服务营销笔记

ServiceMarketingNotes

服务营销Dr.FEIxiaoqiangMay24,2012WhatisTraditionalServiceThetraditionalservicefinance,LogisticsHospitalRestaurantHairstylingHotel……WhatisserviceEverythingcanbeserviceEventhemanufacturercanbeworkintheservicemode,orprovidetheservicetosupporttheproductYuanDaisaairconditionproviderTodaytheyprovidethetemperaturesolutioninsteadtoselldirectlytheairconditionerServicearedeeds,processes,performancesandexperiencesKeypoint,youneedtochangeyoumindWhatisservicethepercentageoftheserviceinGDPChina30%,plantoincreasedto60%in2020Shanghai,governmentstrategy:developingtheserviceinFinance,LogisticservicecenterandBio-medicaltechnologyHaier,theservicestrategyHK95%US75%EU70%-80%WhatisserviceTheserviceisthecompanyinteractingwiththecustomerthroughprocess,tech,…

toachievethecustomertarget

toimprovecompetitionwithhappyexperienceServiceisthemajorbasisofdifferentiationServiceisnotservitude服务不是低声下气服务是在平等的基础上的业务关系TheCustomerproblem:HowdoImanagemylogisticatlowcost?TargetImprovecompetitionThecompanyActivity(process,technology,…withcustomer)InteractivityToachieveProvidehappyexperiencetothecustomerMeaningofdefinitionofService1Product/serviceitselfisnotimportantWhatimportanttocustomeristheOUTCOMEManagersneedtofindtheOUTCOME(hiddenneed)ofthecustomersIBM:PerceivedneedComputerRealneedStoredataCommunicationAnalysis…….HiddenneedDecisionmakingbetterandfasterinordertoruncompanybetterMeaningofdefinitionofService2IntangibleServiceisintangibleChangemindsettostarttooperateinanewmodelProductcentricmodelSellproductOne-offtransactionRevenueone-offPartialviewofcustomerneeds/requirementLimitedinteractionServicecentricmodelSolutiontoaproblemContinuestransactionRevenuestreamHolisticviewofcustomerneeds/requirementCreatecustomerintimacyVS.BankisaservicecentriccompanybutbankcanoperateinaproductcentricmodelViceversealsocanworakableeverythingcanbeservice!WhatisservicequalityCustomerlookqualityin3angles:OutcomeInteractionEnvironment(physical)SometimeOutcome,poorInteraction,goodEnvironment,goodCustomersatisfiedButOutcome,verygoodInteraction,poorEnvironment,poorCustomernotsatisfiedWhatisservicequalityThecompanyshouldprovideSearchqualityExperiencequalityCredencequalityHowtochangetheintangibleserviceintotangibleBeforeSearchQualityDuringExperienceQaulityAfterCredenceQualitySearchQualityExperienceQualityCredenceQualityAreTangibleServiceisintangibleChange“intangible”to“Tangible””BasedintheexecutionBefore,DuringandAftertheexecutionThedifferentviewoftheserviceQaulity-fromcustomerandthecompanyFromthecustomerpointview,thereare3pointsdecidedthequalityoftheserviceResult/outcomeInteractionEnvironment(physical)Fromthecompanypointofview,thereare5pointscanreachthequalityserviceReliabilityAssuranceEmpathyResponsivetangibleCustomerroleintheserviceCustomercanbethoughtofas“partialemployee”“toprovidethegreatserviceexperience,providenoservice””--EbayCustomerarepartialofthecompanyemployeeCustomerwillbemoresatisfiedBecausetheyarepartoftheworkandenjoytheexperiencetheyhaveduringtheworkCustomerwillbelessdissatisfiedBecausetheyjointheworkandtakeapartoftheresponsibilityReducethecostBecausetheydothecontributionManagethecustomer(expectation)before/during/aftertheserviceRewardthecustomerPunishthecustomerMarketMixforservice:7PsProductPricePlacePromotionPeoplePhysicalevidenceProcessCustomerrequirementCustomercostCustomerconvenienceCommunicationContactCluesConfortable/confidenceTheServiceQualitygapbetweentheserviceproviderandthecustomerexpectationKnowledgegapDon’tknowthecustomerneed/therealandhiddenneedDesigngapDon’tknowhowtodesignagoodservicemodePerformancegapCan’tdelivertheperformance/stableperformancebecauseoftheexecutionCommunicationgapCan’tmakeagoodcommunicationwithcustomerServiceQualityGapmodel服务质量差差距模型ServiceDelivery服务交付ExpectedService期待的服务PerceivedService感知的服务Customer-drivenservicedesignandstandard客户驱动的服务设计和标准CompanyPerceptionsofcustomerexpectations企业感知的客户期望Externalcommunicationstocustomer向外传达给客户差距1差距2差距3差距4CustomerCompany客户差距ThevalueattributeofaserviceThefeaturesofaservicethatisvaluabletothecustomerWhatisthecustomerneedsThe3levelsofthecustomerneedsPerceivedneedRealneedHiddenneedFindthehiddencustomerneedinsteadoftheperceivedandrealneedtocoverthe““knowledgegap””toprovidethebetterserviceTherearemanydifferentwaystodigdeeplyofthehiddenneedObservationisoneofthewayMarketresearchandotheralsoBuildablueprint制定定服服务务蓝蓝图图第一步Identifytheprocesstobeblueprinted第二步Identifythecustomerorthecustomersegment第三步Maptheprocessfromthecustomer’spointofview第四步Mapcontactemployeeactions,onstageandbackstage,and/ortechnologyactions第五步Linkcontactactivitiestoneededsupportfunctions第六步AddevidenceofserviceateachcustomeractionstepBuildablueprintofserviceWhatserviceblueprintlookslike：司机提取包裹客户服务订单客户客户来电客户提交包裹派出司机机场接收和装运运抵分拣中心包裹分拣装上飞机飞往目的地卸载和分拣装上卡车递送包裹接收包裹支持流程后台前台接触人员有形展示卡车包装表单手提电脑制服卡车包装表单手提电脑制服快递服务蓝图互动线可视线内部互动线司机提取包裹客户服务订单改进：提到可视线以上KeeppointofmakingablueprintBasedontheprocesswhenyoumaketheserviceBasedonthecustomerpointofviewClearonthetargetcustomerEvidenceoftheservicequalityThecounterpointwiththecustomer从客户户角角度度同时时描描述述服务务流流程程，客户户接接触触点点和服务务展展示示的的工工具具Thekeycomponentofablueprint客户行动CustomerActions互动线lineofinteraction“前台”接触员工行动”onstage”contactemployeeactions可视线lineofvisible“后台”接触员工行动”backstage”contactemployeeactions内部互动线lineofinternalinteractions支持流程supportprocess客户可以感受到experienced，要展示servicequality客户不可见“关关键键时时刻刻””serviceencounterIsthe““momentoftruth””OccursanttimethecustomerinteractwiththefirmisthedecisionpointsofthecustomerCanpotentiallybecriticalindeterminecustomersatisfactionandloyaltyTypesoftheencounterRemoteencounters,phoneencounters,face-to-faceencountersIsanopportunitytoBuildtrustReinforcetheservicequalityEmphasisthedifferentiationBuildbrandidentityIncreaseloyalty在每每一一个个关关键键时时刻刻，，来来研研究究如如何何加加强强和和客客户户的的活活动动，，提提高高客客户户的的体体验验，，建建立立信信任任，，强强调调差差异异，，提提高高满满意意度度，，建建立立忠忠诚诚服务务蓝蓝图图的的应应用用新服服务务的的开开发发newservicedevelopment概念念开开发发市场场测测试试支持持““零零缺缺陷陷””文文化化support““zerodefect””culture管理理可可靠靠性性managereliability确定定授授权权问问题题identifyingempowermentissue服务务补补救救战战略略servicerecoverystrategy发现现服服务务问问题题indentifyingtheserviceproblem进行行根根源源分分析析conductingtherootcauseanalysis修正流程modifyingtheprocess如何设计服务务？从可以给客户户价值来定义义目标客户群群？还是先定义目目标客户群然然后找出他们们的需求？还是先看公司司本身的能力力，然后找出出对应的目标标客户群和提提供给客户的的价值是一个反复的的过程，目标标是提出和竞竞争对手区别别的业务模式式HowtodesignaserviceCustomerisalwaysthebeginningofdesignaserviceFromcustomersegmentfirstorfromthecapabilityofthefirmfirst,orfromthevalue(tothecustomer)first?Couldbefirstfromthedefinitionofthecustomersegmentfirst(bydoingthemarketresearchanddefinethedifferentiationwiththecompetitorinthemarketfirst)Couldfromthekeyprinciple（理念）andthevalueprovidedtothepotentialcustomerandthendefinethecustomersegmentCouldfirstfromthefirmcapability,thendefinethecustomersegmentandvalueoftheserviceThemostimportantistocleardefinethevalue(oftheservicetothecustomer),thecapabilityofthefirmandthesegmentofthecustomer,tomakesurethedifferentiationwiththecompetitorsonthespecialvaluetothecustomertargetiscleardefinedCustomersegmentshouldbebytheValue,notbydemographicHowtoprovidethememorableexperience,includingEducationEthicsEntertainmentEscapist(nostalgic)如何设计一个个服务UsetheconceptfromBtoCtoBtoBUseServiceBlueprintCustomersee