服务利润链二

ProfessorJianminJiaService-ProfitChain

服务利润链如何把一个企业做强？员工和顾客应该成为管理层考虑问题的核心所在。Intheneweconomicsofservice,frontlineworkersandcustomersneedtobethecenterofmanagementconcern.

既强调市场也强调运营的组织几乎是战无不胜的。

Organizationsthatachievebothmarketandoperatingfocusarenearlyunbeatable.

Powerfulservicefirmsemployaquantifiablesetofrelationshipsthatdirectlylinksprofitandgrowthtonotonlycustomersatisfactionandloyalty,buttoemployeesatisfaction,loyalty,productivity.Customer&EmployeeFocus

以顾客和员工为中心ThePerformanceTrinity绩效三位一体领导和管理Leadershipandmanagement价值和文化Valuesandculture愿景和战略VisionandStrategy“Weexpectthatgood-to-greatleaderswouldbeginbysettinganewvisionandstrategy.Wefoundinsteadthattheyfirstgottherightpeopleonthebus,thewrongpeopleoffthebus,andtherightpeopleintherightseats–andthentheyfiguredoutwheretodriveit.”(JimCollins)Inrecentyears,physicalassetsaccountingformostofthebookvalueofcorporationshavefallentoaroundone-thirdofmarketvalue.

大多数公司的有形资产占它们市场价值的１/3.Theseintangiblescomprisesuchfactorsasbrands,information,technology,customerrelationships,thequalityofemployees,andqualityofanorganization’sleadershipandadministration. 无形资产包括品牌、信息、技术、客户关系、员工质量、组织领导和管理的质量.IntangibleAssets无形资产

Service-ProfitChain服务利润链向顾客提供的

服务价值

ValueofServicesProvidedtoCustomers顾客满意CustomerSatisfaction利润和增长Profitand

Growth高质量支持

服务和政策

High-QualitySupportServicesandPolicies满意、忠诚及

生产率高的员工Satisfied,LoyalandProductiveEmployeesCustomers顾客Employees员工顾客忠诚

Customer

Loyalty

Customerloyaltyandcommitmentaretheprimarydriversofgrowthandprofitability.Customerloyaltyandcommitmentemanatefromcustomersatisfactioncomparedtocompetition.Customersatisfactionresultsfromtherealizationofhighlevelsofvaluecomparedtocompetition.Valueiscreatedbysatisfied,committed,loyal,andproductiveemployees.Employeesatisfactionresultsfromseveralfactors:the“fairness”ofmanagement,thequalityofone’speersintheworkplace,theopportunityforpersonalgrowthonthejob,capability,thelatitudewithinlimitstodeliverresultstocustomers,levelsofcustomersatisfactionachievedincustomer-facingjob,andmonetarycompensation.DriversofService-ProfitChain

服务利润链的驱动力LinksintheServiceProfitChain

服务利润链链接顾客满意CustomerSatisfaction顾客忠诚CustomerLoyalty收入增长RevenueGrowth盈利能力Profitability内部服务质量InternalServiceQuality员工满意EmployeeSatisfaction员工保留EmployeeRetention员工生产率EmployeeProductivity外部服务价值ExternalServiceValue运营战略与服务传送系统

OperatingStrategyandServiceDeliverySystemworkplacedesignjobdesignemployeeselectionanddevelopmentemployeerewardsandrecognitiontoolsforservingcustomersserviceconcept:resultsforcustomersservicedesignedanddeliveredtomeettargetedcustomers’needsRetentionRepeatbusinessreferralCase1:SouthwestAirlines西南航空Startedbyconcentratingonservingintrastate,no-frillscommutersinTexas.Nowexpandedtoserve58citiesExperienced30straightyearsofprofitsYieldedanaverage35%annualreturntoinvestorsThenation’sfourth-largestdomesticcarrier“Less-for-much-less”positioningAverageflighttime=1hour&one-wayfare=$84onlymajorshorthaul,low-fare,high-frequency,point-to-pointcarrierLowpricesbynotservingmeals(justpeanuts),notassigningseats(firstcome,firstserved),andnotusingtravelagents.CustomervalueandemployeesatisfactionDependable,frequent,andfriendlyserviceatalowpriceItse-mail-basedclick‘nsaveprogramhas2.7millionsubscribersforreceivingspecialfareoffersIt’seasiertogetintoHarvardthantobehiredbySWA(4%acceptancerate)Awardsforbeston-timeservice,bestbaggagehandling,andbestcustomerserviceCheerfulemployeesgooutoftheirwaytoamuse,surprise,orentertainpassengers(e.g.,introducingthemselvestooneanother,thenhug,thenkiss,thenproposemarriage)ProfitSharingandStockPurchasePlanforSWAEmployees“SouthwestAirlinesgivessecuritytoitsemployees,andsecuritybreedsloyalty”“Funloving,casualairline”RankingsofEightLargestUSAirlinesforRevenue,Profit,

