Scholarly record
EVALUATION OF SUPPLIERS BY CUSTOMERS AS A WAY TO INCREASE BUSINESS PERFORMANCE
Abstract
Customers subjectively evaluate the offer and the value perceived by them is a result of considering many factors, often surprising for the supplier. Likewise, the supplier may have a distorted idea of how much individual parameters of the offer are important to the customers when choosing a supplier and how they evaluate the offer. Evaluation of the supplier performance by customers was the subject of a quantitative research that was conducted in body shops in the Czech Republic. A partial aim of the research was to determine the criteria according to which current and potential customers choose suppliers of material for their body shops and how they are satisfied with them. To analyse data obtained through personal and Internet inquiries in particular body shops, methods of descriptive and inferential statistics were used, while maps of perception were used to show the differences between the assessment of the significance and the level of individual criteria. An analysis of the results showed that even though existing customers are positive about those parameters of the supplier's offer that are important to them, the potential for improvement is in the area of improving product quality, speed of response to customer requests, comprehensiveness and quality of services and prices of the delivered material. While being also positive about their existing supplier, potential customers see reserves primarily in various forms of sales promotion and offer of loyalty programs, in communication and professionalism of the supplier and the range of products and delivery dates. The research has shown ways to improve the company's performance in relation to existing customers and parameters of the supply on which the company should focus when attracting new customers. The selected areas have the potential to enhance the competitiveness and performance of the company and should therefore be subject to further improvement.
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