mjerenje zadovoljstva kupca

Ma{instvo 4(6), 251 – 264, (2002) S.Brdarevi},….: METODE MJERENJA ZADOVOLJSTVA...

METODE MJERENJA ZADOVOLJSTVA KUPCA PREMA ISO 9001:2000

Dr. Safet Brdarevi}, red. profesor, Ma{inski fakultet u Zenici, Fakultetska 1 Dèmal Kula{in, dipl.in`., Ekonomska {kola Travnik

REZIME:

Standard ISO 9000:2000 obavezuje organizacije na uvo|enje programa mjerenja zadovoljstva kupca, ali ne propisuje na~ine i metodu koja bi se primjenila. Tako je zadatak svake organizacije da razvije i implementira sopstveni program mjerenja zadovoljstva kupca, u ~emu ovaj rad moè iznimno pomo}i. U ovom radu daje se pregled nekih metoda mjerenja zadovoljstva kupca te tipi~na metodologija mjerenja koja se primenjuje u svijetu. Nagla{ava se va`nost procesa mjerenja zadovoljstva kupca ali i te{ko}e jednog ovakvog mjerenja gdje ne postoji objektivno mjerno sredstvo.

PREGLEDNI RAD

Klju~ne rije~i: kupac, zadovoljstvo, mjerenje

CUSTOMER SATISFACTION MEASUREMENT METHODS ACCORDING TO ISO 9001:2000

Safet Brdarevi}, Ph. D. Prof., Faculty of Mechanical Engineering in Zenica Dèmal Kula{in, B.Sc. Metalurgical Engineering, School of Economy in Travnik

SUMMARY:

Standard ISO 9000:2000 requires organisations to install such Customer satisfaction measurement programs without providing ways and methods possible. Therefore, it is the task of every organisation to develop and implement its own Customer satisfaction measurement program, in which this work can be extreamly halpful. The work ilustrates the world's methods of Customer satisfaction measurement (CSM) avaliable to the authors, which are used throughout the world. The work highlights the importance of the Costomer satisfaction measurement process, as well as the difficulties arising due to the lack of objective means for measurement.

SUBJECT REVIEW

Keywords: customer, satisfaction, measurement Kvalitet je zadovoljstvo kupca (Wayne) Quality is customer satisfaction (Wayne) Progres koji se ne moè mjeriti - ne postoji (Belonn) Inmeasurable quality does not exist (Bellonn

1. UVOD

Standard ISO 9001:2000 zasnovan je na procesnom pristupu upravljanju kvalitetom, ~iji je sastavni dio mjerenje zadovoljstva kupca. Posebno se ukazuje na odgovornost menad`menta organizacije da razumije zahtjeve kupaca, da projektuje i isporu~uje proizvod/ uslugu1 koji susre}u te zahtjeve, da prosu|uje svoj uspjeh kroz mjerenje zadovoljstva kupca te da rezultate tih mjerenja koriste kao vodilju za kontinualna pobolj{anja. [12]

1 Standard ISO 9000:2000 kona~no poistovje}uje proizvod i uslugu

1. INTRODUCTION

The 9001:2000 ISO Standard is based on the process approach to quality management, whose integral part is customer satisfaction. Responsibility of an organisation management board is very important, especially in respect to understanding customer demands, designing and delivering the product/ service1 meeting them, judging their own success by means of customer satisfaction measurement, and using those results as a guidline for constant improvement [12].

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1 The 900:2000 ISO Standard finally regards product and service as identical


Uz procesni pristup, karakteristika standarda ISO 9000:2000 je i osam principa upravljanja kvalitetom. Prvi princip upravljanja kvalitetom je orijentacija prema kupcu, gdje se navodi da dobavlja~ mora osigurati egzaktne pokazatelje o: [8] - razumijevanju postoje}ih i budu}ih potreba

kupca za konkretnim proizvodima i uslugama, - na~inima ispunjavanja zahtjeva kupaca (jasno}a

prilagodbe vlastitih procesa za stvaranje èljene kvalitete proizvoda i usluga) i

- razvojnim te`njama da se udovolji o~ekivanjima kupaca.

Organizaciji koja ne razumije i ne ispunjava o~ekivanja i zahtjeve kupaca prijeti opasnost da izgubi svoj smisao i vrlo brzo moè postati irelevantna, sama sebi svrha. ISO 9001:2000 je zbog toga postavio kupce kao srce sistema upravljanja kvalitetom ~iji je cilj kontinualno pobolj{anje zadovoljstva kupca. (slika 1).

Along with the process approach, a characteristic of the 9000:2000 ISO is eight principies of quality management. The first principle of quality management is customer orientation stating that a supplier has to ensure exaet indicators of: [8]: - understanding of the current and future

customer needs for specific products and services,

- manners of meeting customer demands (adaptation of one's own processes to create the desired quality of products and services), and

- development goals to satisfy customer expectations.

The organisation that does not understand and meet customer expectations and demands is in danger of losing its purpose and can soon become irrelevant, the purpose to itself. ISO 9001:2000 has made customers the heart of the quality management system with the aim to constantly improve cutomer satisfaction (Figure 1).

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Kontiunalno pobolj{anje sistema kvaliteta

Statistika pokazuje da je 65% kupaca nezadovoljno zbog indiferentnog odnosa ili pristupa dobavlja~a. Isto tako, istraìvanja potvr|uju da je pet puta skuplje osvojiti novog kupca nego zadràti postoje}eg [5]. Zbog ove ~injenice lojalnost kupaca je sve ~e{}a tema, a posebno stoga {to se lojalnost direktno veè sa zadovoljstvom kupca. Tako, zadovoljstvo kupaca ocijenjeno sa 10/10 (odli~no) rezultira 95% lojalno{~u organizaciji, dok zadovoljstvo ocijenjeno sa 8/10 (dobro) rezultira tek sa 65% lojalno{}u. Koliko je vaàn utjecaj zadovoljstva na lojalnost, potvr|uje podatak da zadovoljstvo ocijenjeno sa srednje donosi pad lojalnosti na svega 15% [1].

Statistics have shown that 65 % of customers are dissatisfied due to indifferent relationship or approach of the supplies. Research las also established that it is five times more expensive to win a new customer that to keep one [5]. Due to this fact, customer loyalty is becoming a frequent topic, especially because loyalty is directly related to customer satisfaction. Hence, customer satisfaction graded with 10/10 (excellent) results in 95 % of loyalty to an organisation, whereas that graded with 8/10 (good) results in fust 65 % of loyalty. The fact that the satisfaction graded as average leads to a drop of loyalty to just 15 % [1] confirms the great impact of satisfaction to loyalty.

Odgovornost rukovodstva

Upravljanje resursima Mjerenje, analiza

i pobolj{anje

Realizacija proizvoda

K

U

P

A

C

Zaht jev i

K

U

P

A

C

zadovo lj s t vo

Ulaz

Izlaz

Proizvod

Slika 1: Sistem kvaliteta prema novom standardu ISO 9000:2000


Tako|e, istraìvanja pokazuju da nezadovoljan kupac svoje nezadovoljstvo prenese na jedanaest svojih ro|aka, prijatelja, poznanika, dok informaciju o zadovoljstvu dobije maksimalno tri potencijalna kupca. Sve ovo ukazuje na va`nost mi{ljenja kupaca, te da svaka organizacija mora razraditi sistemski pristup odnosa prema kupcu. Objektivan i robusan program mjerenja zadovoljstva kupca moè obezbijediti informacije potrebne za finansijske efekte zadovoljnih i lojalnih kupaca.