On-TimeArrival,andCustomerServiceComplaints(1995)SW=25minuteturnaroundOthers=55minutesCase2:AmericanExpress美国运运通RelationshipsbetweenCustomerSatisfactionandOfficeProfitabilityComparisonofTopandBottom10%ofAmericanExpress’’sBusinessTravelOffices,RankedbyReturnonSales,1995美国运运通销销售收收入最最高的的10%和和最低低的10%的商商务旅旅行办办公室室比较较Top最高的

10%Bottom最低的

10%ReturnonSales销销售收收入GetsThroughQuickly服服务务迅速速TicketsRight订订票准准确Profit利润CustomerRatings顾客评评分(5PointScale5分制制)4.143.374.694.52(r=0.51)(r=0.65)

RelationshipbetweenEmployeeSatisfactionandOfficeProfitabilityProfit利润ComparisonofTopandBottom10%ofAmericanExpress’’sBusinessTravelOffices,RankedbyReturnonSales美国运通销销售收入最最高的10%和最低低的10%的商务旅旅行办公室室比较EmployeeRatings员工评分(5PointScale5分制)3.694.043.142.852.993.522.852.7ReturnonSales销售收入入PhysicalSurroundings环境设施施SafetyofWorkplace工作场所所

的安安全性WayThings

GetDone做事的方方式FocusonShort-Term注重短期期Top最高的

10%Bottom最低的

10%Case3:Wal-MartStores沃尔玛百百货公司司Productivity生产率1995SalesPerEmployee

员工人均销售额Wal-MartKMartTarget$138,710$114,630$109,250SalesPerSquareFoot,Stores

店铺每平方英尺平均销售额Wal-MartKMartTarget$297$211$195IndustryWal-MartIndustryWal-MartMedian,ManagersMedian,EmployeesManagersEmployees行业一般般沃沃尔尔玛行行业业一般沃沃尔尔玛管管理者管管理理者员员工工员员工HighLowRelativeTurnover相对流失失率EmployeeandManagementTurnover,员工和管管理层流流失率1994DiscountDepartmentStores折扣百货公公司“Niceness”astheprimarycriterionforchoosingassociatesWelltrained,recognition,commitmentStockpurchaseplan–15%discount–50%ofallassociatesdosoIncentive-bonusplan&profitsharingOperatingMarginsFirm公司199419931992Wal-Mart7.1%7.5%7.5%TargetKMartConsumerRatingsChain连锁店Value价值Service服务

(“SalesHelp”)Wal-Mart54Meijer43Target52ShopKo32Bradlees31Venture41MontgomeryWard32FredMayer32KMart31Caldor31Ames21Growth,Profit,andReturnonEquity,1985-1995Company公司AverageAnnual

