精選服務(wù)利潤鏈介紹

ProfessorJianminJiaService-ProfitChain

服務(wù)利潤鏈如何把一個(gè)企業(yè)做強(qiáng)？員工和顧客應(yīng)該成為管理層考慮問題的核心所在。Intheneweconomicsofservice,frontlineworkersandcustomersneedtobethecenterofmanagementconcern.

既強(qiáng)調(diào)市場也強(qiáng)調(diào)運(yùn)營的組織幾乎是戰(zhàn)無不勝的。

Organizationsthatachievebothmarketandoperatingfocusarenearlyunbeatable.

Powerfulservicefirmsemployaquantifiablesetofrelationshipsthatdirectlylinksprofitandgrowthtonotonlycustomersatisfactionandloyalty,buttoemployeesatisfaction,loyalty,productivity.Customer&EmployeeFocus

以顧客和員工為中心ThePerformanceTrinity績效三位一體領(lǐng)導(dǎo)和管理Leadershipandmanagement價(jià)值和文化Valuesandculture愿景和戰(zhàn)略VisionandStrategy“Weexpectthatgood-to-greatleaderswouldbeginbysettinganewvisionandstrategy.Wefoundinsteadthattheyfirstgottherightpeopleonthebus,thewrongpeopleoffthebus,andtherightpeopleintherightseats–andthentheyfiguredoutwheretodriveit.”(JimCollins)Inrecentyears,physicalassetsaccountingformostofthebookvalueofcorporationshavefallentoaroundone-thirdofmarketvalue. 大多數(shù)公司的有形資產(chǎn)占它們市場價(jià)值的１/3.Theseintangiblescomprisesuchfactorsasbrands,information,technology,customerrelationships,thequalityofemployees,andqualityofanorganization’sleadershipandadministration. 無形資產(chǎn)包括品牌、信息、技術(shù)、客戶關(guān)系、員工質(zhì)量、組織領(lǐng)導(dǎo)和管理的質(zhì)量.IntangibleAssets無形資產(chǎn)

12、世間成事，不求其絕對圓滿，留一份不足，可得無限完美。服務(wù)質(zhì)量是相對而非絕對的（參考性）。Customer&EmployeeFocus

以顧客和員工為中心ReturnonSalesdifferentiationQuality

全面感知的質(zhì)量17:01:1117:01:1117:0110/30/20225:01:11PMCustomerloyaltyandcommitmentaretheprimarydriversofgrowthandprofitability.補(bǔ)償機(jī)制不是為了讓不合適的雇員作出正確的舉動，而是要讓合適的雇員能上車，并保證他們能留在那兒。Manysubstitutes30十月20225:01:11下午17:01:1110月-22權(quán)威性 AuthoritySatisfactionThenation’sfourth-largestdomesticcarrierIstrainingforjobandlife?Service-ProfitChain服務(wù)利潤鏈向顧客提供的

服務(wù)價(jià)值

ValueofServicesProvidedtoCustomers顧客滿意CustomerSatisfaction利潤和增長Profitand

Growth高質(zhì)量支持

服務(wù)和政策

High-QualitySupportServicesandPolicies滿意、忠誠及

生產(chǎn)率高的員工Satisfied,LoyalandProductiveEmployeesCustomers顧客Employees員工顧客忠誠

Customer

Loyalty

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

服務(wù)利潤鏈的驅(qū)動力LinksintheServiceProfitChain

服務(wù)利潤鏈鏈接顧客滿意CustomerSatisfaction顧客忠誠CustomerLoyalty收入增長RevenueGrowth盈利能力Profitability內(nèi)部服務(wù)質(zhì)量InternalServiceQuality員工滿意EmployeeSatisfaction員工保留EmployeeRetention員工生產(chǎn)率EmployeeProductivity外部服務(wù)價(jià)值ExternalServiceValue運(yùn)營戰(zhàn)略與服務(wù)傳送系統(tǒng)

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”9、靜夜四無鄰，荒居舊業(yè)貧。16、少年十五二十時(shí)，步行奪得胡馬騎。Customer&EmployeeFocus

以顧客和員工為中心運(yùn)營戰(zhàn)略與服務(wù)傳送系統(tǒng)

OperatingStrategyandServiceDeliverySystemOthers=55minutesCustomer

顧客Higher

Employee

Satisfaction

更高的員工滿意度Wastheserviceprovidedinatimelymanner?無形資產(chǎn)包括品牌、信息、技術(shù)、客戶關(guān)系、員工質(zhì)量、組織領(lǐng)導(dǎo)和管理的質(zhì)量.Commoditization對員工的明確

