工商管理Essay如何写：Managing Quality of a Customer-to-Customer Transaction

本文是工商管理专业的Essay范例，题目是“Managing Quality of a Customer-to-Customer Transaction（管理客户对客户交易的质量）”，该研究主题，与客户相关的点对点公司的质量管理和控制，依赖于学术阅读、报纸文章和研究研究，以制定证据来支持作者的陈述。这些是通过使用在线数据库、网站和使用课堂教科书来访问的，然后使用APA引用格式将其放入dissertation中。这些引文是用来寻找研究的，但是，这些发现的分析和对该主题的应用是由我自己制定的，不需要引文。所有的研究，无论是使用或未使用，将包括在参考资料部分适当地给予信用的工作，以帮助制定这一研究dissertation。研究可以在参考文献部分找到，这将包括在写作的结论。

Methodology:方法:

The research topic, quality management and control over peer-to-peer based companies in relation to the customer, relied on the use of academic readings, newspaper articles, and research studies to formulate evidence to back statements made by the writer. These were accessed through the use of online databases, websites, and the use of the class textbook, which were then in turn placed in the paper using the APA format of citation. These citations were used to find the research, however, the analysis of these findings and application to the topic was formulated by myself and does not require citations. All research, either used or unused, will be included in a references section to properly give credit to the works used to help formulate this research paper. The research can be found under a references section, which will be included at the conclusion of the writing.

Abstract:

This research paper will focus on the analysis of how different factors influence the quality of Uber and eBay. These companies were chosen because they were both pioneers and industry leaders in their markets that rely on managing a transaction between two individuals or users as opposed to selling to a consumer. Some factors that will be analyzed are costs considered, customer satisfaction, customer retention, investing and managing quality, supply networks, user security and risk, problems during the growth stage, and the solutions they have come up with to become and maintain profitable companies with large user bases. These platforms will be analyzed based on their ability to meet the user’s expectations.

Introduction:作品简介:

Advances in technology have long been revolutionary for companies when trying to reach their potential consumers. At the turn of the 20th century, the advent of the radio allowed for advertising to be broadcast across long distances for the first time. Several years later, the television was created and widely sold, which expanded the reach of corporations into the popular nighttime shows that saw a high volume of viewers. However, no technology has had a greater impact than the invention and expansion of the Internet. This tool connects someone with anybody across the globe with just one click of a button. The speed and reach at the disposal of corporations is endless, which is why many companies began to make their own online marketplaces, known today as E-Commerce. Companies in the 1990s began to experiment with E-Commerce by managing online transactions between two consumers, that has come to be known as the peer-to-peer transaction system. This system has seen a rapid growth over the past decade due to the increase in online shoppers, in addition to a growth in conspicuous consumption or paying for goods and services frequently. These systems in recent years have been adapted to support the increase in mobile technology that was pioneered due to the innovations by companies such as Apple and Samsung. As the number of online and mobile users grows each year, it has become apparent for companies like Uber and eBay to invest time, money, and manpower to the building of their software systems. The difficulty of managing the quality of the buyer and seller experience has been a key obstacle for industry leaders in E-Commerce, such as Uber and eBay.

长期以来，在试图接触潜在消费者时，技术进步对企业来说一直是革命性的。在20世纪之交，收音机的出现使广告第一次可以进行长距离的广播。几年后，电视被创造出来并被广泛销售，这将公司的触角扩大到了广受欢迎的夜间节目，这些节目拥有大量的观众。然而，没有一项技术比互联网的发明和扩展带来的影响更大。这个工具只需点击一个按钮，就可以将某人与全球各地的任何人联系起来。公司的处理速度和范围是无止境的，这就是为什么许多公司开始建立自己的在线市场，今天被称为电子商务。20世纪90年代，公司开始通过管理两个消费者之间的在线交易来试验电子商务，这种交易被称为点对点交易系统。在过去的10年里，由于网上购物者的增加，以及炫示性消费或频繁支付商品和服务的增长，该系统得到了迅速发展。近年来，这些系统已被用于支持移动技术的增长，这是由苹果和三星等公司的创新所开创的。随着在线和移动用户的数量每年都在增长，像Uber和eBay这样的公司投入时间、金钱和人力构建自己的软件系统已经变得很明显。对于优步(Uber)和易趣(eBay)等电子商务行业领导者来说，难以管理买方和卖方体验的质量一直是一个关键障碍。