Research has also shown that a dissatisfied customer disseminates has/her dissatisfaction to eleven of his realtives, friends, acquaintenaces, whereas the information on satisfaction reaches only three potential customers. An of this points to the importance of customer opinion and of developing a system approach to customer relationship worthin each organisation. An objective and robust program of customer satisfaction measurement can provide information needed for the firancial effects of satisfied and loyal costumers [5].

2. METODE MJERENJA ZADOVOLJSTVA KUPCA

Mjerenja karakteristika koji se ne mogu porediti prema objektivnim kriterijima, odnosno gdje ne postoji mjerno sredstvo, ve} imaju subjektivnu referencu je veoma zahtjevan proces koji name}e prethodno precizno planiranje akcija i efikasno i blagovremeno prikupljanje podataka. Provo|enje ovakvih mjerenja je uvijek teè nego {to se pretpostavlja, i to nije i ne smije biti samo postavljanje pitanja i prikupljanje odgovora. Sprovo|enje mjerenja zadovoljstva kupca je, naprotiv, sistemati~ni, nau~ni i nepredvivi na~in za prikupljanje rezultata [2]. Vrijednosti dobijenih podataka, {to je posebno va`no, podlijeù zakonima matemati~ke statistike i vjerovatno}e, te sa na njih mogu primjeniti svi oni alati kvaliteta koji imaju oslonac u statisti~kim metodama kao {to su SPC, Pareto analiza, Korelacioni dijagram, Ishikawa dijagram, i dr..

2. CUSTOMER SATISFACTION MEASUREMENT METHODS

Measuring of the characteristics that cannot be compared according to objective criteria, that is where there is no means of measurement, but which have a subjective reference, is an extremely demanding process that imposes prior accurate planning of actions and efficient and timely gathering of data. Such measurements are always more difficult to implement than it appears. It is not and must not be only asking questions and gathering answers. On the contrary, implementation of customer satisfaction measurements is a systematic, scientific and unprediatable means of gathering the results [2]. The values of the results, which is extremely important, are subject to the laws of mathematical statistics and probability. Therefore, an the quality tools based on statistical methods, such as SPC, Pareto Analysis, Corelation diagram, Ishikawa diagram, and others can be applied.

Management responsibility

Resource management

n

Measuring, analysis and improvement

Product realization

CUSTOMER

Demands

CUSTOMER

Sa t i s f ac t i o

Constant improvement of quality system

Input

Output

Product

Figure 1. Quality system according to the new ISO 9000:2000 standard

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Zbog pomenutih specifi~nosti, u svijetu, u istoriji teorije i prakse realizacije procesa mjerenja zadovoljstva kupca postoji vi{e pristupa. Zadatak ovog rada je da prikaè, autorima dostupne, svjetske pristupe mjerenju zadovoljstva kupca usluge. U svom istraìvanju autori ovog rada su uo~ili slijede}e metode:

Due to the above specific characteristics, there are several approaches in the history of theory and practice of the implementation of customer satisfaction measurements. The task of this paper is to present the approaches to customer satisfaction measurement in the world the authors are familiar with. In the course of this rescarch, the authors of the paper have noticed the following methods:

Tabela 1: Metode mjerenja zadovoljstva kupca, sa bitnim karakteristikama

Metoda Karakteristike

Metoda kompanije Leadership Factor - perspektiva kupca kao startna ta~ka - ocjenjivanje va`nosti zahtjeva paralelno sa zadovoljstvom kupca - odre|ivanje indeksa zadovoljstva kupca

Metoda kompanije CIM College - ta~no definirani koraci metode - kori{tenje alata kvaliteta za prezentiranje rezultata - povezivanje podataka sa vlastitim software-om

Metode kompanije SurveyValue - potpuna automatizacija prikupljanja i obrade podataka Metode kompanije AUTODATA - mogu}nost ONLINE mjerenja Metode kompanije PERSUES - mogu}nost ONLINE mjerenja Metode kompanije Walker Smartloyalty Inc. - ONLINE mjerenje zadovoljstva kupca

Metoda Univerziteta u Newcastle-u - mjerenja zadovoljstva kupca u edukaciji - ONLINE mjerenje zadovoljstva u~enika/studenata - kori{tenje statisti~kih software-skih paketa SPPS i SAS

Nacionalni indeks zadovoljstva - uklju~ivanje kupaca prema slu~ajnom uzorku - podaci su potpuno javni

Table 1: Customer satisfaction measurement methods, along with a few important characteristics

Method Characteristics

Method of the Leadership Factor company

- customer perspective as the starting point - evaluation of importance of the demands is parallel to the

customer satisfaction - customer satisfaction index established

CIM College Company Method - precisely defined method steps - quality tools for presentation of the results used - the data linked to personal software

Methods of the Survey Value Company - complete automatisation of the data gathering and processing AUTODATA company methods - ability to measure ON-LINE PERSUES company methods - ability to measure ON-LINE Wallear Smart loyalty Inc. Methods - ON-LINE customer satisfaction measurement

Newcastte University Method - customer satisfaction measurement in education - ON-LINE student satisfaction measurement - statistical software packages SPPS and SAS used

National satisfaction index - customers engaged according to random sample method - data are fully available to public

Imena ovih metoda definirana su onako kako su ih njihovi autori nazvali, ili prema organizaciji koja ih koristi, prema sistemu na koji se primjenjuje, ili prema osnovnoj su{tini postupka. Osnovna karakteristika ve}ine ovih metoda je da se metodom anketiranja do|e do stavova uzorka kupaca i zatim izvr{i ocjena zadovoljstva na osnovu prikupljenih podataka po nekom pristupu. U nastavku }e biti prikazana tipi~na metodologija mjerenja zadovoljstva kupaca, koja je rezultat istraìvanja vi{e metoda.

The methods are named as their authors had named them, according to the organisation using them, the system applied, on their basic procedure. The main characteristic of a majority of the methods is that they learn about the attitude of a sample of cus-tomers in a survey and then they evaluate satisfaction on the basis of the data gathered by certain proce-dure. Further in the paper, a typical customer satis-faction measurement methodology with be prezented, which is the result of a rescard of several methods.

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3. TIPI^NA METODOLOGIJA MJERENJA ZADOVOLJSTVA KUPCA

S obzirom na sloènost i va`nost mjerenja zadovoljstva kupca, mjerenje je utemeljeno na istraìvanju kupaca kako bi bile dobijene validne i kvalitetne informacije. U svim metodama uo~avaju se izvjesni koraci, te }e i prezentirana tipi~na metodologija imati vi{e koraka.

3.1. Odre|ivanje ciljeva Da bi se odredio cilj, potrebno je postaviti pitanja, poput: za{to se provodi mjerenje zadovoljstva kupca, {ta se o~ekuje da se usavr{i, kakva vrsta odluke }e biti done{ena kao razultat istraìvanja, i sl.. Ciljeve ili zahtjeve mjerenja zadovoljstva kupca trebalo bi sumirati u jednoj ili dvije re~enice. [to su ciljevi specifi~niji ili koncizniji, to je lak{e sprovesti efikasno istraìvanje zadovoljstva kupca.

3.2. Utvr|ivanje zahtjeva kupaca Pri utvr|ivanju o~ekivanja kupaca mora se izbje}i gre{ka koju pravi veliki broj organizacija, a to je da sami kreiraju liste o~ekivanja i zahtjeva kupaca. To je tzv. pogled organizacije (lens of organisation), koji u ve}ini slu~ajeva ne donosi valjane informacije, jer kupci i organizacije nemaju isti pogled na proizvod/uslugu. Nasuprot ovakvog na~ina, ako se pri utvr|ivanju o~ekivanja kupaca po~inje od njih samih (lens of customer), rezultati istraìvanja postaju daleko precizniji. U cilju ustanovljenja pogleda kupaca, moraju se identificirati faktori koji determiniraju kup~eve evaluacije organizacije. Tipi~ne tehnike kojima se postiè identificiranje ovih faktora su dubinski intervjui (depth interviews) i fokusne grupe (focus group), ~iji izbor zavisi od djelatnosti organizacije i odnosa sa kupcima. Zajedni~ko za obje tehnike je da se pri intervjuiranju polazi od pretpostavke da organizacija nema dobavlja~a i kupac navodi {ta bi sve dobavlja~ trebao ispuniti. Kroz ovakvo opisivanje, indirektno se dobija lista od 20 do 50 kup~evih zahtjeva. U daljem toku intervjua, na skali od 1 do 10 kupci rangiraju sve zahtjeve, i najbolje ocijenjeni zahtjevi, obi~no 20, uklju~uju se u glavni dio istraìvanja, anketu.

3.3. Dizajniranje ankete Dizajniranje ankete je ~esto najteì dio u sprove|enju mjerenja zadovoljstva kupca. Va`nost anketnog upitnika ogleda se u tome da prikupljeni podaci obezbje|uju smjer akcija, pomaù da se odrede trendovi i modeli, i da se pravazi|u problemi i prije nego se krene sa proizvodnjom odnosno uslugom.

3. TYPICAL METHODOLOGY OF CUSTO-MER SATISFACTION MEASUREMENT

Considering the complexity and importance of customer satisfaction measurement, it is based by the research of customers, go that valid and quality information can be gained. An the methods lave certain steps, therofore the presented typical methodology wile be presented in that way.

3.1. Setting up the goals

In order to set up a goal, it is necessary to ask questions, such as: why customer satisfaction measurement is being conducted, what is expected to be improved, what decision will be made as a result of the research, etc. The goals or the demands of a customer satisfaction measurement should be summarised in one on two sentences. The more specific and concise the results are, the casier it is to conduct an efficient customer satisfaction research [2].

3.2. Estabilishing customer demands

When estabilishing customer expectations one has to avoid a mistake be made by a number of organisations, which is creating the list of customer demands and expectations by themselves. This is so colled lens of organisation, which in most cases does not provide relevant information, due to the fact that customers and organisations do not share the same view of a product/service. Contrary to this is to start estabilishing customer expectations from the customers themselves (lens of customer), when the results get for more precise. With the aim of estabilisning the lens of customer, the factors determming the customer evaluation of organisaiton need to be identifical. Typical techniques to identify the above factors are: in-depth interviews, focus gro0ups, whose choice depends on the type of work of the organisation and the realtionskip with the customers. A common thing to both of these techniques is to start in interviewing with the presumption that an organisation has no suppliers and customers are expected to list what the supplier should fulfil. This will provide a list of 20-50 customer demands. Further in interiew, customers range their demands on the scale from 1 to 10. The highest ranged demands, usually 20 of them, are included in the major part of the rescarch, a survey [1].

3.3. Survey design Designing a survey is often the most difficult part in conducting customer satisfaction measurement. The relevance of the survey is viewed in providing a direction for actions with the gathered data, which help decide on trends and models and overcome problems before starting the production on service itself.

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3.3.1. Uputstvo Uputstvo za upitnik odre|uje ton dogovora. U uputstvu, ispitanik se ubje|uje da popuni upitnik. Da bi se ohrabrili ispitanici da u~estvuju, moè se organizirati neka nagradna igra ili ne{to sli~no. Jasne instrukcije mogu veoma ~esto da elimini{u zbunjenost kupaca. 3.3.2. Odre|ivanje duìne ankete Preporu~uje se uklju~ivanje maksimalno 50 pitanja, jedan broj zahtjeva zajedno sa odre|enim dodatnim pitanjima (li~ni podaci kupca, i sl.). Npr., 40 pitanja podrazumijeva 20 najbolje ocijenjenih zahtjeva, jer oni trebaju biti ocijenjeni sa aspekta i va`nosti i zadovoljstva. Praksa pokazuje da je potrebno napraviti odvojene sekcije zadovoljstva i va`nosti, a na prvo mjesto poèljno je postaviti sekciju zadovoljstva. 3.3.3. Odabir skale Treba se odrediti izme|u verbalne (atributske) ili numeri~ke skale. Prednost se daje numeri~koj skali, kao idealnoj za analiziranje podataka i povratne informacije (feedback). Od numeri~kih skala, najpodesnija je skala "1 do 10" (ten-point scale), jer se njome mogu obuhvatiti i male promjene performansi. 3.3.4. Izbor uzorka Suprotno ra{irenom mi{ljenju, pouzdanost uzorka ne ovisi od isklju~ivo od procenta populacije, ve} o apsolutnom broju uklju~enih u ispitivanje. Istraìvanja pokazuju da broj je od 200 ispitanika dovoljan za ve}inu organizacija, preko 500 je nepotrebno, a ispod 100 ispitanika je nedovoljno.

3.3.1. Guidelinc A survey guideline is a matter of agreement. The guideline is there to convince a person to fill it in. To encourage people to take part one can organise lottery games or similar. Clear instructions will often eliminate customer's confusion. 3.3.2. The length of a survey It is recommended to include a maximum of 50 questions, a number of demands with additional questions (personal information on the customer, and so on). For example, 40 questions includes top 20 demands since they need to be evaluated from the point of view of both importance and satisfaction. Practice has shown that separate sections for satisfaction and importance should be made. It is desirable to place satisfaction first. 3.3.3. Selection of grading scale The choice is between verbal (atrributory) and numerical scale. The numerical is more favourable, being ideal for data and feedback analysis. Among them, the most suitable is ten-point scale as it grasps even small changes in performance. 3.3.4. Selection of sample Contrary to the widespread beliet, realibility of samples does not depend only on the percent of population but on the absolute number of the examinees. Research has shown that 200 examinees is sufficient for most organisations, over 500 is unnecessary, and below 100 is insufficient [13].