EvidenceofservicequalityLineofVisibilityCustomercan’tseeNoevidenceofqualitytocustomerActivity工作Pre-testtheserviceblueprintwiththecustomerImprovetheserviceblueprintneedcustomerfeedback战略商业模模式财务结结果目标市市场目标用用户产品/服务战战略品牌战战略渠道战战略估算损损益表表现金流流量表表资产负负债表表经限制制和收收益资产收收益率率价值提提供Value3kindvaluesoftheserviceFunctionalValueExperientialValueSymbolicValueValuetocustomerEmotion情感悦榕庄庄BanyanTree如何提提高3种Values提高FunctionalvalueDesignusingenvironmentelementUseofthelocalmaterial,culture,respectoflocalheritageIndependentvilla&facilityinsidevillaOpensky(opentheroofofthehouse)提高thecustomerexperientialandsymbolicvalueEmployeemanagementEmployeeexperiencetheservice5-10daysholidayrewardCreativityofemployeeHighemployeebenefitCustomermanagementCustomerjointheenvironmentprotectionactivityContributiontothefundfor慈善，，环保保Customerbenefitlocalcommunity,bybuying本地手手工艺艺品EmployeecreativityBoundarytotheemployeebehavior-onlyprincipleandbaselineEmployeecreativityEmployeecandoanythingintheboundarytosatisfythecustomer-如给客客户换换不同同颜色色的窗窗帘以以匹配配他的的衣服服-如给客客户安安排晚晚餐的的地点点即使使不在在餐厅厅。。。。Lockonvs.LockinLockon,客户主主动自自愿不不离开开Lockin，锁定定，客客户由由于没没有别别的选选择不不得不不呆着着，如如由于于转换换成本本高Pricingbasedonvalue基于价价值的的定价价3kindsofpricingway满意度度定价价法关系定定价法法效率定定价法法TheprinciplePricingistosolvethecustomersproblemon:UncertaintyaboutthevalueoftheserviceUncertaintyaboutthecorrectionofthepriceBecauseoftheintangibleoftheservice各种服服务定定价策策略定价策略价值提供方式具体措施满意度定价法satisfaction-basedpricing发现并减少客户对不确定性的感知服务保证效益定价法统一定价法关系定价法relationshippricing鼓励客户和公司建立他们认为可从中获益的长期关系长期合约价格捆绑效率定价法efficiencypricing通过了解，管理和减少服务提供成本，与客户分享所节约的成本成本领先定价法满意度度定价价法I：服务务保证证有效服服务的的特点点无条件件保证书书应该该无条条件做做出承承诺——没有任任何附附加条条款有意义义对那些些客户户来说说重要要的服服务内内容作作保证证补偿应应该完完全消消除客客户的的不满满意易于理理解和和传达达客户需需要期期待了了解些些什么么员工需需要了了解些些什么么易于行行使权权利和和收款款企业应应消除除客户户在使使用保保证书书或收收款过过程中中的繁繁文缛缛节Hampton酒店的的100%满意保保证书书利用服服务保保证书书可能能的欺欺骗动动因可能的的实惠惠重复购购买意意愿对服务务和企企业的的满意意度小时权权利保保证书书的容容易度度人格因因素——道德水水平，，羞耻耻感和和自我我监督督能力力企业不不想提提供服服务保保证书书的可可能理理由现有服服务质质量太太差不可控控的外外部变变量太太多可能的的客户户欺骗骗和滥滥用客户认认为不不存在在服务务风险险客户认认为竞竞争对对手之之间没没有太太多的的服务务质量量差异异不是所所有的的服务务都适适合用用“服服务保保证””定价价法！！满意度度定价价法II：效益益定价价法将价格格与服服务所所交付付的效效益挂挂钩重点对对令客客户直直接受受益的的服务务要素素进行行定价价为什么么？当当价格格与客客户所所看重重的服服务特特性有有明确确联系系时，，客户户的满满意度度会提提高，，不确确定性性会降降低。。准则—需要明确找找出客户所所看重的服服务特性问题—客户期望从从服务中获获得的效益益会因客户户群体和时时间的不同同而发生显显著变化。。满意度定价价法III：统一定价价法在提供服务务前议定价价格-减少不确定定性—客户不再对对将要发生生的成本一一无所知-降低风险—公司承担服服务成本超超标的风险险。适用于以下下情况：-劳动密集型型服务，这这些服务在在交付前无无法明确定定价-服务价格不不可预测，，且成本管管理不善-竞争者为了了赢得业务务而降低成成本估算额额，但却从从未想要真真正做到-服务的交付付会受到未未知事件的的影响前提条件-客户必须认认为价格不不是太高，，具有竞争争力-不会削弱风风险降低效效果-创建并保持持高效的成成本结构-消除不增值值的成本-具有关系营营销潜力-必须有未来来与客户建建立业务关关系的可能能性，尽管管公司在某某一服务务情况下不盈盈利关系定价法法关系营销-吸引、维护护、加强并并保持客户户关系关系营销在在服务中有有何重要关关系.问题在于-定价在关系系营销中应应发挥什么么作用？