Analysis:

The basics of a p2p system revolve around the interaction between a buyer, seller, and a holding company. Conventional companies follow either a business-to-business or a business-to-consumer model, which makes the model of managing peer-to-peer online transactions a new and unique concept. For example, eBay serves as an intermediary during these transactions by providing a platform to buy and sell. These transactions are monitored using various tools on the site, and the control over the sale, advertising, and delivery is almost entirely dependent on the buyer and seller. Similarly, Uber provides the technology to connect a driver to a potential customer without directly being involved with the process. This means that an Uber driver must deliver a consistent quality of service for the riders that can be monitored by software created by Uber. Both of these companies charge fees for allowing somebody to use the software, in addition to also providing financial security for every transaction. Therefore, the business model for these companies is simple; manage these transactions and charge fees for both parties who choose to use the software.

This system allows for these companies to overlook many costs that traditional companies have to deal with. Many of the costs incurred by these companies, similar to many of the tech giants, have occurred during the start-up and early phases, such as building a platform and entering a market.  For example, in an article written by Maya Kosoff for Business Insider, Uber, a multi-billion dollar company, had “issues paying off investors going into 2014” which, in a statement by Uber, they “credited this loss for the need to invest and grow”(1). Amazon had a similar problem where they went almost a decade until they incurred a profit. This is due to the need of significant investment to boost and improve quality, build a platform for the transactions to occur on a large scale, and build brand recognition to improve customer retention and trust. Moreover, in order to do this, many tech companies must sign loans or give out equity in the company that is unfavorable but necessary for them to build. This puts them at a disadvantage to more traditional product-based companies because they cannot make a single dollar until their product is well made and ready to be scaled quickly since the tech market is filled with booms and busts. Companies in the growth period need to invest to build, but tech companies in particular have to take much greater risks in order to penetrate their competitive industries.

这一系统使得这些公司忽略了传统公司必须处理的许多成本。与许多科技巨头一样，这些公司的许多成本都发生在初创和早期阶段，比如搭建平台和进入市场。例如，在Maya Kosoff为Business Insider撰写的一篇文章中，市值数十亿美元的优步公司“在2014年面临着如何偿还投资者的问题”，在优步的一份声明中，他们“将这种损失归因于投资和增长的需要”(1)。亚马逊(Amazon)也遇到过类似的问题，他们花了近十年时间才实现盈利。这是因为需要大量投资来提升和提高质量，为大规模交易搭建平台，并建立品牌认知度来提高客户留存率和信任度。此外，为了做到这一点，许多科技公司必须签署贷款或发放公司股权，这对他们的建设是不利的，但必须的。这让他们在传统的以产品为基础的公司面前处于劣势，因为由于科技市场充满了繁荣和萧条，在他们的产品做好并准备好迅速扩大规模之前，他们无法赚到一分钱。处于成长期的公司需要投资建设，但科技公司尤其需要承担更大的风险，以渗透其竞争行业。

Penetrating the tech market relies heavily on the ability to meet the needs of the customer. Customer satisfaction ratings are a key metric for any company when measuring your reach.  Refer to the line graph below:

Illustrated by the graph on the previous page, one can see that E-Commerce companies are not only growing in size, but also in quality. This data is measured by the American Customer Satisfaction Index, which uses resources such as surveys and company records in order to establish the ratings for each year. The values shown are averages amongst the top companies for each industry since the beginning of the century. Since 2000, there hasn’t been a year that customer satisfaction ratings for retail companies surpassed that of E-Commerce companies. This means that expectations for these companies are favorable, but there is an issue with having consistently high customer satisfaction. Meeting these expectations and maintaining them year in and year out is a great challenge for companies such as EBay and Uber going forward.

