《服务利润链》书籍中英文

1、12如何把一个企业做强？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。员工和顾客应该成为管理层考虑问题的核心所在。 In the new economics of service, frontline workers and customers need to be the center of management concern. 既强调市场也强调运营的组织几乎是战无不胜的。既强调市场也强调运营的组织几乎是战无不胜的。 Organizations that achieve both market and operating focus are nearly unbeatab

2、le. 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以以顾客和员工顾客和员工为为中心中心3The Performance Trinity 绩效三位一体绩效三位一体领导和管理领导和管

3、理Leadership and management价值和文化价值和文化Values and culture愿景和战略愿景和战略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 s

4、eats 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.大多数公司的大多数公司的有形资产有形资产占它们市场价值的占它们市场价值的/3.These intangibles comprise such factors as brands, informati

5、on, technology, customer relationships, the quality of employees, and quality of an organizations leadership and administration.无形资产无形资产包括品牌、信息、技术、客户关系、员工质包括品牌、信息、技术、客户关系、员工质量、组织领导和管理的质量量、组织领导和管理的质量.Intangible Assets 无形资产无形资产 5Service-Profit Chain 服务利润链服务利润链向顾客提供的向顾客提供的服务价值服务价值 Value of ServicesProv

6、ided toCustomers顾客满意顾客满意CustomerSatisfaction利润和增长利润和增长Profit andGrowth高质量支持高质量支持服务和政策服务和政策 High-QualitySupport Servicesand Policies满意、忠诚及满意、忠诚及生产率高的员工生产率高的员工Satisfied, Loyaland ProductiveEmployeesCustomers顾客顾客Employees员工员工顾客忠诚顾客忠诚CustomerLoyalty 6 Customer loyalty and commitment are the primary driv

7、ers 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 employees.

8、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 customer-f

9、acing job, and monetary compensation.Drivers of Service-Profit Chain服务利润链的驱动力服务利润链的驱动力7Links in the Service Profit Chain服务利润链链接服务利润链链接顾客满意顾客满意CustomerSatisfaction顾客忠诚顾客忠诚CustomerLoyalty收入增长收入增长RevenueGrowth盈利能力盈利能力Profitability内部服务质量内部服务质量InternalService Quality员工满意员工满意EmployeeSatisfaction员工保留员工保留Em

10、ployeeRetention员工生产率员工生产率EmployeeProductivity外部服务外部服务价值价值ExternalService Value运营战略与服务传送系统运营战略与服务传送系统Operating Strategy and Service Delivery Systempworkplace designpjob designpemployee selection and developmentpemployee rewards and recognitionptools for serving customerspservice concept: results for

11、customerspservice designed and delivered to meet targeted customers needspRetentionpRepeat businesspreferral8Case 1: Southwest Airlines 西南航空西南航空 Started by concentrating on serving intrastate, no-frills commuters in Texas. Now expanded to serve 58 cities Experienced 30 straight years of profits Yiel

12、ded 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), not

13、 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 美国运通美国运通11Relationships between Customer Satisfaction and Office ProfitabilityComparison of Top and Bottom 10% of American Expresss Business Travel Of

17、fices, Ranked by Return on Sales, 1995美国运通销售收入最高的美国运通销售收入最高的10%和最低的和最低的10%的商务旅行办公室比较的商务旅行办公室比较Top 最高的最高的 10%Bottom 最低的最低的 10%Return on Sales销售收入销售收入Gets Through Quickly服务迅速服务迅速Tickets Right订票准确订票准确Profit 利润利润Customer Ratings 顾客评分顾客评分(5 Point Scale 5分制分制)4.143.374.694.52(r=0.51)(r=0.65) 12Relationshi

18、p between Employee Satisfaction and Office ProfitabilityProfit 利润利润Comparison of Top and Bottom 10% of American Expresss Business Travel Offices, Ranked by Return on Sales美国运通销售收入最高的美国运通销售收入最高的10%和最低的和最低的10%的商务旅行办公室比较的商务旅行办公室比较Employee Ratings 员工评分员工评分(5 Point Scale 5分制分制)3.694.043.142.852.993.522.8

19、52.7Return on Sales销售收入PhysicalSurroundings环境设施Safety of Workplace工作场所的安全性Way ThingsGet 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沃尔玛百货公司沃尔玛百货公司 Productivity 生产率生产率1995 Sales Per Employee员工人均销售额员工人均销售额Wal-MartKMartTarget$138,710$114,630$109,250Sales Per S

20、quare Foot, Stores店铺每平方英尺平均销售额店铺每平方英尺平均销售额Wal-MartKMartTarget$297$211$195Industry Wal-Mart Industry Wal-MartMedian, Managers Median, EmployeesManagers Employees行业一般行业一般 沃尔玛沃尔玛 行业一般行业一般 沃尔玛沃尔玛管理者管理者 管理者管理者 员工员工 员工员工HighLowRelative Turnover相对流失率相对流失率Employee andManagement Turnover,员工和管理层流失率员工和管理层流失率 1

21、994Discount Department Stores折扣百货公司折扣百货公司 “Niceness” as the primary criterion for 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-Mart7.1% 7.5%

22、 7.5%TargetKMartConsumer RatingsChain连锁店连锁店Value价值价值Service服务服务(“Sales Help”)Wal-Mart54Meijer43Target52ShopKo32Bradlees31Venture41Montgomery Ward32Fred Mayer32KMart31Caldor31Ames21Growth, Profit, and Return on Equity, 1985-1995Company公司公司Average AnnualGrowth in Sales销售额年均增长销售额年均增长A

23、verage AnnualGrowth in Profit利润年均增长利润年均增长Return on Equity资本回报率资本回报率Wal-Mart27.0%23.6%24.2%Target10.3%.9%14.3%KMart4.4%Negative8.6%Searsnegative3.4%9.2%15Customer Value Equation 顾客价值等式顾客价值等式Cases: Federal ExpressSingapore AirlinesOutcome quality and process qualityFive dimensions of service process q

24、uality可靠性可靠性DependabilityDid the service provider do what was promised?“When it absolutely, positively, has to get there.” (FedEx)反应性反应性ResponsivenessWas the service provided in a timely manner?权威性权威性AuthorityDid the service provider elicit a feeling of confidence in the customer during the service

25、delivery process?体贴性体贴性EmpathyWas the service provider able to take the customers point of view?有形证据有形证据 Tangible evidenceWas evidence left that the service was indeed performed?“Our new business class seats may cause drowsiness.” (UA)Service positioning獲得服務的成本 服務的價格 服務過程質量 為顧客創造的服務效用 價 值Service the

26、Acquiring of Costs Customer the toPriceQuality Process Customer for the Produced Results Value16#1Customers 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 abs

27、olute (reference effect). 服务质量是相对而非绝对的（参考性）。服务质量是相对而非绝对的（参考性）。 It is determined by the customer, not by the service provider (perception). 它被顾客而不是服务供应商决定（感知性）。它被顾客而不是服务供应商决定（感知性）。 It varies from one customer to another (variation). 它随不同的顾客而异（变化性）。它随不同的顾客而异（变化性）。 Service quality can be enhanced by me

28、eting or exceeding customers expectations or taking steps to control such expectations “under promise and over deliver” (satisfaction). 提高服务质量可以通过满足或超额满足顾客的期望或者采取措施来控制顾客期望提高服务质量可以通过满足或超额满足顾客的期望或者采取措施来控制顾客期望 “低许诺和高提供低许诺和高提供”。Criteria of good perceived service quality 1) Professionalism & skills;

29、2) Attitudes and behavior; 3) Accessibility & flexibility; 4) Reliability & trustworthiness; 5) Service recovery; 6) Serviscape; 7) Reputation & credibility; 8) Consistency. Service Quality 服务质量服务质量17ExpectedQuality期望质量期望质量Communication 沟通沟通Sales 销售销售Perceptions 感知感知Word of mouth 口碑口碑Pas

30、t experience 经验经验Needs & wants 需求需求CustomerSatisfaction顾客满意顾客满意Perceivedqualityof Competitors感知的竞争者感知的竞争者的质量的质量Perception感知感知Result:What结果：是什么结果：是什么Process:How过程：如何实现过程：如何实现 Customer Satisfaction 顾客满意顾客满意Total perceivedQuality全面感知全面感知的的质量质量ExperiencedQuality体验的质量体验的质量18Satisfaction-Loyalty Relat

