香港中文大学－服务利润链ppt课件

1、12 如何把一个企业做强？如何把一个企业做强？ 员工和顾客应该成为管理层思索问题的中心所在。员工和顾客应该成为管理层思索问题的中心所在。 In the new economics of service, frontline workers and customers need to be the center of management concern. 既强调市场也强调运营的组织几乎是战无不胜的。既强调市场也强调运营的组织几乎是战无不胜的。 Organizations that achieve both market and operating focus are nearly unbeat

2、able. Powerful service firms employ a quantifiable set of relationships that directly links profit and growth to not only customer satisfaction and loyalty, but to employee satisfaction, loyalty, productivity.Customer & Employee Focus以顾客和员工为中心以顾客和员工为中心3The Performance Trinity 绩效三位绩效三位一体一体指点和管理指点

3、和管理Leadership and management价值和文化价值和文化Values and culture愿景和战略愿景和战略VisionandStrategy “We expect that good-to-great leaders would begin by setting a new vision and strategy. We found instead that they first got the right people on the bus, the wrong people off the bus, and the right people in the righ

4、t seats and then they figured out where to drive it. (Jim Collins)4 In recent years, physical assets accounting for most of the book value of corporations have fallen to around one-third of market value.大多数公司的有形资产占它们市场价值的大多数公司的有形资产占它们市场价值的/3. These intangibles comprise such factors as brands, inform

5、ation, technology, customer relationships, the quality of employees, and quality of an organizations leadership and administration.无形资产包括品牌、信息、技术、客户关系、员工质无形资产包括品牌、信息、技术、客户关系、员工质量、组织指点和管理的质量量、组织指点和管理的质量.Intangible Assets 无形资无形资产产 5Service-Profit Chain 效力利润效力利润链链向顾客提供的向顾客提供的效力价值效力价值 Value of ServicesP

6、rovided toCustomers顾客称心顾客称心CustomerSatisfaction利润和增长利润和增长Profit andGrowth高质量支持高质量支持效力和政策效力和政策 High-QualitySupport Servicesand Policies称心、忠实及称心、忠实及消费率高的员工消费率高的员工Satisfied, Loyaland ProductiveEmployeesCustomers顾客顾客Employees员工员工顾客忠实顾客忠实CustomerLoyalty 6 Customer loyalty and commitment are the primary d

7、rivers of growth and profitability. Customer loyalty and commitment emanate from customer satisfaction compared to competition. Customer satisfaction results from the realization of high levels of value compared to competition. Value is created by satisfied, committed, loyal, and productive employee

8、s. Employee satisfaction results from several factors: the “fairness of management, the quality of ones peers in the workplace, the opportunity for personal growth on the job, capability, the latitude within limits to deliver results to customers, levels of customer satisfaction achieved in customer

9、-facing job, and monetary compensation.Drivers of Service-Profit Chain效力利润链的驱动力效力利润链的驱动力7Links in the Service Profit Chain效力利润链链接效力利润链链接顾客称心顾客称心CustomerSatisfaction顾客忠实顾客忠实CustomerLoyalty收入增长收入增长RevenueGrowth盈利才干盈利才干Profitability内部效力质量内部效力质量InternalService Quality员工称心员工称心EmployeeSatisfaction员工保管员工保管

10、EmployeeRetention员工消费率员工消费率EmployeeProductivity外部效力外部效力价值价值ExternalService Value运营战略与效力传送系统运营战略与效力传送系统Operating Strategy and Service Delivery Systempworkplace designpjob designpemployee selection and developmentpemployee rewards and recognitionptools for serving customerspservice concept: results fo

11、r customerspservice designed and delivered to meet targeted customers needspRetentionpRepeat businesspreferral8Case 1: Southwest Airlines 西南航西南航空空 Started by concentrating on serving intrastate, no-frills commuters in Texas. Now expanded to serve 58 cities Experienced 30 straight years of profits Yi

12、elded an average 35% annual return to investors The nations fourth-largest domestic carrier “Less-for-much-less positioning Average flight time = 1 hour & one-way fare = $84 only major short haul, low-fare, high-frequency, point-to-point carrier Low prices by not serving meals (just peanuts), no