R

e l i a b i l i t y

P o u z d a n o s t

0 50 100 150 200 Veličina uzorka – Number of examines

Slika 2: Dijagram odnosa veli~ine uzorka i pouzdanosti Figure 2. Diagram of the number of examines-reliability dependance

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Uzorkovanje se moè vr{iti na dva na~ina: 1. slu~ajni uzorak (random sampling) i 2. reprezentativni uzorak (representative sampling). Za ve}inu organizacija najadekvatniji je specijalni vid slu~ajnog uzorkovanja, tzv. slojeviti slu~ajni uzorak (stratified random sampling), koje elimini{e nepristrasnost a ujedno je i reprezentativno. Slojeviti slu~ajni uzorak podrazumijeva dijeljenje baze kupaca, npr. prema ra~unima kojeg kupci prave, prema geografskom poloàju, godinama itd.. Pretpostavimo da se podjela vr{i prema ra~unima, i da imamo 40 najvrijednih kupaca koji prave 40% prometa, 160 srednje vrijednih kupaca koji tako|e ~ine 40% prometa i 400 malih kupaca sa prometom od 20%. Uzorkovanje iz ovakve baze izgledalo bi ovako:

Sampling can be done in two ways: 1. random sampling, and 2. representative sampling. Most organisations find a special type of random sampling the most adequate. It is so called stratified random sempling, which eliminates bias and is at the same time representative. Stratified random sampling implies classification of the customer base for example according to the calculations customers make, geographical location, age, etc. Let us assume that customers are classified according to calculations and that we have 40 best customers making 40 % of the turnover, 160 average customers also making 40 % of the turnover and 400 small customers making the turnover of 20 %. Sampling from this base is as follows:

Tabela 2: Uzorkovanje kupaca slojevitim slu~ajnim uzorkom Table 2: Stratified random sampling

Vrijednost kupaca Customer

% prometa % of turnover

% uzorka % of sample

broj kupaca No of customers

frakcija fraction

velika – best 40 40 40 2:1 srednja- average 40 40 160 1:2 mala - small 20 20 400 1:10

U slu~aju uzorka veli~ine 200, to bi zna~ilo: 80 ispitanika iz baze kupaca velike vrijednosti, 80 ispitanika iz baze kupaca srednje vrijednosti i 40 ispitanika iz baze kupaca male vrijednosti. Izbor ovih kupaca je po slu~ajnom metodu, recimo svaki peti ~lan iz baze, itd..

In the case of a sample of 200 it would mean the following: 80 examinees from the base the best customer, 80 examinees from the average and 40 from the small customer base. Customers are chosen randomly, each fifth member of the base, etc.

3.3.5. Rije~nik ankete Rije~nik ankete mora biti jasan i koncizan, bez àrgona i sinonima. Dvosmilena i pristrasna pitanja su dva naj~e{}a problema koji se prave pri kreiranju ankete. Npr. pitanje "Da li je osoblje ljubazno i korisno?". U ovom pitanju nije jasno koja se karakteristika mjeri, ljubaznost ili korisnost. Kako ove karakteristike nisu iste, za njihovo mjerenje potrebna su dva odvojena pitanja. Tako|e, pitanje: "Koliko ste zadovoljni brzinom tehni~ke podr{ke?", u sebi nosi gre{ku, jer navodi na zadovoljstvo. Kupcu se, dakle, sugerira da je zadovoljan, te ovakvo pitanje dovodi do rasipanja razultata mjerenja. Ovo se pitanje treba preformulirati u pitanje: "Koliko ste zadovoljni ili nezadovoljni brzinom tehni~ke podr{ke?".

3.3.5. Survey vocabulary Survey vocabulary has to be clear and concise, without slang or synonims. Ambiguons and biased questions are two biggest problems made in survey design. For example, "Is the staff kind and useful?" It is not clear which characteristic is measured in this question, kindness of usefulness. Since these characteristics are not the same, their measurement requires two separate questions. The question: "How satisfied are you with the speed of technical support?" also has a flow since it leads to satisfaction. A customer is, therefore, suggested to be satisfied and such question leads to a waste of the results of measurement. The question should be: "How satisfied or dissatisfied are you with the speed of technical support?" [1].

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3.4. Testiranje upitnika Dizajnirani upitnik poèljno je testirati kako bi bili sigurni da }e se prikupiti valjani podaci. "Probni kupci" mogu dati povratne informacije o mnogim aspektima upitnika: o strukturi upitnika, o pitanjima, o duìni upitnika, i o nekim drugim inicijativama koje mogu pomo}i da se privu~e vi{e kupaca. Generalno, postoje tri tipa testiranja upitnika:

- testiranje gdje u~estvuju kupci, - testiranje gdje kupci toga nisu svjesni, i - testiranje u obliku kratkog intervjua.

3.4.1. Testiranje gdje u~estvuju kupci Pri ovakvom testiranju, kupci se pitaju o svakoj fazi ispitivanja koje se sprovodi. Na ovaj na~in prikupljaju se podaci za svako pitanje ponaosob. Iako ovakav test ima smisla, pokazaju se da kupci nerado kritikuju neka pitanja, ukoliko nisu veoma lo{a. 3.4.2. Testiranje gdje kupci toga nisu svjesni U ovom slu~aju kupci ne znaju da, u stvari, u~estvuju u testiranju upitnika. Test se odràva kako {to bi se odràlo i ispitivanja zadovoljstva kupca. Odgovori se biljeè, ubacuju u tabele i analiziraju, da bi se vidjelo da li se gre{ke pojavljuju na svakom pitanju. 3.4.3. Testiranje u obliku kratkog intervjua U ovoj verziji testiranja, onaj ko vodi intervju biljeì kako kupci shvataju svako pitanje, konkretne probleme koje mo`da imaju sa uputstvom upitnika, sa rije~ima u pitanju, sa na~inom postavljanja pitanja kao i sa opsegom pojedinih ocjena za pojedino pitanje. Intervju moè biti audio ili video zabiljeèn, da bi se dobila objektivna slika testiranja.

3.5. Prikupljanje podataka Prikupljanje podataka, odnosno sprovo|enje ispitivanja zavisi od veli~ine prostora na kome su kupci. Ukoliko se ispituje grupa zaposlenih u velikoj kompaniji, moè se, recimo, koristiti Intranet. Ukoliko se, pak, provodi ispitivanje u nekom udaljenom ili nerazvijenom podru~ju, onda se pribjegava Internetu ili klasi~nim metodama ispitivanja, samostalnim popunjavanjem ankete, putem telefona ili po{tom. U su{tini, postoje tri na~ina za upravljanje sprovo|enjem ispitivanja: - ispitivanja kojim upravlja ispitiva~, - ispitivanje kojim upravlja kupac i - ispitivanja kojim upravlja ra~unar.

3.4. Survey testing It is desirable to test the designed survey to make sure valid data will be gathered. "Probation" customers can give feedback information on many aspects of the survey: on the survey structure, questions, length, and some other initiatives that can help attract more customers. Generally, there are there types of survey testing:

- testing where customers take part, - testing the customers are unaware of - testing in the form of a short interview.

3.4.1. Testing where customers take part With such testing, customers are asked on reach phase of the survey conducted. Data are gathered in this manner for each individual question. Although a test like this makes sense, customers rarely criticise some questions unless they are very bad. 3.4.2. Testing the customers are unaware of Here the customers do not actually know that they are a part of a survey. The test is conducted in the some way as a customer satisfaction survey. The answers are recorded, entered into tables, and analysed to see whether mistakes occur in each question. 3.4.3. Testing in the form of a short

interview With this type of testing, the interviewer records the customers understanding of each question, concrete problems they might be having with the survey guideline, words in the questions, the way the questions are asked, and the range of some grades for specific questions. An interview can be audio or video recorded to get an objective image of the testing.