31、ionshipSatisfaction-Loyalty Relationship 满意忠诚关系满意忠诚关系automobilespersonalcomputershospitalsairlineslocal telephoneHow the Competitive EnvironmentHow the Competitive EnvironmentAffects the Satisfaction-Loyalty RelationshipAffects the Satisfaction-Loyalty Relationship1 2 3 4 5completelydissatisfiedcomp

32、letelysatisfiedHighlyCompetitiveZoneCommoditizationor lowdifferentiationConsumerindifferenceMany substitutesLow cost ofswitchingSatisfaction满意Regulated monopoly or few substitutesDominant brand equityHigh cost of switchingPowerful loyalty programProprietary technologyNoncompetitive ZonelowhighLoyalt

33、y忠诚19Customer Loyalty 顾客忠诚顾客忠诚Drives Profitability and Growth 驱动利润和增长驱动利润和增长A 5% increase in customer loyalty can produce profit increases from 25% to 85%.顾客忠诚度顾客忠诚度5%的的增长可导致利润增长增长可导致利润增长25%-85%25%85%75%25%50%45%45%40%35%0%20%40%60%80%100%Auto service chainAuto service chain汽车服务连锁汽车服务连锁Branch bankBr

34、anch bankdepositsdeposits银行分支机银行分支机构构存款存款Credit card Credit card 信用信用卡卡Credit insuranceCredit insurance信用保险信用保险Insurance brokegeInsurance brokege保险经纪人保险经纪人IndustrialIndustrialdistributiondistribution产业分销产业分销Industrial laundryIndustrial laundry工业洗衣工业洗衣Office bldg.Office bldg.ManagementManagement写字楼管理

35、写字楼管理Software Software 软件软件Percent Increase in Customer Value顾顾 值值l l 长长20Customer Lifetime Value 顾客顾客终身终身价值价值012345Year 年份年份Net Impact on Operating Profit运营净运营净利利润润Suggestions for product or serviceimprovement来来源于源于产产品服品服务务改改进进建建议议的利的利润润Referrals来来源于推源于推荐荐人的利人的利润润Profit from price premium oncustom

36、products来来源于源于产产品溢价的利品溢价的利润润Reduced costs of serving customer服服务顾务顾客客带来带来的成本降低的成本降低Purchases of newproducts购买购买新新产产品品Purchases of standardproducts购买购买一般一般 产产品品Customer acquisitioncosts获获得得顾顾客的成本客的成本21IndustryProfit per Customer(in dollars) by Year of Relationship12345Credit Car Issuance and Servicin

37、g信用汽车保险与服务Industrial Laundry工业洗衣Industrial Distribution工业分销Auto Servicing汽车服务(21)*1444525421669935441921217049222144885525616888* Figures in parentheses denote lossesCustomer Profit Patterns over TimeCustomer Lifetime Value: Industries顾客顾客终身终身价值：行业价值：行业22Customer and Employee 顾客与员工顾客与员工 CRM 顾客顾客关系管理

38、关系管理 Customer Satisfaction Customer Retention Customer Lifetime Value Key Customers ERM 员工员工关系管理关系管理 Employee Satisfaction Employee Retention Employee Lifetime Value Key EmployeesTreat customers like employees and employees like customersCRM (ERM) 是通过提供高的顾客是通过提供高的顾客(员工员工)价值和满意来建立并价值和满意来建立并维持有利可图的顾客维

39、持有利可图的顾客(员工员工)关系的整个过程。关系的整个过程。23The Satisfaction “Mirror” “满意镜满意镜”More Familiaritywith CustomerNeeds and Waysof Meeting Them更熟悉顾客的需要及满足顾客的方式更熟悉顾客的需要及满足顾客的方式Greater Opportunityfor Recoveryfrom Errors更多的补救失误的机会更多的补救失误的机会HigherEmployeeSatisfaction更高的员工满意度更高的员工满意度Higher Productivity更高的生产率更高的生产率Improved

