《服务利润链》书籍中英文

ProfessorJianminJiaService-ProfitChain

服务利润链如何把一个企业做强？员工和顾客应该成为管理层考虑问题的核心所在。Intheneweconomicsofservice,frontlineworkersandcustomersneedtobethecenterofmanagementconcern.

既强调市场也强调运营的组织几乎是战无不胜的。

Organizationsthatachievebothmarketandoperatingfocusarenearlyunbeatable.

Powerfulservicefirmsemployaquantifiablesetofrelationshipsthatdirectlylinksprofitandgrowthtonotonlycustomersatisfactionandloyalty,buttoemployeesatisfaction,loyalty,productivity.Customer&EmployeeFocus

以顾客和员工为中心ThePerformanceTrinity绩效三位一体领导和管理Leadershipandmanagement价值和文化Valuesandculture愿景和战略VisionandStrategy“Weexpectthatgood-to-greatleaderswouldbeginbysettinganewvisionandstrategy.Wefoundinsteadthattheyfirstgottherightpeopleonthebus,thewrongpeopleoffthebus,andtherightpeopleintherightseats–andthentheyfiguredoutwheretodriveit.”(JimCollins)Inrecentyears,physicalassetsaccountingformostofthebookvalueofcorporationshavefallentoaroundone-thirdofmarketvalue.

大多数公司的有形资产占它们市场价值的１/3.Theseintangiblescomprisesuchfactorsasbrands,information,technology,customerrelationships,thequalityofemployees,andqualityofanorganization’sleadershipandadministration. 无形资产包括品牌、信息、技术、客户关系、员工质量、组织领导和管理的质量.IntangibleAssets无形资产

Service-ProfitChain服务利润链向顾客提供的

服务价值

ValueofServicesProvidedtoCustomers顾客满意CustomerSatisfaction利润和增长Profitand

Growth高质量支持

服务和政策

High-QualitySupportServicesandPolicies满意、忠诚及

生产率高的员工Satisfied,LoyalandProductiveEmployeesCustomers顾客Employees员工顾客忠诚

Customer

Loyalty

Customerloyaltyandcommitmentaretheprimarydriversofgrowthandprofitability.Customerloyaltyandcommitmentemanatefromcustomersatisfactioncomparedtocompetition.Customersatisfactionresultsfromtherealizationofhighlevelsofvaluecomparedtocompetition.Valueiscreatedbysatisfied,committed,loyal,andproductiveemployees.Employeesatisfactionresultsfromseveralfactors:the“fairness”ofmanagement,thequalityofone’speersintheworkplace,theopportunityforpersonalgrowthonthejob,capability,thelatitudewithinlimitstodeliverresultstocustomers,levelsofcustomersatisfactionachievedincustomer-facingjob,andmonetarycompensation.DriversofService-ProfitChain

服务利润链的驱动力LinksintheServiceProfitChain

服务利润链链接顾客满意CustomerSatisfaction顾客忠诚CustomerLoyalty收入增长RevenueGrowth盈利能力Profitability内部服务质量InternalServiceQuality员工满意EmployeeSatisfaction员工保留EmployeeRetention员工生产率EmployeeProductivity外部服务价值ExternalServiceValue运营战略与服务传送系统

