to the selling dealer for the same
service problem in 1983.
5. Zone new car delivery condition customer satisfaction in
1983.
6. Zone customer satisfaction with dealership sales staffs in
1983.
7. Zone percentages of salesperson turnover in 1983.
Test of Hypotheses
An analysis of variables which are of interest to this re
searcher when comparing new car dealership customer satisfaction with
dealership sales success are offered in the following hypotheses.
The hypotheses resulted from the review of the literature as well as
the experiences of this researcher who has worked both as a non
management and management level employe for the subject company
during the past 25 years. Rationale for the stated hypotheses was
offered in the review of literature.
For the sake of clarity, each of the seven hypotheses are pre
sented and a review of the results of testing follow.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Hypothesis 1; There exists a direct relationship between over
all new automobile dealership customer satisfaction ratings and sales
success as measured by market penetration ratings.
A review of the scatter of the points in the scattergram (see
Figure 12) suggests a positive and linear relationship between cus
tomer satisfaction ratings and market penetration ratings.
A Pearson product-moment correlation coefficient for these data
is .64 (see Figure 12). Therefore, using an alpha of .05 it is
possible to reject the null hypothesis that the (Pearson product-
moment correlation coefficient) parameter rho is equal to zero,
against the alternate hypothesis that it is greater than zero.
The scattergram suggests and the correlation coefficient con
firms the presence of a direct relationship between customer satis
faction ratings and market penetration ratings. Therefore, these
data support the hypothesis that a direct relationship exists between
dealership customer satisfaction ratings and sales success as mea
sured by market penetration ratings.
Hypothesis 2: There exists a direct relationship between war
ranty service ratings received by new automobile dealerships from
their customers and sales success as measured by market penetration
ratings.
A review of the scatter of the points in the scattergram (see
Figure 13) once again presents a lower-left-to-right pattern, sug
gesting a positive relationship between the variables of interest.
The Pearson product-moment correlation calculation produced a
result of .54 (see Figure 13). Using an alpha level of .05, it is
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
39
s e i f f i i i i M i oo toami ocu 9.00 t i c 19.00 19.00 IT. 00
u c o o ttJ p c m t t .o o a t.o o 19.00 99.00 ar.oo
99 .00 ♦111t
•0 .0 0 *1I1I
99 .00 ♦1t11
9 0 .0 0 »1t1
9 4 .0 0 *tI11
9 9 .00 ♦11f1
W .b 6 ' ♦111-179.00 *
tIKI
7 9 .00 ♦1t11
74.00 ♦11t1
79.00 ». •••9.01
titiit I ’tiiiK itI It
It•.I!•IIItItIII
to.00 19.00 14.00 19.00 19.00 90.00 99.00 99.00 99.00
COtKCUrtON <*)• 0.99744 9 SOUAlfO 0
(XCIUOID VAIUIS* 0
SIGNI7ICAMCI
MISSING V AIUH
Figure 12. Relationship of Zone 1983 Overall Dealership CS1 Ratings to Zone 1983 Passenger Car Percentage of Market Penetrations.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
40
SCATTI99JMM O f fOOWH « *M (ACtOlt) 9CA9t .0 0 1t .00 t3 .00 1».00 IT.00 19.00 31.00 33.00 39.00 37 00
9 1 . 0 0 *
79.00
77.00
w.oo
73.00
71.00
•9.00
•7.00
•9.00
•3.00
• 9.00 *
•• •
• .00 10.00 13.00 14.00 19.00 13.00 20.00 32.00 24.00 29.00 20.00
COMIUTtON («>* 0.94397 9 SQUAMO 0.29990 SICNIPICANCK
n o rrto valuco - 43 CXCUJOCO VALUC9- MIS9IN0 VALUC9 *
Figure 13. Relationship of Zone 1983 Warranty Service CSI Ratings to Zone 1983 Passenger Car Percentage of Market Penetrations.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
possible Co rejecC Che null hypothesis that the parameter rho is
equal to zero against the alternate hypothesis that the parameter rho
is greater than zero.
A direct relationship between warranty service ratings and
market penetration ratings for new car dealerships is, therefore,
suggested by the scattergram and confirmed by the correlation co
efficient. The hypothesis that a direct relationship exists between
dealership warranty service ratings and sales success as measured by
market penetration ratings is, therefore, supported.
Hypothesis 3: There exists an inverse relationship between the
number of times customers must bring back their automobile to a new
car dealership service department to satisfactorily solve the same
problem with the automobile and the dealership's sales success as
measured by market penetration ratings.
A review of the scatter of the points in the scattergram (see
Figure 14) presents a lower-right-to-left pattern, suggesting a nega
tive relationship between forced service comeback for same problem
and market penetration.
The Pearson product-moment correlation calculation produced a
result of -.54 (see Figure 14). This correlation is significant at
the .05 alpha level and the hypothesized inverse relationship between
dealership percentage of times customers must bring back their auto
mobile for service on the same problem and dealership sales success
as measured by market penetration ratings is, therefore, supported.
Hypothesis 4; There exists a direct relationship between new
car delivery condition, customer satisfaction ratings, and sales
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
42
SC4TTIIlOOMO 0* <OMN» MM •.00 t•.0 13.00 10.00 !»• 00(AC *0991 M Mit. oo at.oo aa.oo at,oo at00
90.00
90.00
94.06
93 .00 t I t’ ’ t "
9 3 .0 0 *I I1t
f t . 00 ♦It
.......I---I ♦t I I
. I "40.00 4
t. . . ttI4i.o0' .ttti
47 .0 0 ♦
90 .00
10.00 12.00 U.OO 10.00 10.00 10.00 32.00 24.00 10.00 30.00
C0MI14TI0N (01- -0.04302 • 00040(0 0.30442 SIGNIFICANCf 0.00010
PL0TTID V41UI0 • 42 (XCUWI0 V41UII- 0 MIOSINO V4LUII
Figure 14. Relationship of Zone 1983 Service Comeback for Same Problem CSI Percentages to Zone 1983 Passenger Percentage Market Penetrations.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
success as measured by market penetration ratings.
A review of the scatter of the points in the scattergram (see
Figure 15) suggests a positive and linear relationship between de
livery condition and market penetration.
The Pearson product-moment correlation coefficient for these
data is .64 (see Figure 15). Therefore, using an alpha of .05, it is
possible to reject the null hypothesis that the parameter rho is
equal to zero, against the alternate hypothesis that it is greater
than zero.
The scattergram suggests and the correlation coefficient con
firms the presence of a direct relationship between delivery condi
tion and market penetration. Therefore, these data support the
hypothesis that a direct relationship exists between dealership new
car delivery condition and sales success as measured by market pene
tration.
Hypothesis 5: There exists a direct relationship between new
car dealership sales staff customer satisfaction ratings and sales
success as measured by market penetration ratings.
The calculation of a .68 correlation (see Figure 16) produced by
utilizing the Pearson product-moment method confirms the presence of
a positive relationship between sales staff customer satisfaction
ratings and sales success as measured by market penetration ratings.
The alternate hypothesis is, therefore, supported at the .05 level.