Uber and eBay face a unique challenge when managing customer expectations. Most companies have to focus on the design and marketability of their products because they deal directly with their customer base. However, Uber and EBay do not have direct contact with the customer, and they have to deal with the person selling a good or service on their platform. They use the concept of allowing people to operate similar to sales agents, but leave the authority of conducting a transaction almost entirely to the individual. This brings up an interesting problem: How do you manage a system where every transaction between buyer and seller is unique and performed independently of your company? These companies have championed the use of business analytics and scientific management because of their need to meet the customer’s expectations. It is hard to find a metric for satisfaction when people purchase everything from baseball cards to Lamborghinis on eBay or spending several dollars on an Uber ride around the corner to several hundred dollars going from one city to another. A clever solution to this problem, used by both Uber and EBay, can be found using one tactic: letting buyers and sellers manage the quality themselves.

Uber和eBay在管理客户期望方面面临着独特的挑战。大多数公司必须把重点放在产品的设计和市场性上，因为他们直接与客户打交道。然而，Uber和EBay并没有直接与客户接触，他们必须与在他们的平台上销售商品或服务的人打交道。他们的理念是允许人们像销售代理一样操作，但将交易的权力几乎完全留给个人。这就带来了一个有趣的问题:你如何管理这样一个系统，在这个系统中，买方和卖方之间的每一笔交易都是独特的，并且独立于你的公司执行?这些公司支持使用商业分析和科学管理，因为他们需要满足客户的期望。当人们在eBay上购买从棒球卡到兰博基尼(Lamborghinis)的所有东西，或花几美元在街角的优步(Uber)上乘坐，或花几百美元从一个城市到另一个城市时，很难找到一个衡量满意度的指标。优步(Uber)和EBay都采用了一种聪明的解决方案:让买家和卖家自己管理质量。

The rating system used by these companies’ gives them the ability to monitor and police the users of these platforms. For example, Uber has a strict rating system for drivers. They require that you, according to James Cook’s Business Insider article, “maintain an average rating of around 4.6 out of 5 stars” or else the driver is in threat of losing their right to use the app. Similarly, eBay uses a “rating system that allows users to praise, complain, or have no comment on their purchase” (Cook 1). Both of these systems are designed in order to make sure that the buyer has their expectations met by the seller. These include time till good or service is received, communication with the seller, and ensuring the quality expectation is met with every transaction or ride. Therefore, not only is the holding company collecting a fee for doing little to no work on a transaction, but also they are even having their users self-regulate and improve the quality of their systems.

The ratings even serve to help make sure the seller has their expectations met as well. Uber uses a similar rating system that they use for their drivers: did they meet their expectation as a rider, did they communicate well, and were there any complications that prohibited the driver from accepting more rides after that one was performed. It is no secret that the driver is under greater threat of losing privileges, but Uber will prevent a customer from using their system if it is warranted. The reason why they and EBay can block users is simple; both have such a high volume of users and annual traffic that it has little to no effect on their revenue.  It seems extreme to ban a customer from being allowed to utilize their software, but peer-to-peer companies rely heavily on their quality.

评级甚至有助于确保卖家的期望也得到满足。优步使用了一个与他们对司机使用的类似的评级系统:他们作为一名乘客是否达到了他们的期望，他们是否很好地沟通，以及是否存在任何并发症，导致司机在完成一项服务后不能接受更多的服务。司机失去特权的威胁更大，这已经不是什么秘密了，但如果有必要，优步将阻止客户使用他们的系统。他们和EBay能够屏蔽用户的原因很简单;这两家公司都拥有庞大的用户数量和年流量，对它们的收入几乎没有影响。禁止用户使用他们的软件似乎有些极端，但点对点公司严重依赖软件的质量。

The ability for these companies to control who can use their software is dependent on the amount of traffic their systems see. For example, eBay has “around 170 million active users”, according to their annual report at the end of 2016. With a customer base equal to about half of the population in the US, they can afford to be selective in order to meet the expectations of the consumer. In addition, Uber has seen a similar explosion in both their drivers and riders, which boosts both business and helps them improve the quality of both the driver and the rider. This exponential increase caused both of these companies to grow rapidly, which has lead to a developing problem for both companies when managing the satisfaction of their users. In their attempt to expand quickly, they have begun to lose many existing customers and have created a barrier between their subscribers and the company itself.

