某汽车培训材料——顾客满意

1、蕭慰農蕭慰農 / Knight W. N. Hsiao總經理室顧客滿意部協理總經理室顧客滿意部協理福特六和汽車公司福特六和汽車公司12 / 28, 2002顧客滿意顧客滿意 / Customer SatisfactionOutline Customer Satisfaction1. What Is Customer Satisfaction ?2. Why Needs Customer Satisfaction ?3. What Are Key Components Of Customer Satisfaction ?4. How To Understand Your Customer Sat

2、isfaction ?5. What Are Factors That Block Customer Satisfaction ?6. How To Improve Customer Satisfaction with Product / Quality ?7. What Are Key Drivers To Make You Success On Customer Satisfaction ?8. Q&AWhat Is Customer Satisfaction ?The formation process is dynamic :Customer measures and rate

3、s his/her Satisfaction as a result of comparison process. Prior to the purchase and consumption of a product/service, a customer establishes various expectations concerning the “Performance” of the product/service.In general, EXPECTIONS are the customers predictions of the nature and level of satisf

4、action that they will RECEIVE when product/service is consumed.Therefore, customer expectations play the role of defining the standard against which subsequent “Performance” is judged.1.2. There are a variety of factors influence customer expectations, and hence, ultimate satisfaction level.They inc

5、lude such things as :Customer prior experienceCommunication with sales peopleAdvertisingPriceInfluence of friendsCustomers own personality characteristicsAs a result, customer EXPECTATIONS serve to provide the foundation for attitude formation and also the adjustment of subsequent / expectation perc

6、eptions.3. During the OWNERSHIP experience, the customer compares perceived “Performance” to the previously formed EXPECTATIONS.If the “Performance” meets or exceeds EXPECTATIONS, the customer is satisfied, but if “performance” falls short of EXPECTATIONS, the customer is dissatisfied.As the custome

7、r continues through the OWNERSHIP experience, he/she tends to modify or revise his/her expectations. As a result, customer satisfaction levels evolve.Why Needs Customer Satisfaction ?It was proven strong correlation between “Completely Satisfied” customers and owner loyalty : a customer will recomme

8、nd his/her friends to purchase the product/service he/she experienced.Harvard Business School study findings :Firms with higher level of customer loyalty (not market share) enjoy higher profitability in a given industry . Profit will increase by 25% 85% from 5% increase in customer loyalty.Firms bec

9、ome more profitable overtime due to loyal customers.30%75%45%45%35%85%0%50%100%Auto Service ChainCredit CardIndustry LaundryIndustry DistributionSoftwareBranch Bank DepositsProfit IncreaseProfit Increase from 5% Increase in Customer LoyaltySource : F. Reichheld and E. Sasser (1990), “Zero Defections

10、 : Quality comes to Life” Harvard Business Review, Sep.-Oct. Issue.-50050100150200250300Auto ServiceChainCredit CardIndustry LaundryIndustryDistributionYear 1Year 2Year 3Year 4Year 5Profit Per Customer (US$)Customer Profit Patterns Over TimeSource : F. Reichheld and E. Sasser (1990), “Zero Defection

11、s : Quality comes to Life” Harvard Business Review, Sep.-Oct. Issue.Loyal Customer vs. Sales Cycle Ford Research1. Cost of acquiring new customers is 5 times the cost to retain existing ones.2. Frequent of Customer Contact Point. Sales : one time for new car buyer. Service : eight times for car serv

12、ice.3. Factors that affect a customer re-purchase to your product 80% comes from high satisfaction of service experiences.1. Retention- To succeed in our industry, repeated purchase from ourexisting customers are important to our success.- Cost of acquiring new customers is 5 times the cost toretain

13、 existing ones.2. Related Sales- To succeed in our industry, our ability to sell relatedproducts and services (e.g., spare parts, maintenance) toour existing customers is critical to our success.3. Referrals- To succeed in our industry, referrals from customers arecritical to our success.- Satisfied