Hypothesis 6; There exists an inverse relationship between new
car dealerships' percentage of salesperson turnover and overall new
automobile dealership customer satisfaction ratings.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
44
SCAfTlOQOAM 08
• T O O
•9.00 *IIII•8.00 ♦ I I I I ♦ t t I K
•8 .0 6 ♦tIIt•8.00 ♦tIII
•4 .0 0 ♦I tIi
•3.00 ♦IIII
•a .o o *i t i I • i t i t
• f .00
•0 00 * I ItI
T9.00 ♦
W (OOWO OfLIV (ACV099) KAO8.00 I I . 00 13.00 19.00 IT 00 19.00 31.00 33.00 39.00 3T.00
1 1 ;
1 11 1 t1 ......................................... 1 i1 1 t1 11 ............................................ ...................... 1 i1 1 i1 1 i1 ............................................. 1 iI 11 • 1 it ..................................... 4 | • i1 • • 1 i1 • 1 i1................................... 1 "I 1 i
• • •• I i1 • 1• I • 1• 1 " • • 1 i• 1 • • 3 1 t• • • I 1
’ ...........................• ' 1 ..................• ..............I " .............................. I “ i• t 1• f I i
.................................................. *• ........... I * ....• .................................... ........ I ' i1 1 i
• • 1 1 __________ i•..................... .........- ...................f “ ‘ .........................................• 1 1 it 1 i
• .00 to .00 ta.oo 14.00 18.00 18.00 30.00 33.00 34.00 38.00
C08881AT10N <•)• 0.83948
plottco vAiuis - 43
• SOUAIKO
IXCkUOlO V4LUIS-
0-40381
0M G N m C A M C K
tflSSINO VALUI9 *
0.00000
Figure 15. Relationship of Zone 1983 Delivery Condition CSI Ratings to Zone 1983 Passenger Car Percentage of Market Penetrations.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
45
K t t r i N M 0* <00W» IT tM• ■OO II.oi.W *•
•TOO
•0.00
•0.00
■4.00
•3 .00
• J .06
• 1.00
•0.00
to.00
70.00
cooo
PLOT
13.00 If.OO IT.00i i c h i i i k m
•0.00 31.00
• ••
as.oo a t . oo ar.oo
00 10.00 19.00 u 00 i t .00 I t .o o ao.oo
la t io n <«>• o .ta a ta
(0 VAIUIS - 49
a souaiio
CXCLUOIO VAIUIS-
0.40733
0
39.00 94.00 a t . oo a t . 00
StGNinCANCt 0.00000
MISSINQ VALUtt • o
Figure 16. Relationship of Zone 1983 Sales Staff CSI Ratings to Zone 1983 Passenger Car Percentage of Market Penetration.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
A review of Che scatter of the points in the scattergram (see
Figure 17) presents a lower-right-to-left pattern, suggesting a nega
tive relationship between salesperson turnover and overall new auto
mobile dealership customer satisfaction ratings.
The Pearson product-moment correlation calculation produced a
result of -.57 (see Figure 17). This correlation is significant at
the .05 alpha level and the hypothesized inverse relationship between
dealerships' percentage of salesperson turnover and overall new auto
mobile dealership customer satisfaction ratings is supported.
Hypothesis 7: There exists an inverse relationship between new
car dealerships' percentage of salesperson turnover and sales staff
customer satisfaction ratings.
The Pearson product-moment correlation coefficient for this
final test is -.54 (see Figure 18), which is indicative of a negative
relationship between new car dealerships' percentage of salesperson
turnover and sales staff customer satisfaction ratings.
Using an alpha level of .05, it is therefore possible to reject
the null hypothesis that the (Pearson product-moment correlation
coefficient) parameter rho is zero, against the alternative hypothe
sis that it is greater than zero.
Summary
Results have been offered which support the purpose of the
study. In the first section of this chapter was described the need
to investigate the problem of whether or not automobile companies
should include in their marketing strategies the hypothesized
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
47
fC A r r iM M oo (OOMI OMfc (4C0099) 7091091.00 90.00. 90.00 44 00 40.00 91.00 90.00 90.00 94 00 90.00
91.00 • 1 1 •t 1 I1 1 1I 1 11 1 1
90.00 • 1 1I t1 1 1t ( 11 I
•0.00 • I I1 IK It 1 11 1oo.oo * t1 t
1 1f K 1
•4.00 • f 11 11 tI I t...1 • I
•f.OO • 1 1I* K1 • • it • 1 It ... 1 1
•0.00 • ............................. * 1 1 ■** **1 • •1 r1 • • I * i
I • • • • • i♦ • • • i1 *
. .... . . . . . . #1
1 • •1 t1 • 1 • |I • 1 • i
70.00 • I • |1 1 • • *I •1 • |1I
11
i & J74.00 » '' « *•
1 t i1 t t1 1 • |1 • I 1
71.00 ♦ 1 1 •
90.00 34.00 90.00 . 40.00 40.00 10.00 14.00 10.00 03.00 10.00 TO.00
C0MU4M0M f i t - -0.17919 | 10U40I0 0.33711 II6MI4IC4NCI 0 00004
4107710 V4CUI1 • 43 KCUMO V41U11- 0 4I11IN0 VALUI1 • 0
Figure 17. Relationship of Zone 1983 Salesperson Turnover Percentages to Zone 1983 Overall Dealership CSI Ratings.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
48
1C4TTIMMN W (OOMtl IT*»»IS.OS N .C I *0.00
(•caoiti rovi*oo M.OO 13. 00 M 00 *0.00 M 00 *0 00
*0.00 •
•TOO
W.00 *•
M.OO
M.OO
•3.00
M.OO
•too
•0.00
TS.OO
T3.00 •
30.00* * 34.00 * 30.00 43 00 4( 00 M.OO 14.00 M.OO (3.00 M.OO TO.00
HON (01- -0.13043
43■ 1004*10
1XCIU0I0 V4LUI1-
0 JM M SI0NITIC4NC1 0 00011
o 41111440 V41UI1 • o
Figure 18. Relationship of Zone 1983 Salesperson Turnover Percentages to Zone 1983 Sales Staff CSI Ratings.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
relationship between satisfactory customer service and sales success.
Described in this section also were the general background character
istics of the automobile company's zones. Characteristics of inter
est were market penetration, overall customer satisfaction, warranty
service, comeback problems, delivery condition, sales staffs, and
salesperson turnover.
In the second section of this chapter were presented the results
of the testing of the seven hypotheses. All seven hypotheses were
accepted.
Offered in Chapter V is a discussion concerning the conclusions
that can be drawn from the data analysis presented in this chapter.
In addition, recommendations are made for future research and use of
this study.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
CHAPTER V
CONCLUSIONS AND RECOMMENDATIONS
As detailed earlier, this study was conducted for the purpose of
determining whether or not there exists a relationship between new
car dealership customer service satisfaction ratings and dealership
sales success as measured by market penetration ratings. The popula
tion of the study was 42 geographic zone clusters of dealerships in
the United States for a major domestic automobile company. Ratings
for the total dealers in each zone were obtained, representing cer
tain characteristics. Conclusions relative to each of those items
are discussod in this chapter. The conclusions regarding the rela
tionship between overall customer service satisfaction and sales
success are presented in the first section of the chapter and are
followed by conclusions regarding the relationship of other charac
teristics of interest. In the second section of the chapter recom
mendations for future research are offered. The chapter concludes
with a summary of this researcher's opinions and thoughts regarding
the study.
Dealership Overall Customer Satisfaction
In Chapter IV ("Results") the data collected from the study
population of all 42 geographic zones of the subject automobile
company were presented. The data were collected by three company
utilized instruments detailed in Chapter III ("Design and
50
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Methodology"). The data were then processed with the aid of a com
puter. It is believed by this researcher that these data are repre
sentative of the 5,250 franchised dealerships of the major automobile
company focused upon. A number of observations can be drawn as a
result of the statistical support of the hypothesized direct rela
tionship between overall customer satisfaction ratings for these
dealers and sales success. Dealerships who consistently demonstrate
either high or low overall customer satisfaction can normally be
expected to produce similar levels of results in sales success. It
would appear then that automobile companies should indeed attempt to
educate, support, and lead their dealers in becoming customer satis
faction oriented. Thus, the monitoring of customer satisfaction is
an important management tool at both the local dealership and
national company levels. Population growth, suburban sprawl, and
increasing mobility of the consumer have combined to break up the
personal relationship new car dealers generally have with their
customers. Therefore, consistent policies that create service satis
faction for all customers is more important than ever before.
Dealership Warranty Satisfaction
The results of the study indicate that there exists a direct
relationship between dealership warranty service ratings and dealer
ship sales success. The data collected suggest that a positive
opportunity exists for marketing management to utilize warranty poli
cies as customer satisfaction tools. This brings into question the
thought that the major role of warranties is to limit the
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
responsibility of automobile companies. It also challenges the atti
tude that complaint-handling departments are established merely to
exemplify good automobile company citizenship, and that a complaining
customer is an adversary. It is recommended that complaints handled
by warranty be viewed as having promotional value. Also that com
plaints in general provide useful feedback on how to improve warranty
coverage. Consumer complaints and warranty expenses are not just
something to be endured. They can serve as valuable guides to neces
sary product improvements and just as importantly they can, when
well-handled, promote customer satisfaction with the warranty service
received.
