服務(wù)利潤(rùn)鏈(香港中文大學(xué))

1、Professor Jianmin JiaService-Profit Chain效力利潤(rùn)鏈如何把一個(gè)企業(yè)做強(qiáng)？員工和顧客應(yīng)該成為管理層思索問(wèn)題的中心所在。 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(yíng)的組織幾乎是戰(zhàn)無(wú)不勝的。 Organizations that achieve both market and operating focus are nearly unbeatable. Powerf

2、ul 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以顧客和員工為中心The Performance Trinity 績(jī)效三位一體指點(diǎn)和管理Leadership and management價(jià)值和文化Valu

3、es and culture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 right seats and then they figured out where to drive

4、 it. (Jim Collins) 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)公司的有形資產(chǎn)占它們市場(chǎng)價(jià)值的/3.These intangibles comprise such factors as brands, information, technology, customer relationships, the quality of employees,

5、 and quality of an organizations leadership and administration.無(wú)形資產(chǎn)包括品牌、信息、技術(shù)、客戶關(guān)系、員工質(zhì)量、組織指點(diǎn)和管理的質(zhì)量.Intangible Assets 無(wú)形資產(chǎn) Service-Profit Chain 效力利潤(rùn)鏈向顧客提供的效力價(jià)值 Value of ServicesProvided toCustomers顧客稱心CustomerSatisfaction利潤(rùn)和增長(zhǎng)Profit andGrowth高質(zhì)量支持效力和政策 High-QualitySupport Servicesand Policies稱心、忠實(shí)及消費(fèi)

6、率高的員工Satisfied, Loyaland ProductiveEmployeesCustomers顧客Employees員工顧客忠實(shí)CustomerLoyalty Customer loyalty and commitment are the primary drivers of growth and profitability.Customer loyalty and commitment emanate from customer satisfaction compared to competition.Customer satisfaction results from the

7、realization of high levels of value compared to competition.Value is created by satisfied, committed, loyal, and productive employees.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

8、job,capability, the latitude within limits to deliver results to customers,levels of customer satisfaction achieved in customer-facing job, andmonetary compensation.Drivers of Service-Profit Chain效力利潤(rùn)鏈的驅(qū)動(dòng)力Links in the Service Profit Chain效力利潤(rùn)鏈鏈接顧客稱心CustomerSatisfaction顧客忠實(shí)CustomerLoyalty收入增長(zhǎng)RevenueG

9、rowth盈利才干Profitability內(nèi)部效力質(zhì)量InternalService Quality員工稱心EmployeeSatisfaction員工保管EmployeeRetention員工消費(fèi)率EmployeeProductivity外部效力價(jià)值ExternalService Value運(yùn)營(yíng)戰(zhàn)略與效力傳送系統(tǒng)Operating Strategy and Service Delivery Systemworkplace designjob designemployee selection and developmentemployee rewards and recognitiontoo

10、ls for serving customersservice concept: results for customersservice designed and delivered to meet targeted customers needsRetentionRepeat businessreferralCase 1: Southwest Airlines 西南航空Started by concentrating on serving intrastate, no-frills commuters in Texas.Now expanded to serve 58 citiesExpe

11、rienced 30 straight years of profitsYielded an average 35% annual return to investors The nations fourth-largest domestic carrier“Less-for-much-less positioningAverage flight time = 1 hour & one-way fare = $84only major short haul, low-fare, high-frequency, point-to-point carrierLow prices by not se

12、rving meals (just peanuts), not assigning seats (first come, first served), and not using travel agents.Customer value and employee satisfactionDependable, frequent, and friendly service at a low priceIts -based click n save program has 2.7 million subscribers for receiving special fare offersIts ea

13、sier to get into Harvard than to be hired by SWA (4% acceptance rate)Awards for best on-time service, best baggage handling, and best customer serviceCheerful employees go out of their way to amuse, surprise, or entertain passengers (e.g., introducing themselves to one another, then hug, then kiss,

14、then propose marriage)ProfitSharing and Stock Purchase Plan for SWA Employees“Southwest Airlines gives security to its employees, and security breeds loyalty “Fun loving, casual airlineRankings of Eight Largest US Airlines for Revenue, Profit,On-Time Arrival, and Customer Service Complaints (1995)SW

15、 = 25 minute turnaroundOthers = 55 minutesCase 2: American Express 美國(guó)運(yùn)通American Express is a global travel, financial and network services provideremploying over 75,000 people worldwide, and offering products and services in more than 200 countries.Personal serviceCards, financial services, travel a

16、nd entertainmentBusiness serviceSmall businesses, corporations, and merchantsSegmentation of Cards: Green, gold, platinum, and corporate cardsAE Charge Cards: Paid in full each monthOptima Credit Cards: Paid over time or paid in full each monthCash Rewards Cards, Airline Rewards Cards (Delta), Hotel

17、 Rewards Cards (Hilton) Student and Senior CardsPrepaid CardsThe 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 of the first companies implementing privacy principles on the Internet.americanexpress.digis

18、le.tv/Relationships 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(guó)運(yùn)通銷售收入最高的10%和最低的10%的商務(wù)游覽辦公室比較Top 最高的 10%Bottom 最低的 10%Return on Sales銷售收入Gets Through Quickly效力迅速Tickets Right訂票準(zhǔn)確

19、Profit 利潤(rùn)C(jī)ustomer Ratings 顧客評(píng)分(5 Point Scale 5分制)4.143.374.694.52(r=0.51)(r=0.65) Relationship between Employee Satisfaction and Office ProfitabilityProfit 利潤(rùn)C(jī)omparison of Top and Bottom 10% of American Expresss Business Travel Offices, Ranked by Return on Sales美國(guó)運(yùn)通銷售收入最高的10%和最低的10%的商務(wù)游覽辦公室比較Employe

20、e Ratings 員工評(píng)分(5 Point Scale 5分制)3.694.043.142.852.993.522.852.7Return on Sales銷售收入PhysicalSurroundings環(huán)境設(shè)備Safety of Workplace任務(wù)場(chǎng)所的平安性Way ThingsGet Done做事的方式Focus onShort-Term注重短期Top 最高的 10%Bottom 最低的 10%Case 3: Wal-Mart Stores沃爾瑪百貨公司 Productivity 生產(chǎn)率1995 Sales Per Employee員工人均銷售額Wal-MartKMartTarget

21、$138,710$114,630$109,250Sales Per Square Foot, Stores店鋪每平方英尺平均銷售額Wal-MartKMartTarget$297$211$195Industry Wal-Mart Industry Wal-MartMedian, Managers Median, EmployeesManagers Employees行業(yè)普通 沃爾瑪 行業(yè)普通 沃爾瑪管理者 管理者 員工 員工HighLowRelative Turnover相對(duì)流失率Employee andManagement Turnover,員工和管理層流失率 1994Discount Dep

22、artment Stores折扣百貨公司“Niceness as the primary criterion for choosing associatesWell trained, recognition, commitmentStock purchase plan 15% discount 50% of all associates do soIncentive-bonus plan & profit sharingOperating MarginsFirm公司199419931992Wal-Mart7.1%7.5%7.5%TargetKMartCons

23、umer RatingsChain連鎖店Value價(jià)值Service服務(wù)(“Sales Help”)Wal-Mart54Meijer43Target52ShopKo32Bradlees31Venture41Montgomery Ward32Fred Mayer32KMart31Caldor31Ames21Growth, Profit, and Return on Equity, 1985-1995Company公司Average AnnualGrowth in Sales銷售額年均增長(zhǎng)Average AnnualGrowth in Profit利潤(rùn)年均增長(zhǎng)Return on Equity資本回

24、報(bào)率Wal-Mart27.0%23.6%24.2%Target10.3%.9%14.3%KMart4.4%Negative8.6%Searsnegative3.4%9.2%Customer Value Equation 顧客價(jià)值等式Cases: Federal ExpressSingapore AirlinesOutcome quality and process qualityFive dimensions of service process quality可靠性DependabilityDid the service provider do what was promised?“When

25、 it absolutely, positively, has to get there. (FedEx)反響性ResponsivenessWas the service provided in a timely manner?權(quán)威性AuthorityDid the service provider elicit a feeling of confidence in the customer during the service delivery process?體恤性EmpathyWas the service provider able to take the customers poin

26、t of view?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#1Customers views of service process quality depend primarily on the relationship between what was actually delivered in relation to what

27、 was expected by the customers.Service quality is relative, not absolute (reference effect). 效力質(zhì)量是相對(duì)而非絕對(duì)的參考性。It is determined by the customer, not by the service provider (perception). 它被顧客而不是效力供應(yīng)商決議感知性。It varies from one customer to another (variation). 它隨不同的顧客而異變化性。Service quality can be enhanced

28、by meeting or exceeding customers expectations or taking steps to control such expectations “under promise and over deliver (satisfaction). 提高效力質(zhì)量可以經(jīng)過(guò)滿足或超額滿足顧客的期望或者采取措施來(lái)控制顧客期望 “低許愿和高提供。Criteria of good perceived service quality 1) Professionalism & skills; 2) Attitudes and behavior; 3) Accessibility

29、 & flexibility; 4) Reliability & trustworthiness; 5) Service recovery; 6) Serviscape; 7) Reputation & credibility; 8) Consistency. Service Quality 效力質(zhì)量ExpectedQuality期望質(zhì)量Communication 溝通Sales 銷售Perceptions 感知Word of mouth 口碑Past experience 閱歷Needs & wants 需求CustomerSatisfaction顧客稱心Perceivedqualityof

30、 Competitors感知的競(jìng)爭(zhēng)者的質(zhì)量Perception感知Result:What結(jié)果：是什么Process:How過(guò)程：如何實(shí)現(xiàn) Customer Satisfaction 顧客稱心Total perceivedQuality全面感知的質(zhì)量ExperiencedQuality體驗(yàn)的質(zhì)量Satisfaction-Loyalty Relationship 稱心忠實(shí)關(guān)系automobilespersonalcomputershospitalsairlineslocal telephoneHow the Competitive EnvironmentAffects the Satisfacti

31、on-Loyalty Relationship1 2 3 4 5completelydissatisfiedcompletelysatisfiedHighlyCompetitiveZoneCommoditizationor lowdifferentiationConsumerindifferenceMany substitutesLow cost ofswitchingSatisfaction稱心Regulated monopoly or few substitutesDominant brand equityHigh cost of switchingPowerful loyalty pro

32、gramProprietary technologyNoncompetitive ZonelowhighLoyalty忠實(shí)Customer Loyalty 顧客忠實(shí)Drives Profitability and Growth 驅(qū)動(dòng)利潤(rùn)和增長(zhǎng)A 5% increase in customer loyalty can produce profit increases from 25% to 85%.顧客忠實(shí)度5%的增長(zhǎng)可導(dǎo)致利潤(rùn)增長(zhǎng)25%-85%Customer Lifetime Value 顧客終身價(jià)值IndustryProfit per Customer(in dollars) by Yea

33、r of Relationship12345Credit 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 Servicing汽車服務(wù)(21)*1444525421669935441921217049222144885525616888* Figures in parentheses denote lossesCustomer Profit Patterns over TimeCustomer Lifetime Value: Industries顧客終身價(jià)值：行業(yè)Cu

34、stomer and Employee 顧客與員工CRM 顧客關(guān)系管理Customer SatisfactionCustomer RetentionCustomer Lifetime ValueKey CustomersERM 員工關(guān)系管理Employee SatisfactionEmployee RetentionEmployee Lifetime ValueKey EmployeesTreat customers like employees and employees like customersCRM (ERM) 是經(jīng)過(guò)提供高的顧客(員工)價(jià)值和稱心來(lái)建立并維持有利可圖的顧客(員工)關(guān)

35、系的整個(gè)過(guò)程。The Satisfaction “Mirror “稱心鏡More Familiaritywith CustomerNeeds and Waysof Meeting Them更熟習(xí)顧客的需求及滿足顧客的方式Greater Opportunityfor Recoveryfrom Errors更多的補(bǔ)救失誤的時(shí)機(jī)HigherEmployeeSatisfaction更高的員工稱心度Higher Productivity更高的消費(fèi)率Improved Quality of Service更佳的效力質(zhì)量MoreRepeatPurchases更多的反復(fù)購(gòu)買StrongerTendency to

36、Complain aboutService Errors更情愿埋怨效力失誤HigherCustomerSatisfaction更高的效力稱心度Lower Costs更低的本錢Better Results更好的結(jié)果Customer顧客Employee員工Comparison to Performance MeasuresYearAvg. Growth in Revenue營(yíng)業(yè)額增長(zhǎng)Avg. Growth in Profits利潤(rùn)增長(zhǎng)Avg. Growth in Market Value市場(chǎng)價(jià)值增長(zhǎng)100 BestS&P 500100 BestS&P 500100 BestS&P 50019981

37、4%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評(píng)選的100個(gè)最適宜任務(wù)的地方對(duì)比規(guī)范普爾的500個(gè)公司Employee Value Equation 員工價(jià)值等式Opportunity to solve problems for customers為顧客處理問(wèn)題的時(shí)機(jī)Opportunities for per

38、sonaldevelopment個(gè)人開展的機(jī)遇Degree to which workgets recognized任務(wù)得到認(rèn)可的程度The “fairness of myManager上司的“公正性Working with winners與勝利者一同任務(wù)Appropriate compensation適當(dāng)?shù)难a(bǔ)償Jobcontinuity任務(wù)的延續(xù)性Cycle of Employee Capability仔細(xì)地選擇員工和顧客包括自我選擇Careful Employee and Customer Selection(and self-Selection)高質(zhì)量培訓(xùn)High-QualityTrai

39、ning精心設(shè)計(jì)的支持體系信息；設(shè)備Well-DesignedSupport Systems滿足顧客需求的較高規(guī)范Greater Latitude to MeetCustomers Needs對(duì)員工的明確限制和期望Clear Limits on,and Expectationsof, Employees適當(dāng)獎(jiǎng)勵(lì)和經(jīng)常認(rèn)可Appropriate Rewardsand FrequentRecognition稱心的員工SatisfiedEmployees員工引薦潛在求職者Employee Referrals of Potential JobCandidatesIs attitude emphasiz

40、ed?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 to allow delivery of results

41、 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 monetary and non-monetary?從優(yōu)秀到杰出

42、任何從優(yōu)秀到杰出公司的最終飛躍，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事都舉足輕重：那就是招聘并留住好的員工。在他確定將汽車開向何處之前，首先必需有適宜的人在車上不適宜的人被請(qǐng)下車。補(bǔ)償機(jī)制不是為了讓不適宜的雇員作出正確的舉動(dòng)，而是要讓適宜的雇員能上車，并保證他們能留在那兒。-Jim Collins 永遠(yuǎn)不斷地尋覓優(yōu)秀并且志同道合的員工 Complaint Escalation Pyramid埋怨晉級(jí)金字塔VicePresident副總裁Middle Management中層管理人員Frontline Service Providers一線效力人員One in two of thesestill dissatisfiedcomplain的不滿者仍埋怨25% of complainantsstill dissatisfied25%的埋怨者仍不滿One in five complain1/5 埋怨25% of these customersstill dissatisfied這些顧客25%仍不滿40% Complain40%埋怨100% ofdissatisfied customers100%不滿的顧客1 Complaint = 一次埋