13、t assigning seats (first come, first served), and not using travel agents. Customer value and employee satisfaction Dependable, frequent, and friendly service at a low price Its -based click n save program has 2.7 million subscribers for receiving special fare offers Its easier to get into Harvard t

14、han to be hired by SWA (4% acceptance rate) Awards for best on-time service, best baggage handling, and best customer service Cheerful employees go out of their way to amuse, surprise, or entertain passengers (e.g., introducing themselves to one another, then hug, then kiss, then propose marriage) P

15、rofitSharing and Stock Purchase Plan for SWA Employees “Southwest Airlines gives security to its employees, and security breeds loyalty “Fun loving, casual airline9Rankings of Eight Largest US Airlines for Revenue, Profit,On-Time Arrival, and Customer Service Complaints (1995)Profit as a %of Revenue

16、-10123456AmericanDeltaNorthwestUnitedUSAirTWAContinentalSouthwestPercentSW = 25 minute turnaroundOthers = 55 minutes10Case 2: American Express 美国运美国运通通 American Express is a global travel, financial and network services provider employing over 75,000 people worldwide, and offering products and servi

17、ces in more than 200 countries. Personal service Cards, financial services, travel and entertainment Business service Small businesses, corporations, and merchants Segmentation of Cards: Green, gold, platinum, and corporate cards AE Charge Cards: Paid in full each month Optima Credit Cards: Paid ove

18、r time or paid in full each month Cash Rewards Cards, Airline Rewards Cards (Delta), Hotel Rewards Cards (Hilton) Student and Senior Cards Prepaid Cards The Centurion Card: “The Black Card - $150,000 in annual spending and $2,500 annual fee room upgrade, first class seats, and bonus miles AE is one

19、of the first companies implementing privacy principles on the Internet. americanexpress.digisle.tv/11Relationships between Customer Satisfaction and Office ProfitabilityComparison of Top and Bottom 10% of American Expresss Business Travel Offices, Ranked by Return on Sales, 1995美国运通销售收入最高的美国运通销售收入最高

20、的10%和最低的和最低的10%的商务游览办公室比较的商务游览办公室比较Top 最高的最高的 10%Bottom 最低的最低的 10%Return on Sales销售收入销售收入Gets Through Quickly效力迅速效力迅速Tickets Right订票准确订票准确Profit 利润利润Customer Ratings 顾客评分顾客评分(5 Point Scale 5分制分制)4.143.374.694.52(r=0.51)(r=0.65) 12Relationship between Employee Satisfaction and Office ProfitabilityPro

21、fit 利润利润Comparison of Top and Bottom 10% of American Expresss Business Travel Offices, Ranked by Return on Sales美国运通销售收入最高的美国运通销售收入最高的10%和最低的和最低的10%的商务游览办公室比较的商务游览办公室比较Employee Ratings 员工评员工评分分(5 Point Scale 5分制分制)3.694.043.142.852.993.522.852.7Return on Sales销售收入PhysicalSurroundings环境设备Safety of Wo

22、rkplace任务场所的平安性Way ThingsGet Done做事的方式Focus onShort-Term注重短期Top 最高的最高的 10%Bottom 最低的最低的 10%13Case 3: Wal-Mart Stores沃尔玛百货公司沃尔玛百货公司 Productivity 生产率生产率1995 Sales Per Employee员工人均销售额员工人均销售额Wal-MartKMartTarget$138,710$114,630$109,250Sales Per Square Foot, Stores店铺每平方英尺平均销售额店铺每平方英尺平均销售额Wal-MartKMartTarg

23、et$297$211$195Industry Wal-Mart Industry Wal-MartMedian, Managers Median, EmployeesManagers Employees行业普通行业普通 沃尔玛沃尔玛 行业普通行业普通 沃尔沃尔玛玛管理者管理者 管理者管理者 员工员工 员员工工HighLowRelative Turnover相对流失相对流失率率Employee andManagement Turnover,员工和管理层流失率员工和管理层流失率 1994Discount Department Stores折扣百货公司折扣百货公司 “Niceness as the