Uber is having a serious issue with the overload of riders and drivers, which has created problems for both parties in metropolitan areas.  Their focus on the “surge pricing” has led to a schism being formed between the customer base and the holding company. The issue is difficult because of fluctuating surge pricing that leads to drivers being upset when the rate should be higher than it is, and riders being upset when they have to spend much more than expected, especially in US cities. This issue directly hurts the experience of the user and can cause people to reach out to competitors such as Lyft or local taxis that have more consistent rates. This brings up a major issue Uber has had to overcome in scaling. They are growing at a rate where the supply, drivers, and the demand, riders, are fluctuating to extremes rather than maintain a balanced rate. This has to do with time and location, but Uber has no way to manage how many drivers can turn their app on. Surge rates can get out of control because drivers choose to or are not aware of the spikes in demand at any given time. Therefore, drivers are missing out on potential income and riders are spending more than desired, which hurts the quality of the service performed.

Uber, in addition to dealing with problems with their growth, are having issues with retaining their customer base. To see the extent to which this is a problem for them, refer to the chart below:

This chart, provided by a marketing research firm called Quettra, illustrates a snap shot of the retention rates for Uber and their competitor, Lyft. This graph shows the number of customers who, once they order their first ride, stay with Uber or Lyft over some duration of days. Shockingly, within a week Uber drops down to about ten percent customer retention. This can only mean one thing; they are acquiring customers at a fast pace, but cannot hold on to them. Retention rates are important metrics when analyzing the ability for companies, such as Uber, to maintain their profits down the road. These rates fluctuate for many reasons, but managing the transaction of a high quality product or service to a customer is a great way to retain more customers.  

Many tech companies have experienced similar issues to Uber during the growth stage. Investment and planning around gaining new customers leaves your ability to retain them in question due to the lack of focus on how to improve the platform. Companies, especially centering on tech, must keep improving in order to keep the interest and the business of their customers going or else they will experience failure. This has been the story for companies, such as Atari, who went bankrupt because “they believed their revolutionary gaming system would last until competitors ran them out of the market.” This comes from a Bloomberg article written by Douglas Wong and Andrew Harris, which describes how a “lack in innovativeness caused for their French partner to not yield a profit in over a decade” (1). To avoid a significant loss such as the one suffered by Atari, companies must focus on quality instead of reach to keep themselves from losing their customer base, profits, and even their business.

许多科技公司在成长阶段都遇到过类似的问题。在获取新客户方面的投资和规划会让你的留住他们的能力受到质疑，因为你缺乏对如何改进平台的关注。公司，尤其是以技术为中心的公司，必须不断改进以保持客户的兴趣和业务，否则他们将会遭遇失败。雅达利(Atari)等公司就是这样的例子。雅达利之所以破产，是因为“他们认为自己革命性的游戏系统会一直持续到被竞争对手赶出市场。”这是Douglas Wong和Andrew Harris在彭博社的一篇文章中所写的，文章描述了“由于缺乏创新，他们的法国合作伙伴在十多年的时间里没有盈利”(1)。为了避免像雅达利那样的重大损失，公司必须把重点放在质量上，而不是覆盖面上，以避免失去客户基础、利润甚至业务。

Total quality management in a peer-to-peer company is essential in order to continue to hold onto a large number of consumers. The range of the variation for goods or services performed is too large to use as a metric. Thus, eBay and Uber would most likely rely on the use of fishbone diagrams to find causes for a customer to switch to a competitor. For example, miscommunication between the buyer, seller, and company could cause one of these parties to have complaints and issues with making a transaction. Since these companies cannot manage the process of a transaction directly, it makes them have to correct issues with their software to hold on to customers. However, in a tech article provided by BBC News, eBay “set a guaranteed standard for 3-day delivery.” This allows them to set standards and guidelines for their sellers using numbers to hold individuals accountable who go against this norm and improve transparency between the buyer, seller, and company if there is a complaint. This has led to these companies performing research to find what are the core problems with their systems, and what does the consumer value most when using their software.