3.5. Gathering of data Gathering of data, or realisation of survey depends on the size of the space where the customers are. If the examinees are a group of employees in a big company, Intranet can be used for example. How ever, if testing is conducted in a remote or under-developed area., Internet can be used, or classical survey methods with independent filling in, or surveys by phone of mail. Basically, there are there ways to conduct a survey - survey conducted by a moderator, - survey conducted by customer, and - survey conducted by computer.

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3.5.1. Ispitivanje kojim upravlja ispitiva~

Ovaj na~in ispitivanja koristi se kada se prikupljanju informacije specifi~nog sadr`aja. Nekoliko je metoda za sprovo|enje ispitivanja kojim upravlja ispitiva~:

- razgovor sa grupom kupaca, - posjeta kupcu i - razgovor sa kupcem putem telefona.

3.5.2. Ispitivanje kojim upravlja kupac Ovaj na~in ispitivanja koristi se kada se prikupljanju informacije od velikog broja kupaca, kako bi podaci bili reprezentativniji. Metode ovakvog na~ina ispitivanja su:

- slanje upitnika po{tom i - slanje upitnika faksom.

3.5.3. Ispitivanje kojim upravlja ra~unar

Tako|e, i ovaj na~in sprovo|enja ispitivanja omogu}ava prikupljanje informacija od velikog broja korisnika, i to veoma brzo i efikasno. Dvije naj~e{}e metode ovakvog ispitivanja su:

- preko Interneta i - slanje upitnika e-mail-om.

Pore|enje ovih metoda dato je tabeli 3:

3.5.1. Moderator-conducted survey

It is used when information of specific content is being gathered. There are several methods to direct such a survey:

- conversation with a group of customers, - visit to a customer, and - conversation with a customer by phone.

3.5.2. Customer-conducted survey It is used when information from a large number of customers are beng gathered in order to have more representative data. These methods are:

- sending a survey by mail and - sending a survey by fax.

3.5.3. Computer-conducted survey

It also enables gathering of information from a largenumber of users fast and efficiently. Two most common such methods are:

- via Internet and - sending a survey via e-mail.

These two methods are compared in the Table 3:

Tabela 3.: Pore|enje karakteristika metoda ispitivanja Table 3: Comparison of the survey method characteristics [2].

Ispitivanjem upravlja: - Conduced by Karakteristike- Characteristics

Ispitiva~ - Moderator Ra~unar – Computer Kupac – Customer

Stepen zadr`ane kontrole – Degree of control

veliki - large veliki – large mali - small

Uticaj – Effect veliki – large umjeren - average mali – small Kooperativnos - Cooperationt velika – large umjerena – average mala – small Cijena – Price velika – large srednja – average mala – small Prilagodljivost pitanja – Adaptability of questions

velika – large velika – large mala – small

Mogu}nost prekida – Possibility of interruption

ne - no da - yes da - yes

Mogu}nost prikupljanja podataka – Possibility of data gathering

da – yes da – yes ne – no

Minimiziranje nivoa intervjua – Minimization of interview level

ne - no da – yes da – yes

Minimiziranje redoslijeda pitanja – Minimization of question oreder

da – yes velika – large ne – no

Kompleksnost pitanja – Complexity of question

zavisi od moderatora – depends on the moderator

velika – large mala - small

Mogu}nost razumijevanja jezika kupca – Ability to understand customer language

da – yes da - yes nije lako – not

easy

3.6. Analiza podataka U zavisnosti od cilja mjerenja mogu se sprovesti neke od slijede}ih analiza rezultata mjerenje zadovoljstva kupca:

3.6. Data analysis Depending on the goal of measurement, some of the following analyses of the customer satisfaction measurement results can be made:

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- osnovne analize rezultata, - dodatne analize rezultata i - pra}enje stabilnosti zadovoljstva kupca.

Analiza podataka uglavnom se izvodi softverski. Manje napredne statisti~ke analize vr{e se softverskim paketom Microsoft Excel, dok su specijalisti~ki paketi kao STATISTICA, SAS ili SPSS jednostavniji za kori{tenje a analize se dobijaju brè. 3.6.1. Osnovne analize rezultata Osnovne analize uklju~uje statisti~ke alate za ispitivanje samo jedne od dimenzija kvaliteta, i one ne mogu da daju uzajamne veze izme|u mjerenih dimenzija kvaliteta proizvoda/usluge i op}eg zadovoljstva. U osnovne analize rezultata mjerenja zadovoljstva kupca spadaju:

- odre|ivanje frekvencije raspodjele, - mjerenja glavne tendencije, - odre|ivanje vjerovatno}e i standardne devijacije.

3.6.2. Sloène analize rezultata ispitivanja Sloène analize se mogu podijeliti u dvije grupe: tehnike za ispitivanje veza i tehnike za odre|ivanje zavisnosti. Ve}ina ovih analiza se koristi za utvr|ivanje klju~nih atributa i povezanosti ovih atributa sa op}im zadovoljstvom kupca. U ovakve analize spadaju:

- Korelaciona analiza, - Pareto analiza, - Ishikawa dijagram, - Faktor analiza, - Grupna analiza, itd..

3.6.3. Srednje vrijednosti Izra~unavaju se tri tipa srednjih vrijednosti: aritmeti~ka sredina, mod i medijana. Aritmeti~ka sredina uvijek se navodi sa standardnom devijacijom, koja daje validne informacije o varijacijama odgovora. Tako, na skali 1-10 (ten-point-scale), standardna devijacija preko vrijednosti 2 indicira veliku raznovrsnost mi{ljenja i mora biti istraèna.

- basic result analyses, - additional result analyses, and - monitoring of the customer satisfaction stability. Data are mostly analysed by software. Less advanced statistical analyses are made with the aid of the Microsoft Excel software package, whereas specialist padages, such as STATISTICA, SAS, or SPSS are less complex to use and data are analysed faster. 3.6.1. Basic result analyses Basic analyses include statistic tools for examining one dimension of quality, and they are unable to provide interrelations of the measured dimensions of the product/service quality and general satisfaction. Basic result analyses of the customer satisfaction measurement are:

- establishing distribution frequency, - major frequency measurement, - establishing probability and deviaiton standards.

3.6.2. Complex analyses of measurement results Complex analyses can be divided into two groups: co-relation measurement techniques and dependence measurement techniques. Most of these analyses is used to estabilish key attributes and their co-relations with the general customer satisfaction. These analyses are:

- Co-relation analysis, - Pareto analysis, - Ishikawa diagram, - Analysis factor, - Group analysis, etc [2].

3.6.3. Average values There types of average values are calculated: arthmetic mean, mode and median. Arithmetic mean is always expressed in standard deviation, which gives valid information on the reply deviations. Therefore on a ten-point scale, standard devation over 2 indicates great difference of option and has to be exavined.

3.6.4. Korelaciona analiza

Korelacija je mjera utjecaja dvije varijable jedna na drugu - ako jedna raste, da li raste i druga. U podacima zadovoljstva analizira se utjecaj svakog elementa zadovoljstva na ukupno zadovoljstvo i donosi se zaklju~ak koji element ima najve}i utjecaj na ukupno zadovoljstvo, odnosno kako varijacije u performansama svakog zahtjeva uti~u na ukupno zadovoljstvo.

3.6.4. Co-relation analysis

Co-relation is a measure of mutual effect of two variables; if one grows, with the other grow too? In the data on satisfaction, the impact of each element on general satisfaction is being analysed. Conclusion is then made on which element has the biggest impact on the general satisfaction, that is how variations in performance of each demand affect the general satisfaction.