OperatingStrategyandServiceDeliverySystemworkplacedesignjobdesignemployeeselectionanddevelopmentemployeerewardsandrecognitiontoolsforservingcustomersserviceconcept:resultsforcustomersservicedesignedanddeliveredtomeettargetedcustomers’needsRetentionRepeatbusinessreferralCase1:SouthwestAirlines西南航空Startedbyconcentratingonservingintrastate,no-frillscommutersinTexas.Nowexpandedtoserve58citiesExperienced30straightyearsofprofitsYieldedanaverage35%annualreturntoinvestorsThenation’sfourth-largestdomesticcarrier“Less-for-much-less”positioningAverageflighttime=1hour&one-wayfare=$84onlymajorshorthaul,low-fare,high-frequency,point-to-pointcarrierLowpricesbynotservingmeals(justpeanuts),notassigningseats(firstcome,firstserved),andnotusingtravelagents.CustomervalueandemployeesatisfactionDependable,frequent,andfriendlyserviceatalowpriceItse-mail-basedclick‘nsaveprogramhas2.7millionsubscribersforreceivingspecialfareoffersIt’seasiertogetintoHarvardthantobehiredbySWA(4%acceptancerate)Awardsforbeston-timeservice,bestbaggagehandling,andbestcustomerserviceCheerfulemployeesgooutoftheirwaytoamuse,surprise,orentertainpassengers(e.g.,introducingthemselvestooneanother,thenhug,thenkiss,thenproposemarriage)ProfitSharingandStockPurchasePlanforSWAEmployees“SouthwestAirlinesgivessecuritytoitsemployees,andsecuritybreedsloyalty”“Funloving,casualairline”RankingsofEightLargestUSAirlinesforRevenue,Profit,

On-TimeArrival,andCustomerServiceComplaints(1995)SW=25minuteturnaroundOthers=55minutesCase2:AmericanExpress美国运通RelationshipsbetweenCustomerSatisfactionandOfficeProfitabilityComparisonofTopandBottom10%ofAmericanExpress’sBusinessTravelOffices,RankedbyReturnonSales,1995美国运通销售售收入最高的的10%和最最低的10%的商务旅行行办公室比较较Top最高的

10%Bottom最低的

10%ReturnonSales销销售收入GetsThroughQuickly服服务迅速TicketsRight

订票票准确Profit利润CustomerRatings顾客评分(5PointScale5分制)4.143.374.694.52(r=0.51)(r=0.65)

RelationshipbetweenEmployeeSatisfactionandOfficeProfitabilityProfit利润ComparisonofTopandBottom10%ofAmericanExpress’sBusinessTravelOffices,RankedbyReturnonSales美国运通销售售收入最高的的10%和最最低的10%的商务旅行行办公室比较较EmployeeRatings员工评分(5PointScale5分制)3.694.043.142.852.993.522.852.7ReturnonSales销售收入Physical

Surroundings环境设施SafetyofWorkplace工作场所的的安全性WayThingsGetDone做事的方式Focuson

Short-Term注重短期Top最高的

10%Bottom最低的

10%Case3:Wal-MartStores沃尔玛百货公公司Productivity生产率1995SalesPerEmployee

员工人均销售额Wal-MartKMartTarget$138,710$114,630$109,250SalesPerSquareFoot,Stores

店铺每平方英尺平均销售额Wal-MartKMartTarget$297$211$195IndustryWal-MartIndustryWal-Mart

Median,ManagersMedian,EmployeesManagersEmployees行业一般沃沃尔尔玛行行业一一般沃沃尔玛

管理理者管管理者员员工员员工工HighLowRelativeTurnover相对流失率Employeeand

ManagementTurnover,员工和管理层层流失率1994DiscountDepartmentStores折扣百货公司司“Niceness”astheprimarycriterionforchoosingassociatesWelltrained,recognition,commitmentStockpurchaseplan––15%discount––50%ofallassociatesdosoIncentive-bonusplan&profitsharingOperatingMarginsFirm公司199419931992Wal-Mart7.1%7.5%7.5%TargetKMartConsumerRatingsChain连锁店Value价值Service服务

(“SalesHelp”)Wal-Mart54Meijer43Target52ShopKo32Bradlees31Venture41MontgomeryWard32FredMayer32KMart31Caldor31Ames21Growth,Profit,andReturnonEquity,1985-1995Company公司AverageAnnual

