服務(wù)利潤鏈介紹(共31頁).ppt

1、12 如何把一個(gè)企業(yè)做強(qiáng)？如何把一個(gè)企業(yè)做強(qiáng)？ 員工和顧客應(yīng)該成為管理層考慮問題的核心所在。員工和顧客應(yīng)該成為管理層考慮問題的核心所在。 In the new economics of service, frontline workers and customers need to be the center of management concern. 既強(qiáng)調(diào)市場(chǎng)也強(qiáng)調(diào)運(yùn)營的組織幾乎是戰(zhàn)無不勝的。既強(qiáng)調(diào)市場(chǎng)也強(qiáng)調(diào)運(yùn)營的組織幾乎是戰(zhàn)無不勝的。 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以以顧客和員工顧客和員工為為中心中心3The Performance Trinity 績(jī)效三位績(jī)效三位一體一體領(lǐng)導(dǎo)和管理領(lǐng)導(dǎo)

3、和管理Leadership and management價(jià)值和文化價(jià)值和文化Values and culture愿景和戰(zhàn)略愿景和戰(zhàn)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.大多數(shù)公司的大多數(shù)公司的有形資產(chǎn)有形資產(chǎn)占它們市場(chǎng)價(jià)值的占它們市場(chǎng)價(jià)值的/3. These intangibles comprise such factors as brands, infor

5、mation, technology, customer relationships, the quality of employees, and quality of an organizations leadership and administration.無形資產(chǎn)無形資產(chǎn)包括品牌、信息、技術(shù)、客戶關(guān)系、員工質(zhì)包括品牌、信息、技術(shù)、客戶關(guān)系、員工質(zhì)量、組織領(lǐng)導(dǎo)和管理的質(zhì)量量、組織領(lǐng)導(dǎo)和管理的質(zhì)量.Intangible Assets 無形資無形資產(chǎn)產(chǎn) 5Service-Profit Chain 服務(wù)利服務(wù)利潤鏈潤鏈向顧客提供的向顧客提供的服務(wù)價(jià)值服務(wù)價(jià)值 Value of Services

6、Provided toCustomers顧客滿意顧客滿意CustomerSatisfaction利潤和增長(zhǎng)利潤和增長(zhǎng)Profit andGrowth高質(zhì)量支持高質(zhì)量支持服務(wù)和政策服務(wù)和政策 High-QualitySupport Servicesand Policies滿意、忠誠及滿意、忠誠及生產(chǎn)率高的員工生產(chǎn)率高的員工Satisfied, Loyaland ProductiveEmployeesCustomers顧客顧客Employees員工員工顧客忠誠顧客忠誠CustomerLoyalty 6 Customer loyalty and commitment are the primary

7、drivers 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 employe

8、es. 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 custom

9、er-facing job, and monetary compensation.Drivers of Service-Profit Chain服務(wù)利潤鏈的驅(qū)動(dòng)力服務(wù)利潤鏈的驅(qū)動(dòng)力7Links in the Service Profit Chain服務(wù)利潤鏈鏈接服務(wù)利潤鏈鏈接顧客滿意顧客滿意CustomerSatisfaction顧客忠誠顧客忠誠CustomerLoyalty收入增長(zhǎng)收入增長(zhǎng)RevenueGrowth盈利能力盈利能力Profitability內(nèi)部服務(wù)質(zhì)量?jī)?nèi)部服務(wù)質(zhì)量InternalService Quality員工滿意員工滿意EmployeeSatisfaction員工保留員工

10、保留EmployeeRetention員工生產(chǎn)率員工生產(chǎn)率EmployeeProductivity外部服務(wù)外部服務(wù)價(jià)值價(jià)值ExternalService Value運(yùn)營戰(zhàn)略與服務(wù)傳送系統(tǒng)運(yùn)營戰(zhàn)略與服務(wù)傳送系統(tǒng)Operating Strategy and Service Delivery Systempworkplace designpjob designpemployee selection and developmentpemployee rewards and recognitionptools for serving customerspservice concept: results

11、for customerspservice designed and delivered to meet targeted customers needspRetentionpRepeat businesspreferral8Case 1: Southwest Airlines 西南西南航空航空Started by concentrating on serving intrastate, no-frills commuters in Texas. Now expanded to serve 58 citiesExperienced 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 e-mail-based click n save program has 2.7 million subscribers for receiving special fare offers Its easier to get into Harv