-利用定价来来建立关系系-如,折扣-激励客户巩巩固与你的的业务关系系，远离竞竞争者关系定价法法I：长期合约约对客户进行行价格或非非价格激励励，以建立立多年的业业务关系变孤立的交交易为稳定定、持续的的互动有助于提高高客户的学学习收获和和效率随着关系的的演变，为为客户节约约更多的成成本集中资源，，扩大自身身所提高服服务与竞争争者直接的的差距关系定价法法II：价格捆绑绑向客户销售售两项以上上的捆绑服服务，以保保持并巩固固客户关系系价格激励-合买比单买买的价格更更便宜对公司的益益处捆绑可以降降低成本-与单独提供供第二项服服务相比，，合并增设设服务的成成本更低客户喜欢向向同一供应应商购买相相关服务，，可以节省省时间和资资金提高公司与与客户的接接触的次数数更容易获取取客户信息息更可能了解解客户需求求和偏好更好地建立立并保持关关系效率定价法法：成本领领先定价法法了解、管理理并降低成成本是根本本降低价格，，与客户共共享节约的的成本让客户节约约成本的做做法必须切切实提高其其价值感知知不可取的节节约成本的的做法是：：价格虽然然降低了，，对服务体体验的不满满意度却提提高了传统的成本本核算方法法对服务不不太适用更为适用的的方法是作作业成本法法（ABC），它注重重的是实现现服务（如如供应匹萨萨）各具体体环节中的的作业所消消耗的资源源降低成本应应重点消除除那些不能能给客户带带来增值的的作业公司必须进进行创新-愿意摒弃行行业传统的的经营实践践，寻求可可持续成本本优势3typesofcluesmanagedbythecompanytogivecustomeragoodserviceFunctionalcluesMechanicalcluesHumanisticcluesBaseCustomerexpectationFunctioncluemustwork(thethingsshouldworkproperly)DifferentiationMechanicalcluesEnvironmentDifferentiationHumanisticcluesHappyDon’tforget产品功能没问题，就要体现这个方面LastingImpressionsExceedcustomerexpectationImagehearSeeSmellFeeltaste组织中的线线索管理高层中层一线员工Wholeservicemodel整体服务模模型Attractive-unexpectedrequirementSatisfyingrequirementBasicrequirementMust/CriticalSatisfaction:ButnotpromoteyouCustomertakeitforgrantedCustomerassuemthecompetitorsprovidethesamefunctionalclueCanbedifferentiationmechanicalcluehumanisticclueevenfunctionalclues(如更好的技术）MemorableexperienceSurprised/delightednormallyhumanisticcluesVeryangryifnotmeetNotsatisfiedifprovideLoyalty:CustomerWillpromoteyouWillloyaltoyou持续提高满满意度/忠诚度当所有竞争争者都能够够提供/复制满意性性和吸引性性服务要求求时，这些些就变成了了基本性服服务要求第一次做客客户惊喜/delighted的事情时，，客户惊喜喜（attractive），但第二二次就不会会只有持续不不断地创新新（不断地地鼓励员工工创新）创新那些无无法复制的的技术比较容容易复制不容易复制制的文化——如苹果的文文化人的行为，，工作流程程和人有关的的事这些无法复复制是因为为社会复杂杂性Socialcomplexity必要性要求求、满意性性要求和吸吸引性要求求特点必要性要求满意性要求吸引性要求消费者感知产品的基本标准。产品如为达成必要性要求则无法履行其基本功能。在基本产品基础上可能提升客户满意度的产品特性和服务消费者不会明确表达或期望吸引性要求，但如能达成这种要求，则会令消费者倍感欣喜。满意/愉悦的基础客户期望并理所当然地认为能获得优质产品满意源于超越期望愉悦来自意想不到的积极事件或惊喜达成要求的结果达成必要性要求并不能令客户产生满意感，而是产生一种没感到不满意的状态达成这种要求让客户产生满意感，且达成水平越高，满意度水平越高。达成这种要求会令客户产生愉悦感，不过，即便未达成，也不会令客户感到不满意。未达成要求的结果如果未达成这种要求，则客户会感到极度不满意。如果未达成这种要求，客户不会感到不满意。如果未达成这种要求，客户不会感到不满意。客户口碑宣传的结果必要性要求未获满足的客户可能成为“恐怖主义者”，会把自己的感受传达给其他人。感到满意的消费者极少主动传达自己的感受感到愉悦的客户会成为“使徒”，积极向他人传达自己的愉悦体验。适当的管理战略关注必要性要求和服务补救认识到达成满意性要求并不能产生充分的竞争优势在充分达成必要性要求和满意性要求之后，集中关注吸引性要求。愤怒痛苦、、不满意、、满意和愉愉悦区域愤怒痛苦、不满意、满意和愉悦区域愤怒痛苦区域不满意区域满意区域愉悦区域当客户体验到一种出乎意料之外的糟糕情况时，就会感到愤怒和痛苦。如果客户的期望未获满足，就会感到不满意。满意度水平取决于超越客户期望的程度。如果完成的活动意想不到、有价值、令人记忆深刻，并且可重复，客户就会产生愉悦感。不满意、愤愤怒、满意和愉悦悦模型不满意愤怒痛苦满意愉悦没有预先期望期望的存在性（认知上的）存在期望负面（部分情感上的）服务体验正面提前通知客客户，客户户会不满意意但不会愤愤怒持续愉悦的关键是要要不断创新新愉悦客户准准备度检查查表愉悦客户准备度检查表用是或否回答下列问题：你所在的公司是否…是否…了解给客户惊喜对区分愉悦与满意和愤怒的重要性？

