Cross‐cultural comparison of customer satisfaction research: USA vs Japan

Abstract

Purpose The purpose of this paper is to provide a cross‐cultural comparison of customer satisfaction research in the USA and Japan. Design/methodology/approach The Multinational Corporation (MNC) in this study applies a standardized research approach worldwide to measure satisfaction among customers for business services. Quantitative surveys are used to gather data from 707 senior managers in the USA and 700 senior managers in Japan. Findings The results of the analysis show that there are both similarities and differences across countries in the way customers conceptualize relevant construct, and evaluate supplier performance. The results also suggest that adaptation of research methodologies from country to country should be done. Research limitations/implications This paper identifies key differences in the way customers both in the USA and Japan respond to survey research, but this paper has not identified reasons causing these differences. Practical implications Conceptual models and research approaches developed in the USA cannot simply be applied cross culturally without modification. This study has implications in a business‐to‐business (B2B) services context only. Originality/value MNCs play a major role in world trade, but over 30 years of discussion have failed to resolve the question of standardization vs adaptation in marketing across borders and consumer satisfaction research. The present study aims to address these concerns in a B2B services context and provide some useful insights for both managers and academics. The paper justifies that our US model in this study is only partially validated in Japan.

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