GrowthinSales

销售额年均增长AverageAnnual

GrowthinProfit

利润年均增长ReturnonEquity

资本回报率Wal-Mart27.0%23.6%24.2%Target10.3%.9%14.3%KMart4.4%Negative8.6%Searsnegative3.4%9.2%CustomerValueEquation顾客价值值等式Cases:FederalExpressSingaporeAirlinesOutcomequalityandprocessqualityFivedimensionsofserviceprocessquality可靠性性DependabilityDidtheserviceproviderdowhatwaspromised?“Whenitabsolutely,positively,hastogetthere.””(FedEx)反应性性ResponsivenessWastheserviceprovidedinatimelymanner?权威性性AuthorityDidtheserviceproviderelicitafeelingofconfidenceinthecustomerduringtheservicedeliveryprocess?体贴性性EmpathyWastheserviceproviderabletotakethecustomer’’spointofview?有形证证据TangibleevidenceWasevidenceleftthattheservicewasindeedperformed?“Ournewbusinessclassseatsmaycausedrowsiness.”(UA)Servicepositioning#1Customers’viewsofserviceprocessqualitydependprimarilyontherelationshipbetweenwhatwasactuallydeliveredinrelationtowhatwasexpectedbythecustomers.Servicequalityisrelative,notabsolute(referenceeffect).服务质质量是是相对对而非非绝对对的（（参考考性））。Itisdeterminedbythecustomer,notbytheserviceprovider(perception).它被顾顾客而而不是是服务务供应应商决决定（（感知知性））。Itvariesfromonecustomertoanother(variation).它随不不同的的顾客客而异异（变变化性性）。。Servicequalitycanbeenhancedbymeetingorexceedingcustomers’expectationsortakingstepstocontrolsuchexpectations––““underpromiseandoverdeliver””(satisfaction).提高服服务质质量可可以通通过满满足或或超额额满足足顾客客的期期望或或者采采取措措施来来控制制顾客客期望望——““低许许诺和和高提提供””。Criteriaofgoodperceivedservicequality1)Professionalism&skills;2)Attitudesandbehavior;3)Accessibility&flexibility;4)Reliability&trustworthiness;5)Servicerecovery;6)Serviscape;7)Reputation&credibility;8)Consistency.ServiceQuality服务质质量ExpectedQuality期望质质量Communication沟通Sales销售售Perceptions感知知Wordofmouth口碑碑Pastexperience经验验Needs&wants需求求CustomerSatisfaction顾客客满满意意PerceivedqualityofCompetitors感知知的的竞竞争争者者的的质质量量Perception感知知Result:What结果果：：是是什什么么Process:How过程程：：如如何何实实现现CustomerSatisfaction顾客客满满意意TotalperceivedQuality全面面感感知知的质量量ExperiencedQuality体验的质质量Satisfaction-LoyaltyRelationship满意忠诚诚关系automobilespersonalcomputershospitalsairlineslocaltelephoneHowtheCompetitiveEnvironmentAffectstheSatisfaction-LoyaltyRelationship12345completelydissatisfiedcompletelysatisfiedHighlyCompetitiveZoneCommoditizationorlowdifferentiationConsumerindifferenceManysubstitutesLowcostofswitchingSatisfaction

满意RegulatedmonopolyorfewsubstitutesDominantbrandequityHighcostofswitchingPowerfulloyaltyprogramProprietarytechnologyNoncompetitiveZonelowhighLoyalty

忠诚CustomerLoyalty顾客忠诚诚DrivesProfitabilityandGrowth驱动利润润和增长长A5%increaseincustomerloyaltycanproduceprofitincreasesfrom25%to85%.顾客忠诚诚度5%的增长可导导致利润润增长25%-85%CustomerLifetimeValue顾客终身价值IndustryProfitperCustomer(indollars)byYearofRelationship12345CreditCarIssuanceandServicing

信用汽车保险与服务IndustrialLaundry工业洗衣IndustrialDistribution工业分销AutoServicing汽车服务(21)*1444525421669935441921217049222144885525616888*FiguresinparenthesesdenotelossesCustomerProfitPatternsoverTimeCustomerLifetimeValue:Industries顾客终身价值：行行业CustomerandEmployee顾客与员员工CRM顾顾客关系管理理CustomerSatisfactionCustomerRetentionCustomerLifetimeValueKeyCustomersERM员员工关系管理理EmployeeSatisfactionEmployeeRetentionEmployeeLifetimeValueKeyEmployeesTreatcustomerslikeemployeesandemployeeslikecustomersCRM(ERM)是是通过过提供高高的顾客客(员工)价值和满满意来建建立并维维持有利利可图的的顾客(员工)关系的整整个过程程。TheSatisfaction“Mirror””“满意镜镜”MoreFamiliarity

withCustomerNeedsandWaysofMeetingThem更熟悉顾顾客的需需要及满满足顾客客的方式式GreaterOpportunity

forRecoveryfromErrors更多的补补救失误误的机会会HigherEmployeeSatisfaction更高的员员工满意意度HigherProductivity更高的生生产率ImprovedQualityofService更佳的服服务质量量More