24、primary criterion for choosing associates Well trained, recognition, commitment Stock purchase plan 15% discount 50% of all associates do so Incentive-bonus plan & profit sharing14Operating MarginsFirm公司公司199419931992Wal-Mart7.1% 7.5% 7.5%TargetKMartConsumer RatingsChain连锁店连锁店V

25、alue价值价值Service服务服务(“Sales Help”)Wal-Mart54Meijer43Target52ShopKo32Bradlees31Venture41Montgomery Ward32Fred Mayer32KMart31Caldor31Ames21Growth, Profit, and Return on Equity, 1985-1995Company公公司司Average AnnualGrowth in Sales销售额年均增长销售额年均增长Average AnnualGrowth in Profit利润年均增长利润年均增长Return on Equity资本回报率

26、资本回报率Wal-Mart27.0%23.6%24.2%Target10.3%.9%14.3%KMart4.4%Negative8.6%Searsnegative3.4%9.2%15Customer Value Equation 顾客价值等顾客价值等式式Cases: Federal ExpressSingapore Airlines Outcome quality and process quality Five dimensions of service process quality 可靠性可靠性DependabilityDid the service provider do what w

27、as promised?“When it absolutely, positively, has to get there. (FedEx) 反响性反响性ResponsivenessWas the service provided in a timely manner? 权威性权威性AuthorityDid the service provider elicit a feeling of confidence in the customer during the service delivery process? 体恤性体恤性EmpathyWas the service provider ab

28、le to take the customers point of view? 有形证据有形证据 Tangible evidenceWas evidence left that the service was indeed performed?“Our new business class seats may cause drowsiness. (UA)Service positioning獲得服務的成本 服務的價格 服務過程質量 為顧客創造的服務效用 價 值Service theAcquiring of Costs Customer the toPriceQuality Process Cu

29、stomer for the Produced Results Value16#1 Customers views of service process quality depend primarily on the relationship between what was actually delivered in relation to what was expected by the customers. Service quality is relative, not absolute (reference effect). 效力质量是相对而非绝对的参考性。效力质量是相对而非绝对的参

30、考性。 It is determined by the customer, not by the service provider (perception). 它被顾客而不是效力供应商决议感知性。它被顾客而不是效力供应商决议感知性。 It varies from one customer to another (variation). 它随不同的顾客而异变化性。它随不同的顾客而异变化性。 Service quality can be enhanced by meeting or exceeding customers expectations or taking steps to contro

31、l such expectations “under promise and over deliver (satisfaction). 提高效力质量可以经过满足或超额满足顾客的期望或者采取措施提高效力质量可以经过满足或超额满足顾客的期望或者采取措施来控制顾客期望来控制顾客期望 “低许愿和高提供。低许愿和高提供。 Criteria of good perceived service quality 1) Professionalism & skills; 2) Attitudes and behavior; 3) Accessibility & flexibility; 4) R

32、eliability & trustworthiness; 5) Service recovery; 6) Serviscape; 7) Reputation & credibility; 8) Consistency. Service Quality 效力质效力质量量17ExpectedQuality期望质量期望质量Communication 沟通沟通Sales 销售销售Perceptions 感知感知Word of mouth 口碑口碑Past experience 阅历阅历Needs & wants 需求需求CustomerSatisfaction顾客称心顾客称心

33、Perceivedqualityof Competitors感知的竞争者感知的竞争者的质量的质量Perception感知感知Result:What结果：是什么结果：是什么Process:Process:HowHow过程：如何实现过程：如何实现 Customer Satisfaction 顾客称顾客称心心Total perceivedQuality全面感知的质量全面感知的质量ExperiencedQuality体验的质量体验的质量18Satisfaction-Loyalty Relationship Satisfaction-Loyalty Relationship 称心忠实关系称心忠实关系au

34、tomobilespersonalcomputershospitalsairlineslocal telephoneHow the Competitive EnvironmentHow the Competitive EnvironmentAffects the Satisfaction-Loyalty RelationshipAffects the Satisfaction-Loyalty Relationship1 2 3 4 5completelydissatisfiedcompletelysatisfiedHighlyCompetitiveZoneCommoditizationor l

