某汽车顾客满意二

蕭慰農/KnightW.N.Hsiao總經理室顧客滿意部協理福特六和汽車公司12/28,2002顧客滿意/CustomerSatisfactionOutline–CustomerSatisfactionWhatIsCustomerSatisfaction?WhyNeedsCustomerSatisfaction?WhatAreKeyComponentsOfCustomerSatisfaction?HowToUnderstandYourCustomerSatisfaction?WhatAreFactorsThatBlockCustomerSatisfaction?HowToImproveCustomerSatisfactionwithProduct/Quality?WhatAreKeyDriversToMakeYouSuccessOnCustomerSatisfaction?Q&AWhatIsCustomerSatisfaction?Theformationprocessisdynamic:Customermeasuresandrateshis/herSatisfactionasaresultofcomparisonprocess.Priortothepurchaseandconsumptionofaproduct/service,acustomerestablishesvariousexpectationsconcerningthe“Performance”oftheproduct/service.Ingeneral,

EXPECTIONS

arethecustomer’spredictionsofthenatureandlevelofsatisfactionthattheywill

RECEIVE

whenproduct/serviceisconsumed.Therefore,customerexpectationsplaytheroleofdefiningthestandardagainstwhichsubsequent“Performance”isjudged.1.2.Thereareavarietyoffactorsinfluencecustomerexpectations,andhence,ultimatesatisfactionlevel.Theyincludesuchthingsas:CustomerpriorexperienceCommunicationwithsalespeopleAdvertisingPriceInfluenceoffriendsCustomer’sownpersonalitycharacteristicsAsaresult,customerEXPECTATIONSservetoprovidethefoundationforattitudeformationandalsotheadjustmentofsubsequent/expectationperceptions.3.DuringtheOWNERSHIPexperience,thecustomercomparesperceived“Performance”tothepreviouslyformedEXPECTATIONS.Ifthe“Performance”meetsorexceedsEXPECTATIONS,thecustomerissatisfied,butif“performance”fallsshortofEXPECTATIONS,thecustomerisdissatisfied.AsthecustomercontinuesthroughtheOWNERSHIPexperience,he/shetendstomodifyorrevisehis/herexpectations.Asaresult,customersatisfactionlevelsevolve.WhyNeedsCustomerSatisfaction?Itwasprovenstrongcorrelationbetween“CompletelySatisfied”customersandownerloyalty:acustomerwillrecommendhis/herfriendstopurchasetheproduct/servicehe/sheexperienced.HarvardBusinessSchoolstudyfindings:Firmswithhigherlevelofcustomerloyalty(notmarketshare)enjoyhigherprofitabilityinagivenindustry.Profitwillincreaseby25%~85%from5%increaseincustomerloyalty.Firmsbecomemoreprofitableovertimeduetoloyalcustomers.ProfitIncreaseProfitIncreasefrom5%IncreaseinCustomerLoyaltySource:F.ReichheldandE.Sasser(1990),“ZeroDefections:QualitycomestoLife”HarvardBusinessReview,Sep.-Oct.Issue.ProfitPerCustomer(US$)CustomerProfitPatternsOverTimeSource:F.ReichheldandE.Sasser(1990),“ZeroDefections:QualitycomestoLife”HarvardBusinessReview,Sep.-Oct.Issue.LoyalCustomervs.SalesCycle–FordResearchCostofacquiringnewcustomersis5timesthecosttoretainexistingones.FrequentofCustomerContactPoint.Sales:onetimefornewcarbuyer.Service:eighttimesforcarservice.Factorsthataffectacustomerre-purchasetoyourproduct80%comesfromhighsatisfactionofserviceexperiences.ProfitableGrowthThroughCustomerLoyaltyPercentsshowcontributiontooverallcustomersatisfaction.Source:M&SServiceAnalysisExternalInfluencesOwnershipExperienceSellItRightBuildItRightDesignItRightFixItRightTreatMeRightEnduringProfitableGrowthSHAREHOLDERVALUEEnthusiastOverallOwnershipSatisfactionDesignItRightBuildItRightGetBrandRightImageBrandReliabilityValueCompe-titiveActions“ShareofWallet”BrandLoyalty$Sales$OwnerLoyalty/ConquestNewVehicleAppeal“ShareofMind”PressBuyDecision??ConsumerHeadset24%76%ProductComponentSales&ServiceCustomerSatisfactionComponentsRatingExperienceFeelingA/5BeyondExpectationSurprisedB/4GladYouReallyDoItDelightedC/3AsExpectedOkayD/2DisappointedBlackListedE/1BetrayedAngryCustomerSatisfactionScorecardCustomerFeedbackSystemFLH’sMarketingResearchforCustomerSatisfactionProduct&Quality:GQRS/JDPowerIQS&APEAL/ICCDSales:CVP/JDPowerSSIService:CVP/JDPowerCSI/CRC&DCRCsurveyDistribution:DealerAttitudeSurvey(CompanytoDealerStandard)WhatarefactorsthatblockCustomerSatisfaction.AFrameworkforCustomerSatisfactionandEnthusiasmProductComponentsEmotionalRationalAppearanceBrandImage(HaloEffect)BasicQualityPerformanceQualityExcitementQualityFailuremodeavoidanceConsumerdrivenFunctionaltargetsminimumdegradationwithtime/service123ImpactScoreCustomerExpectationsortedindescendingorderoftheirimpactonoverallsatisfaction100Q4cSalesperson’shonestyandsincerity52Q6eReceivevehicleequippedaspromised44Q2aPromptlywelcomingyoutothedealership42Q2bGivenlevelofattentionwantedwhenarrived36Q8eFollow-throughonpromisesmade33Q6aVehiclereadywhenpromised29Q5aShowconcernforindividualfinanceandinsuranceneeds29Q4bSalesperson’sknowledgeaboutproductsandservice24Q7cHelpfulnessofthedealershipduringfollow-upcall20Q6dEverythingonvehiclewasinworkingorder19Q2cTakemeseriouslywhenIarrived18Q8cAbilitytoanswerquestionsorresolveconcerns18Q8dHelpfulnessinrespondingtoquestionsorconcernsDealerOpportunitiesforActionPlansandStrengthstoMaintainSalesSurveyImpactScoreCustomerExpectationsortedindescendingorderoftheirimpactonoverallsatisfaction100Q4aQualityofserviceperformed45Q3eServiceadvisor’shonestyandsincerity44Q3cServiceadvisor’sunderstandingofserviceneeds32Q2aConvenienceoftheServiceDepartment’sopeninghours22Q5aClearlyexplainserviceworkperformedandanycharges21Q4cNotifyofchangesinserviceneedsoradditionalmaintenancerequirements21Q5bAdvisingofanymaintenancevehiclemayrequireinthefuture20Q3aPromptacknowledgementwhenarrived14Q3bStartingservicewrite-upwithinareasonableamountoftime13Q7dFollow-throughonpromisesmade7Q7cHelpfulnessinrespondingtoquestionorconcern7Q3dAccurateestimateofthecostofserviceDealerOpportunitiesforActionPlansandStrengthstoMaintainServiceSurveyHowtoImproveCustomerSatisfactionwithProduct/QualityKanomodelEstablishKeyMilestonesforNewProgramLaunch––FordcaseDevelopReliabilityProcess––FordcaseIntegrateReliabilityProcesswithProgramLaunchKeyMilestones––FordcaseTrackingProcess––Quality/ReliabilityMetricsQ/RDAM––Quality,Reliability,DisciplineAssessmentMetricsBrand/PALSConsumerHeadsetKano––PrioritizeandPlanTargetsCascadeReliabilityDemonstrationKano––ExecutionProgressScorecardCustomerSatisfactionWithvehicleCustomerSatisfaction–Brand,Product,andtheEngineer––GraphicofKeyMessagesJune5handout.pptOriginatorGSTORKWhatAreKeyDriverstoMakeYouSuccessonCustomerSatisfaction?Businesstransformationisrequiredtoshiftto……Thinkaboutthefactofexistingcompetitionenvironmentunder--ProductorServiceofferingmaybecompletelycommoditizedMarginsmaybevanishingDoesyourcompanydeliveruniquevalue,ataprofit,totargetcustomers?Cancompetitiongetafoothold?FromProduct–CentrictoCustomer–CentricProduct-CentricOrganizationCustomer-CentricOrganizationKeyPerformanceIndicatorsMarketshare,SalesrevenueCustomerloyalty,ProfitabilityCustomerSegmentStrategyGeneric,goaftereveryoneTargeted,proactiveandselectiveProduct/ServiceStandardizedOfferingCustomizedtodifferentcustomerValuePropositionProductfeatures,BetterpriceCustomersolution,SuperiorserviceOrganizationDesignStability,Specialization,StandardizationSpeed,integration,flexibilitySourcesofDifferentiationTangiblesandhardassetsIntangiblesandsoftassetsFromProduct-CentrictoCustomer-Centric:AParadigmShiftHowtoBuildupaCustomer-CentricBusinessStructure?Q&AThankYou!蕭慰農/KnightW.N.Hsiao9、静夜四无邻邻，荒居旧业业贫。。1月-231月-23Thursday,January5,202310、雨中黄叶树树，灯下白头头人。。23:00:1923:00:1923:001/5/202311:00:19PM11、以以我我独独沈沈久久，，愧愧君君相相见见频频。。。。1月月-2323:00:1923:00Jan-2305-Jan-2312、故人人江海海别，，几度度隔山山川。。。23:00:1923:00:1923:00Thursday,January5,202313、乍见翻翻疑梦，，相悲各各问年。。。1月-231月-2323:00:1923:00:19January5,202314、他乡生白白发，旧国国见青山。。。05一月月202311:00:19下下午23:00:191月-2315、比比不不了了得得就就不不比比，，得得不不到到的的就就不不要要。。。。。一月月2311:00下下午午1月月-2323:00January5,202316、行动出成果果，工作出财财富。。2023/1/523:00:1923:00:1905January202317、做前前，能能够环环视四四周；；做时时，你你只能能或者者最好好沿着着以脚脚为起起点的的射线线向前前。。。11:00:19下下午午11:00下下午23:00:191月-239、没有失失败，只只有暂时时停止成成功！。。1月-231月-23Thursday,January5,202310、很多事情努努力了未必有有结果，但是是不努力却什什么改变也没没有。。23:00:1923:00:1923:001/5/202311:00:19PM11、成成功功就就是是日日复复一一日日那那一一点点点点小小小小努努力力的的积积累累。。。。1月月-2323:00:1923:00Jan-2305-Jan-2312、世间间成事事，不不求其其绝对对圆满满，留留一份份不足足，可可得无无限完完美。。。23:00:1923:00:1923:00Thursday,January5,202313、不知香积寺寺，数里入云云峰。。1月-231月-2323:00:1923:00:19January5,202314、意志坚强的的人能把世界界放在手中像像泥块一样任任意揉捏。05一月202311:00:19下午午23:00:191月-2315、楚塞三三湘接，，荆门九九派通。。。。一月2311:00下下午1月-2323:00January5,202316、少年年十五五二十十时，，步行行夺得得胡马马骑。。。2023/1/523:00:1923:00:1905January202317、空山新新雨后，，天气晚晚来秋。。。11:00:19下下午11