eBay’s customer base, along with Uber’s, has experienced technological issues with the protection of confidential information required to make a username. Cyber security and the threat of being hacked is a major threat to companies as they make the transition to electronic platforms. In 2014, in an article written by Jose Pagliery for CNN, EBay saw a large-scale attack that affected “many of its 148 million accounts resulting in a loss of account information, addresses, phone numbers, and email accounts” (1). One of the fundamental roles of the holding company is to ensure the transactions and private information of each customer is secure from other users and hackers. Stealing that much data cost EBay customers and a great deal of money to fix. Uber has not seen a large scale hack, however, people have often complained of rides being significantly more expensive than the estimated fare rate.

eBay的客户群和Uber的客户群都遇到过创建用户名所需的保密信息保护方面的技术问题。随着企业向电子平台过渡，网络安全和被黑客攻击的威胁是它们面临的主要威胁。2014年，在何塞·帕格里里(Jose Pagliery)为CNN撰写的一篇文章中，EBay看到了一场大规模攻击，影响了“1.48亿个账户中的许多账户，导致账户信息、地址、电话号码丢失，(1).控股公司的基本角色之一是确保每个客户的交易和私人信息的安全，不受其他用户和黑客的攻击。窃取这么多数据让EBay的客户付出了巨大的代价，也花了很多钱来修复。优步还没有遭遇大规模黑客攻击，然而，人们经常抱怨车费比预计价格贵得多。

Cyber security is a differentiating point between high quality and lower quality p2p companies, which is why Uber and EBay have prioritized making an effort to increasing their protection. In an interview with a Belarusian hacker conducted by Howard Amos, a reporter for The Guardian newspaper, he asked about the security of various systems. Sergei Pavlovich, who is serving ten years for crashing systems of companies and government agencies, stated, “it’s easier to hack an election than it is to hack eBay” (2). This comment shows the investment that companies like eBay and Uber are doing to increase the security of their users. It is frightening to think that a group of people with computers can steal hundreds of millions of profiles that could generate them billions in stealing people’s assets. In addition, Uber, according to a news report by Arjun Kharpal for CNBC, was responsible for “handing over 12 million peoples information to US officials” (1). With privacy being a big issue in the US over the past couple of years, this makes their consumers uneasy and more inclined to stop their use of the product. Therefore, companies with large revenues have to make the effort to protect their networks from the threat of a cyber attack. This is one of many costs the companies must deal with to ensure their personal quality checks are met.

The main cost incurred by eBay and Uber, since they do not have to deal with holding, creating, or selling inventory, is opportunity cost. For Uber, this means that they focus on targeting high growth markets to bring in customers away from their competitors. Their opportunity is based on acquiring more customers from the taxi companies, Lyft, and chauffeurs. However, for eBay, their opportunity cost is based on advertising the sales of users more frequently, since most transactions on the website never happen. This means that both of these companies are missing out on millions upon millions of dollars in more revenue because they cannot directly affect their inventory system. Therefore, conventional means, such as measuring their total productivity measure and the use of six-sigma, would not work because these metrics vary greatly due to the vast difference in the price and location of each transaction between buyer and seller. Therefore, a strategic approach could be to find out what initially drew the customer to using their service in the first place, which would entail asking existing customers questions to get valid research. However, their challenge is that they have no sales people and they have no direct line to a seller, which means that measuring these factors is difficult. Therefore, they rely heavily on the use of trends in their industries to find out how to properly reach their consumers.

The use of benchmarking has been critical for Uber and eBay when measuring their quality of services performed. For eBay, they set quality marks using their main competitor, Amazon. Refer to the graph, accessed through Ina Steiner’s article on Ecommerce, on the graph depicted below:

This chart, provided by Foresee, a researching firm, portrays the customer satisfaction ratings for eBay, Etsy, and Amazon. Evident in this graph, Amazon is the benchmark for this industry since their satisfaction scores in 2013 were better than their top competitors. This means that, along with an internal review, eBay should do more research on the practices of Amazon to better reach the customer. However, their business models vary and Amazon has the ability to have much greater control over their distribution process, which they are renowned for being one of the best companies in the world for doing. These scores may not seem that far apart; however, the difference of even six percent satisfaction encompasses millions of users for eBay that could switch to dealing with online retailers and go to Amazon. Uber struggles with these scores as well, which is why you can see the rise of competitors who offer a very similar platform, such as Etsy and Lyft, taking away some of their market share and potential revenue. Another factor that plays into these poor scores is reflected by the difficulty that Uber and eBay have is their partnering with “suppliers.”