40、Quality of Service更佳的服务质量更佳的服务质量MoreRepeatPurchases更多的重复购买更多的重复购买StrongerTendency toComplain aboutService Errors更愿意抱怨服务失误更愿意抱怨服务失误HigherCustomerSatisfaction更高的服务满意度更高的服务满意度Lower Costs更低的成本更低的成本Better Results更好的结果更好的结果24Comparison to Performance MeasuresYearAvg. Growth in Revenue营业额增长营业额增长Avg. Growth

41、 in Profits利润增长利润增长Avg. Growth in Market Value市场价值增长市场价值增长100 BestS&P 500100 BestS&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财富评选的财富评

42、选的100个最适合工作的地方对比标准普尔的个最适合工作的地方对比标准普尔的500个公司个公司25接入成本 總收入 / 1 工作地點的質量 傳送效用的能力 價 值Costs Access Income 1/Total WorkplaceofQuality ResultsDeliver toCapability ValueEmployee Value Equation 员工价值等式员工价值等式Opportunity to solve problems for customers为顾客解决问题的机会为顾客解决问题的机会Opportunities for personaldevelopment个人发展

43、的机遇个人发展的机遇Degree to which workgets recognized工作得到工作得到认可认可的程度的程度The “fairness” of myManager上司的上司的“公正性公正性”Working with winners与成功者一起工作与成功者一起工作Appropriate compensation适当的补偿适当的补偿Jobcontinuity工作的连续性工作的连续性26Cycle of Employee Capability仔细地选择员工和顾仔细地选择员工和顾客（包括自我选择）客（包括自我选择）Careful Employee and Customer Selec

44、tion(and self-Selection)高质量培训高质量培训High-QualityTraining精心设计精心设计的支持体系的支持体系信息；信息；设施设施Well-DesignedSupport Systems满足顾客需求的满足顾客需求的较高标准较高标准Greater Latitude to MeetCustomers Needs对员工的明确对员工的明确限制和期望限制和期望Clear Limits on,and Expectationsof, Employees适当奖励适当奖励和经常认可和经常认可Appropriate Rewardsand FrequentRecognition满意

45、的员工满意的员工SatisfiedEmployees员工推荐员工推荐潜在求职者潜在求职者Employee Referrals of Potential JobCandidatesIs 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 de

46、signed to foster relationships?Does it reflect top management “talk”?Is it enough 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 function

47、s on the Cycle?Are they linked to service objectives?Are they balanced between monetary and non-monetary?27从优秀到卓越从优秀到卓越 任何从优秀到卓越公司的最终飞跃，靠的不是市场，不任何从优秀到卓越公司的最终飞跃，靠的不是市场，不是技术，不是竞争，也不是产品。有一件事比其他任何是技术，不是竞争，也不是产品。有一件事比其他任何事都举足轻重：那就是招聘并留住好的员工。事都举足轻重：那就是招聘并留住好的员工。 在你确定将汽车开向何处之前，首先必须有合适的人在在你确定将汽车开向何处之前，首先必须有

48、合适的人在车上（不合适的人被请下车）。车上（不合适的人被请下车）。 补偿机制不是为了让不合适的雇员作出正确的举动，而补偿机制不是为了让不合适的雇员作出正确的举动，而是要让合适的雇员能上车，并保证他们能留在那儿。是要让合适的雇员能上车，并保证他们能留在那儿。-Jim Collins 永远不断地寻找优秀并且志同道合的员工永远不断地寻找优秀并且志同道合的员工 28Complaint Escalation Pyramid抱怨升级金字塔抱怨升级金字塔VicePresident副总裁副总裁Middle Management中层管理人员中层管理人员Frontline Service Providers一线服

49、务人员一线服务人员One in two of thesestill dissatisfiedcomplain的不满者仍抱怨的不满者仍抱怨25% of complainantsstill dissatisfied25%的抱怨者仍不满的抱怨者仍不满One in five complain1/5 抱怨抱怨25% of these customersstill dissatisfied这些顾客这些顾客25%仍不满仍不满40% Complain40%抱怨抱怨100% ofdissatisfied customers100%不满的顾客不满的顾客1 Complaint = 一次抱怨一次抱怨 =2 customers dissatisfied at middle management level= 中层抱怨者的中层抱怨者的2个不满客户个不满客户 =10 who complain to middle ma