GrowthinSales

销售额年均增长AverageAnnual

GrowthinProfit

利润年均增长ReturnonEquity

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%CustomerValueEquation顾客价值等式式Cases:FederalExpressSingaporeAirlinesOutcomequalityandprocessqualityFivedimensionsofserviceprocessquality可靠性DependabilityDidtheserviceproviderdowhatwaspromised?“Whenitabsolutely,positively,hastogetthere.””(FedEx)反应性ResponsivenessWastheserviceprovidedinatimelymanner?权威性AuthorityDidtheserviceproviderelicitafeelingofconfidenceinthecustomerduringtheservicedeliveryprocess?体贴性EmpathyWastheserviceproviderabletotakethecustomer’’spointofview?有形证据TangibleevidenceWasevidenceleftthattheservicewasindeedperformed?“Ournewbusinessclassseatsmaycausedrowsiness.”(UA)Servicepositioning#1Customers’viewsofserviceprocessqualitydependprimarilyontherelationshipbetweenwhatwasactuallydeliveredinrelationtowhatwasexpectedbythecustomers.Servicequalityisrelative,notabsolute(referenceeffect).服务质量是相相对而非绝对对的（参考性性）。Itisdeterminedbythecustomer,notbytheserviceprovider(perception).它被顾客而不不是服务供应应商决定（感感知性）。Itvariesfromonecustomertoanother(variation).它随不同的顾顾客而异（变变化性）。Servicequalitycanbeenhancedbymeetingorexceedingcustomers’’expectationsortakingstepstocontrolsuchexpectations––“underpromiseandoverdeliver””(satisfaction).提高服务质量量可以通过满满足或超额满满足顾客的期期望或者采取取措施来控制制顾客期望——“低许许诺和高提供供”。Criteriaofgoodperceivedservicequality1)Professionalism&skills;2)Attitudesandbehavior;3)Accessibility&flexibility;4)Reliability&trustworthiness;5)Servicerecovery;6)Serviscape;7)Reputation&credibility;8)Consistency.ServiceQuality服务质量ExpectedQuality期望质量Communication沟通Sales销售Perceptions感知Wordofmouth口碑Pastexperience经验Needs&wants需求CustomerSatisfaction顾客满满意PerceivedqualityofCompetitors感知的的竞争争者的的质质量Perception感知Result:What结果：：是什什么Process:How过程：：如何何实现现CustomerSatisfaction顾客满满意TotalperceivedQuality全面感感知的质量ExperiencedQuality体验的的质量量Satisfaction-LoyaltyRelationship满意忠忠诚关关系automobilespersonalcomputershospitalsairlineslocaltelephoneHowtheCompetitiveEnvironmentAffectstheSatisfaction-LoyaltyRelationship12345completelydissatisfiedcompletelysatisfiedHighlyCompetitiveZoneCommoditizationorlowdifferentiationConsumerindifferenceManysubstitutesLowcostofswitchingSatisfaction

满意RegulatedmonopolyorfewsubstitutesDominantbrandequityHighcostofswitchingPowerfulloyaltyprogramProprietarytechnologyNoncompetitiveZonelowhighLoyalty

忠诚CustomerLoyalty顾客忠忠诚DrivesProfitabilityandGrowth驱动利利润和和增长长A5%increaseincustomerloyaltycanproduceprofitincreasesfrom25%to85%.顾客忠忠诚度度5%的增长可可导致致利润润增长长25%-85%CustomerLifetimeValue顾客终身价值IndustryProfitperCustomer(indollars)byYearofRelationship12345CreditCarIssuanceandServicing