这张图表由一家研究公司foresight提供，描绘了eBay、Etsy和亚马逊的客户满意度评分。从这张图表中可以明显看出，亚马逊是这个行业的基准，因为他们在2013年的满意度得分高于他们的顶级竞争对手。这意味着，除了内部审查之外，eBay应该对亚马逊的做法做更多的研究，以便更好地接触到客户。然而，他们的商业模式各不相同，亚马逊有能力对他们的分销过程有更大的控制，他们是世界上最优秀的公司之一。这些分数看起来差距并不大;然而，即使是6%的满意度差异也包含了数百万eBay用户，他们可能会转而与在线零售商打交道，然后转向亚马逊。优步在这些分数上也很挣扎，这就是为什么你可以看到提供类似平台的竞争对手的崛起，比如Etsy和Lyft，抢走了它们的部分市场份额和潜在收入。优步和eBay难以与“供应商”建立合作关系，这也反映了这些糟糕的评分的另一个因素。

Uber and eBay do not have any direct suppliers, however, they rely on the sellers or drivers to fill that role. In any supply chain network, cooperation and transparency amongst the company and its suppliers is crucial to operating efficiently at a large capacity. While many companies are relying on large distribution channels to deliver a product or service, these are unique because they go from supplier directly to the consumer for each transaction. The two companies decentralize their organization meaning they give control over various parts to individuals in order to promote increases in quality for each transaction. In eBay’s case, they rely on individuals to procure good that they do not want or need anymore that allows for a potential buyer to make the purchase and give eBay their profits in holding fees. This means that they have a large number of stockpiled goods on their site awaiting a sale, which occurs during different seasons for a variable amount due to each being unique. In Uber’s case, they rely on their ratings system to promote supplier preferencing or the ability to control that is going to provide the service to the customers. However, for both of these companies, they struggle to create long-lasting partnerships, which hinders their ability to consistently provide a good or service at the best quality. Since they cannot draft new expectations for each ‘supplier’, they must be dependent on the honesty and ability for the transaction to occur to the customer’s expectations. Trusting a supplier is something that many traditional companies have both issues and doubts about, but peer-to-peer transaction based companies will not be successful unless the suppliers can deliver. Therefore, it is important for eBay and Uber to make their company attractive to the best possible suppliers of their good or service.

Developing an attractive platform for people to offer a product and time on has allowed companies like Uber and eBay to bring in high quality individuals to increase the brand image of these companies. For example, a report written by Niall McCarthy, based on information provided by The National Bureau of Economic Research, states Uber drivers can make 1.5 times the amount a traditional taxi driver can make when driving on the app. In addition, their slogan “Get your side hustle on” markets to the working middle class Americans who want to work part time to make extra cash, which helps broaden the amount of candidates they can choose from.  Moreover, as a person who grew up right outside of New York City, the prices of taxis can get very high depending on the time of day, and based on experience, an Uber costs less, and is much more convenient to find than a taxi cab. Similarly, eBay markets itself by allowing people to make extra cash on the goods they do not want, while also providing a discount for the buyer. Since they have to find a way to market to each side of the transaction, these companies made sure to be competitive amongst both the companies selling these concepts on top of the people who are purchasing them by slashing prices and increasing profits for the buyer and seller. This is also a big reason why they have not been profitable for years because they had to grow and build with not a lot of cash inflow. Therefore, creating a platform attractive for consumers has allowed for them to both grow in size and take in quality people to represent the company and bring in profits.

