某汽车顾客滿意

蕭慰農/KnightW.N.Hsiao總經理室顧客滿意部協理福特六和汽車公司12/28,2002顧客滿意/CustomerSatisfactionOutline–CustomerSatisfactionWhatIsCustomerSatisfaction?WhyNeedsCustomerSatisfaction?WhatAreKeyComponentsOfCustomerSatisfaction?HowToUnderstandYourCustomerSatisfaction?WhatAreFactorsThatBlockCustomerSatisfaction?HowToImproveCustomerSatisfactionwithProduct/Quality?WhatAreKeyDriversToMakeYouSuccessOnCustomerSatisfaction?Q&AWhatIsCustomerSatisfaction?Theformationprocessisdynamic:Customermeasuresandrateshis/herSatisfactionasaresultofcomparisonprocess.Priortothepurchaseandconsumptionofaproduct/service,acustomerestablishesvariousexpectationsconcerningthe“Performance”oftheproduct/service.Ingeneral,

EXPECTIONS

arethecustomer’spredictionsofthenatureandlevelofsatisfactionthattheywill

RECEIVE

whenproduct/serviceisconsumed.Therefore,customerexpectationsplaytheroleofdefiningthestandardagainstwhichsubsequent“Performance”isjudged.1.2.Thereareavarietyoffactorsinfluencecustomerexpectations,andhence,ultimatesatisfactionlevel.Theyincludesuchthingsas:CustomerpriorexperienceCommunicationwithsalespeopleAdvertisingPriceInfluenceoffriendsCustomer’sownpersonalitycharacteristicsAsaresult,customerEXPECTATIONSservetoprovidethefoundationforattitudeformationandalsotheadjustmentofsubsequent/expectationperceptions.3.DuringtheOWNERSHIPexperience,thecustomercomparesperceived“Performance”tothepreviouslyformedEXPECTATIONS.Ifthe“Performance”meetsorexceedsEXPECTATIONS,thecustomerissatisfied,butif“performance”fallsshortofEXPECTATIONS,thecustomerisdissatisfied.AsthecustomercontinuesthroughtheOWNERSHIPexperience,he/shetendstomodifyorrevisehis/herexpectations.Asaresult,customersatisfactionlevelsevolve.WhyNeedsCustomerSatisfaction?Itwasprovenstrongcorrelationbetween“CompletelySatisfied”customersandownerloyalty:acustomerwillrecommendhis/herfriendstopurchasetheproduct/servicehe/sheexperienced.HarvardBusinessSchoolstudyfindings:Firmswithhigherlevelofcustomerloyalty(notmarketshare)enjoyhigherprofitabilityinagivenindustry.Profitwillincreaseby25%~85%from5%increaseincustomerloyalty.Firmsbecomemoreprofitableovertimeduetoloyalcustomers.ProfitIncreaseProfitIncreasefrom5%IncreaseinCustomerLoyaltySource:F.ReichheldandE.Sasser(1990),“ZeroDefections:QualitycomestoLife”HarvardBusinessReview,Sep.-Oct.Issue.ProfitPerCustomer(US$)CustomerProfitPatternsOverTimeSource:F.ReichheldandE.Sasser(1990),“ZeroDefections:QualitycomestoLife”HarvardBusinessReview,Sep.-Oct.Issue.LoyalCustomervs.SalesCycle–FordResearchCostofacquiringnewcustomersis5timesthecosttoretainexistingones.FrequentofCustomerContactPoint.Sales:onetimefornewcarbuyer.Service:eighttimesforcarservice.Factorsthataffectacustomerre-purchasetoyourproduct80%comesfromhighsatisfactionofserviceexperiences.ProfitableGrowthThroughCustomerLoyaltyPercentsshowcontributiontooverallcustomersatisfaction.Source:M&SServiceAnalysisExternalInfluencesOwnershipExperienceSellItRightBuildItRightDesignItRightFixItRightTreatMeRightEnduringProfitableGrowthSHAREHOLDERVALUEEnthusiastOverallOwnershipSatisfactionDesignItRightBuildItRightGetBrandRightImageBrandReliabilityValueCompe-titiveActions“ShareofWallet”BrandLoyalty$Sales$OwnerLoyalty/ConquestNewVehicleAppeal“ShareofMind”PressBuyDecision??ConsumerHeadset24%76%ProductComponentSales&ServiceCustomerSatisfactionComponentsRatingExperienceFeelingA/5BeyondExpectationSurprisedB/4GladYouReallyDoItDelightedC/3AsExpectedOkayD/2DisappointedBlackListedE/1BetrayedAngryCustomerSatisfactionScorecardCustomerFeedbackSystemFLH’sMarketingResearchforCustomerSatisfactionProduct&Quality:GQRS/JDPowerIQS&APEAL/ICCDSales:CVP/JDPowerSSIService:CVP/JDPowerCSI/CRC&DCRCsurveyDistribution:DealerAttitudeSurvey(CompanytoDealerStandard)WhatarefactorsthatblockCustomerSatisfaction.AFrameworkforCustomerSatisfactionandEnthusiasmProductComponentsEmotionalRationalAppearanceBrandImage(HaloEffect)BasicQualityPerformanceQualityExcitementQualityFailuremodeavoidanceConsumerdrivenFunctionaltargetsminimumdegradationwithtime/service123ImpactScoreCustomerExpectationsortedindescendingorderoftheirimpactonoverallsatisfaction100Q4cSalesperson’shonestyandsincerity52Q6eReceivevehicleequippedaspromised44Q2aPromptlywelcomingyoutothedealership42Q2bGivenlevelofattentionwantedwhenarrived36Q8eFollow-throughonpromisesmade33Q6aVehiclereadywhenpromised29Q5aShowconcernforindividualfinanceandinsuranceneeds29Q4bSalesperson’sknowledgeaboutproductsandservice24Q7cHelpfulnessofthedealershipduringfollow-upcall20Q6dEverythingonvehiclewasinworkingorder19Q2cTakemeseriouslywhenIarrived18Q8cAbilitytoanswerquestionsorresolveconcerns18Q8dHelpfulnessinrespondingtoquestionsorconcernsDealerOpportunitiesforActionPlansandStrengthstoMaintainSalesSurveyImpactScoreCustomerExpectationsortedindescendingorderoftheirimpactonoverallsatisfaction100Q4aQualityofserviceperformed45Q3eServiceadvisor’shonestyandsincerity44Q3cServiceadvisor’sunderstandingofserviceneeds32Q2aConvenienceoftheServiceDepartment’sopeninghours22Q5aClearlyexplainserviceworkperformedandanycharges21Q4cNotifyofchangesinserviceneedsoradditionalmaintenancerequirements21Q5bAdvisingofanymaintenancevehiclemayrequireinthefuture20Q3aPromptacknowledgementwhenarrived14Q3bStartingservicewrite-upwithinareasonableamountoftime13Q7dFollow-throughonpromisesmade7Q7cHelpfulnessinrespondingtoquestionorconcern7Q3dAccurateestimateofthecostofserviceDealerOpportunitiesforActionPlansandStrengthstoMaintainServiceSurveyHowtoImproveCustomerSatisfactionwithProduct/QualityKanomodelEstablishKeyMilestonesforNewProgramLaunch––FordcaseDevelopReliabilityProcess––FordcaseIntegrateReliabilityProcesswithProgramLaunchKeyMilestones––FordcaseTrackingProcess––Quality/ReliabilityMetricsQ/RDAM––Quality,Reliability,DisciplineAssessmentMetricsBrand/PALSConsumerHeadsetKano––PrioritizeandPlanTargetsCascadeReliabilityDemonstrationKano––ExecutionProgressScorecardCustomerSatisfactionWithvehicleCustomerSatisfaction–Brand,Product,andtheEngineer––GraphicofKeyMessagesJune5handout.pptOriginatorGSTORKWhatAreKeyDriverstoMakeYouSuccessonCustomerSatisfaction?Businesstransformationisrequiredtoshiftto……Thinkaboutthefactofexistingcompetitionenvironmentunder--ProductorServiceofferingmaybecompletelycommoditizedMarginsmaybevanishingDoesyourcompanydeliveruniquevalue,ataprofit,totargetcustomers?Cancompetitiongetafoothold?FromProduct–CentrictoCustomer–CentricProduct-CentricOrganizationCustomer-CentricOrganizationKeyPerformanceIndicatorsMarketshare,SalesrevenueCustomerloyalty,ProfitabilityCustomerSegmentStrategyGeneric,goaftereveryoneTargeted,proactiveandselectiveProduct/ServiceStandardizedOfferingCustomizedtodifferentcustomerValuePropositionProductfeatures,BetterpriceCustomersolution,SuperiorserviceOrganizationDesignStability,Specialization,StandardizationSpeed,integration,flexibilitySourcesofDifferentiationTangiblesandhardassetsIntangiblesandsoftassetsFromProduct-CentrictoCustomer-Centric:AParadigmShiftHowtoBuildupaCustomer-CentricBusinessStructure?Q&AThankYou!蕭慰農/KnightW.N.Hsiao9、静夜夜四无无邻，，荒居居旧业业贫。。。1月-231月-23Thursday,January5,202310、雨中中黄叶叶树，，灯下下白头头人。。。23:00:2123:00:2123:001/5/202311:00:21PM11、以以我我独独沈沈久久，，愧愧君君相相见见频频。。。。1月月-2323:00:2123:00Jan-2305-Jan-2312、故故人人江江海海别别，，几几度度隔隔山山川川。。。。23:00:2123:00:2123:00Thursday,January5,202313、乍见见翻疑疑梦，，相悲悲各问问年。。。1月-231月-2323:00:2123:00:21January5,202314、他他乡乡生生白白发发，，旧旧国国见见青青山山。。。。05一一月月202311:00:21下下午午23:00:211月月-2315、比不了了得就不不比，得得不到的的就不要要。。。一月2311:00下下午1月-2323:00January5,202316、行动出成果果，工作出财财富。。2023/1/523:00:2123:00:2105January202317、做前，能够够环视四周；；做时，你只只能或者最好好沿着以脚为为起点的射线线向前。。11:00:21下午午11:00下下午23:00:211月-239、没有失败败，只有暂暂时停止成成功！。1月-231月-23Thursday,January5,202310、很很多多事事情情努努力力了了未未必必有有结结果果，，但但是是不不努努力力却却什什么么改改变变也也没没有有。。。。23:00:2123:00:2123:001/5/202311:00:21PM11、成功功就是是日复复一日日那一一点点点小小小努力力的积积累。。。1月-2323:00:2123:00Jan-2305-Jan-2312、世间间成事事，不不求其其绝对对圆满满，留留一份份不足足，可可得无无限完完美。。。23:00:2123:00:2123:00Thursday,January5,202313、不知知香积积寺，，数里里入云云峰。。。1月-231月-2323:00:2123:00:21January5,202314、意志坚坚强的人人能把世世界放在在手中像像泥块一一样任意意揉捏。。05一一月202311:00:21下下午23:00:211月-2315、楚塞三三湘接，，荆门九九派通。。。。一月2311:00下下午1月-2323:00January5,20