14、ard than 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 marria

15、ge) ProfitSharing and Stock Purchase Plan for SWA Employees “Southwest Airlines gives security to its employees, and security breeds loyalty” “Fun loving, casual airline”9Rankings of Eight Largest US Airlines for Revenue, Profit,On-Time Arrival, and Customer Service Complaints (1995)Profit as a %of

16、Revenue-10123456AmericanDeltaNorthwestUnitedUSAirTWAContinentalSouthwestPercentSW = 25 minute turnaroundOthers = 55 minutes10Case 2: American Express 美國美國運(yùn)通運(yùn)通 American Express is a global travel, financial and network services provider employing over 75,000 people worldwide, and offering products an

17、d services 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: P

18、aid over 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

19、 is one of the first companies implementing privacy principles on the Internet.11Relationships between Customer Satisfaction and Office ProfitabilityComparison of Top and Bottom 10% of American Expresss Business Travel Offices, Ranked by Return on Sales, 1995美國運(yùn)通銷售收入最高的美國運(yùn)通銷售收入最高的10%和最低的和最低的10%的商務(wù)旅行

20、辦公室比較的商務(wù)旅行辦公室比較Top 最高的最高的 10%Bottom 最低的最低的 10%Return on Sales銷售收入銷售收入Gets Through Quickly服務(wù)迅速服務(wù)迅速Tickets Right訂票準(zhǔn)確訂票準(zhǔn)確Profit 利潤利潤C(jī)ustomer Ratings 顧客評(píng)分顧客評(píng)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 ProfitabilityProfit 利潤利潤C(jī)omparison o

21、f Top and Bottom 10% of American Expresss Business Travel Offices, Ranked by Return on Sales美國運(yùn)通銷售收入最高的美國運(yùn)通銷售收入最高的10%和最低的和最低的10%的商務(wù)旅行辦公室比較的商務(wù)旅行辦公室比較Employee Ratings 員工評(píng)分員工評(píng)分(5 Point Scale 5分制分制)3.694.043.142.852.993.522.852.7Return on Sales銷售收入PhysicalSurroundings環(huán)境設(shè)施Safety of Workplace工作場(chǎng)所的安全性Way T

22、hingsGet 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沃爾瑪百貨公司沃爾瑪百貨公司 Productivity 生產(chǎn)率生產(chǎn)率1995 Sales Per Employee員工人均銷售額員工人均銷售額Wal-MartKMartTarget$138,710$114,630$109,250Sales Per Square Foot, Stores店鋪每平方英尺平均銷售額店鋪每平方英尺平均銷售額Wal-MartKMartTarget$297$211$195Indust

23、ry Wal-Mart Industry Wal-MartMedian, Managers Median, EmployeesManagers Employees行業(yè)一般行業(yè)一般 沃爾瑪沃爾瑪 行業(yè)一般行業(yè)一般 沃爾瑪沃爾瑪管理者管理者 管理者管理者 員工員工 員工員工HighLowRelative Turnover相對(duì)流失相對(duì)流失率率Employee andManagement Turnover,員工和管理層流失率員工和管理層流失率 1994Discount Department Stores折扣百貨公司折扣百貨公司 “Niceness” as the primary criterion f

24、or 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1994 1993 1992Wal-Mart 7.1% 7.5% 7.5%TargetKMartConsumer RatingsChain連鎖店連鎖店Value價(jià)值價(jià)值Service服

25、務(wù)服務(wù)(“Sales Help”)Wal-Mart54Meijer43Target52ShopKo32Bradlees31Venture41Montgomery Ward32Fred Mayer32KMart31Caldor31Ames21Growth, Profit, and Return on Equity, 1985-1995Company公司公司Average AnnualGrowth in Sales銷售額年均增長(zhǎng)銷售額年均增長(zhǎng)Average AnnualGrowth in Profit利潤年均增長(zhǎng)利潤年均增長(zhǎng)Return on Equity資本回報(bào)率資本回報(bào)率Wal-Mart27.

26、0%23.6%24.2%Target10.3%.9%14.3%KMart4.4%Negative8.6%Searsnegative3.4%9.2%15Customer Value Equation 顧客價(jià)值顧客價(jià)值等式等式Cases: Federal ExpressSingapore AirlinesOutcome quality and process qualityFive dimensions of service process quality 可靠性可靠性DependabilityDid the service provider do what was promised?“When

27、it absolutely, positively, has to get there.” (FedEx) 反應(yīng)性反應(yīng)性ResponsivenessWas the service provided in a timely manner? 權(quán)威性權(quán)威性AuthorityDid the service provider elicit a feeling of confidence in the customer during the service delivery process? 體貼性體貼性EmpathyWas the service provider able to take the cu

28、stomers point of view? 有形證據(jù)有形證據(jù) 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(wù)的成本 服務(wù)的價(jià)格 服務(wù)過程質(zhì)量 為顧客創(chuàng)造的服務(wù)效用 價(jià) 值Service theAcquiring of Costs Customer the toPriceQuality Process Customer for the P

29、roduced 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). 服務(wù)質(zhì)量是相對(duì)而非絕對(duì)的（參考性）。服務(wù)質(zhì)量是相對(duì)而非絕對(duì)的（參考性）。 It is det

30、ermined by the customer, not by the service provider (perception). 它被顧客而不是服務(wù)供應(yīng)商決定（感知性）。它被顧客而不是服務(wù)供應(yīng)商決定（感知性）。 It varies from one customer to another (variation). 它隨不同的顧客而異（變化性）。它隨不同的顧客而異（變化性）。 Service quality can be enhanced by meeting or exceeding customers expectations or taking steps to control suc

31、h expectations “under promise and over deliver” (satisfaction). 提高服務(wù)質(zhì)量可以通過滿足或超額滿足顧客的期望或者采取措施來控制顧提高服務(wù)質(zhì)量可以通過滿足或超額滿足顧客的期望或者采取措施來控制顧客期望客期望 “低許諾和高提供低許諾和高提供”。 Criteria of good perceived service quality 1) Professionalism & skills; 2) Attitudes and behavior; 3) Accessibility & flexibility; 4) Relia

32、bility & trustworthiness; 5) Service recovery; 6) Serviscape; 7) Reputation & credibility; 8) Consistency. Service Quality 服務(wù)質(zhì)服務(wù)質(zhì)量量17ExpectedQuality期望質(zhì)量期望質(zhì)量Communication 溝通溝通Sales 銷售銷售Perceptions 感知感知Word of mouth 口碑口碑Past experience 經(jīng)驗(yàn)經(jīng)驗(yàn)Needs & wants 需求需求CustomerSatisfaction顧客滿意顧客滿意Perc

33、eivedqualityof Competitors感知的競(jìng)爭(zhēng)者感知的競(jìng)爭(zhēng)者的質(zhì)量的質(zhì)量Perception感知感知Result:What結(jié)果：是什么結(jié)果：是什么Process:How過程：如何實(shí)現(xiàn)過程：如何實(shí)現(xiàn) Customer Satisfaction 顧客顧客滿意滿意Total perceivedQuality全面感知的質(zhì)量全面感知的質(zhì)量ExperiencedQuality體驗(yàn)的質(zhì)量體驗(yàn)的質(zhì)量18Satisfaction-Loyalty RelationshipSatisfaction-Loyalty Relationship 滿意忠誠關(guān)系滿意忠誠關(guān)系automobilespersona

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

35、nConsumerindifferenceMany substitutesLow cost ofswitchingSatisfaction滿意Regulated monopoly or few substitutesDominant brand equityHigh cost of switchingPowerful loyalty programProprietary technologyNoncompetitive ZonelowhighLoyalty忠誠19Customer Loyalty 顧客忠誠顧客忠誠Drives Profitability and Growth 驅(qū)動(dòng)利潤和增長(zhǎng)驅(qū)動(dòng)

36、利潤和增長(zhǎng)A 5% increase in customer loyalty can produce profit increases from 25% to 85%.顧客忠誠度顧客忠誠度5%的的增長(zhǎng)可導(dǎo)致利潤增長(zhǎng)增長(zhǎng)可導(dǎo)致利潤增長(zhǎng)25%-85%25%85%75%25%50%45%45%40%35%0%20%40%60%80%100%Auto service chainAuto service chain汽車服務(wù)連鎖汽車服務(wù)連鎖Branch bankBranch bankdepositsdeposits銀行分支機(jī)銀行分支機(jī)構(gòu)構(gòu)存款存款Credit card Credit card 信用信用卡卡

37、Credit insuranceCredit insurance信用保險(xiǎn)信用保險(xiǎn)Insurance brokegeInsurance brokege保險(xiǎn)經(jīng)紀(jì)人保險(xiǎn)經(jīng)紀(jì)人IndustrialIndustrialdistributiondistribution產(chǎn)業(yè)分銷產(chǎn)業(yè)分銷Industrial laundryIndustrial laundry工業(yè)洗衣工業(yè)洗衣Office bldg.Office bldg.ManagementManagement寫字樓管理寫字樓管理Software Software 軟件軟件Percent Increase in Customer Value顧顧 值值l l 長(zhǎng)

38、長(zhǎng)20Customer Lifetime Value 顧客顧客終身終身價(jià)值價(jià)值012345Year 年份年份Net Impact on Operating Profit運(yùn)營凈運(yùn)營凈利利潤潤Suggestions for product or serviceimprovement來來源于源于產(chǎn)產(chǎn)品服品服務(wù)務(wù)改改進(jìn)進(jìn)建建議議的利的利潤潤Referrals來來源于推源于推薦薦人的利人的利潤潤Profit from price premium oncustom products來來源于源于產(chǎn)產(chǎn)品溢價(jià)的利品溢價(jià)的利潤潤Reduced costs of serving customer服服務(wù)顧務(wù)顧客客帶來

39、帶來的成本降低的成本降低Purchases of newproducts購買購買新新產(chǎn)產(chǎn)品品Purchases of standardproducts購買購買一般一般 產(chǎn)產(chǎn)品品Customer acquisitioncosts獲獲得得顧顧客的成本客的成本21IndustryProfit per Customer(in dollars) by Year of Relationship1234Credit Car Issuance and Servicing信用汽車保險(xiǎn)與服務(wù)Industrial Laundry工業(yè)洗衣Industrial Distribution工業(yè)分銷Auto Servicin

40、g汽車服務(wù)(21)*144452542166993544192121704922214488* Figures in parentheses denote lossesCustomer Profit Patterns over TimeCustomer Lifetime Value: Industries顧客顧客終身終身價(jià)值：行業(yè)價(jià)值：行業(yè)22Customer and Employee 顧客與員工顧客與員工 CRM 顧客顧客關(guān)系管理關(guān)系管理 Customer Satisfaction Customer Retention Customer Lifetime Value Key Customer

41、s ERM 員工員工關(guān)系管理關(guān)系管理 Employee Satisfaction Employee Retention Employee Lifetime Value Key EmployeesTreat customers like employees and employees like customersCRM (ERM) 是通過提供高的顧客是通過提供高的顧客(員工員工)價(jià)值和滿意來建立并價(jià)值和滿意來建立并維持有利可圖的顧客維持有利可圖的顧客(員工員工)關(guān)系的整個(gè)過程。關(guān)系的整個(gè)過程。23The Satisfaction “Mirror” “滿滿意鏡意鏡”More Familiarity

42、with CustomerNeeds and Waysof Meeting Them更熟悉顧客的需要及滿足顧客的方式更熟悉顧客的需要及滿足顧客的方式Greater Opportunityfor Recoveryfrom Errors更多的補(bǔ)救失誤的機(jī)會(huì)更多的補(bǔ)救失誤的機(jī)會(huì)HigherEmployeeSatisfaction更高的員工滿意度更高的員工滿意度Higher Productivity更高的生產(chǎn)率更高的生產(chǎn)率Improved Quality of Service更佳的服務(wù)質(zhì)量更佳的服務(wù)質(zhì)量MoreRepeatPurchases更多的重復(fù)購買更多的重復(fù)購買StrongerTendency

43、toComplain aboutService Errors更愿意抱怨服務(wù)失誤更愿意抱怨服務(wù)失誤HigherCustomerSatisfaction更高的服務(wù)滿意度更高的服務(wù)滿意度Lower Costs更低的成本更低的成本Better Results更好的結(jié)果更好的結(jié)果24Comparison to Performance MeasuresYearAvg. Growth in Revenue營業(yè)額增長(zhǎng)營業(yè)額增長(zhǎng)Avg. Growth in Profits利潤增長(zhǎng)利潤增長(zhǎng)Avg. Growth in Market Value市場(chǎng)價(jià)值增長(zhǎng)市場(chǎng)價(jià)值增長(zhǎng)100 BestS&P 500100 B

44、estS&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財(cái)富財(cái)富評(píng)選的評(píng)選的100個(gè)最適合工作的地方對(duì)比標(biāo)準(zhǔn)普爾的個(gè)最適合工作的地方對(duì)比標(biāo)準(zhǔn)普爾的500個(gè)公司個(gè)公司25接入成本 總收入 / 1 工作地點(diǎn)的質(zhì)量 傳送效用的能力 價(jià) 值Co

45、sts Access Income 1/Total WorkplaceofQuality ResultsDeliver toCapability ValueEmployee Value Equation 員工價(jià)值員工價(jià)值等式等式Opportunity to solve problems for customers為顧客解決問題的機(jī)會(huì)為顧客解決問題的機(jī)會(huì)Opportunities for personaldevelopment個(gè)人發(fā)展的機(jī)遇個(gè)人發(fā)展的機(jī)遇Degree to which workgets recognized工作得到工作得到認(rèn)可認(rèn)可的程度的程度The “fairness” of m

46、yManager上司的上司的“公正性公正性”Working with winners與成功者一起工作與成功者一起工作Appropriate compensation適當(dāng)?shù)难a(bǔ)償適當(dāng)?shù)难a(bǔ)償Jobcontinuity工作的連續(xù)性工作的連續(xù)性26Cycle of Employee Capability仔細(xì)地選擇員工和顧仔細(xì)地選擇員工和顧客（包括自我選擇）客（包括自我選擇）Careful Employee and Customer Selection(and self-Selection)高質(zhì)量培訓(xùn)高質(zhì)量培訓(xùn)High-QualityTraining精心設(shè)計(jì)精心設(shè)計(jì)的支持體系的支持體系信息；信息；設(shè)施設(shè)施

47、Well-DesignedSupport Systems滿足顧客需求的滿足顧客需求的較高標(biāo)準(zhǔn)較高標(biāo)準(zhǔn)Greater Latitude to MeetCustomers Needs對(duì)員工的明確對(duì)員工的明確限制和期望限制和期望Clear Limits on,and Expectationsof, Employees適當(dāng)獎(jiǎng)勵(lì)適當(dāng)獎(jiǎng)勵(lì)和經(jīng)常認(rèn)可和經(jīng)常認(rèn)可Appropriate Rewardsand FrequentRecognition滿意的員工滿意的員工SatisfiedEmployees員工推薦員工推薦潛在求職者潛在求職者Employee Referrals of Potential JobCan

48、didatesIs 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 enough

49、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 mon

50、etary and non-monetary?27從優(yōu)秀到卓從優(yōu)秀到卓越越 任何從優(yōu)秀到卓越公司的最終飛躍，靠的不是市場(chǎng)，不任何從優(yōu)秀到卓越公司的最終飛躍，靠的不是市場(chǎng)，不是技術(shù)，不是競(jìng)爭(zhēng)，也不是產(chǎn)品。有一件事比其他任何是技術(shù)，不是競(jìng)爭(zhēng)，也不是產(chǎn)品。有一件事比其他任何事都舉足輕重：那就是招聘并留住好的員工。事都舉足輕重：那就是招聘并留住好的員工。 在你確定將汽車開向何處之前，首先必須有合適的人在在你確定將汽車開向何處之前，首先必須有合適的人在車上（不合適的人被請(qǐng)下車）。車上（不合適的人被請(qǐng)下車）。 補(bǔ)償機(jī)制不是為了讓不合適的雇員作出正確的舉動(dòng)，而補(bǔ)償機(jī)制不是為了讓不合適的雇員作出正確的舉動(dòng)，而

51、是要讓合適的雇員能上車，并保證他們能留在那兒。是要讓合適的雇員能上車，并保證他們能留在那兒。-Jim Collins 永遠(yuǎn)不斷地尋找優(yōu)秀并且志同道合的員工永遠(yuǎn)不斷地尋找優(yōu)秀并且志同道合的員工 28Complaint Escalation Pyramid抱怨升級(jí)金字塔抱怨升級(jí)金字塔VicePresident副總裁副總裁Middle Management中層管理人員中層管理人員Frontline Service Providers一線服務(wù)人員一線服務(wù)人員One in two of thesestill dissatisfiedcomplain的不滿者仍抱怨的不滿者仍抱怨25% of complainantsstill dissatisfied25%的抱怨者仍不滿的抱怨者仍不滿One in five complain1/5 抱怨抱怨25% of these customersstill dissatisfied這些顧客這些顧客25%仍不滿仍不滿40% Complain40%抱怨抱怨100% ofdissatisfied customers100%不滿的顧客不滿的顧客1 Complaint = 一次抱怨一次抱怨 =2 customers dissatis