RepeatPurchases更多的重重复购买买StrongerTendencytoComplainaboutServiceErrors更愿意抱抱怨服务务失误HigherCustomerSatisfaction更高的服服务满意意度LowerCosts更低的成成本BetterResults更好的结结果Customer顾客Employee员工ComparisontoPerformanceMeasuresYearAvg.GrowthinRevenue营业额增长Avg.GrowthinProfits利润增长Avg.GrowthinMarketValue市场价值增长100BestS&P500100BestS&P500100BestS&P500199814%8%116%6%31%35%199914%4%55%9%30%28%200024%12%66%21%96%21%200125%13%228%9%121%5%Fortune’s100BestPlacestoWorkversusCompaniesintheStandard&Poor’’s500,1998-2001《财富》》评选的的100个最适适合工作作的地方方对比标标准普尔尔的500个公公司EmployeeValueEquation员工价值值等式Opportunitytosolveproblemsforcustomers为顾客解解决问题题的机会会Opportunitiesforpersonaldevelopment个人发展展的机遇遇Degreetowhichworkgetsrecognized工作得到到认可的程度The““fairness”ofmyManager上司的““公正性性”Workingwithwinners与成功者者一起工工作Appropriatecompensation适当的补补偿Jobcontinuity工作的连连续性CycleofEmployeeCapability仔细地选择员工和顾客（包括自我选择）CarefulEmployeeandCustomerSelection

(andself-Selection)

高质量培训

High-Quality

Training精心设计计

的支支持体系系

—信信息；——设施Well-Designed

SupportSystems满足顾客需求求的

较高标标准GreaterLatitudetoMeetCustomers’Needs对员工的明确确

限制和期期望ClearLimitson,

andExpectations

of,Employees适当奖励和和经常认可AppropriateRewardsandFrequent

Recognition满意的员工

Satisfied

Employees员工推荐潜潜在求职者EmployeeReferralsofPotentialJobCandidatesIsattitudeemphasized?Arejobpreviewsutilized?Arecustomersscreened?Istrainingforjobandlife?Isitandimportantelementofqualityofworklife?Dotheyreflectneeds

oftheserviceencounter?Aretheydesignedtofosterrelationships?Doesitreflecttopmanagement“talk”?Isitenoughtoallow

deliveryofresultstocustomers?Areemployeesencouragedtoreferfriends?Arereferralsfromthe