Dealership Comebacks for the Same Service Problem
It was not surprising that the results of the study supported
the hypothesis that there exists an inverse relationship between the
number of times customers must bring back their car to solve the same
service problem and dealership sales success. The frustration of an
owner who returns to the dealership time and time again to repair the
same service problem was anticipated by the researcher to be ex
pressed in no less terms than loss of sales. It is suspected also by
the researcher that owners returning to the same dealer for unsatis
factory service, while not likely to purchase again from the same
dealer, are also not likely to repurchase the same make of automo
bile. It is recommended that dealerships review the communication
channels between the customer in for service and the mechanic who
will perform the service. Very often the customer tells a service
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
counselor the nature of his or her problem, the repair order is then
written by the counselor, which goes on to the work area and is
assigned to a mechanic who has not directly spoken to the customer.
The nontechnical customer's request may be lost en route. The result
is that the car is not properly or completely repaired the first
time. In many dealerships, the only contact the dealers may have
with their service department is when a customer telephones and
threatens to sue. Since not fixing the car right the first time is
the most frequent complaint voiced by customers, the frequency of
this problem is a good indicator of a dealership's service department
image. The direct relationship of this variable to sales success
suggests that everyone on the dealership service staff must be in
spired to do the job right the first time, not out of idealism, but
because their paycheck depends on it.
Dealership Car Delivery Condition
Customers rightfully question why their brand-new, expensive
cars have so many bugs to be worked out. This researcher, an automo
bile company manager, has explained to many dealers that it is their
responsibility to fine tune and prepare our mass produced product
before delivery to our customers. The cliche used in this situation
has been "if all that is necessary from the dealership is to wash the
car before customer delivery then the company could simply sell the
products out of a catalog with direct delivery to the customers." In
reality mass produced automobiles require more than a wash job before
delivery and that is part of the franchised dealer's
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
responsibilities. The importance o£ this process is born out by the
finding in the study that there exists a direct relationship between
new car delivery condition, customer satisfaction ratings, and deal
ership sales success as measured by market penetration ratings. It
appears clear that the customer's satisfaction with his or her new
car at delivery sets the tone for the entire ownership experience.
The extent to which customers are satisfied or dissatisfied with the
delivery condition of their vehicle creates a lasting impression
toward repurchase intentions at the same dealership.
Dealership Sales Staff Satisfaction
This researcher's suspicions were confirmed when the highest
relationship in the study was found to exist between new car dealer
ship sales staff customer satisfaction ratings and dealership success
as measured by market penetration ratings. In the automotive world,
the dealerships that succeed in attracting customers and garnering
repeat business appear most often to be those noted for their in
formed and helpful sales people. To develop this spirit in their
sales staffs, dealers must be willing to devote the time and funds
necessary to a training program that instills the knowledge; confi
dence; and friendly, caring attitude indispensable to good customer
service by salespeople. A recommendation is that salesperson incen
tives and rewards can be a means of demonstrating the dealer's com
mitment to excellence of service and it is recognition of the sales
person's important role in creating the dealership's image to cus
tomers. This study supports the researcher's opinion, prior to the
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
study, that this kind of dealer leadership can effect the total sales
of the dealership.
Dealership Salesperson Turnover
One would expect that dealerships with high salesperson turnover
would also suffer with a poor image in the eyes of the customers.
Therefore, it is not surprising to find support in the study that
there exists an inverse relationship between new car dealerships'
percentage of salesperson turnover and overall new automobile dealer
ship customer satisfaction ratings. A sad, but too often, actuality
is that some new automobile salespeople maintain their position only
as long as it takes to sell cars to all their family prospects. They
simply do not have the skills or receive the training to become
professionals in their new occupation. The other condition contrib
uting to salesperson turnover occurs when the professional sales
person feels he or she should transfer their skills to another deal
ership to achieve a better opportunity for success. An increase in
communication between dealers and salespeople is recommended to de
crease turnover. For many years, high salesperson turnover in auto
mobile dealerships has been an accepted fact of life. The results of
this study suggest the lack of dealer efforts to strengthen the bond
between the sales staff and the dealership can potentially be costly
in lost overall customer satisfaction.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Dealership Turnover Compared to Sales Staff Image
As with dealership overall customer satisfaction, it was pre
supposed by this researcher that salesperson turnover would have an
inverse relationship with customer satisfaction ratings of dealership
sales staffs. Indeed the results of the data collected for these
variables did indicate an inverse relationship and the hypothesis was
supported. As in many business firms, the salespeople in an automo
bile dealership are expected to work together as a team. It is the
combined contributions of customer satisfaction from each salesperson
team member which builds the total dealership's sales staff image.
Membership pride in belonging to a professional sales staff team may
increase occupational satisfaction and reduce turnover. However,
high turnover when left unchecked, can create a workgroup atmosphere
of strangers with very little team pride, which may promote further
turnover. The importance of dealer management understanding and
active control of salesperson turnover was reinforced by the results
of this study.
Conclusions
Prior to initiating the study, this researcher had the strong
suspicion that there existed a direct relationship between the type
of dealership operation that was required to obtain high ratings in
customer service satisfaction and the dealership that enjoys sales
success. For this reason, the hypotheses regarding the relationship
between customer satisfaction and sales success were presented and
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Investigated. The results of the study were, therefore, not surpris
ing.
In summary, conclusions have been stated regarding each of the
hypotheses considered In this study* The conclusions were based on
the data analysis and on the results of the statistical tests of
significance. The review of literature as well as the data Investi
gated supported each of the hypotheses. This researcher demonstrated
the likelihood that a sufficient number of new car dealership opera
tions provided customer service and sold their products with similar
degrees of effectiveness as to result In a direct relationship be
tween ratings measuring these two areas of performance. The stated
significance of the study was to determine to what extent the results
could be utilized within the strategic planning of the subject auto
mobile company. This researcher's conclusion Is that the results
demonstrate a high enough degree of significance to be used with
caution.
The researcher devoted considerable time In the study Indicating
why the subpopulation of zones was representative of the dealership
population of interest. Because of that representativeness, it is
again concluded that the results and recommendations reached can be
extended to the entire population of dealerships by marketing manage
ment of the company.
It is recognized by this researcher that this study has limita
tions which must be addressed. It is for this reason that future
research is recommended.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Recommendations for Future Research
It is hoped that this descriptive study will result in addi
tional' analysis and research concerning the relationship between
customer service satisfaction and sales success.
If additional research is done, it is recommended that data be
collected concerning customer pricing sensitivity of services pro
vided at dealerships and how this variable relates to customer satis
faction.
It is also recommended that future study be devoted to the
relationship of consumer expectations and customer satisfaction at
new car dealerships. It might be hypothesized that rising expecta
tions of new car dealership customers are a main cause of their
dissatisfaction, and exaggerated promotional information such as
advertising contributes to these rising expectations.
Finally, it is recommended that salesperson draining programs be
tested by collecting sales staff customer satisfaction ratings from
those dealerships employing company provided training, and those not
utilizing the training offered.
Summary
This researcher studied new car dealership characteristics as
they relate to customer satisfaction and customer purchases. The
group studied was deemed representative of the entire population of
franchised dealers within the retail network of a major domestic
automobile manufacturer. Every effort was made to protect the
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
confidentiality of the company and the individual dealerships.
It is believed that this research can and will serve as a cata
lyst to initiate additional research into the relationship between
customer service satisfaction and sales success.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
APPENDICES
60
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Appendix A
Customer Satisfaction Index Program (CSI) Instrument
61
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
62
[ | CUSTOMER SATISFACTION STUDYDEAR OWNER:
The experiences (hat our customers have with their products and their Dealers’ service are o f greatinterest to us. The purpose o f this survey is to keep us informed regarding those experiences. The questions should be answered by the person most familiar with the car shown below and its service record. Your help in filling out this form w ill be most appreciated. _ _
—- o tm aacoB M SN O w nuT vourvacH A StO A iN S--------------------------
raowIN:
ABOUT THIS CAR T" 1 ' ■ ~ ■"1. Do you sttU have (Ms IN) ' product?
□ Yes □ No (Please fill out this form, even if you no longer have this car.)
