服务利润链香港中文大学

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美国运运通RelationshipsbetweenCustomerSatisfactionandOfficeProfitabilityComparisonofTopandBottom10%ofAmericanExpress’’sBusinessTravelOffices,RankedbyReturnonSales,1995美国运运通销销售收收入最最高的的10%和和最低低的10%的商商务旅旅行办办公室室比较较Top最高的

10%Bottom最低的

10%ReturnonSales销销售收收入GetsThroughQuickly服服务务迅速速TicketsRight订订票准准确Profit利润CustomerRatings顾客评分分(5PointScale5分制)4.143.374.694.52(r=0.51)(r=0.65)

RelationshipbetweenEmployeeSatisfactionandOfficeProfitabilityProfit利润ComparisonofTopandBottom10%ofAmericanExpress’sBusinessTravelOffices,RankedbyReturnonSales美国运通通销售收收入最高高的10%和最最低的10%的的商务旅旅行办公公室比较较EmployeeRatings员工评分分(5PointScale5分制)3.694.043.142.852.993.522.852.7ReturnonSales销售收入入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顾客满意Perceivedquality

ofCompetitors感知的竞争争者

的质质量Perception感知Result:What结果：是什什么Process:How过程：如何何实现CustomerSatisfaction顾客满意TotalperceivedQuality全面感知的质量ExperiencedQuality体验的质量量Satisfaction-LoyaltyRelationship满意忠诚关关系automobilespersonalcomputershospitalsairlineslocaltelephoneHowtheCompetitiveEnvironmentAffectstheSatisfaction-LoyaltyRelationship12345completelydissatisfiedcompletelysatisfiedHighlyCompetitiveZoneCommoditizationorlowdifferentiationConsumerindifferenceManysubstitutesLowcostofswitchingSatisfaction

满意RegulatedmonopolyorfewsubstitutesDominantbrandequityHighcostofswitchingPowerfulloyaltyprogramProprietarytechnologyNoncompetitiveZonelowhighLoyalty

忠诚CustomerLoyalty顾客忠诚DrivesProfitabilityandGrowth驱动利润和和增长A5%increaseincustomerloyaltycanproduceprofitincreasesfrom25%to85%.顾客忠诚度度5%的增长可导致致利润增长长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顾客与员工工CRM顾顾客关系管理CustomerSatisfactionCustomerRetentionCustomerLifetimeValueKeyCustomersERM员员工关系管理EmployeeSatisfactionEmployeeRetentionEmployeeLifetimeValueKeyEmployeesTreatcustomerslikeemployeesandemployeeslikecustomersCRM(ERM)是通过过提供高的的顾客(员工)价值和满意意来建立并并维持有利利可图的顾顾客(员工)关系的整个个过程。TheSatisfaction““Mirror””“满意镜””MoreFamiliaritywithCustomer

NeedsandWays

ofMeetingThem更熟悉顾客客的需要及及满足顾客客的方式GreaterOpportunityforRecoveryfromErrors更多的补救救失误的机机会Higher

EmployeeSatisfaction更高的员工工满意度HigherProductivity更高的生产产率ImprovedQualityofService更佳的服务务质量MoreRepeatPurchases更多的重复复购买StrongerTendencytoComplainaboutServiceErrors更愿意抱怨怨服务失误误Higher

CustomerSatisfaction更高的服务务满意度LowerCosts更低的成本本BetterResults更好的结果果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》评评选的100个最适适合工作的的地方对比比标准普尔尔的500个公司EmployeeValueEquation员工价值等等式Opportunitytosolveproblemsforcustomers为顾客解决决问题的机机会Opportunitiesforpersonaldevelopment个人发展的的机遇Degreetowhichworkgetsrecognized工作得到认可的程度The““fairness”ofmyManager上司的“公公正性”Workingwithwinners与成功者一一起工作Appropriatecompensation适当的补偿偿Jobcontinuity工作的连续续性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精心设计的的支持体体系