“best”employeesgivenpriority?Issatisfactionmeasuredperiodically?Aremeasurements

linkedtootherfunctionsonthe

Cycle?Aretheylinkedtoserviceobjectives?Aretheybalanced

betweenmonetaryandnon-monetary?从优秀到卓越越任何从优秀秀到卓越公公司的最终终飞跃，靠靠的不是市市场，不是是技术，不不是竞争，，也不是产产品。有一一件事比其其他任何事事都举足轻轻重：那就就是招聘并并留住好的的员工。在你确定将将汽车开向向何处之前前，首先必必须有合适适的人在车车上（不合合适的人被被请下车））。补偿机制不不是为了让让不合适的的雇员作出出正确的举举动，而是是要让合适适的雇员能能上车，并并保证他们们能留在那那儿。--JimCollins永远远不不断断地地寻寻找找优优秀秀并并且且志志同同道道合合的的员员工工ComplaintEscalationPyramid抱怨怨升升级级金金字字塔塔VicePresident副总总裁裁MiddleManagement中层层管管理理人人员员FrontlineServiceProviders一线线服服务务人人员员Oneintwoofthesestilldissatisfiedcomplain½的的不不满满者者仍仍抱抱怨怨25%ofcomplainantsstilldissatisfied25%的的抱抱怨怨者者仍仍不不满满Oneinfivecomplain1/5抱抱怨怨25%ofthesecustomersstilldissatisfied这些些顾顾客客25%仍仍不不满满40%Complain40%抱抱怨怨100%ofdissatisfiedcustomers100%不不满满的的顾顾客客1Complaint=一次次抱抱怨怨=2customersdissatisfiedatmiddlemanagementlevel=中层层抱抱怨怨者者的的2个个不不满满客客户户=10whocomplaintomiddlemanagement=10个个向向中中层层抱抱怨怨的的人人=50customerswhoremaindissatisfiedafterfrontlineeffort=50个个经经第第一一线线努努力力后后仍仍不不满满的的顾顾客客=200whocomplainTofrontline=200个个向向一一线线人人员员抱抱怨怨的的人人=500whoaredissatisfied=500个个不不满满的的顾顾客客=THECOMPLAINTPROCESSSTATEDINPERCETAGES百分分比比表表示示的的抱抱怨怨过过程程THEPYRAMIDDESCRIBEDINNUMBERS以数数量量表表示示的的金金字字塔塔DissatisfiedCustomers’’RepurchaseIntentionsunderVariousConditions不同同条条件件下下不不满满顾顾客客的的重重购购意意图图你的的组组织织的的““业业务务””是是什什么么？？它它是是由由价价值值和和结结果果定定义义而而非非产产品品和和服服务务定定义义的的吗吗？？Whatisyourorganization’’s““business””?Isitdefinedintermsofvalueandresultsversusproductsandservices?你的的组组织织很很明明确确地地界界定定了了顾顾客客和和非非顾顾客客了了吗吗？？Howcarefullyhasyourorganizationdefinedwhoitwillserveandwhonot?你的的组组织织是是通通过过什什么么方方法法————政政策策、、实实践践、、过过程程还还是是组组织织————为为中意意的的顾顾客客和和员员工工提提供供较较高高的的价价值值成成本本均均衡衡的的？？Bywhatmeans––policies,practices,processes,organization––isvalueleveragedovercostsforpreferredcustomersandemployees?在多多大大程程度度上上你你的的组组织织的的价价值值传传送送系系统统使使经经营营战战略略达达到到良良好好的的价价值值成成本本均均衡衡？？Towhatdegreedoesyourorganization’’svaluedeliverysystemenableitsoperatingstrategytoleveragevalueovercosts?你们们在在多多大大的的程程度度上上度度量量并并追追踪踪服服务务利利润润链链中中的的元元素素的的？？Towhatextentdoyoumeasureandtrackelementsoftheserviceprofitchain?在多多大大程程度度上上，，你你们们的的管管理理者者和和员员工工是是基基于于获获得得经经营营绩绩效效而而得得到到认认可可和和奖奖励励的的？？Towhatextentaremanagersandemployeesrecognizedandrewardedonthebasisofachievingperformancemeasures?在各各种种价价值值等等式式维维度度中中你你的的顾顾客客和和员员工工寻寻求求的的是是什什么么？？你你是是如如何何知知道道的的？？Whatdocustomersandemployeesseekonvariousvalueequationdimensions?Howdoyouknow?QuestionsforManagers管理理者者需需要要思思考考的的问问题题9、静夜四无无邻，荒居居旧业贫。。。1月-231月-23Thursday,January5,202310、雨中黄叶树树，灯下白头头人。。20:55:4720:55:4720:551/5/20238:55:47PM11、以以我我独独沈沈久久，，愧愧君君相相见见频频。。。。1月月-2320:55:4720:55Jan-2305-Jan-2312、故故人人江江海海别别，，几几度度隔隔山山川川。。。。20:55:4720:55:4720:55Thursday,January5,202313、乍见见翻疑疑梦，，相悲悲各问问年。。。1月-231月-2320:55:4720:55:47January5,202314、他乡乡生白白发，，旧国国见青青山。。。05一一月月20238:55:47下下午20:55:471月-2315、比不了得就就不比，得不不到的就不要要。。。一月238:55下下午1月-2320:55January5,202316、行动出成成果，工作作出财富。。。2023/1/520:55:4720:55:4705January202317、做做前前，，能能够够环环视视四四周周；；做做时时，，你你只只能能或或者者最最好好沿沿着着以以脚脚为为起起点点