2. How satisfied have you been with your 1985 product coordering the fodewing Mama?Vffjr Sawtm ai-l.a.- — Saawwhai Vary
SaiisflH SatiaSH Nar HaaatfaM Dtaaailiflie DtaaaUaSStyling, Appearance...................................................... .... □ □ □ □ □Product Q uality............................................................. ........... □ □ □ □ □Pickup, Acceleration .................................. .............. ........... □ ••• ....... □ ......... . . . . . . .Ride and Handling....................................................... ........... □ □ □ □ □Interior C om fort........................................................... .... □ □ □ □ □Freedom From Noise.................................................... .... □ ••• .. □ ......... . . . . . . . . . . □Fuel Economy.............................................................. .... □ □ □ □ □Freedom from Repairs.................................................. .... □ □ □ □ □Value for the Money .................................................... .... □ ••• .. □ ......... . . . . . . . •• □OVERALL SATISFACTION WITH YOUR C A R ....... .... □ □ □ □ □
ABOUT YOUR DEALER'S SALES STAFF................... .........3. How satisfied have you been with the SALES STAFF at your selUna dealer shown above considering the following items?
iBy sales staff we mean the salesperson, the sales manager or the owner).
THE SALES STAFF:Has A Good Attitude ..............................................Is Well Informed About The Product ..................Explained The Features Of The Car.......................Explained The New Vehicle Warranty ..................
OVERALL SATISFACTION WITH SALES STAFF
Vary Somaohal Nattkar Salts AH SomawAal VarySaiisflH SatisHH Nor DtnaOtfln DHaatisSH PhaattsflH
□ □ □ □ □i ; □ □ □ □nu • . . . . . . . . ... n□ □ □ □ □□ □ □ □ □
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
63AT THE TIME OF DELIVERY = = =
4. How satisfied were you with the condition of your IMS product AT THE TIME OF DELIVERY consideringthe folowing items? (By delivery we mean when you first received it from the dealer.)
NtMktr SaOsSaO SonwwKM v»r*Sat tiffed .NarOtauMM DissatiifM
Cleanliness of Car.............................................................. . . n □ □ □ □Mechanical Operation ( engine, transmission, etc.) ............ . . n □ □ □ □Electrical Operation ( lights, radio, power windows, etc.) . , . n ... . . . . □ . . . .......□ ......... ... □Body Fits (doors, hood, trunk lid. moldings, etc.).......... . . n □ □ □ □Paint Finish ..................................................................... . . n □ □ □ □OVERALL SATISFACTION AT TIME OF DELIVERY • • n □ □ □ □
WARRANTY SERVICE5. Hava you Ukan your IMS product to your ttlMnt dealer far now car WARRANTY SERVICE? (That is. the
service offered at no com to you under the terms o f your New Vehicle Warranty.)
□ No (Please skip to Question 10)□ Yes. I returned to my selling dealer
6. How many tripe have you made to your selBna dealer for WARRANTY SERVICE in the paM 6 months?
Number o f T ripe____________I Please Write-In)
7. How many months has it bean since you but went to your sclUnt dealer for WARRANTY SERVICE?
□ One Z Two □ Three □ Four □ Five ~ Six
S. Thinking about your IMS product, have you had WARRANTY SERVICE from your selllna dealer on any ofthe items listed below? I f "YES.” please check the number of trips needed to correct the SAME problem.
Nuntbtr of Trips Ntttfcd Hid Strvke? la Correct SAME ProblemYm No 1 2 3 or more
A ir C onditioning □ • • • G ....................G — C • • ■ ZBody Fits (doors, hood, trunk lid. e tc .) Z Z — — ZBody Water Leaks. Wind Noise Z G G G GBrakes G • ■ G ....................Z • • • Z • ■ • ZSteering Z Z -- i — —Electrical (lights, gauges, instruments, e tc .) Z □ _ ZEngine Hard to Start, Won't Start Z G Z G GEngine Noise. K nock G • • • Z ....................Z — G • • • GEngine Rough Idle. M is firing G G □ Z GOil Leaks G G G Z ZPaint............................................................................................. ..................Z - . - - Z -. ZR adio - j u _Speedometer G Z Z _Squeaks and R attles _ • • • — ....................^Transmission G Z □ G GTrim . Hardware. M oldings Z G G GWheels. Tires. V ibration Z • • • Z ....................□ — Z • • • ZOther _____________________________________________ Z Z □ Z G
I Please write in i
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
649. How satisfied have you been with the WARRANTY SERVICE from your selling dealer considering the following Items?
V.rjr Somewhat Neither S a tiilM Somewhat VerySallefM Sat If fled Nor M sa ttn iM Dtiiailifled DheatiiB
Service People Have A Good Attitude .................................... □ □ □ □ □
Service People Wait on Me Promptly ................................... •• □ □ □ □ □
Service People Understand My Problem................................ . . n • • • . . . . . . . . .. □ ............ . . . . . . . ■ • n
Repair Order Is Easy to Understand ..................................... • □ □ □ □ □
Job is Done When Promised ..................................................■ • □ □ □ □ □
Job is Done Right The First Tim e.......................................... . . □ . . . . . . . □ ... ....... □ ......... . . □ .... • • n
Service Hours Are Convenient .............................................. • □ □ □ □ □Needed Parts Are in Stock..................................................... • □ □ □ □ □
OVERALL SATISFACTION WITH WARRANTY SERVICE □ • □ □ □ □
TOTAL SATISFACTION WITH SELLING DEALER ■■ =10. Overall, how satisfied have you been with your seillnt dealer? (Including the sales staff, the delivery condition o f your
I98S product, and any service you may have received at your selling dealer on this car.)
Very Somewhat Neither Satisfied Somewhat VerySatisfied Satisfied Nor Dissatisfied Dissatisfied Dissatisfied
□ □ □ □ □
SERVICE IMPROVEMENTI I . What is the most important thing that you would suggest TO IMPROVE SERVICE at your selHna deafer?
TOTAL OWNERSHIP EXPERIENCE12. A ll things considered, how satisfied have you been with your TOTAL OWNERSHIP EXPERIENCE? (Please consider:
Your 198S product. . . your dealer's sales staff. . . the delivery condition of your car . . . and your serviceexperience.)
Very Somewhat Neither Satisfied Somewhat Very■Satisfied Satisfied Nor Dissatisfied Dissatisfied Dissatisfied
□ □ □ □ □
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
65
RECOMMENDATIONS ■■■■■ " =
13. Would you rtcomimnd a product to a (Hand? Q Yes Q No
14. Would you recommend a product to a friend? □ Yes □ No
15. Would you recommend your selllna dealer to a friend as a place to buy a car:
... based on your new car BUYING experience?........... □ Yes □ No
. .. based on your SERVICE experience?....................... □ Yes □ No
16. May we send this form to your seilina dealer?.................... Q Yes Q No
MORE ABOUT YOUR 1985 CAR - ■■■
17. About how many milea do you have on it? (If you no longer have this car. please estimate the mileage it had when you sold or traded it.)
________________________ Miles.
PLEASE TELL US ABOUT YOURSELF (To help us analyse the study) — -■ ........
Are you . . . ? Q Male Q Female
Are you . . . ? Q Married Q Single
What is your age? Q Under 25 Q 25-34 Q 35-44 □ 45-54 f j 55-64 Q 65 or Over
THANK YOU FOR YOUR COOPERATIONPLEASE RETURN THIS QUESTIONNAIRE IN THE
ENCLOSED. STAMP AFFIXED ENVELOPE.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Appendix B
R. L. Polk Community Registration Report Instrument
66
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
$ $ $ . 9 $■ » % » ■ * _________ t - t w _________ L fB S _________ L— _______
H
f
■gjggy* 5gym.______m
i
Irn1 W
I1
nunmot
M«nJ&SSJ!
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
R. L. POLK PASSENGER CAR
BICTION*
© Section on* IndlcatM th * Region, Zon*. District, Oat* and Dealer Community for which thisraport is com pi lad.
(D Analyst* by Qroup * th# passenger ear aaction la divided into five market sag manta: SubCompact. Compact. Midsize, Regular and High. This grouping ia not uniform throughout th* industry and aach manufacturer develops th * groups and raport he wishes to saa. You w ill not* that th * upper right-hand comar Indicate* that this raport was compiled by R. L. Polk for
Reports for other manufacturers such as Ford. Toyota, ate. may b*similar.
(?) Th* column represents an abbreviation of th* manufacturer, I.*.. CH - Chevrolet; BU - Buiek; OL-Oldsmobile; ate.
© Th* year column represents th# number of units registered year to date for each model.
© T h e c o l u m n represents th * percent of market penetration that model obtains in its groupbased on th* year-to-date registrations. For example, th* 264 Chav'ett* registrations represent 10.91% of th* total Sub Compact group's 2912 registrations.
© "S.w. Memo" - Station Wagon Memo indicates the number of Station Wagons included in th*total model registrations.