信用汽车保险与服务IndustrialLaundry工业洗衣IndustrialDistribution工业分销AutoServicing汽车服务(21)*1444525421669935441921217049222144885525616888*FiguresinparenthesesdenotelossesCustomerProfitPatternsoverTimeCustomerLifetimeValue:Industries顾客终身价值：：行业业CustomerandEmployee顾客与与员工工CRM顾顾客关系管管理CustomerSatisfactionCustomerRetentionCustomerLifetimeValueKeyCustomersERM员员工关系管管理EmployeeSatisfactionEmployeeRetentionEmployeeLifetimeValueKeyEmployeesTreatcustomerslikeemployeesandemployeeslikecustomersCRM(ERM)是是通过过提供供高的的顾客客(员工)价值和和满意意来建建立并并维持持有利利可图图的顾顾客(员工)关系的的整个个过程程。TheSatisfaction““Mirror””“满意意镜””MoreFamiliaritywithCustomerNeedsandWaysofMeetingThem更熟悉悉顾客客的需需要及及满足足顾客客的方方式GreaterOpportunityforRecoveryfromErrors更多的的补救救失误误的机机会HigherEmployeeSatisfaction更高的的员工工满意意度HigherProductivity更高的的生产产率ImprovedQualityofService更佳的的服务务质量量MoreRepeatPurchases更多的的重复复购买买StrongerTendencytoComplainaboutServiceErrors更愿意意抱怨怨服务务失误误HigherCustomerSatisfaction更高的的服务务满意意度LowerCosts更低的的成本本BetterResults更好的的结果果Customer顾客Employee员工ComparisontoPerformanceMeasuresYearAvg.GrowthinRevenue营业额增长Avg.GrowthinProfits利润增长Avg.GrowthinMarketValue市场价值增长100BestS&P500100BestS&P500100BestS&P500199814%8%116%6%31%35%199914%4%55%9%30%28%200024%12%66%21%96%21%200125%13%228%9%121%5%Fortune’s100BestPlacestoWorkversusCompaniesintheStandard&Poor’s500,1998-2001《财富富》评评选的的100个个最适适合工工作的的地方方对比比标准准普尔尔的500个公公司EmployeeValueEquation员工价价值等等式Opportunitytosolveproblemsforcustomers为顾客客解决决问题题的机机会Opportunitiesforpersonaldevelopment个人发发展的的机遇遇Degreetowhichworkgetsrecognized工作得得到认可的程度度The““fairness”ofmyManager上司的的“公公正性性”Workingwithwinners与成功功者一一起工工作Appropriatecompensation适当的的补偿偿Jobcontinuity工作的的连续续性CycleofEmployeeCapability仔细地选择员工和顾客（包括自我选择）CarefulEmployeeandCustomerSelection

(andself-Selection)

高质量培训

High-Quality

Training精心设设计的的支支持体体系——信信息；；—设设施Well-DesignedSupportSystems满足顾顾客需需求的的较较高标标准GreaterLatitudetoMeetCustomers’’Needs对员工工的明明确限限制制和期期望ClearLimitson,andExpectationsof,Employees适当奖奖励和和经经常认认可AppropriateRewardsandFrequentRecognition满意的员工

Satisfied

Employees员工推推荐潜潜在在求职职者EmployeeReferralsofPotentialJobCandidatesIsattitudeemphasized?Arejobpreviewsutilized?Arecustomersscreened?Istrainingforjobandlife?Isitandimportantelementofqualityofworklife?Dotheyreflectneedsoftheserviceencounter?Aretheydesignedtofosterrelationships?Doesitreflecttopmanagement““talk”?Isitenoughtoallow

deliveryofresultsto

customers?Areemployeesencouragedtoreferfriends?Arereferralsfromthe““best”employeesgivenpriority?Issatisfactionmeasuredperiodically?Aremeasurementslinkedtoother

functionsontheCycle?Aretheylinkedtoserviceobjectives?Aretheybalanced

betweenmonetaryandnon-monetary?从优秀到卓卓越任何从优秀秀到卓越公公司的最终终飞跃，靠靠的不是市市场，不是是技术，不不是竞争，，也不是产产品。有一一件事比其其他任何事事都举足轻轻重：那就就是招聘并并留住好的的员工。在你确定将将汽车开向向何处之前前，首先必必须有合适适的人在车车上（不合合适的人被被请下车））。补偿机制不不是为了让让不合适的的雇员作出出正确的举举动，而是是要让合适适的雇员能能上车，并并保证他们们能留在那那儿。--JimCollins永远不断地地寻找优秀秀并且志同同道合的员员工ComplaintEscalationPyramid抱怨升级金金字塔VicePresident副总裁MiddleManagement中层管理人人员FrontlineServiceProviders一线服务人人员Oneintwoofthesestilldissatisfied