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3.6.5. Komentari Komentari osiguravaju dublje razumijevanje rezultata mjerenja. Za bolje analiziranje komentara, grupi{u se u kategorije, ako je ih vi{e od dva ili tri. 3.6.6. Indeksi Kori{tenje indeksa je standardna praksa u postavkama modeliranja. Sva tzv. survey mjerenja sastoje se od dvije komponente: istinite informacije i gre{ke. Kombiniranje broja mjerenja u jedan indeks uve}ava proporciju istine u odnosu na gre{ku, i obezbje|uje bolju sliku rezultata ta~nog, glavnog elementa svakog mjerenja. 3.6.6.1. Indeks zadovoljstva kupca Indeks zadovoljstva kupca (Customer satisfaction index) je najbolja pojedina~na mjera koliko je op}enito zadovoljan va{ kupac. Za ra~unanje indeksa zadovoljstva mora se kombinovati rezultat va`nosti (Vi)i zadovoljstva za produciranje teìnskog srednjeg rezultata, koji ~esto predstavlja procenat teoretskog maksimuma. Prvo se mora izra~unati teìnski faktor (TFi) za svaki zahtjev tako {to se podijeli rezultat va`nosti sa ukupnom vrijednosti rezultata va`nosti.

TFi=Vi/ΣVi=V............................(1) Teìnski rezultat (TRi) je umnoàk rezultata zadovoljstva (Zi) i teìnskog faktora za svaki zahtjev.

TRi=ZixTFi.................................(2) Kona~no, Indeks zadovoljstva kupca (CSI) je zbir svih teìnskih rezultata.

CSI=ΣTRi..................................(3) Indeks zadovoljstva kupca CSI ne prelazi vrijednost 10, odnosno 100%. ê{}e se izraàva u procentima.

3.6.5. Comments

Comments enable deepor understanding of the measurement results. For better anolysis, results are elassified into groups, in case there are more than two of there of them.

3.6.6. Indexes Use of indexes is a standard practice in modeling setups. All so called survery measurements consist of two components: truethful information and error. Combination of a measurement number into an index increases the propostion of truth in relation to error and provides a better view of the result of the precise, main element of each measurement.

3.6.6.1. Customer satisfacton index Customer satisfaction index is the best individual measure of how generally satisfied you customer is. Calculation of satisfaction index consists of combining the rezult of importance and satisfaction to produce the mean weight result, which often reprezents a percentage of theoretical maximum. Waight factor (TFi) has to be calculated first for each demand by dividing the importance rezult (Vi) with the total value of the importance result.

TFi=Vi/ΣVi=V............................(1) The weight rezult (TFi) is reached by multiplying the satisfaction rezult (Zi) and the weight factor for each demand

TRi=ZixTFi.................................(2)

Finally, customer satisfaction index (CSI) is a sum of all weight rezults.

CSI=ΣTRi..................................(3) Customer satisfaction index never exceeds 10, that is 100 % . It is more often expressed in percent.

3.7. Prezentiranje rezultata 3.7.1. Analiza propusta Na~in za identificiranje tzv. "brzih pobjeda" (quick wins) je analiza propusta (Gap analysis). Naime, proces pobolj{anja ne mora uvijek polaziti od utvr|enog mjesta najmanjeg zadovoljstva, {to je ~est slu~aj nakon interpretacije rezultata. Efektivan na~in za ciljanje adekvatnog procesa pobolj{anja je otkrivanje podru~ja najve}ih razlika u odnosu va`nost - zadovoljstvo. Metodom Gap analysis, koja uporedo grafi~ki prikazuje rezultate va`nosti zahtjeva i njihovog ispunjenja, lako se adresiraju ova mjesta.

3.7. Prezentation of the results

3.7.1. Gap analysis

So called "quick wins" can be identified by gap analysis. Namely, improvement process does not necessarily have to start with an established spot of the least satisfaction, which is often the case upon interpretation of the results. An efficiont way to target an adequate improvement process is finding out the greatess differences in the importance – satisfaction relationship. The gap analysis method, which in parallel graphically prezents the rezults of the importance of demands and their fulfillment, easily addresses these spots.

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3.7.2. Put nezadovoljstva Va`no je, tako|e, sagledati i koja podru~ja su uzrokom posebnih nezadovoljstava kupaca. Jedan od indikatora je broj negativnih komentara datih za odre|eno podru~je. Za bolje razumijevanje ovih komentara mogu se grupisati u specifi~ne probleme.

3.7.3. Put zadovoljstva Kombiniranjem rezultata va`nosti sa koeficijentom dobijenim korelacijom elementa zadovoljstva sa ukupnim zadovoljstvom identificira se put zadovoljstva. Grafi~ki prikaz je kvadrant sa apscisom utjecaj i ordinatom va`nost. Pozicija puta zadovoljstva je gornji-desni prostor kvadranta.

3.7.4. Biznis utjecaj Na~in za identificiranje "brzih pobjeda" (quick wins) je i kori{tenje matri~nog grafikona uno{enjem vrijednosti propusta nasuprot tro{ka odnosno teìne pobolj{anja. Figura tro{ak je tipi~no op}enita, izraèna skalom od tri do pet od najnièg ka najvi{em.

3.7.2. Dissatisfaction drivers It is also important to view areas which cause special customer dissatisfaction. One of the indicators is the number of negative commends for specific area. To better understand such comments, they can be grouped into specific problems.

3.7.3. Satisfaction drivers Satisfaction drivers are identified by combining the results of importance with the coefficient from the co-relation of the satisfaction drivers and the total satisfaction. The quadrant with the impact abscissa and the importcuce ordinate is graphically prezented in Figure 4. Satisfaction drivers is the upper right quadrant area.

3.7.4. Business impact A way to identify "quich wins" is using a matrix graph and Entering the value of gaps against costs, that is the degree of improvement. The figure cost is typically general, expressed in a seale from thoce to five starting from the lowest and increasing to the highest.

10.0

9.5

9.0

8.5

8.0

7.5

7.0

Pouzdanost isporuke Kvalitet proizvoda

Pouzdanost proizvoda

V A Ž N O S T

Vrijeme isporuke

Cijena Kvalitet servisa Ljubaznost osoblja

Držanje obećanja Stanje zaliha Ljubaznost osoblja 6.5

6.0 0.35 0.50 0.65

UTJECAJ

Slika 3: Kvadrant puta zadovoljstva

10.0

Accuracy of deliveries Product quality 9.5Product reliability

9.0 I M P O R T A

Delivery time 8.5

8.0 Price 7.5 Service quality Staff kindness

Keeping promises 7.0 Supplies Staff kindness 6.5

6.0 0.35 0.50 0.65

IMPACT

Figure 3. Cap analysis

Veliko Pouzdanost proizvoda

Cijena Imidž kompanije Kvalitet proizvoda

Dostupnost zalihama

TROŠAK POBOLJŠANJA

Brzina telefonskih odgovora Vođenje vremena Kvalitet servisa

Znanje osoblja

Dojam prvog kontakta

Držanje obećanja Pouzdanost isporuke

Ljubaznost osoblja

Malo -2.0 -1.00 1.00

PROPUSTI ZADOVOLJSTVA -0.00

Slika 4: Kvadrant utjecaja na biznis

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Large Product realiability

Price Company image Product quality

Availability supplies

Cost of

improvement

Speed of reply by phone Time management Service quality

Knowledge staff Effect first contact Keeping promises Accuracy of deliveries

Staff kindnes

Small -2.0 -1.00

Zahtjevi u prostoru kvadranta dole-desno su sekcija "brzih pobjeda". 3.7.5. Prioriteti za pobolj{anja Poku{avaju}i balansirati sve ove ~injenice sa svakom od njih u nastojanju fokusiranja pobolj{anja, mo`e do}i do konfuzije. Dobar na~in za izbjegavanje konfuzije je izlazna tablica, koja sumira sve klju~ne nalaze, kao na primjeru: Iz izlazne tablice lako je identificirati prioritete za pobolj{anje - PFIs. U ovom primjeri, prioriteti za pobolj{anje su:

- kvalitet proizvoda - vo|enje vremena.