© "% Elf." - Th* percent o f Efficiency section of th * R. L. Polk report seems to be th * mostconfusing of all when in reality it is a very simple concept. Simply stated, w* are comparing how well the dealer performs in a market segment to th * Zone’s performance. For example, let's say Chevette registrations equal 19% of the Sub Compact group in a dealer's “Area of Primary Responsibility." Ouring th * same time period, however, the Zona's Chevette registrations are 20% of th* same group. Th* dealer's percent of efficiency would be 19% -t* 20% or 79% efficiency. Although th* Zone's market penetration figures do not appear for aach car lin t on th* dealer's sheet, they are calculated and used in the development o f the percent of efficiency calculations. Th* approximata zone average penetration for any car line can be calculated by dividing th* percent of efficiency by the dealer’s percent of market penetration. Looking at th* year-to-date Chevette penetration, w * find that Chevette has 10.91% of th * Sub Compact group. If w * divide that figure by the percent of efficiency of 72.20%, we find the approximate zone average penetration for Chevette is 14.96%. Assumming the zone average penetration of. 14.96 is a reasonable goal, registrations should be approximately 366 units (2912 x 14.96) instead of 264. The difference of 102 units obviously represents lost sales and profit opportunities for the dealer.The percent of efficiency is indicated for all manufacturers. This calculation is developed by taking th * market penetration of each manufacturer within th* Chevrolet Zone's "Area of Primary Responsibility” and dividing it into each individual dealer's “Area of Primary Responsibility" market penetration.
© “Total Area Fleet” • This column is a memo to column *4 and indicates how many of th* unitsware registered to fleets. For example, of th * 264 Chevettes registered year to date, 19 were registered to fleet buyers. Units registered to Fleet Certificate Holders are automatically Included in the fleet memo section. In addition, whan registrations to one individual or company exceed ten or more in a single year, R. L. Polk lists th* total registrations in th* fleet memo section.
© “Ossao Co. Ml” • This is the county in which the dealer is located. Additional towns located inthe same county are listed subsequently by columns in alphabetical order, if a dealer operates in more than one county, then additional counties w ill be listed and th* towns therein listed in alphabetical order.
© "Benton" - This is th * town where the dealer is located which is normally the largest town inthe “Area of Primary Responsibility.” The figure below represents the number of units registered in "Benton” and is a memo to th* total under "year” column #4.
© Adams. Gaines, Radford, Stanton - These towns represent the remaining towns in the dealer's"Area of Primary Responsibility" and are listed in alphabetical order. Registrations for aach community are listed below. The towns listed on th* R. L. Polk report are th* same ones listed on the Notice of Area of Primary Responsibility addendum to the Oealer Sales and Service Agreement. The towns selected are those that have Post Offices providing First Class service. Other communities may be located within the geographical boundries but not listed on th* Notice of Area of Primary Responsibility or th * R. L. Polk sheet. Registrations for these areas are given to the town that provides postal service.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
69
@ “Memo” - This section i t provided a t an ta ty means to aaa Chevrolet. Ford and the Import panatratlon. Thia i t tha only araa of tha raport that provides tha total parcant o< import ragia* trationa.
© Total Car Trand Summary -Thia aaction providaa tha currant and prior three yaar registrationand marfcat panatratlon figures ta r manufacturers In tha dealer's Ana of Primary Responsibility. Tha cur.ant "year-to-date” column o f thla aaction providaa information aa to how many untta and what parcant o f tha marfcat aach manufacturer haa In thla dealer's Area of Primary Responsibility.Tha naxt column, Zona % of Induatry, rapraaanta tha total markat panatratlon tor all manufaeturara within tha Chavrolat Zone's Araa o f Primary Responsibility. Tha foitowing two coiumna "Mamo Station Wagon’’ and "Memo F loor rapraaant tha total o f all Station Wagon and Float Registrations for aach Division. Tha naxt aix coiumna rapraaant tha prior thraa year’s ragiatrationa and parcant o f Industry to r a ll within tha dealer's Araa of Primary Responsibility.
@ Chevrolet Cars in Operation-The first row of this column reprseanta the number o f Chevroletcars in operation in the daalor’a Araa of Primary Responsibility that are up to six years old. The second shows tha number of units that are seven yaarx old or oider. T o ta i Chevrolet" la merely the addition o f the two (6370 ♦ M M ■ 16,PM). T o ta l Industry* represents tha total number of automobiles o f a ll makes that era s till in operation. Tha 23.78 parcant rapraaanta tha total number of Chavrotats compared to all makes currently in operation in the dealer’s area. This figure is Important to the dealer since it represents tha currant Chevrolet owner base and. whan compared to the current year*to-date market panatratlon, enables the dealer to determine if he is gaining or losing customers.
© This section providaa tha dealer tha means to track his prog raw on a month-to-month basis.Each figure in this section is for the current month only. Sines the other figures on the report are for year to date, a comparison can be made to see tha direction tha dealer is heading. In our example, tha Chevrolet dealer's 114 registrations represent 18.91* p f the total registrations tor the month. The year-to-date market penetration for this dealer found in both tha mamo and Total Car Trand Summary faction is 18.70*. This indicates that Chevrolet haa made a small increase in market share of approximately .21% for the month of October.
® This section shows the year-to-date sales reported by this dealer based on tha 10 Day SalasReports. Up to now, we have dealt only with registrations and this is the first and only place sales are shown on tha R. L. Polk report. Using these figures, we are able to develop the concept of "earned” market share. This simply means that a dealer sails enough passenger cars to equal or exceed his registrations. Although Chavrolat has tha capability o f matching each sate to the registration, a process which is costly and time consuming, it is raally unnecessary. Tha results are merely netted. That is, if Chevrolet passenger car registrations
Reproduced with permission of the copyright owner Further reproduction prohibited without permission.
Appendix C
Sales Personnel Productivity Report Instrument
70
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
71
m v t m ' h i ' h i t h h i -h d l h i h i h i
nHH-: nHJKi nhh riHH c; riHii: iihh z ; hhh
owecUJ&0)OTBlil•I<lilO
{ML
811i
m i . . h i . i i i i i . i i i i i i i i i i i i i m i i i i i i iI >11 I B > ■ II II II *11 -
r Ii .sa ,as sai n jTLLlfrCm
F |6 H ’ ■■ 3H BB • ■■ BB BB ■■ -iB iuiiaiinaiiiiaaniiiuiiiH iiiiniini«>’ pi*
BflB . £3 . BB - BB
• — a i511S litW1I
Tnr BB B '
NBBB BB BB BB BB . BB BB BBO B iin iiiiiiiiiiia iiiiiiiiiiiiiiiiiiiiimRBBB . BB 3 3 ' 3 3 - BB BB BB BB
n u n :: nun z n u n : non c nan n u n :: n H u :; n H H : l
iiiilil!!ji !!!iII!* * II*
i 1 1 !
