服务市场26个英文chap

1、SMMcGraw-Hill 2000 The McGraw-Hill CompaniesChapter 17THE FINANCIAL AND ECONOMIC IMPACT OF SERVICE QUALITYObjectives for Chapter 17:The Financial and Economic Impact of ServiceExamine the direct effects of service on profitsConsider the impact of service on getting new customersEvaluate the role of

2、service in keeping customersExamine the link between perceptions of service and purchase intentionsEmphasize the importance of selecting profitable customersDiscuss what is know about the key service drivers of overall service quality, customer retention and profitabilityDiscuss the balanced perform

3、ance scorecard to focus on strategic measurement other than financialsFigure 17-1The Direct Relationship between Service and ProfitsProfits?ServiceQualityFigure 17-2Offensive Marketing Effects of Service on ProfitsProfitsMarketShareReputationSalesPricePremium ServiceQualityFigure 17-3Defensive Marke

4、ting Effects of Service on ProfitMarginsProfitsCustomerRetentionCostsPricePremiumWord ofMouthVolume ofPurchasesServiceQualityFigure 17-5Perceptions of Service, Behavioral Intentions and ProfitsCustomerRetentionCostsPricePremiumWord ofMouthMarginsProfitsVolume ofPurchases ServiceBehavioralIntentionsS

5、alesFigure 17-6The “80/20” Customer PyramidMost ProfitableCustomersLeast ProfitableCustomersWhat segment spends more withus over time, costs less to maintain,spreads positive word of mouth?What segment costs us intime, effort and money yetdoes not provide the returnwe want? What segment isdifficult

6、to do business with?OtherCustomersBestCustomersFigure 17-7The Expanded Customer PyramidMost ProfitableCustomersLeast ProfitableCustomersWhat segment spends more withus over time, costs less to maintain,spreads positive word of mouth?What segment costs us intime, effort and money yetdoes not provide

7、the returnwe want? What segment isdifficult to do business with?GoldIronLeadPlatinumFigure 17-8The Key Drivers of Service Quality, Customer Retention, and ProfitsKey DriversServiceQualityServiceEncounterServiceEncounterServiceEncounter Customer RetentionBehavioralIntentionsProfitsServiceEncounterSer

8、vice EncountersFigure 17-9 Sample Measurements for the Balanced ScorecardAdapted from Kaplan and NortonInnovation andLearning PerspectiveCustomerPerspectiveService Perceptions Service ExpectationsPerceived ValueBehavioral Intentions:Operational Perspective:Right first time (% hits)Right on time (% h

9、its)Responsiveness (% on time)Transaction time (hours, days)Throughput timeReduction in wasteProcess qualityFinancial MeasuresPrice PremiumVolume IncreasesValue of Customer ReferralsValue of Cross SalesLong-term Value of Customer % Loyalty % Intent to Switch # Customer Referrals # Cross Sales # of DefectionsNumber of new productsReturn on innovationEmployee skillsTime to marketTime spent talking to customersFigure 17-10 Service Quality Spells ProfitsServiceQualityCus