…区别客户对必要性要求、满意性要求和吸引性要求的感知？

….明确消费者对哪些方面寄以期望？

…研究了在主要细分市场中客户期望之间的不同？

…确定了客户期望会如何随时间而转变？

…了解要做到持续愉悦客户的难度？

…制定了长期计划，通过增加消费者不寄予期望的要素来持续愉悦消费者？

…（根据质量收益、客户终身价值分析、客户获取成本、客户权益等指标）计算了愉悦客户的成本和收益？

…评估了不同的愉悦客户战略？

…考察了其他公司如何愉悦客户？

…将愉悦客户的职责交由客户满意总监、质量副总裁或类似人员来承担？

…持续监控客户愉悦水平？

ValueofaServiceValueelementsarethefeaturesandtheserviceattributionthataserviceprovidesThevaluecurvedefinesthetargetcustomersegmentIfthetargetcustomersegmentisdecided,thevalueoftheserviceshouldmatchthecustomerThevaluecurveshowsthedifferentiationbetweenyouandthecompetitorsValueCurveoftheServiceKeypointofusevaluecurveToprovidetheexcellent,youmustandhavetomaketrade-off,dosomethingexcellentanddosomethingpoorlyDifferentwiththecompetitorwithdifferentvaluesetYouhavecosttodotheexcellent,soyoucan’tmakeeverythingexcellentCustomerselectionMustselectatargetcustomersegment,youcan’tserveallthecustomersinthemarketSomecustomerdofityou,becauseyouability,attributeoftheservicematchthesecustomerSomecustomerdon’tfityou,becausetheirexpectationandyourcompetence/valueofservice/strongpointarenotmatchYoumustmaketrade-offtofindtherightfundingmechanism(makemoney),otherwise,yourserviceisnoneedtoexistValueLoop以“商业银银行”为案案例的ValueLoop员工管理客户管理ValueLoop-EmployeemanagementFewerproductIncreasedepositHighprofit招聘基于态度服务网点多培训容易更多服务方面的培训GreatcustomerexperienceEmployeemanagementCustomermanagement退休的，细心的容易培训的准备成本低产品少员工理解容易低利息ValueLoop-Customermanagement延长营业时时间社区参与更好的商誉誉MoredepositWOW口碑客户忠诚硬币兑换CustomermanagementFundingmechanismFundingmechanismChargingEmbeddedfundingintotheserviceprocess4Thingsaboutdesignanewservice-coreservicemodelServiceattributeEmployeemanagementCustomermanagementFundingmechanismImportant:AnprocessshouldbelogicalonvalueloopValuecurve4Thingsaboutdesignanewservice1Service/valueattributes(features)2Employeemanagement3Customermanagement4Fundingmechanism/approachValuecurve:RelativetocompetitionTomadechoice(trade-off)WhatshoulddoexcellentWhatshoulddopoorBasedonwhatisimportantandwhatisnotimportanttoHowto:SelectTrainingDeploy...EmployeetoworkValueloopSelectTrainingControl(reward,punish)CustomerparticipatebetterValueloopHowdoyoupay?Howdoyoumakemoney?Embeddedvaluegenerationinsidetheservice/processCustomerpayspalatableHowtomake1of4decisionsCustomerexperiencehighlowStandardProcesscustomized1234Highexperience+standardprocessHighexperience+customizedprocesslowexperience+standardprocessLowexperience+customizedprocessHowtomake1of4decisionsDecisionsHighexperience+standardprocessHighexperience+customizedprocesslowexperience+standardprocessLowexperience+customizedprocessHowtomakemoneyLetcustomerfeeldifferent:employee’sbehaviortoeverycustomerisdifferentTrainingandemployeecreativeChargehighChargerhigherCustomerreallywillingtopay?PriceischeapSizemustbigandrotationbefastChargecheapBelowcost/controlcost,becausecustomizationishighcostTransferapartofworktothecustomerForexample,业务决定定了每一一个客户户都是不不一样的的，必须须用定制制化的流流程，如如研发发服务，，卖猪肉肉Thankyou!9、静夜夜四无无邻，，荒居居旧业业贫。。。1月-231月-23Thursday,January5,202310、雨中黄叶叶树，灯下下白头人。。。21:00:1421:00:1421:001/5/20239:00:14PM11、以以我我独独沈沈久久，，愧愧君君相相见见频频。。。。1月月-2321:00:1421:00Jan-2305-Jan-2312、故人人江海海别，，几度度隔山山川。。。21:00:1421:00:1421:00Thursday,January5,202313、乍见翻疑梦梦，相悲各问问年。。1月-231月-2321:00:1421:00:14January5,202314、他乡乡生白白发，，旧国国见青青山。。。05一一月月20239:00:14下下午21:00:141月-2315、比不不了得得就不不比，，得不不到的的就不不要。。。。一月239:00下下午午1月-2321:00