as
11£ S jp"Itr8y • * ■*?S«8«» m
-MF
'• 58 i; n o*lABM In m m“ 5273*8I ~rnomiS,<y
III
2*IB il»3i
ll!t _nmSS”-0! s i4 « 3
- a £sa"! r slg*mis
?!1 i m
m
i I m
m8
i1 Pi
I eI PiSI
i U&i
i *i 11 I4S405
BTWMCO
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
pi6e
i
or
72
!e3<3aS8s88 Siae a)2&aiSliiS!SSif8llliaitfi8852c»asesS5lBtiIS
in a
l l P i i l l M l l n i J i" * • * i « f l l l l l J i e i 1 1 1 1 I ' l l ! *®lii i i l l lA h i ! P
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Appendix D
Zone Total Reports for Each Variable
73
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
74
HNI/ICSIM (M l IIMIAN7 U W TJUM. m u w n u m m u m d u s
m r a n i u m m sauspachsm
SVllALL NAMUIT7 •SLIYINV KALIS IM V IC IM A LttS M P y SS8V1C8 69M IT IM STAPP CMSSACI
CUM- 7 u CUM- 0 18 CUM• 0 U CUM• 0 u ■ 9 10 •PO ff NO. NO. MT u . NO. MT M . NB. MT U . m. MT U . U . 1MM —NO. AYS. 441. U . ATI. AVI. NO. AVI. AVI. M . AVI. AVI. m. AVI. AVI. 18MVIYM
TP.* 77.4 77.9 47.1 U .8 U .0 U .S U .O U .9 U .O U .O U .0 U .0 U .S U .7 m o
asth n « u 77.T 77.4 77.0 47.4 47.9 U . l U .0 U . l M .O U .S U .7 U .4 U .0 u .o U .1 ISM
ATLANTIC CSAST MUON 74.0 74.4 77.0 47.0 47.0 U .S U . l U .7 80.8 U .o U .7 U .7 u .o U .7 U .O 418MSTM TS.A 7S.4 70.8 71.9 70.0 71.1 U .7 M .9 M.O U .S U.O U .4 U .9 U .S U .O UTMRVT8M 79.8 TS.S 78.0 44.4 U .S 78.9 U .8 M.O U . l U .S U .S M .9 U . l U .O 11.1 71U N VSNK 7S.S 71.0 70.0 U .4 97.7 41.4 74.4 U . l 79.9 •1 .8 79.1 79.4 U . l 91.4 U .S UH U M 74.A 74.0 74.9 40.0 U . l U .8 U .7 U .S U .8 U .9 U .S U .O u .o 91.4 u .o 91PMLAMIRUA 74.7 77.7 77.4 47.9 47.9 U .O U .O U .7 U .O U .S U . l U . l U .4 U .7 47.S 79svracusi U .S 41.4 01.8 78.4 78.4 70.9 U .S M .9 U .O u .o U .7 U .S U .4 U .8 47.9 UN AM M TM 70.4 74.4 79.4 U .O U .1 U . l U .9 U .O U .S • l.S 81.1 •1 .1 U .O U . l U .4 41
MUTMUST M U M 77.4 77.4 77.0 U .O U .S 47.4 u .o U .O U .9 U .7 U .S U .S U .S u .o U .4 U 1JAOOSNVILLI 70.4 70.4 74.1 41.0 41.1 U .O U .S U.O U . l U .O u .o •1 .8 U .S M .O U .S M•ISNIMHAM 70.0 U . l 70.4 U .O 44.4 47.4 U . l U .O U .9 U .S U .S U .O M .7 91.4 U .4 41ATLANTA 70.4 74.0 77.7 U .7 U . l U .O u .o u .o M.O U .S U . l U . l M.O U .7 U . l UCNANLOTTI 70.0 74.4 •0 .9 U .O 47.0 U .O U . l •7 .8 U .0 U .7 U . l U .S M .7 U .7 U .4 MU O M U 77.0 77.1 78.0 U .4 U .O 70.9 U .7 U .S M.O U .S U .4 U . l U .S U .S U . l ULSUISVILLI 40.4 74.9 u .o 71.9 U .O 71.1 U .O U .S U .S U . l M .7 M .O 47.4 U .O M .8 41OM 8.I8TM 74.1 74.9 M .9 U .O U .8 78.4 U . l U .O U .7 U .4 U .S U .4 91.8 U . l U .O a
u n u cm tsal u n u 74.1 78.4 78.9 U .7 U .O 78.1 U .8 u .o U.O U .O u .o U . l U .S U . l U .O mo it w it 7S.4 74.0 74.4 U .S U .S U .O U .O u .o u .o 81.7 U .S U .S U .7 U .7 M .8 44PUNT 74.4 74.1 74.1 u .o U . l U .O U .7 U .S u .o U .O U . l M .8 U .S t t . 4 U .4 U1MIANAPIL1S 77.0 79.4 78.0 70.0 47.0 U .S M.O u .o u .o U .8 U .8 M .8 U .S U . l U .O aCINCINNATI 74.0 7S.1 78.8 70.1 U .S U .8 M.O U .S M .9 U .S U .8 M .O U .1 U . l u .o aa m u a 40.7 40.7 74.9 70.9 78.1 78.9 M.O M .8 U . l M .O U .S U .S U .7 U . l U .9 TOWPPALO 40.1 •0 .9 74.0 71.0 78.9 78.4 U .S U .O U .S U .O U .S U . l U .S U .7 47.4 uPiniMNMM 01.4 01.1 U .4 71.4 71.8 71.9 U .O u .o U .S U . l •7 .9 •7 .0 U .S U .O U .0 44
1ST INN AUA 77.7 77. 9 77.1 U .O U .O 47.4 u .o U .7 U . l U .S U .S U .S U .S U . l ll .S 784
•MAT LAMS tm w 74.7 70.7 78.8 70.9 U .O 78.7 u .o U .7 M.O U .S U .S U .S U . l U . l U .S 8 tto a c A u 77.4 77.0 74.0 44.0 U .7 47.0 u .o U .S U .S •1 .4 •1 .7 •1 .9 u .o U .S M.O 44MMIAP0L1S 70.0 70.0 74.4 71.8 49.9 70.9 U .7 U .S M.O U .S U.O U .S U .S 47 .• U .O UM LN U KII 40.0 •1 .4 01.7 78.7 74.0 74.8 U . l u .o U . l U .O U .8 U . l U .1 U .O U .0 uPCM1A .. 41.4 81.9 U .S 78.0 78.1 74.9 u .o U .8 U .S U .S U . l U .S t t .1 U .O M .O u•UNA 01.4 74.7 81.0 71.1 U.O 71.9 U .S M .9 U .7 U .7 U .O 87.4 44.• U . l U .O 11ST. LOUIS 7S.4 74.0 78.7 70.4 U .S U .4 U . l U .7 U .7 U .S U . l U .S U .S u .o U .S 01PAMS 7S.1 74.0 78.7 U .O U .O 71.1 U .8 U .S U .7 U .S •1 .1 U .1 U .0 M .7 M .8 11
s o m w iT m u m 77.7 77.0 77.0 U .O u .o U .O M .9 M .8 M.O u .o u .o u .o U .8 U .S U .4 u sM i l « 74.4 70.7 77.8 u .o U . l U .O U .O U .S U .9 u .o M.O U .S U . l 47.7 M .S MMUSTON 79.4 74.7 79.7 41.1 41.7 U .S U .S M .O U .8 M .8 U .4 U .S 47.S U .S M .O uMM ONLIANS 77.4 77.4 74.4 U .O U . l 47.4 U . l •9 .8 U .S U .S U .O U .8 U .4 M .7 U . l TONMPM1S •1.4 74.8 74.0 79.8 70.0 78.9 M.O U .O U .8 M .7 M.O U . l 97.0 M.O U .O uMNVIN 70.7 70.4 70.4 U .O U.O 41.0 U . l U .7 U .S U .9 79.4 U . l U .S M .9 M .O 80OKLMMMA CITY 70.4 74.4 74.9 U .S U .S U .S U .S U .O u .o U . l U .0 U .S u .o U .O U .S MKANSAS CITY 79.4 79.4 74.0 47.8 47.8 u .o M.O U . l M .8 U . l u .o U .7 u .o U .7 M .7 U
PAC1PIC COAST M U M 79.7 79.0 79.0 U .S U .O U .S U .O U . l U .8 M .O • l.S U .1 U .7 U .4 M . l M7s u m s 70.4 70.9 70.4 U .O U .8 49.0 u .o U .4 U .7 U . l u .o U . l U .4 M.O M .S aPM TIAU 74.7 70.7 70.9 49.8 47.0 70.7 M.O U .S •9 .4 •1 .7 t t .9 U.O U .S U .S U .8 »•INLAND 70.1 77.0 74.1 U.O U .7 U .O U .O U .S U .S 77.7 TS.S TS.S U . l M .S M .S uIAN DIMS T7.7 74.4 79.4 U.8 U .7 U .O u .o U .8 U .O M .8 U .O M.O U . l U .S M .S uLM ANSILIS 70.7 71.9 70.0 U .7 41.0 U .O M .9 U .S • l.S 77.9 70.8 70.4 U .S tt.3 H .7 uPNMN1K 74.9 74.4 79.9 97.4 M .O U .9 U .O U . l U .7 SS.8 U .S U .S M .9 M .O U .O aSALT LAM 78.1 77.7 78.0 U .7 U .8 47.9 M .8 M.O U .S •9 .4 U .S U .l U . l U .S M .8 14
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
PASS
ENGE
R CA
R MA
RKET
PE
NBTI
ATI
ON
CALC
ULAT
ED
ON A
MONT
HLY
BA
SIS
75
n
c <c a c e *» a
/
s s
35
33
za
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
(1)
Thla
Ya
ar
Sad
M2
pa
natr
atlo
n ra
aults
w
ill
c» lo
on oa
ch
auba
aqna
nt
rap
ort
.(2
) Th
aaa
ara
nat
awith
aa
rkat
pa
natr
atlo
n ra
an
lta
.(3
) Th
la
ctlu
an
will
a
1 way
a ra
praa
ant
tha
entr
ant
y.a
r-to
-da
ta
aark
at
pana
trat
lon
acc
an
plia
lna
nta
(*)
Thra
a pa
natr
atlo
n go
ala
ara
Zom
Man
agar
co
mlti
an
ta
nada
to
Hr.
K.
E.
Cook
-
Janu
ary
1903
.
i >1MMIm m * m + m J im m m m mmmr ‘0
• • • • • t r « • • • • • • « • «• » « • « • • • •::::: sss mat:: « p s: s :s: » & * «
«iH «• «■ «■ ^ «• «•
i fm*mmmm n n * w h a t p * " ' 5S'* «•(><• aparo* att gn a *•" 8*2*' *«
Is * « • » m « m 49»mmm
m m m * m *e«*- ;f*ii
r « f « « v ^ M i V t «
r n M N f oI0l0n9lll9 MAt •*nnf» u»«* ui«*r«no PtNpinir*
■
I 'm m * m * * * m m m m m m M a m m * * * m * f i r n • • • " M r r
p ia iA H u i t f h f i i * * m « • • t * n 4 9 M » r«r t » v r f t f n r m** ** m m*m *****
i»« aNMn** rtn«c M ^ n « * * • • • * m m m m » » •» •» « « • £ * « >P) 49 44 49 10 44» < n ~ c**mm »•£«• mmmmm •^N r>r*«n«4•s— m m
«>Mir »•••*•!«•■ 4944 •■» *» er»r pia44*5) iamm mm 44 vf»n K«4ir« ••r*— w 44 *« • « * m m m *
stH i
or»«mn44
i l l* m m m m * m *
l.S; nilln n 9 « n » m * m m * m * m m m * m em m mrn m m m rn * V> m m m * **44*» m
S:‘!i hm m m mmmmm*I m I M ♦ + I + ♦♦♦♦♦ ♦f i a t t 4 < « * » « « • • • • m * m m O M O M M M44“ I ♦ I I ( ♦ I + Ml I ♦MJ 77 •■♦♦♦ • ♦ *
m m m m
m m * m * m m m m » iiA io i» » i4 » « o r r *-pm m m m —mm* momrnmf* mm* *m m m*m mmmmm mm4 9 * m m m m m *m m m m m m m m m m m m m m m mmmm m * *m m mm m mm m
U si I J.Bl i f l M i l iiI! jliiSi
I q
m l
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
* • • • m o mmmm mmmm mmm mm mm mmmmmmm •« •© * • » • • • • • • « # • • • •m ss an an m a h nma m a n inn n i m
r mm m~ rjfijh ****** •• mm ni|M9 m «mmm mm m *~ m M j » * £«• mm ► W mt* 2 £ £ f j M e jr* g•• ^ •"•■*• mm A N M mm A N W*< N
h « « J * * « • « r i f l ««A A f M A N O * •••» r>+- m mr*m
mm n v m g g g i t a y n * f» mm mmr»«r»~fn «• n t a n S a m a a v « « 8 n » a m K v w m m im m
•mmm ••mmm mmt* *•< mmm t*mt*m mmm *1
mmmmmmm mmm mm mm 2 2 2 2 2 2 2 2 2 * 2
2 2 * £ mmmmmmm mmm mm mm mmmmm m - m o o oOlAf« mm>»f*«H MU
m**mm**mm mmm mm mm mmm**'>mm** mmmt*
t*mm mm mmmm —mmm mmm ioio r»«* o m o « * * » i£ « o r * —m 2 2 2 2 2 2 2 2 2 2 2a s - S2« * !!S=2 C -f- S - 52 - — s— «» - 5" «C 28 8* :" 2 8 2 S1* '
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
78
i • • • • o o o PA m m o o o o o OOO OOMOO OO o o o o o MOO- MO o o o o o
I » as ass«S«i *••* 88 asm ass S3 sssm mm m m m mm m m m mm 58 S3SS3 » ? SSPM asPM assPM
1 it r sspp
ss-PM a*m Z "m 3 "OOMm
as* £ £ 0 0 9pm 5* 58*5* 3 *1* r oPM
PA• • o
OOOo**
9 0 91* mmm m m m m o o o OO OMO MMOOr OM r r o o r MOO MO o o MOO
!i MOmm
1*0pp
m m mm m m S3 m mmMOOANN
o om m o r o 0 * 0 0 0M M *"
OO 83* a* OM m m mm m
.1o r MO m m m • O m m m m m m m o o o AMMP" OO OOMO** MOO • M •9 MM"
Si A tp*p* ON
pm*»m m mm r n ~
MOPM pm OMm mMOO MOpmpp
o o om m m ••■•MOMpmpmprpppp
MOpppm
MMOOOpMPMpftPMPP MMMPM PM PM f "**M
OOPMPP OOM
s i ia* as sas m m
o a* A »A 8" 58“ S88-Sm
OMM**
OMOOOMO **MpM a— 5* as OO**
M
I • o o o o o r o o OM M**9 **M MO" OO OMOOO Oo** r o MO •OO
I ' as ss sas ANo o as r o r
o o o S3 SSS 333SS o ro o 33333 SSS sa o r
o oMOOOOO
pS
Adpm
« «A ^
om oo**~
MMm m • om
o o oAA OM
MMM O OM
M tfO Oo •• a* ass— o o r
o •*MO m m
OM as*
i9 9tNM
ss«A
»**o•anPA« ss
m mm mm m
MOM 9MO O A
MMm mm m
o r oMAAm m m m mm m m m m m m
r oas sssasAAAAa
o r m"A Ar a
M ro om
38OM
o r ro o oOM
i i i
O rO • A
pm
OM** • • Am
ss m mm mm
0**0m
OMo**m
OMOMOMM
0 0 * 0 0o**
o**o o
• • • o o oPM m m
"O N O m
**or oPM
•Or om
o o oOMm
t i lP "
VNm
PSA99M«a
• om m
m mm mp»
m m m m m M M
o rom
OO**A P "M
" 0 * 0 0»AAAm
• om mm m
o r o • •* PM
• MAA«M 8 8 a s
! l iAAM
1*0o
m o **o
MOM
OMO MMMO
OMO 35- O
OOM
OMOOf*m m S'" **o
o S' s '"
IS.9 09
o r• A pm
A9Am m
MOPN AA
o o rOMM
o rNAm
MO"OOm
*"0 0 9 0MM m mPM
MOO
M*OAMOOMOOm
o r oO MPM
r oo**
OO0"M
A O "OMM
i !om n s
i
m m m 77 Op"1 1
"NO♦ 1 1
m m ♦ ♦
O m mm m m♦ ♦ 1
OMOOOM i l l *
OM♦ +
m m m m mt ♦ i i ♦
r o oi i ♦
MO7*
OM1
MMO7 1 *
IMM9
i»p
PA .• o oNAN 8 8o*«
NOPM PMAA
MOOMOOo
r Ao ro
OMOOO**OM**p m
r MOMO OMMOO o**~ m
OOo om m
M o o roM r a a *9 «4«PPM«M
O OM OOMo •*
OOror
rnmPM
!SJo**
i• A 8" SSpa
AAp fP O • NA OO
MO O m
?sO**
o o oo o rr
MO r om
MOOOOOOM**pa
m m m m mm m m m mm m mm
M r o o o**
M**0 fP M O *•
oor om m saro
OOM0 0 99**
§ i ill 11l u
I I I ll ,iI m i fu fi jj
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
aiyiymrm
m m ~ m + 9 >tfrnNni’
DVtflAMV
»»«£**)oop?*r»n n M N « v
S^O**I0||»• « a o * *
VOntANkANNNItnN
«amot*tfloHHAlO»r»t*
P « « n n r
««•* (*»«*<• »^rna« vn n o a a
««»««* r» rrrninf
»ra«a«haaanp««•«»«
Fnanaarrnnm• N N « « «am vnnaaattaa
vaaaaa9i3 i«oif>»
ariftaa**a a a h a a
f#>t0Of»l0
r»r*f*a*r-a» «* anaa
NhHOM1«M N«N N
n nN N N N
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
BIBLIOGRAPHY
Anderson, R. E., & Jolson, H. A. (1973, April). Consumer expectations and the communications gap. Business Horizons, pp. 11-16.
