[雙語翻譯]績效管理外文翻譯--以客戶為中心的戰(zhàn)略績效管理（英文）

1、 Procedia - Social and Behavioral Sciences 210 ( 2015 ) 66 – 76 Available online at www.sciencedirect.com1877-0428 © 2015 The Authors. Published by Elsevier Ltd. This is an open access article under the CC BY

2、-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer-review under responsibility of the International Conference on Leadership, Technology, Innovation and Business Management doi: 10.1016/j.sbspro.2

3、015.11.330 ScienceDirect4th International Conference on Leadership, Technology, Innovation and Business Management Strategic Performance Management with Focus on the Customer Michaela Striteskaa?, Lucie Jelinkovab a,b U

4、niversity of Pardubice, Faculty of Economics and Administration, Institute of Business Economy and Management, Studentska 84, Pardubice, 532 10, Czech Republic Abstract This paper presents a view on issues of strategic

5、performance management in the Czech business environment with focus on the customer by means of comparing results and partial conclusions from research carried out in selected companies. The results of the analysis are e

6、valuated in the context of the theoretical background and the findings of similar studies. Based on these findings, a set of recommendations will be provided for Czech companies dealing with strategic performance managem

7、ent oriented towards the customer. The paper was prepared based on research of Czech and foreign literature, interviews with management and analyses of internal materials from selected companies. Keywords: performance,

8、measurement, management, customer, strategy © 2014 Published by Elsevier Ltd. Selection and/or peer-review under responsibility of 4th International Conference on Leadership, Technology, Innovation and Business Mana

9、gement 1. Introduction The basic prerequisite for the successful long-term operation of a business is finding competitive advantages for a company, linked primarily to the performance of this company but also to other a

10、reas of company operations. Gaining a competitive advantage by achieving a certain level of business performance is the primary prerequisite for the successful operation of a company in the long term (Marinic, 2005; Sk

11、odakova, 2009). One of the key factors of company performance and subsequently of the creation of value is competitiveness of the company and a competitive advantage. At the same time, company performance is considered

12、 to be the basic standard of its competitiveness. A company’s performance, according to Porter (1985) shows, for example, a greater capacity to ensure profits, increased efficiency of production processes and their effe

13、ctiveness in transforming input factors into a final product ensuring a profit. In a broader sense, the company's performance is reflected in greater stability of the company, an improved ability to learn, adapt to

14、 changes and respond to them. To achieve greater competitiveness in general it is ? Corresponding author. Tel. + 420-466-036-179 fax. +420-466-036-010 E-mail address: michaela.striteska@upce.cz © 2015 The Authors.

15、 Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer-review under responsibility of the International Conference on Leadershi

16、p, Technology, Innovation and Business Management68 Michaela Striteska and Lucie Jelinkova / Procedia - Social and Behavioral Sciences 210 ( 2015 ) 66 – 76 making and verifying strategies. Less significant reaso

17、ns for performance measurement and management were communication, motivation and remuneration, managing relations with stakeholders and obligations set by law. Performance is managed based on information obtained throug

18、h performance measurement systems. Based on the results of investigations carried out by Marr (2004) in the largest American companies with different business activities, it was apparent that the most important areas o

19、f the companies where performance is monitored is, in 91% of the companies, the financial area, 69% said the customer area, for 63% it was the process areas and in 52 % the area of human resources. The vast majority of

20、 companies thus measure performance particularly in the financial area. A similar situation exists in Czech companies, where the greatest attention is paid to performance measurement in the financial sector, followed b

21、y the customer area (Striteska, Svoboda, 2012). The fact that, in practice, performance management in Czech companies is primarily based on absolute financial indicators is also confirmed by Fibirova (2007), Horova and

22、 Hrdy (2007), Kral et al. (2007) or Skodakova (2009). The results of the above studies, however, point to the fact that companies are increasingly beginning to realise how important it is to also monitor the process an

23、d customer areas. Awareness of the importance of monitoring and measuring performance in the customer area was also confirmed by the research of Horcicka and Jelinkova (2014) in Czech manufacturing companies, where mana

24、gers indicated the ability to improve relations with customers as one of the advantages of performance measurement systems. Contemporary middle and top managers in Czech companies, however, very often lack awareness of

25、 the components and characteristics of effective performance measurement systems (Striteska, Svoboda, 2012). 3. Monitoring and Measuring Customer Satisfaction The area of monitoring customer satisfaction is becoming inc

26、reasingly important. The basic reason for monitoring customer satisfaction and loyalty is, according to Nenadal, et al. (2004), to provide sufficient relevant information on the needs and expectations of customers and

27、their level of satisfaction - in applying one of the basic principles of the quality management system such as feedback. In this context, satisfaction can be defined according to Zithaml and Bitner (2000) as the custome

28、rs’ evaluation of a product or service in terms of whether that product or service has met their needs and expectations. Failure to meet their needs and expectations is assumed to result in dissatisfaction with the pro

29、duct or service. Customer satisfaction is also characterised as a very strong and apt indicator of the operating performance, as the measure of the market- oriented performance of the company, such as sales volumes or m

30、arket share, are primarily benchmarks of success oriented back into the past (Blanchard et al., 2004). They show how successfully a company was in satisfying markets and customers in the past, but show almost nothing a

31、bout how successful the company will be managed in the future. At this point it should be noted that a company may have excellent short-term financial results, even if their customers are disappointed. This is due to t

32、he fact that the majority of customers seek alternative solutions only later; their dissatisfaction may first be displayed through reduced purchases from the company and later by a cessation of purchases. According to

33、 Nenadal et al. (2004), procedures for monitoring and measuring customer satisfaction (internal and external) can be divided into two basic groups, for procedures using customer perception output indicators and for pro

34、cedures using internal performance indicators. The first group includes procedures which work with indicators that directly show the level of perception of individual products among various customer groups and are deriv

35、ed from data collected through regular surveys. In contrast, the second group of procedures is based on analysing data acquired from internal databases of organisations supplying products to the customers; it is not ac

36、quired from customer feedback, but is a reflection of how the organisation develops processes which cause positive or negative perceptions from customers. Bateson and Hoffman (1999) state that companies should develop

37、a satisfaction information system which incorporates customer complaint measures, after-sales surveys, customer focus group interviews, mystery shopping scores, employee surveys and total market service satisfaction su

38、rveys. There is also a growing trend towards the use of concepts such as dashboards and Balanced Scorecards to bring these measures together and highlight the connections between them as well as their impact on the bot