14、 customers are likely to tell five other people(dissatisfied customer are likely to tell 11 other people)Means of Profitable GrowthProfitable Growth Through Customer LoyaltyPercents show contribution to overall customer satisfaction. Source: M&S Service AnalysisExternalInfluencesOwnership Experi

15、enceSellItRightBuildItRightDesignItRightFixItRightTreatMeRightEnduringProfitableGrowthSHAREHOLDERVALUEEnthusiastOverallOwnershipSatisfactionDesignItRightBuildItRightGet BrandRightImageBrandReliabilityValueCompe-titiveActions“Share of Wallet”BrandLoyaltyOwnerLoyalty/ConquestNewVehicleAppeal“Share of

16、Mind”PressBuy Decision?Consumer Headset24%76%Product ComponentSales & ServiceCustomer Satisfaction ComponentsRatingExperienceFeelingA / 5Beyond ExpectationSurprisedB / 4Glad You Really Do ItDelightedC / 3As ExpectedOkayD / 2DisappointedBlack ListedE / 1BetrayedAngryCustomer Satisfaction Scorecar

17、dCustomer Feedback SystemSources ofInputResolution &ImprovementPhone CallsLettersSimpleResolution of FormComplaintVerbal InputsCommunicateSurveyto right units / peopleCustomerCorrective ActionClinicDatabaseto ImproveProducts / servicesFocus GroupSystem Capturing of CustomerFeedbackFLHs Marketing

18、 Research for Customer SatisfactionProduct & Quality : GQRS / JD Power IQS & APEAL / ICCDSales : CVP / JD Power SSIService : CVP / JD Power CSI / CRC & DCRC surveyDistribution : Dealer Attitude Survey (Company to Dealer Standard)What are factors that block Customer Satisfaction.A Framewo

19、rk for Customer Satisfaction and EnthusiasmProduct Components EmotionalRationalAppearanceBrand Image(Halo Effect)BasicQualityPerformanceQualityExcitementQualityFailure modeavoidanceConsumer drivenFunctional targetsminimum degradation with time/service23Impact ScoreCustomer Expectation sorted in desc

20、ending order of their impact on overall satisfaction100Q4cSalespersons honesty and sincerity52Q6eReceive vehicle equipped as promised44Q2aPromptly welcoming you to the dealership42Q2bGiven level of attention wanted when arrived36Q8eFollow-through on promises made33Q6aVehicle ready when promised29Q5a

21、Show concern for individual finance and insurance needs29Q4bSalespersons knowledge about products and service24Q7cHelpfulness of the dealership during follow-up call20Q6dEverything on vehicle was in working order19Q2cTake me seriously when I arrived18Q8cAbility to answer questions or resolve concern

22、s18Q8dHelpfulness in responding to questions or concernsDealer Opportunities for Action Plans and Strengths to MaintainSales SurveyImpact ScoreCustomer Expectation sorted in descending order of their impact on overall satisfaction100Q4aQuality of service performed45Q3eService advisors honesty and si

23、ncerity44Q3cService advisors understanding of service needs32Q2aConvenience of the Service Departments opening hours22Q5aClearly explain service work performed and any charges21Q4cNotify of changes in service needs or additional maintenance requirements21Q5bAdvising of any maintenance vehicle may re

24、quire in the future20Q3aPrompt acknowledgement when arrived14Q3bStarting service write-up within a reasonable amount of time13Q7dFollow-through on promises made7Q7cHelpfulness in responding to question or concern7Q3dAccurate estimate of the cost of serviceDealer Opportunities for Action Plans and St

25、rengths to MaintainService SurveyHow to Improve Customer Satisfaction with Product / Quality1. Kano model2. Establish Key Milestones for New Program Launch Ford case3. Develop Reliability Process Ford case4. Integrate Reliability Process with Program Launch Key Milestones Ford case5. Tracking Proces