complain½的不满者者仍抱怨25%ofcomplainantsstilldissatisfied25%的抱抱怨者仍不不满Oneinfivecomplain1/5抱抱怨25%ofthesecustomers

stilldissatisfied这些顾客25%仍不不满40%Complain40%抱怨怨100%ofdissatisfiedcustomers100%不不满的顾客客1Complaint=一次抱怨=2customersdissatisfiedatmiddlemanagementlevel=中层抱怨者者的2个不不满客户=10whocomplaintomiddlemanagement=10个向中中层抱怨的的人=50customerswhoremaindissatisfiedafterfrontlineeffort=50个经第第一线努力力后仍不满满的顾客=200whocomplainTofrontline=200个向向一线人员员抱怨的人人=500whoaredissatisfied=500个不不满的顾客客=THECOMPLAINT

PROCESSSTATEDINPERCETAGES百分比表示示的抱怨过过程THEPYRAMIDDESCRIBEDINNUMBERS以数量表示示的金字塔塔DissatisfiedCustomers’Repurchase

IntentionsunderVariousConditions不同条件下下不满顾客客的重购意意图你的组织的的“业务””是什么？？它是由价价值和结果果定义而非非产品和服服务定义的的吗？Whatisyourorganization’s““business”?Isitdefinedintermsofvalueandresultsversusproductsandservices?你的组织很很明确地界界定了顾客客和非顾客客了吗？Howcarefullyhasyourorganizationdefinedwhoitwillserveandwhonot?你的组织是是通过什么么方法———政策、实实践、过程程还是组织织——为中意的顾客客和员工提提供较高的的价值成本本均衡的？？Bywhatmeans–policies,practices,processes,organization––isvalueleveragedovercostsforpreferredcustomersandemployees?在多大程度度上你的组组织的价值值传送系统统使经营战战略达到良良好的价值值成本均衡衡？Towhatdegreedoesyourorganization’svaluedeliverysystemenableitsoperatingstrategytoleveragevalueovercosts?你们在多大大的程度上上度量并追追踪服务利利润链中的的元素的？？Towhatextentdoyoumeasureandtrackelementsoftheserviceprofitchain?在多大程度度上，你们们的管理者者和员工是是基于获得得经营绩效效而得到认认可和奖励励的？Towhatextentaremanagersandemployeesrecognizedandrewardedonthebasisofachievingperformancemeasures?在各种价值值等式维度度中你的顾顾客和员工工寻求的是是什么？你你是如何知知道的？Whatdocustomersandemployeesseekonvariousvalueequationdimensions?Howdoyouknow?QuestionsforManagers管理者需要要思考的问问题9、静夜四四无邻，，荒居旧旧业贫。。。1月-231月-23Thursday,January5,202310、雨中黄叶树树，灯下白头头人。。02:47:0702:47:0702:471/5/20232:47:07AM11、以我独独沈久，，愧君相相见频。。。1月-2302:47:0702:47Jan-2305-Jan-2312、故人江海别别，几度隔山山川。。02:47:0702:47:0702:47Thursday,January5,202313、乍见见翻疑疑梦，，相悲悲各问问年。。。1月-231月-2302:47:0702:47:07January5,202314、他乡生生白发，，旧国见见青山。。。05一一月20232:47:07上午午02:47:071月-2315、比不了得就就不比，得不不到的就不要要。。。一月232:47上上午1月-2302:47January5,202316、行动出出成果，，工作出出财富。。。2023/1/52:47:0702:47:0705January202317、做做前前，，能能够够环环视视四四周周；；做做时时，，你你只只能能或或者者最最好好沿沿着着以以脚脚为为起起点点的的射射线线向向前前。。。。2: