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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 CustomerSatisfaction 天马行空官方博客 Outline CustomerSatisfactionWhatIsCustomerSatisfaction WhyNeedsCustomerSatisfaction WhatAreKeyComponentsOfCustomerSatisfaction HowToUnderstandYourCustomerSatisfaction WhatAreFactorsThatBlockCustomerSatisfaction HowToImproveCustomerSatisfactionwithProduct Quality WhatAreKeyDriversToMakeYouSuccessOnCustomerSatisfaction Q A WhatIsCustomerSatisfaction Theformationprocessisdynamic Customermeasuresandrateshis herSatisfactionasaresultofcomparisonprocess Priortothepurchaseandconsumptionofaproduct service acustomerestablishesvariousexpectationsconcerningthe Performance oftheproduct service Ingeneral EXPECTIONSarethecustomer spredictionsofthenatureandlevelofsatisfactionthattheywillRECEIVEwhenproduct 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 ProfitIncrease ProfitIncreasefrom5 IncreaseinCustomerLoyalty Source F ReichheldandE Sasser 1990 ZeroDefections QualitycomestoLife HarvardBusinessReview Sep Oct Issue ProfitPerCustomer US CustomerProfitPatternsOverTime Source F ReichheldandE Sasser 1990 ZeroDefections QualitycomestoLife HarvardBusinessReview Sep Oct Issue LoyalCustomervs SalesCycle FordResearchCostofacquiringnewcustomersis5timesthecosttoretainexistingones FrequentofCustomerContactPoint Sales onetimefornewcarbuyer Service eighttimesforcarservice Factorsthataffectacustomerre purchasetoyourproduct80 comesfromhighsatisfactionofserviceexperiences ProfitableGrowthThroughCustomerLoyalty Percentsshowcontributiontooverallcustomersatisfaction Source M SServiceAnalysis CustomerSatisfactionComponents CustomerSatisfactionScorecard CustomerFeedbackSystem FLH sMarketingResearchforCustomerSatisfactionProduct Quality GQRS JDPowerIQS APEAL ICCDSales CVP JDPowerSSIService CVP JDPowerCSI CRC DCRCsurveyDistribution DealerAttitudeSurvey CompanytoDealerStandard WhatarefactorsthatblockCustomerSatisfaction AFrameworkforCustomerSatisfactionandEnthusiasm ProductComponents Emotional Rational Appearance BrandImage HaloEffect BasicQuality PerformanceQuality ExcitementQuality Failuremodeavoidance ConsumerdrivenFunctionaltargets minimumdegradationwithtime service HowtoImproveCustomerSatisfactionwithProduct Quality KanomodelEstablishKeyMilestonesforNewProgramLaunch FordcaseDevelopReliabilityProcess FordcaseIntegrateReliabilityProcesswithProgramLaunchKeyMilestones FordcaseTrackingProcess Quality ReliabilityMetricsQ RDAM Quality Reliability DisciplineAssessmentMetrics Brand PALS ConsumerHeadset Kano PrioritizeandPlan TargetsCascade ReliabilityDemonstration Kano ExecutionProgressScorecard CustomerSatisfaction Withvehicle CustomerSatisfaction Brand Product andtheEngineer GraphicofKeyMessages June5handout pptOriginatorGSTORK WhatAreKeyDriverstoMakeYouSuccessonCustomerSatisfaction Businesstransformationisrequiredtoshiftto Thinkaboutthefactofexistingcompetitionenvironmentunder ProductorServiceofferingmaybecompletelycommoditizedMarginsmaybevanishing Doesyourcompanydeliveruniquevalue at