服务利润链(香港中文大学)

1、Professor Jianmin JiaService-Profit Chain效力利润链如何把一个企业做强？员工和顾客应该成为管理层思索问题的中心所在。 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。 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以顾客和员工为中心The Performance Trinity 绩效三位一体指点和管理Leadership and management价值和文化Valu

3、es and culture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 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.大多数公司的有形资产占它们市场价值的/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.无形资产包括品牌、信息、技术、客户关系、员工质量、组织指点和管理的质量.Intangible Assets 无形资产 Service-Profit Chain 效力利润链向顾客提供的效力价值 Value of ServicesProvided toCustomers顾客称心CustomerSatisfaction利润和增长Profit andGrowth高质量支持效力和政策 High-QualitySupport Servicesand Policies称心、忠实及消费

6、率高的员工Satisfied, Loyaland ProductiveEmployeesCustomers顾客Employees员工顾客忠实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效力利润链的驱动力Links in the Service Profit Chain效力利润链链接顾客称心CustomerSatisfaction顾客忠实CustomerLoyalty收入增长RevenueG

9、rowth盈利才干Profitability内部效力质量InternalService Quality员工称心EmployeeSatisfaction员工保管EmployeeRetention员工消费率EmployeeProductivity外部效力价值ExternalService Value运营战略与效力传送系统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 美国运通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美国运通销售收入最高的10%和最低的10%的商务游览办公室比较Top 最高的 10%Bottom 最低的 10%Return on Sales销售收入Gets Through Quickly效力迅速Tickets Right订票准确

19、Profit 利润Customer Ratings 顾客评分(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10%和最低的10%的商务游览办公室比较Employe

20、e Ratings 员工评分(5 Point Scale 5分制)3.694.043.142.852.993.522.852.7Return on Sales销售收入PhysicalSurroundings环境设备Safety of Workplace任务场所的平安性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沃尔玛百货公司 Productivity 生产率1995 Sales Per Employee员工人均销售额Wal-MartKMartTarget

21、$138,710$114,630$109,250Sales Per Square Foot, Stores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行业普通 沃尔玛 行业普通 沃尔玛管理者 管理者 员工 员工HighLowRelative Turnover相对流失率Employee andManagement Turnover,员工和管理层流失率 1994Discount Dep

22、artment Stores折扣百货公司“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连锁店Value价值Service服务(“Sales Help”)Wal-Mart54Meijer43Target52ShopKo32Bradlees31Venture41Montgomery Ward32Fred Mayer32KMart31Caldor31Ames21Growth, Profit, and Return on Equity, 1985-1995Company公司Average AnnualGrowth in Sales销售额年均增长Average AnnualGrowth in Profit利润年均增长Return on Equity资本回

24、报率Wal-Mart27.0%23.6%24.2%Target10.3%.9%14.3%KMart4.4%Negative8.6%Searsnegative3.4%9.2%Customer Value Equation 顾客价值等式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)反响性ResponsivenessWas the service provided in a timely manner?权威性AuthorityDid the service provider elicit a feeling of confidence in the customer during the service delivery process?体恤性EmpathyWas the service provider able to take the customers poin

26、t of view?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#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). 它被顾客而不是效力供应商决议感知性。It varies from one customer to another (variation). 它随不同的顾客而异变化性。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). 提高效力质量可以经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 效力质量ExpectedQuality期望质量Communication 沟通Sales 销售Perceptions 感知Word of mouth 口碑Past experience 阅历Needs & wants 需求CustomerSatisfaction顾客称心Perceivedqualityof

30、 Competitors感知的竞争者的质量Perception感知Result:What结果：是什么Process:How过程：如何实现 Customer Satisfaction 顾客称心Total perceivedQuality全面感知的质量ExperiencedQuality体验的质量Satisfaction-Loyalty Relationship 称心忠实关系automobilespersonalcomputershospitalsairlineslocal telephoneHow the Competitive EnvironmentAffects the Satisfacti

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

32、gramProprietary technologyNoncompetitive ZonelowhighLoyalty忠实Customer Loyalty 顾客忠实Drives Profitability and Growth 驱动利润和增长A 5% increase in customer loyalty can produce profit increases from 25% to 85%.顾客忠实度5%的增长可导致利润增长25%-85%Customer Lifetime Value 顾客终身价值IndustryProfit per Customer(in dollars) by Yea

33、r of Relationship12345Credit Car Issuance and Servicing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顾客终身价值：行业Cu

34、stomer and Employee 顾客与员工CRM 顾客关系管理Customer SatisfactionCustomer RetentionCustomer Lifetime ValueKey CustomersERM 员工关系管理Employee SatisfactionEmployee RetentionEmployee Lifetime ValueKey EmployeesTreat customers like employees and employees like customersCRM (ERM) 是经过提供高的顾客(员工)价值和称心来建立并维持有利可图的顾客(员工)关

35、系的整个过程。The Satisfaction “Mirror “称心镜More Familiaritywith CustomerNeeds and Waysof Meeting Them更熟习顾客的需求及满足顾客的方式Greater Opportunityfor Recoveryfrom Errors更多的补救失误的时机HigherEmployeeSatisfaction更高的员工称心度Higher Productivity更高的消费率Improved Quality of Service更佳的效力质量MoreRepeatPurchases更多的反复购买StrongerTendency to

36、Complain aboutService Errors更情愿埋怨效力失误HigherCustomerSatisfaction更高的效力称心度Lower Costs更低的本钱Better Results更好的结果Customer顾客Employee员工Comparison to Performance MeasuresYearAvg. Growth in Revenue营业额增长Avg. Growth in Profits利润增长Avg. Growth in Market Value市场价值增长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评选的100个最适宜任务的地方对比规范普尔的500个公司Employee Value Equation 员工价值等式Opportunity to solve problems for customers为顾客处理问题的时机Opportunities for per

38、sonaldevelopment个人开展的机遇Degree to which workgets recognized任务得到认可的程度The “fairness of myManager上司的“公正性Working with winners与胜利者一同任务Appropriate compensation适当的补偿Jobcontinuity任务的延续性Cycle of Employee Capability仔细地选择员工和顾客包括自我选择Careful Employee and Customer Selection(and self-Selection)高质量培训High-QualityTrai

39、ning精心设计的支持体系信息；设备Well-DesignedSupport Systems满足顾客需求的较高规范Greater Latitude to MeetCustomers Needs对员工的明确限制和期望Clear Limits on,and Expectationsof, Employees适当奖励和经常认可Appropriate Rewardsand FrequentRecognition称心的员工SatisfiedEmployees员工引荐潜在求职者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?从优秀到杰出

42、任何从优秀到杰出公司的最终飞跃，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事都举足轻重：那就是招聘并留住好的员工。在他确定将汽车开向何处之前，首先必需有适宜的人在车上不适宜的人被请下车。补偿机制不是为了让不适宜的雇员作出正确的举动，而是要让适宜的雇员能上车，并保证他们能留在那儿。-Jim Collins 永远不断地寻觅优秀并且志同道合的员工 Complaint Escalation Pyramid埋怨晋级金字塔VicePresident副总裁Middle Management中层管理人员Frontline Service Providers一线效力人员One in two of thesestill dissatisfiedcomplain的不满者仍埋怨25% of complainantsstill dissatisfied25%的埋怨者仍不满One in five complain1/5 埋怨25% of these customersstill dissatisfied这些顾客25%仍不满40% Complain40%埋怨100% ofdissatisfied customers100%不满的顾客1 Complaint = 一次埋