35、owdifferentiationConsumerindifferenceMany substitutesLow cost ofswitchingSatisfaction称心Regulated monopoly or few substitutesDominant brand equityHigh cost of switchingPowerful loyalty programProprietary technologyNoncompetitive ZonelowhighLoyalty忠实19Customer Loyalty 顾客忠实顾客忠实Drives Profitability and

36、Growth 驱驱动利润和增长动利润和增长A 5% increase in customer loyalty can produce profit increases from 25% to 85%.顾客忠实度顾客忠实度5%的增长可导致利润增长的增长可导致利润增长25%-85%25%85%75%25%50%45%45%40%35%0%20%40%60%80%100%Auto service chainAuto service chain汽车服务连锁汽车服务连锁Branch bankBranch bankdepositsdeposits银行分支机银行分支机构构存款存款Credit card Cr

37、edit card 信用信用卡卡Credit insuranceCredit insurance信用保险信用保险Insurance brokegeInsurance brokege保险经纪人保险经纪人IndustrialIndustrialdistributiondistribution产业分销产业分销Industrial laundryIndustrial laundry工业洗衣工业洗衣Office bldg.Office bldg.ManagementManagement写字楼管理写字楼管理Software Software 软件软件Percent Increase in Customer

38、 Value顾顾 值值l l 长长20Customer Lifetime Value 顾客终身顾客终身价值价值012345Year 年份年份Net Impact on Operating Profit运营净运营净利利润润Suggestions for product or serviceimprovement来来源于源于产产品服品服务务改改进进建建议议的利的利润润Referrals来来源于推源于推荐荐人的利人的利润润Profit from price premium oncustom products来来源于源于产产品溢价的利品溢价的利润润Reduced costs of serving cu

39、stomer服服务顾务顾客客带来带来的成本降低的成本降低Purchases of newproducts购买购买新新产产品品Purchases of standardproducts购买购买一般一般 产产品品Customer acquisitioncosts获获得得顾顾客的成本客的成本21IndustryProfit per Customer(in dollars) by Year of Relationship12345Credit Car Issuance and Servicing信用汽车保险与服务Industrial Laundry工业洗衣Industrial Distribution

40、工业分销Auto Servicing汽车服务(21)*1444525421669935441921217049222144885525616888* Figures in parentheses denote lossesCustomer Profit Patterns over TimeCustomer Lifetime Value: Industries顾客终身价值：行业顾客终身价值：行业22Customer and Employee 顾客与员工顾客与员工 CRM 顾客关系管理 Customer Satisfaction Customer Retention Customer Lifeti

41、me Value Key Customers ERM 员工关系管理 Employee Satisfaction Employee Retention Employee Lifetime Value Key EmployeesTreat customers like employees and employees like customersCRM (ERM) 是经过提供高的顾客是经过提供高的顾客(员工员工)价值和称心来建立并价值和称心来建立并维持有利可图的顾客维持有利可图的顾客(员工员工)关系的整个过程。关系的整个过程。23The Satisfaction “Mirror “称心称心镜镜Mor

42、e Familiaritywith CustomerNeeds and Waysof Meeting Them更熟习顾客的需求及满足顾客的更熟习顾客的需求及满足顾客的方式方式Greater Opportunityfor Recoveryfrom Errors更多的补救失误的时更多的补救失误的时机机HigherEmployeeSatisfaction更高的员工称心更高的员工称心度度Higher Productivity更高的消费率更高的消费率Improved Quality of Service更佳的效力质量更佳的效力质量MoreRepeatPurchases更多的反复购买更多的反复购买Stro

43、ngerTendency toComplain aboutService Errors更情愿埋怨效力失误更情愿埋怨效力失误HigherCustomerSatisfaction更高的效力称心更高的效力称心度度Lower Costs更低的本钱更低的本钱Better Results更好的结果更好的结果24Comparison to Performance MeasuresYearAvg. Growth in Revenue营业额增长营业额增长Avg. Growth in Profits利润增长利润增长Avg. Growth in Market Value市场价值增长市场价值增长100 BestS&a