Ne treba praviti gre{ku i poku{avati pobolj{ati previ{e stvari odjednom. Mnogo je efektivnije napraviti ve}a pobolj{anja u manjem broju podru~ja, nego vi{e neznatnih pobolj{anja.

The demands in the lower-right side of the quadrant represent the quick-wins section. 3.7.5. Priorities for improvements (PFIS) Trying to balance all these facts in order to focus improvements might lead to a confusion. A good way to avoid confusion is output table, which summarises all the key findings, as in the example below: Priorities for improvement (PFIS) are easy to identify in the table. In this example they are: - product quality - time management. A mistake should not be made by trying to improve too very things at once. It is much more efficient to make bigger improvements in a smalles range of areas rather than making many insignificant improvements.

Tabela 4.: Izlazna tablica mjerenja zadovoljstva kupaca - prioriteti za pobolj{anje Table 4: Output table of customer satisfaction measurement – priorities for improvement

Zahtjev - Demand

Analiza propusta –

Gap analysis

Pur zadovoljstva Satisfaction drivers

Put nezadovoljstva Dissatisfaction

drivers

Tro{ak – Dobit

Cost-Gain

Total – Total

kvalitet proizvoda/usluge product/service quality

pouzdanost isporuke realiability of delivery pouzdanost proizvoda realiability of product vo|enje vremena time management

cijena – price kvalitet usluge service quality

brzina odgovora telefonom speed of reply by phone

ljubaznost osoblja kindness of staff imid` organizacije organization image

1.00 PROPUSTI ZADOVOLJSTVA

-0.00

Slika 4: Business impact quadrant

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3.8. Kori{tenje Mjerenja zadovoljstva kupca (CSM) za pobolj{anje zadovoljstva kupca

Rezultati mjerenja zadovoljstva kupca mogu djelovati obeshrabruju}e. Klju~ je u brzom djelovanju, potpunoj predanosti ka postizanju cilja, bez o~ekivanja ~uda. Va`no je ne ciljati previsoko u pobolj{anju zadovoljstva, jer je to spor i dugotrajan proces. Najvi{i nivo zadovoljstva je prvo mjesto koje je najteè pobolj{ati. Na primjer, vrlo je te{ko na~initi zna~ajno pobolj{anje ako je Indeks zadovoljstva iznad 90%. Suprotno, Indeks zadovoljstva ispod 60% sugerira da se nivo performansi moè i mora su{tinski pobolj{avati, mo`da 5% u prvoj godini. Srednji Indeks zadovoljstva, u rasponu 75-80%, moè se realno pobolj{avati od 1% do 1,5% po godini.

3.9. Povratna veza Nakon izvje{taja rezultata vrhu menad`menta, rezultati se trebaju publicirati i na svim nivoima organizacije. To ne mora biti kompletan report, ali je va`no da budu uklju~eni svi uposlenici. Jedna od mogu}nosti je organiziranje radionica u podru~jima adresiranim kao primarno zainteresovanim. Uposlenici ~esto imaju dobrih ideja kako rije{iti probleme, a osim toga, na ovaj na~in ih se uklju~uje u cjelokupan proces. Pored toga, povratna veza nakon obavljenog i analiziranog mjerenja zadovoljstva treba biti ostvarena i sa kupcima. Kupci trebaju biti informisani o dobijenim rezultatima, barem o dijelu njih, a na organizaciji je da osmisli na~in kako to realizirati u praksi.

3.8. Customer satisfaction measurement (CSM) used for customer satisfaction improvement

The results of the customer satisfaction measurement night seen discouraging. The key is to act promply, fully commit oneself to achieving the goal without expecting miracles. It is important not to am to high in improving customer satisfaction because it is a slow and long-term process. The highest level of satisfaction is the first place, which is the most difficult to achieve. For exa-mple, it is very difficult to make significent improvements if the satisfaction index is over 90 %. Contrary to that, the satisfaction index below 60 % suggests that the level of performance can and has to be essentially improved, perhaps 5 % in the first year. The average satisfaction index, in the range from 75-80 % can realistically be improved for 1 % to 1,5 % annually.

3.9. Feedback

After the results are presented to the top mangement, they should also be publicised at all the organisation levels. It does not necessarily have to be a complete report, however it is important that all the employees be included. One of the possibilities is to organise a workshop in the areas addressed as primary interested. Employees often have good ideas how to solve problems, and besides they are included in the overall process. Apart from that, the feedback link after publicising and analysing the satisfaction measurements, should be established with the customers too. Customers should be informed about the results, or at least a part of the results and it is up to the organisation to turnk of the way to realise it in practice.

3.10. Ponovljanja mjerenja Program za pra}enje zadovoljstva kupca vremenom postaje irelevantan, jer se aspekti proizvoda i usluga bitni za kupca mijenjaju. Zbog toga je potrebno da u procesu pra}enja zadovoljstva kupca postoji aktivnost koja prati promjene u zahtjevima kupaca i ugra|uje nove perspektive u teku}i program istraìvanja zadovoljstva kupca. Jedno od rije{enja je kori{tenje softverskih alata i analiza (poput QFD analize), koji obezbje|uju da proces ispitivanja zadovoljstva kupaca ostane relevantan. Izme|u glavnih prikaza, organizacija koristi druge izvore informacija o kupcima, poput àlbi, povratnih informacija od kupaca kroz kontakte sa osobljem ili internim mjerenjima. Tzv. Customer survey mora biti ponovljen jedanput godi{nje ili vi{e puta. Kompletno istraìvanje treba biti vo|eno svake tri godine ako se zahtjevi kupaca sporije mijenjaju.

3.10. Remeasure The customer satisfaction measurement program becomes irrelevent with time because the aspects of products and services relevant to the customer change. That is why an activity following the changes in the customer demands and building in new perspectives in the current programme is necessary. One of the solutions is using software tools and analyses (such as QFD analysis), which enable the customer satisfaction measurement process to remain relevant. Besides main reviews, an organisation uses other sources of information on customers, such as complaints, fecdback information from customers through contacts with their staff and internal measurements. So called customer survey needs to be repeated one or several times a year. If the customer demands change more slowly, a complete rescarch should be done every three years [1].