Andreasen, A. R. (1977, Winter). A taxonomy of consumer satisfaction/dissatisfaction measures. Journal of Consumer Affairs, 11, 11-24.
Bahr, W. J. (1980). Consumer dissatisfaction or disappointment:The critical difference [Summary]. Papers From the Fifth Annual Conference on Consumer Satisfaction, Dissatisfaction and Complaining Behavior, J>, 29-32.
Barbeau, J. B. (1985). Predictive and normative expectations in consumer satisfaction: A utilization of adaptation and comparisonlevels in a unified framework [Summary]. Papers From the Ninth Annual Conference on Consumer Satisfaction, Dissatisfaction and Complaining Behavior, _9, 27-32.
Bearden, W. 0., Crockett, M., & Graham, S. (1979). Consumers' propensity-to-complain and dissatisfaction with automobile repairs [Summary]. Papers From the Fourth Annual Conference on Consumer Satisfaction, Dissatisfaction and Complaining Behavior, 4 35-43.
Bennis, W. (1983, April 25). Effective leadership the exception, not the rule. U.S. News & World Report, p. 64.
Bernacchi, M. D., Kono, K., & Willette, G. L. (1979). An analysis of automobile warranty service dissatisfaction [Summary]. Papers From the Fourth Annual Conference on Consumer Satisfaction, Dissatisfaction and Complaining Behavior, jr, 141-143.
Bohon, C. D. (1985, April). People cause dealerships' poor image. Automotive Age, pp. 30-36.
Braden, J. L. (1977). Measuring consumer satisfaction with automobile repairs [Summary]. Proceedings of the Second Annual Conference on Consumer Satisfaction, Dissatisfaction and Complaining Behavior, 2, 172.
Darden, W. R., & Rao, C. P. (1977). Satisfaction with repairs under warranty and perceived importance of warranties for appliances [Summary]. Proceedings of the Second Annual Conference on Consumer Satisfaction, Dissatisfaction and Complaining Behavior, , 167-170.
80
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Day, R. L. (1977). Toward a process model of consumer satisfaction. In H. K. Hunt, (Ed.), Conceptualization and measurement of consumer satisfaction and dissatisfaction 1pp. 153-183). Cambridge, MA: Marketing Science Institute.
Diamond, S. L., Hard, S., & Faber, R. (1976). Consumer problems and consumerism: Analysis of calls to a consumer hot line. Journalof Marketing, 40(1), 58-62.
Fincher, M. C. (1983, April). The sourpuss syndrome. Dun's Busi- " ness Month. 121(4), 89-92.
Gawronski, F. (1982, September). Buick's goal: Number one incustomer satisfaction. Automotive News, p. 18.
Gilly, M., & Gelb, B. (1982). Post-purchase consumer processes and the complaining consumer. Journal of Consumer Research, _9, 323- 328.
Glassman, M., & Smith, T. (1979). On the process of consumer satisfaction, dissatisfaction and complaining behaviors [Summary]. Proceedings of the Fourth Annual Conference on Consumer Satisfaction, Dissatisfaction and Complaining Behavior, 4, 62-66.
Grangenois, M. (1983, August 11). Courtesy an effective sales tool. USA Today, p. IB.
Heneman, H. G., Schwab, D. P., Fossum, J. A., & Dyer, L. D. (1980). Per Bonne 1/human resource management. Homewood, IL: Richard D.Irwin.
Hopkins, D. M. (1983). The genesis of autocap. Automotive Executive, 5(9), 30-31.
Hunt, H. K. (1977). Consumer satisfaction/dissatisfaction: Bitsand Pieces. In R. L. Day (Ed.), Papers from a marketing symposium (pp. 38-41). Bloomington: Indiana University.
Jacoby, J., & Jaccard, J. J. (1981). The sources, meaning, and validity of consumer complaint behavior: A psychological analysis. Journal of Retailing, 57(3), 4-24.
Kendall, C. L., & Russ, F. A. (1975, April). Warranty and complaint policies: An opportunity for marketing management. Journal ofMarketing, 39, 36-43.
Lambert, Z. V. (1980). Consumer alienation, general dissatisfaction, and consumerism issues: Conceptual and managerial perspective. Journal of Retailing. 56(2), 3-24.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Lele, M. M., & Karmarkar, U. S. (1983). Good product support is smart marketing. Harvard Business Review. 61(6), 124-132.
Levitt, T. (1983). After the sale is over. Harvard Business Review. 61(5), 87-93.
Longbottom, P. (1983). Dealer's choice: Customer satisfaction or"consumer activism." Automotive Executive, 5(9), 28-29.
Lovelock, C. H., & Quelch, J. A. (1983, May-June). Consumer promotions in service marketing. Business Horizons, 26(3), 66-75.
Naisbitt, J. (1982). Megatrends. New York: Warner Books.
Oliver, R. L. (1980). A cognitive model of the antecedents andconsequences of satisfaction decisions. Journal of Marketing Research, _9, 460-469.
Oliver, R. L. (1981). Measurement and evaluation of satisfactionprocesses in retail settings. Journal of Retailing, 57(3), 25-48.
Olshavsky, R. W. (1977). Non-behavioral reactions to dissatisfaction. In R. L. Day (Ed.), Papers from a marketing symposium (pp. 159-162). Bloomington: Indiana University.'
Peters, T. J., & Waterman, R. H. (1984). In search of excellence. New York: Harper & Row.
Power, J. D. (1982, March). Recurring repair problems undermineconsumer loyalty. The Power Newsletter, 7(3), 4-5.
Power, J. D. (1983, July). Big gains in purchase consideration: Amixed blessing. The Power Newsletter, 5(7), 1-10.
Power, J. D. (1984, November). New car delivery: The first stageof customer satisfaction. The Power Newsletter, 6(11), 1-3.
Quality of customer service affects share of market. (1983, February). Sales and Marketing Executive Report, J>(3), 5.
Resnik, A. J., & Harmon, R. R. (1983, Winter). Consumer complaints and managerial response: A holistic approach. Journal of Marketing, 47, 86-97.
Richins, M. L. (1983). • Negative word-of-mouth-by dissatisfied consumers: A pilot study. Journal of Marketing, 47, 68-78.
Ross, I., & Oliver, R. L. (1984). The accuracy of unsolicitedconsumer communications as indicators of "true" consumer satisfaction/dissatisfaction. Advances in Consumer Research, 11, 504-508.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Swan, J. E., & Combs, L. J. (1976, April). Product performance and consumer satisfaction: A new concept. Journal of Marketing.pp. 25-33.
Swan, J. E., & Longman, D. S. (1975). Guttman scaling of consumer action taken due to dissatisfaction with an automobile. In H. W. Nash & D. P. Robin (Eds.), Proceedings: Southern Marketing Association (pp. 169-171). Blacksburg: Virginia Polytechnic Institute and State University.
Swan, J. E., & Oliver, R. L. (1985). The factor structure of equity and disconfirmation measures within the satisfaction process. Papers From the Ninth Conference on Consumer Satisfaction, Dissatisfaction and Complaining Behavior. J9, 2-9.
Takeuchi, H., & Quelch, J. A. (1983, July-August). Quality is more than making a good product. Harvard Business review, 61(4), 139- 145.
Technical Assistance Research Programs. (1979, September). Consumer complaint handling in America: Final report. Washington, DC:Author.
Technical Assistance Research Programs. (1983). Bottom-line benefits of consumer education: A preliminary exploratory study.Washington, DC: Author.
Turnbull, A. (1982, July). Are your customers happy? Canadian Automotive Trade, 64(7), 16-19.
Vogel, M. (1984, November-December). Turnover in sales: The flipside of selling. Personal Selling Power, pp. 18-21.
Westbrook, R. A. (1980, June). Intrapersonal affective influences upon consumer satisfaction. Journal of Consumer Research, 7, 49- 54.
Westbrook, R. A. (1981). Sources of consumer satisfaction with retail outlets. Journal of Retailing,- 57(3), 68-84.
Westbrook, R. A. (1982). Consumer satisfaction and the phenomenology of emotions during automobile ownership experiences [Summary], Papers From the Seventh Annual Conference on Consumer Satisfaction, Dissatisfaction and Complaining Behavior, 7, 2-9.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.