26、s Quality / Reliability MetricsQ / RDAM Quality, Reliability, Discipline Assessment Metrics9Customer Satisfaction Kano ModelCustomer SatisfactionExciting Quality(Surprise & Delight High % BTE BetterThan Expected!)Performance Quality(Attributes Product BuildingBlocks Of Customer Satisfaction)Degr

27、ee of AchievementxBasic Quality(TGW Inhibitors)yFuel EconomyWater LeaksDutch DoorFor dNor t h Amer i can RangerTr uckSat i sf act i onP273P273Br andGQRS2003Pr og.PALS3 MI S3 YI STar getSt at usDesi gn & St yl i ngAAALLPackage Ef f i ci encyLAALLPower t r ai nACALADr i v i ng Dynami csAAAAAAccess

28、i bi l i t yLCAAAComf or tCAAAATechnol ogyCN/ A*N/ A*N/ A* *N/ A* *Env i r onmentAN/ A*N/ A*AASaf et y & Secur i t yAAAAAQual i t yLAAAAI ngenui t yLN/ A*N/ A*LLCompet i t i v e SetDakot a, Fr ont i er , S- 10, TacomaRam, Si l v er ado, Tundr a, T10017Com m ents : The team will perform further a

29、nalysis to reconcile this correlation with its m arket segm entCritic al Q uality CharacteristicsUnitD219 TargetS 80Cam ryRX300Delta Target/ S tatusD219 Cust. S at. TargetP ark /Neutral96 S ounddB a41tbd41.844.4 V ibrationm m /s1.5tbd2.83.2Drive/Revers e S ounddB a43tbd43.848.1 V ibrationm m /s3tbd5

30、.21.9A c c eleration - W O T S oundV E R8.588.58 V ibrationV E R8.588.58P art Throttle S oundV E R8.588.58 V ibrationV E R8.588.58D219 S e gm e nt Engine Q uie tne ss Custom e r Corre la tionE xpedition M ercedes M L320Navigator 4.6L Navigator 5.4LLand CruiserRX300Lexus LX470E xpeditionE xplorerR2 =

31、 0.96R = 0.98505560657075808590951007580859095100pw a g: P hons W e ighte d Ave ra ge of P hons vs. RP M (W O T) P honsCustom er Satisfaction, Engine Quietness, %High Satisfaction D219s Target LineD219/D258 Customer Satisfaction Correlations100010000Failure cyclesProbabilityLight CalciumHeavy-Hi Cal

32、cium (c)Heavy CAG (p)Heavy CAG Plus01(c) Current EU(p) Proposed EUcurrent target proposed target Lucas Yuasa in ToyotaB100.124005700Robustness WindowNumber of test cycles200 400 600 800Displacement under 6kN loadcurrent designmodified designNote: failure modes 1.1 & 1.2generate functional degrad

33、ation asillustrated.TransmissionTransmissionSuspension BushingSuspension Bushing0.010.1110101001000Failure Time (hours)Failure percentProduction0.57mm clearance10%6Common shape parameter b =7.4BatteryBattery9Customer Satisfaction Kano ModelCustomer SatisfactionExciting Quality(Surprise & Delight

34、 High % BTE BetterThan Expected!)Performance Quality(Attributes Product BuildingBlocks Of Customer Satisfaction)Degree of AchievementxBasic Quality(TGW Inhibitors)yFuel EconomyWater LeaksDutch DoorBrand/PALSConsumer HeadsetKano Prioritize and PlanTargets CascadeReliability DemonstrationKano Executio

35、n Progress ScorecardCustomerSatisfactionWith vehicleCustomer Satisfaction Brand, Product, and the Engineer Graphic of Key MessagesJune5handout.pptOriginator GSTORKWhat Are Key Drivers to Make You Success on Customer Satisfaction ?Business transformation is required to shift to Think about the fact of existing competition environment under -Product or Service offering may be completely commoditizedMargins may be vanishing1. Does your