The ability to create an attractive platform to increase customer satisfaction has been influenced by their ability to offer their good and service at a large scale. Similar to an economy of scale, these companies create a stockpile of drivers and products in their system awaiting use or sale. For example, Uber understands that when people want a ride, they need to get a ride to someplace that can be dependent on time. This means that having a large amount of drivers available is important to make sure a customer can get to their destination within a reasonable amount of time so their expectations are met and they continue to order rides. Similarly, people use eBay to find deals or odd items you can’t find at a regular store, so it is important to have a diverse set of products on their site to connect the right buyer with the right customer. In both of these cases, the companies satisfy their users needs to keep the satisfaction with the company high. However, an important aspect for these platforms, especially in the tech world, is the need to continue to innovate their user experience to improve their ability to satisfy the customers.

创造一个有吸引力的平台来提高客户满意度的能力，受到了它们大规模提供产品和服务的能力的影响。类似于规模经济，这些公司在他们的系统中创建了一个等待使用或销售的驱动器和产品的库存。例如，优步知道，当人们想要搭车时，他们需要搭车去一个依赖时间的地方。这意味着有大量的司机是重要的，以确保客户可以在合理的时间内到达他们的目的地，这样他们的期望就会得到满足，并继续订购服务。类似地，人们使用eBay来找到在普通商店找不到的特价商品或奇怪的商品，所以在他们的网站上有不同的产品集是很重要的，以连接正确的买家和正确的客户。在这两种情况下，公司满足他们的用户需要保持对公司的高满意度。然而，这些平台的一个重要方面，特别是在科技领域，是需要继续创新他们的用户体验，以提高他们的能力，以满足客户。

eBay has invested a great deal of money in order to make the quality of their platform better for their users. They have been able to do this by increasing their investments into the acquisition and developing of programs that would improve their software. A graph portraying how they choose to use this investment is included below:

Shown above, included in a blog post based on statements from eBay’s CEO, John Donahoe, are the various investments made for eBay’s growth. This data was acquired from CB Insights, a subscription based website providing metrics and analysis on companies across various industries. According to the pie chart above, the most notable percentages are ecommerce, their online platform for transactions, and the investment in their payment system being PayPal. In a press release by eBay on their website, PayPal, a system for payment developed by eBay, Inc., made transactions amongst users more efficient, which is why there are “more than 152 million accounts” (eBay, Inc. Staff). To invest in a system that helps to grow their website was important because consumers can see when a company decides to make their product more user friendly. Moreover, all of their acquisitions can be reflected on the need to improve and retain their customers from moving to other more appealing designs.

根据eBay首席执行官约翰•多纳霍的声明，上面的博客文章显示了为eBay的增长所做的各种投资。这些数据来自CB Insights，这是一个基于订阅的网站，提供各种行业的公司指标和分析。根据上面的饼状图，最显著的百分比是电子商务，他们的在线交易平台，以及投资于支付系统贝宝。在eBay网站的一份新闻稿中，由eBay, Inc.开发的支付系统贝宝(PayPal)使用户之间的交易更加高效，这就是为什么有“超过1.52亿账户”(eBay, Inc.)。工作人员)。投资一个系统来帮助他们的网站成长是很重要的，因为消费者可以看到一个公司何时决定让他们的产品更容易使用。此外，他们所有的收购都反映出他们需要改善和留住他们的客户，而不是转向其他更有吸引力的设计。

A company must know how to connect with their consumer in order to improve to their satisfaction. In addition, acquiring other companies that can improve your own is essential for holding on to their market share. This is because maintaining a high value product that leaves the customer dazzled with each new improvement allows for companies like eBay and Uber to continue to, as CEO John Donahoe said in his statement about PayPal’s separation from eBay, “understand how to innovate and deliver compelling experiences for customers.” In a market where innovation happens seemingly every day, it is essential to continue to grow and build your company in order to compete. Having large amounts of revenue streams, such as those held by Uber and eBay, has allowed for these companies to invest in their software to prevent other competitors from overtaking them. On top of this, being one of the first companies into their market gives them a competitive advantage because they get to set the prices and standards that would be competitors have to meet and challenge.

Setting standards and correctly identifying factors that influence a customer’s satisfaction rating is important for remaining profitable and competitive. A graph, provided by an article written by James Cook for UK Business Insider, depicts Uber’s information on their most frequent complaints from riders using their app. This graph can be seen below:

This graph depicts the top five complaints help by riders when they provide feedback for why they did not give a driver a five-star or high quality rating. This chart can be used by quality control employees to properly identify and fix issues that people have with the app. In response to these issues, “Uber, back in 2014, released to their largest market at the time, San Francisco, a list of how to improve their ratings.” (Cook 1). A statement such as this one not only improves the satisfaction of the drivers using the app, but can help to improve the quality of the services performed as well. Since Uber is a product that provides a service for riders, and drivers, it could take feedback such as this and conduct a QFD analysis on how they can improve as a whole. For example, Uber started making drivers use Google Maps, which could very well be a response to the large amount of negative feedback focusing on the poor routes drivers are taking. Moreover, I remember them updating the app to allow you to track and preview the shortest possible route for your trip. A QFD analysis finds the most sensitive areas of customer feedback and the product or quality of service, and compares them to find what is the source of positive or negative feedback of a company. One can say that the complaint about driver route can be reflected on the company, so it is in their power to provide systems to improve the quality. However, complaints such as poor driving or being disrespectful to the customers reflects poor quality on the driver, which is why Uber has the ratings system to find the individuals with the most complaints so they can be replaced to improve the quality of the brand and service. Thus, it is important for Uber and eBay to continually have contact with the customer to understand their expectations and complaints in order to continually meet their expectations when they use their company’s products.

An important factor to consider with customer expectations is that they are constantly changing. Consumers enjoy updates and new designs when it comes to using a product. As a user of Uber and eBay, their designs change frequently in response to the need to keep a consumer engaged and bring them back to the app or website. This is accomplished through marketing research, which supports quality management because it provides up to date information on various types of consumers. Such updates are crucial in staying competitive in their markets.

Conclusion:结论:

Uber and eBay, like many technology platforms, experienced many challenging issues with their products, but maintaining a high quality has allowed them to persevere. They have faced problems from cyber attacks and user security, issues with the functionality of their software, difficulty managing the relationship between the buyer and seller of the good and service, issues with generating a profit due to the need to invest in growth, and the constant threat of innovation from a competitor that could drive them out of business. These problems have cost them greatly, and it is no secret that these have all been barriers to entry for new companies because only one with the manpower and funds are able to handle them without fearing bankruptcy. No company is bulletproof or has no flaws despite their size, so the need to innovate and remain attached to the expectations and feedback of the consumers is what has allowed for Uber and eBay to remain profitable over many years. These companies have championed the quality control issues that have arose due to their large investment capability and research into the minds of their consumers. In addition, their research lets them control the people offering a good or service, which has helped them improve quality by pinpointing individuals or trends that are causing customers to complain and give negative feedback. They have entered a market where they depend on not only consumers using their product, but individuals taking on the role as employees to uphold the company image and quality of the product. In an industry filled with incredible successes and miserable failures, the risks have always been high, but these companies have been able to survive and thrive thanks to quality management.

和许多技术平台一样，优步和eBay的产品也经历了许多具有挑战性的问题，但保持高质量使它们能够坚持下去。他们面临着网络攻击和用户安全问题、软件功能问题、产品和服务的买方和卖方之间的关系管理困难、因需要投资增长而产生利润的问题、竞争对手对创新的持续威胁可能会让他们破产。这些问题让他们付出了巨大的代价，而且这些都是新公司进入市场的障碍，这已经不是什么秘密了，因为只有一家拥有足够人力和资金的公司能够在不担心破产的情况下处理这些问题。尽管规模庞大，但没有一家公司是万无一失的，因此，创新的需要以及对消费者期望和反馈的重视，是Uber和eBay多年来保持盈利的原因。这些公司在质量控制问题上一直处于领先地位，这是由于它们的大规模投资能力和对消费者心理的研究。此外，他们的研究让他们可以控制提供商品或服务的人，这有助于他们通过精确找出引起顾客抱怨和给出负面反馈的个人或趋势来提高质量。他们进入了一个市场，在这个市场中，他们不仅依赖于消费者使用他们的产品，而且依赖于作为员工的个人来维护公司形象和产品质量。在一个充满了令人难以置信的成功和悲惨的失败的行业中，风险总是很高，但这些公司能够生存和繁荣，多亏了质量管理

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