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4. NACIONALNI INDEKSI MJERENJA ZADOVOLJSTVA KUPCA

Uvi|aju~i zna~aj mjerenja zadovoljstva kupca, pojedine dràve su definisale i uvele proces mjerenja zadovoljstva kupca na nivou dràva. [vedska je bila prva dràva koja je 1989. godine uvela "[vedski barometar zadovoljstva". Danas je takav vid mjerenja zadovoljstva kupca na nacionalnom nivou sve prisutniji u svijetu [10]. Arhitekta {vedskog "barometra zadovoljstva" kupca Profesor Class Fornell, u saradnji sa Nacionalnim istraìva~kim centrom za kvalitet SAD, Poslovnom {kolom mi~igenskom univerziteta i Ameri~kog dru{tva za kvalitet (ASQ) razvio je 1994. godine ACSI - American Customer Satisfaction Index, odnosno indeks zadovoljstva ameri~kih kupaca. ACSI obuhvata mjerenje sedam ekonomskih sektora, 35 industrijskih (uklju~uju}i e-commerce), 190 kompanija i federalne ili lokalne vladine agencije. Metodom slu~ajnih telefonskih poziva (random-digit-dial RDD), godi{nje se identificira i intervjui{e vi{e od 70.000 kupaca. Rezultati ovih mjerenja su javni, predstavljaju pravi glas kupca i najbolji su vodi~ kompanijama za sagledavanje op}eg stanja i planiranje pobolj{anja sistema kvaliteta. Npr., kompanija IBM procjenjuje da porast indeksa zadovoljstva za 1%, rezultira sa 100 miliona dolara ekstra prodaje u narednih pet godina [13]. Metodologija ovakvog mjerenja zadovoljstva kupca razlikuje se od ostalih metodologija mjerenja i nije primjenjiva za organizacije, te stoga nije predmet detaljnije analize u ovom radu.

4. NATIONAL CUSTOMER SATISFA-CTION MEASUREMENT INDEXES

Realising the importance of customer satisfaction measurements, some countries have introduced it at the national level. Sweden was the first country to introduce the "Swedish satisfaction barometer" in 1985. Nowadays, such way of customer satisfaction measurement at the national level is increasingly present in the world [10]. The architect of the Swedish satisfaction barometer, professor Class Fornell, in co-operation with the National Emality Research Centre, USA, Michigan University Business School and the American Society for Quality (ASQ) developed in 1994 the ACSI – American Customer Satisfaction Index, that is the index of satisfaction of the American customers. ACSI encompasses measurements of seven economy sectors, 35 industrial fields (including e-commerce), 190 companies and Federal and Local Government agencies. The random – digital-dial (ROD) method annually identifies and interviews more than 70,000 customers. The results of the measurements are public, they represent the true voice of the customers, and are the best guide to companies in viewing the general situation and planning improvements of the quality system. For example, IBM estimates that a customer satisfaction index increase of 1 % results in $ 100 milion extra sales in the nexf five years [13]. The methodology of a measurement like this is different from others and is unapplicable in organisations. Therefore, it is not the subject of any furtner analysis in this paper.

5. ZAKLJUÂK Mjerenje zadovoljstva kupca je nau~ni i sistemati~ni na~in prikupljanja informacija koje su osnova ocjenjivanja uspje{nosti organizacije kao i osnova planiranja procesa pobolj{anja. Bez identificiranja zahtjeva kupaca i mjerenja njihova zadovoljstva, svaka inicijativa na pobolj{anju sistema kvaliteta je proizvoljna, a sudbina organizacije, u èstokim trì{nim borbama, potpuno neizvjesna. Zbog ovih razloga je novo izdanje standarda ISO 9000:2000 u prvi plan postavilo kupce, odnosno zahtjeve kupaca i zadovoljstvo kupca. Prema novom standardu ISO 9000:2000, proces mjerenja zadovoljstva kupca je jedan od pet procesa upravljanja kvalitetom, i obavezan je za sve organizacije koje su du`ne razviti i provoditi vlastiti program mjerenja zadovoljstva kupca.

5. CONCLUSION Customer satisfaction measurements is a scientific and a systematic way of gathering information that is the basis of evaluating success of an organisation and planning the improvement process. Without identifying customer demands and measuring their satisfaction any initiative for quality system improvement is arbitrary, and the faith of the organisation, in severe lights in the market, is totally uncertain. Due to the above, the new addition of the 9000:2000 ISO standard has set customers in the front row, along with their demands and satisfaction. According to the new 9000:2000 ISO standard, the process of customer satisfaction measurement is one of the five processes of quality management, it is obligatory for all organisations, which are responsible for developing and conducting their own customer satisfaction measurement programme.

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Kako se iz rada moè zaklju~iti, zbog specifi~nosti mjerenja gdje ne postoji objektivno mjerno sredstvo, metode mjerenja zadovoljstva kupca su vrlo zahtjevne i iziskuju istraìvanje uz nau~ni, stru~ni i sistematski pristup. Istraìvanja autora na svjetskim iskustvima potvr|uje da su postoje}e metode mjerenja zadovoljstva kupca prili~no sli~ne, i mahom se baziraju na anketnom principu. Razlike su ipak prisutne, kao u na~inu identificiranju kupaca i njihovih zahtjeva, u na~inu dizajniranja upitnika, analizi dobijenih rezultata, te akcijama nakon provedenih mjerenja. Tipi~na metodologija mjerenja zadovoljstva kupca, kao i nacionalni indeks zadovoljstva ameri~kih kupaca, ACSI, po mi{ljenju autora, dovoljno jasno ilustriraju problematiku mjerenja zadovoljstva kupca.

It can be concluded from the paper that, due to specific characteristics of measurement without any objective measurement tools, customer satisfaction methods are extremely demanding and require research with a scientific, professional and systematic approach. The autors' research of the world-wide experience has confirmed that the existing customer satisfaction measurement methods are very similar and are mostly based on the survey principle. Differences however exist, both in the way of identifying customers and their demands, in the survey design, analysis of the results, and actions after measurements. It is the opinion of the authors that a typical customer satisfaction measurement methodology and the national American Customer Satisfaction Index (ACSI) clearly enough ilustrate the problems related to customer satisfaction measurement.

6. LITERATURA - REFERENCES [1] Grupa autora: Guide to customer satisfaction

measurement (CSM) for ISO 9001:2000, Leadership Factor, SAD, mart 2002.

[2] Stoiljkovi} V.: Pobolj{anje procesa

obrazovanja, Quality Businnes management, Ni{, mart 2000.

[3] Stoiljkovi} V., Jovan~i} S., Stoiljkovi} P.:

Proces mjerenja zadovoljstva kupca, Quality Businnes management, CIM College, Ni{, juni 2001.

[4] Popovi} Lj.: Sistem kvaliteta u obrazovanju,

Quality Businnes management, Ni{, septembar 2000.

[5] Alispahi} N.: sistem kvaliteta prema novim

standardima ISO 9000:2000, Privredna komora BiH, Sarajevo, 2002.

[6] Be{ker M, [piljar M.: Principi izgradnje

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[7] Vavra T.: Customer satisfaction measurement simplified, ASQ, SAD, 2002.

[8] Grupa autora: Sistem kvaliteta - Unapre|enje,

metode i tehnike, IIS - Istraìva~ki i tehnolo{ki centar Univerziteta u Novom Sadu, Novi Sad, 1995.

[9] Brdarevi} S.: Predavanja na postdiplomskom

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[10] Materijali sa web site-a: www.theasci.org [11] Materijali sa web site-a:

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satisfaction (Powerpoint presentation), Leadership Factor, SAD, 2002.

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