44、mp;P 500100 BestS&P 500100 BestS&P 500199814%8%116%6%31%35%199914%4%55%9%30%28%200024%12%66%21%96%21%200125%13%228%9%121%5%Fortunes 100 Best Places to Work versus Companies in the Standard & Poors 500, 1998-2001评选的评选的100个最适宜任务的地方对比规范普尔的个最适宜任务的地方对比规范普尔的500个公司个公司25接入成本 總收入 / 1 工作地點的質量 傳送效用

45、的能力 價 值Costs Access Income 1/Total WorkplaceofQuality ResultsDeliver toCapability ValueEmployee Value Equation 员工价值员工价值等式等式Opportunity to solve problems for customers为顾客处理问题的时机为顾客处理问题的时机Opportunities for personaldevelopment个人开展的机遇个人开展的机遇Degree to which workgets recognized任务得到认可的程度任务得到认可的程度The “fairn

46、ess of myManager上司的上司的“公正性公正性Working with winners与胜利者一同任务与胜利者一同任务Appropriate compensation适当的补偿适当的补偿Jobcontinuity任务的延续性任务的延续性26Cycle of Employee Capability仔细地选择员工和顾仔细地选择员工和顾客包括自我选择客包括自我选择Careful Employee and Customer Selection(and self-Selection)高质量培训高质量培训High-QualityTraining精心设计精心设计的支持体系的支持体系信息；信息；设

47、备设备Well-DesignedSupport Systems满足顾客需求的满足顾客需求的较高规范较高规范Greater Latitude to MeetCustomers Needs对员工的明确对员工的明确限制和期望限制和期望Clear Limits on,and Expectationsof, Employees适当奖励适当奖励和经常认可和经常认可Appropriate Rewardsand FrequentRecognition称心的员工称心的员工SatisfiedEmployees员工引荐员工引荐潜在求职者潜在求职者Employee Referrals of Potential Job

48、CandidatesIs attitude emphasized?Are job previews utilized?Are customers screened?Is training for job and life?Is it and important element of quality of work life?Do they reflect needs of the service encounter?Are they designed to foster relationships?Does it reflect top management “talk?Is it enoug

49、h to allow delivery of results to customers?Are employees encouraged to refer friends?Are referrals from the “best employees given priority?Is satisfaction measured periodically?Are measurements linked to other functions on the Cycle?Are they linked to service objectives?Are they balanced between mo

50、netary and non-monetary?27从优秀到杰出从优秀到杰出 任何从优秀到杰出公司的最终飞跃，靠的不是市场，不任何从优秀到杰出公司的最终飞跃，靠的不是市场，不是技术，不是竞争，也不是产品。有一件事比其他任何是技术，不是竞争，也不是产品。有一件事比其他任何事都举足轻重：那就是招聘并留住好的员工。事都举足轻重：那就是招聘并留住好的员工。 在他确定将汽车开向何处之前，首先必需有适宜的人在在他确定将汽车开向何处之前，首先必需有适宜的人在车上不适宜的人被请下车。车上不适宜的人被请下车。 补偿机制不是为了让不适宜的雇员作出正确的举动，而补偿机制不是为了让不适宜的雇员作出正确的举动，而是要让

51、适宜的雇员能上车，并保证他们能留在那儿。是要让适宜的雇员能上车，并保证他们能留在那儿。-Jim Collins 永远不断地寻觅优秀并且志同道合的员工永远不断地寻觅优秀并且志同道合的员工 28Complaint Escalation Pyramid埋怨晋级金埋怨晋级金字塔字塔VicePresident副总裁副总裁Middle Management中层管理人员中层管理人员Frontline Service Providers一线效力人员一线效力人员One in two of thesestill dissatisfiedcomplain的不满者仍埋怨的不满者仍埋怨25% of complainantsstill dissatisfied25%的埋怨者仍不满的埋怨者仍不满One in five complain1/5 埋怨埋怨25% of these customersstill dissatisfied这些顾客这些顾客25%仍不满仍不满40% Complain40%埋怨埋怨100% ofdissatisfied customers100%不满的顾客不满的顾客1 Complaint = 一次埋怨一次埋怨 =2 customers dissatisfie