—信信息；—设设施Well-Designed

SupportSystems满足顾客需需求的较较高标准GreaterLatitudetoMeetCustomers’Needs对员工的明明确

限制制和期望ClearLimitson,andExpectations

of,Employees适当奖励和和经常认认可AppropriateRewardsandFrequentRecognition满意的员工

Satisfied

Employees员工推荐潜潜在求职职者EmployeeReferralsofPotentialJobCandidatesIsattitudeemphasized?Arejobpreviewsutilized?Arecustomersscreened?Istrainingforjobandlife?Isitandimportantelementofqualityofworklife?Dotheyreflectneeds

oftheserviceencounter?Aretheydesignedtofosterrelationships?Doesitreflecttopmanagement““talk”?Isitenoughtoallow

deliveryofresultsto

customers?Areemployeesencouragedtoreferfriends?Arereferralsfromthe““best”employeesgivenpriority?Issatisfactionmeasuredperiodically?AremeasurementslinkedtootherfunctionsontheCycle?Aretheylinkedtoserviceobjectives?Aretheybalancedbetweenmonetaryandnon-monetary?从优优秀秀到到卓卓越越任何何从从优优秀秀到到卓卓越越公公司司的的最最终终飞飞跃跃，，靠靠的的不不是是市市场场，，不不是是技技术术，，不不是是竞竞争争，，也也不不是是产产品品。。有有一一件件事事比比其其他他任任何何事事都都举举足足轻轻重重：：那那就就是是招招聘聘并并留留住住好好的的员员工工。。在你你确确定定将将汽汽车车开开向向何何处处之之前前，，首首先先必必须须有有合合适适的的人人在在车车上上（（不不合合适适的的人人被被请请下下车车））。。补偿机制制不是为为了让不不合适的的雇员作作出正确确的举动动，而是是要让合合适的雇雇员能上上车，并并保证他他们能留留在那儿儿。--JimCollins永远不断断地寻找找优秀并并且志同同道合的的员工ComplaintEscalationPyramid抱怨升级级金字塔塔Vice

President副总裁MiddleManagement中层管理理人员FrontlineServiceProviders一线服服务人人员Oneintwoofthesestilldissatisfiedcomplain½的不不满者者仍抱抱怨25%ofcomplainantsstilldissatisfied25%的抱抱怨者者仍不不满Oneinfivecomplain1/5抱抱怨25%ofthesecustomersstilldissatisfied这些顾顾客25%仍不不满40%Complain40%抱怨怨100%ofdissatisfiedcustomers100%不不满的的顾客客1Complaint=一次抱抱怨=2customersdissatisfiedatmiddlemanagementlevel=中层抱抱怨者者的2个不不满客客户=10whocomplaintomiddlemanagement=10个个向中中层抱抱怨的的人=50customerswhoremaindissatisfiedafterfrontlineeffort=50个个经第第一线线努力力后仍仍不满满的顾顾客=200whocomplainTofrontline=200个向向一线线人员员抱怨怨的人人=500whoaredissatisfied=500个不不满的的顾客客=THECOMPLAINTPROCESSSTATEDINPERCETAGES百分比比表示示的抱抱怨过过程THEPYRAMIDDESCRIBEDINNUMBERS以数量量表示示的金金字塔塔DissatisfiedCustomers’’RepurchaseIntentionsunderVariousConditions不同条条件下下不满满顾客客的重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、雨中黄黄叶树，，灯下白白头人。。。20:55:4820:55:4820:551/5/20238:55:48PM11、以我独沈沈久，愧君君相见频。。。1月-2320:55:4820:55Jan-2305-Jan-2312、故故人人江江海海别别，，几几度度隔隔山山川川。。。。20:55:4820:55:4820:55Thursday,January5,202313、乍见翻翻疑梦，，相悲各各问年。。。1月-231月-2320:55:4820:55:48January5,202314、他乡生生白发，，旧国见见青山。。。05一一月20238:55:48下午午20:55:481月-2315、比比不不了了得得就就不不比比，，得得不不到到的的就就不不要要。。。。。一月月238:55下下午午1月月-2320:55January5,202316、行动出成果果，工作出财财富。。2023/1/520:55:4820:55:4805January202317、做前前，能能够环环视四四周；；做时时，你你只能能或者者最好好沿着着以脚脚为起起点的的射线线向前前。。。8:55:48下下午8:55下下午午20:55:481月-239、没有失败，，只有