chapter 6 - Malaysia Productivity Corporation ( MPC)

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American Customer Satisfaction (ACSI) Model Perceived Product Quality • Reliability • Customisation • Overall The ACSI Model Perceived Overall Quality • Overall (2) • Customisation (2) • Reliability (2) Customer Expectations • Overall • Customisation • Reliability Perceived Service Quality • Reliability • Customisation • Overall Perceived Value • Price Given Quality • Quality Given Price Customer Satisfaction (ACSI) Customer Complaints • Complaint Behaviour Customer Loyalty • Repurchase Likelihood • Price Tolerance (Reservation Price) The ACSI uses two interconnected methods to measure customer satisfaction namely, customer interviewing and structural equation modeling. Customer satisfaction in the ACSI model is embedded in a system of cause and effect relationships between variables: customer expectation, perceived overall quality (product quality & service quality), perceived value, customer satisfaction, customer loyalty and customer complaints as shown in the figure above. The variables on the left side are the driver of satisfaction while outcomes of satisfaction is on the right. These outcomes are customer loyalty (a positive result) and customer complaints (a negative one). The arrows show the strength of the relationship between the indices and are called impacts. In the context of the ACSI model, an impact score refers to an increase or decrease in a particular index such as customer loyalty that results from an increase or decrease in some other factors affecting that index such as ACSI. Once data has been collected, researchers analysed the data using a structural equation model that provides both scores for the measured latent variable components and the relationships (“effects” or “impacts”) between these components. Most importantly, each measured company or organisation receives a customer satisfaction index score (an “ACSI score”) which is derived from a weighted average of three manifest variable survey questions. <strong>Productivity</strong> Report 2011/2012 221
Application of National Customer Satisfaction Index There are two primary applications for the data derived from the ACSI project as described above. First is corporate application where companies use company level data to improve their own processes, products or services to improve their financial performance. Second is macro economic application where both sectoral and national-level satisfaction data are used to improve national and international economic competitiveness. Regarding the corporate applications, ACSI researchers have worked with hundreds of companies on strategies for improving customer satisfaction based on their results. Indeed, the ACSI model is designed to help market researchers isolate those factors most essential for improving customer satisfaction. Satisfaction measurement is driven by the belief that it helps companies to improve customer loyalty. Customer satisfaction has a measurable impact on purchase intentions, customer retention and positive word-of-mouth and through this satisfaction, has shown to have positive impacts towards equity prices and valuation ratios. In sum, research into customer satisfaction strongly supports the position that satisfaction impacts consumer intentions and business outcomes typically associated with customer loyalty, including financial performance. For the macro economic applications, academic research had shown that customer satisfaction as measured by ACSI and specifically, changes in the aggregate ACSI score can predict macro economies. There is a positive relationship between aggregate ACSI data (i.e. the National ACSI score discussed below) and various macroeconomic indicators, including growth in gross domestic product (GDP), personal consumption expenditure (PCE) and stock market. Annualised, Seasonally Adjusted Rate of Growth Aggreggate ACSI Data and Consumer Spending 8% 6% 4% 2% 0% -2% -4% -6% 222 <strong>Productivity</strong> Report 2011/2012 % Quarterly Change in Consumer Spending % Quarterly Change in ACSI (lagged) 7% 6% 5% 4% 3% 2% 1% 0% -1% -2% -3% -4% -5% -6% -7% -8%
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MALAYSIA
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STATUTORY REQUIREMENTS In accordanc
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organisation level will further str
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Besides analysis on productivity pe
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CONTENTS MESSAGE FROM MINISTER vi S
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CONTENTS PART 3: SYNERGY THROUGH PU
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CONTENTS Chapter 8: Productivity Pe
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REPORT HIGHLIGHTS PRODUCTIVITY PERF
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The productivity of the services se
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CHAPTER 1 PRODUCTIVITY PERFORMANCE
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Figure 1.2: Productivity Growth by
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for broadband services was also sup
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The other services sub-sector recor
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Manufacturing sector The productivi
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productivity of the sector was impa
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target to become a high-income econ
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Towards A High Income Economy CHAPT
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SOURCES OF MALAYSIA’S ECONOMIC GR
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Box 2.1: Productivity Measurement U
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28 Productivity Report 2011/2012 Bo
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CHAPTER 3 MALAYSIA AND INTERNATIONA
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Chart 3.2: IMD Competitiveness Mode
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Malaysia among the top 20 with coun
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Figure 3.3: Economic Performance Ma
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Figure 3.4: Government Efficiency E
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Figure 3.5: Business Efficiency Ext
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economies were already in the innov
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BOX 3.1: CHARACTERISTICS OF INNOVAT
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Characteristics of Selected Top Inn
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CHAPTER 4 MODERNISING BUSINESS REGU
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The Government took a significant s
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egulations in addressing an identif
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The Best Practice Regulation Handbo
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Box 4.1: Enhancing Malaysia’s Com
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Government Agency : Certi�cation
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START NFP Plan Verification OSC DBK
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The following improvements are reco
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ESCALATING ENTERPRISE INNOVATION AN
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Box 5.1: Knowledge Content Study in
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Efficient delivery time is vital to
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Group A (North) China Hong Kong Jap
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. ICQCC 2011, YOKOHAMA, JAPAN 11 th
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Over production is caused by: • I
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Box 5.4: Green Productivity (GP) fo
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Box 5.5: Enhancing Productivity thr
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Box 5.6: Achieving Excellence throu
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PART 3 SYNERGY THROUGH PUBLIC-PRIVA
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PRODUCTIVITY PERFORMANCE OF THE SER
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Box 6.1: Benchmarking for Education
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Box 6.2: Measuring Performance of P
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Box 6.3: Building Information Model
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CHAPTER 7 PRODUCTIVITY PERFORMANCE
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quarter of the year, the global sup
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CHAPTER 7 Figure 7.3: Productivity
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Figure 7.6 shows that labour remune
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increased to RM35,300 million in 20
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enable the sub-sector to face signi
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cost per employee had significantly
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The industry experienced a nominal
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CHAPTER 7 Figure 7.10: TFP Growth o
Page 192 and 193: in particular E&E. This sub-sector
Page 194: Furthermore, it can be observed tha
Page 197 and 198: PRODUCTIVITY PERFORMANCE OF THE AGR
Page 215 and 216: Box 8.1: Innovative Farming Practic
Page 217 and 218: PART 4 SUSTAINING THE QUALITY OF LI
Page 219 and 220: NATION’S QUALITY OF LIFE ASPIRATI
Page 227 and 228: Sources: Preliminary Report, Malays
Page 239 and 240: Box 9.1: Best Practices in Work Lif
Page 241: Box 9.2: National Customer Satisfac
Page 246 and 247: APPENDICES
Page 248 and 249: APPENDIX A - PRODUCTIVITY ii. Subtr
Page 250 and 251: APPENDIX A - PRODUCTIVITY 8.2 Labou
Page 252 and 253: APPENDIX A - PRODUCTIVITY 8.5 Proce
Page 254 and 255: APPENDIX C - COMPETITIVENESS TERMIN
Page 256 and 257: APPENDIX D - REGULATORY REVIEW TERM
Page 258 and 259: APPENDIX D - REGULATORY REVIEW Nati
Page 260 and 261: APPENDIX E - TECHNICAL NOTES TERMIN
Page 262 and 263: APPENDIX E - TECHNICAL NOTES Output
Page 264 and 265: APPENDIX E - TECHNICAL NOTES 243
Page 266 and 267: APPENDIX F - CONTRIBUTION BY SUB-SE
Page 268 and 269: MPC CONSULTATIVE PANELS CONSULTATIV
Page 270 and 271: MPC CONSULTATIVE PANELS CONSULTATIV
Page 272 and 273: PARTNERSHIP Economic Planning Unit
Page 274 and 275: MPC CONSULTATIVE OFFICE ADDRESSES P
Page 276 and 277: MPC REFERENCES CONSULTATIVE PANELS
Page 278 and 279: MPC ACRONYMS CONSULTATIVE AND ABBRE
Page 280 and 281: MPC ACRONYMS CONSULTATIVE AND ABBRE
Page 282 and 283: INDEX Culture 28, 46, 47, 67, 71, 7
Page 284 and 285: INDEX Malcolm Baldrige National Qua
Page 286: TRANSFORMATION INNOVATION PARTNERSH
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