限制和期望

ClearLimitson,

andExpectations

of,EmployeesQuestionsforManagers

管理者需要思考的問題servicedesignedanddeliveredtomeettargetedcustomers’needsWefoundinsteadthattheyfirstgottherightpeopleonthebus,thewrongpeopleoffthebus,andtherightpeopleintherightseats–andthentheyfiguredoutwheretodriveit.16:38:2716:38:2716:3810/30/20224:38:27PMProfitSharingandStockPurchasePlanforSWAEmployeesRankingsofEightLargestUSAirlinesforRevenue,Profit,

On-TimeArrival,andCustomerServiceComplaints(1995)SW=25minuteturnaroundOthers=55minutesCase2:AmericanExpress美國運(yùn)通RelationshipsbetweenCustomer

SatisfactionandOfficeProfitabilityComparisonofTopandBottom10%ofAmericanExpress’sBusinessTravelOffices,RankedbyReturnonSales,1995

美國運(yùn)通銷售收入最高的10%和最低的10%的商務(wù)旅行辦公室比較Top最高的

10%Bottom最低的

10%ReturnonSales

銷售收入GetsThroughQuickly

服務(wù)迅速TicketsRight

訂票準(zhǔn)確Profit

利潤C(jī)ustomerRatings

顧客評分

(5PointScale5分制)4.143.374.694.52(r=0.51)(r=0.65)

RelationshipbetweenEmployee

SatisfactionandOfficeProfitabilityProfit

利潤C(jī)omparisonofTopandBottom10%ofAmericanExpress’sBusinessTravelOffices,RankedbyReturnonSales

美國運(yùn)通銷售收入最高的10%和最低的10%的商務(wù)旅行辦公室比較EmployeeRatings

員工評分(5PointScale5分制)3.694.043.142.852.993.522.852.7ReturnonSales銷售收入Physical

Surroundings環(huán)境設(shè)施Safetyof

Workplace工作場所

的安全性WayThings

GetDone做事的方式Focuson

Short-Term注重短期Top最高的

10%Bottom最低的

10%Case3:Wal-MartStores

沃爾瑪百貨公司

Productivity生產(chǎn)率1995SalesPerEmployee

員工人均銷售額Wal-MartKMartTarget$138,710$114,630$109,250SalesPerSquareFoot,Stores

店鋪每平方英尺平均銷售額Wal-MartKMartTarget$297$211$195IndustryWal-MartIndustryWal-Mart

Median,ManagersMedian,Employees

ManagersEmployees

行業(yè)一般沃爾瑪行業(yè)一般沃爾瑪

管理者管理者員工員工HighLowRelativeTurnover

相對流失率Employeeand

ManagementTurnover,

員工和管理層流失率

1994

DiscountDepartmentStores

折扣百貨公司“Niceness”astheprimarycriterionforchoosingassociatesWelltrained,recognition,commitmentStockpurchaseplan–15%discount–50%ofallassociatesdosoIncentive-bonusplan&profitsharingOperatingMarginsFirm公司199419931992Wal-Mart7.1%7.5%7.5%TargetKMartConsumerRatingsChain連鎖店Value價(jià)值Service服務(wù)

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

GrowthinSales

銷售額年均增長AverageAnnual

GrowthinProfit

利潤年均增長ReturnonEquity

資本回報(bào)率Wal-Mart27.0%23.6%24.2%Target10.3%.9%14.3%KMart4.4%Negative8.6%Searsnegative3.4%9.2%CustomerValueEquation顧客價(jià)值等式Cases:

FederalExpressSingaporeAirlinesOutcomequalityandprocessqualityFivedimensionsofserviceprocessquality可靠性 Dependability

Didtheserviceproviderdowhatwaspromised?

“Whenitabsolutely,positively,hastogetthere.”(FedEx)反應(yīng)性

Responsiveness

Wastheserviceprovidedinatimelymanner?權(quán)威性

Authority

Didtheserviceproviderelicitafeelingofconfidenceinthecustomerduringtheservicedeliveryprocess?體貼性

Empathy

Wastheserviceproviderabletotakethecustomer’spointofview?有形證據(jù) Tangibleevidence

Wasevidenceleftthattheservicewasindeedperformed? “Ournewbusinessclassseatsmaycausedrowsiness.”(UA)Servicepositioning#1Customers’viewsofserviceprocessqualitydependprimarilyontherelationshipbetweenwhatwasactuallydeliveredinrelationtowhatwasexpectedbythecustomers.Servicequalityisrelative,notabsolute(referenceeffect).

服務(wù)質(zhì)量是相對而非絕對的（參考性）。Itisdeterminedbythecustomer,notbytheserviceprovider(perception).它被顧客而不是服務(wù)供應(yīng)商決定（感知性）。Itvariesfromonecustomertoanother(variation).

它隨不同的顧客而異（變化性）。Servicequalitycanbeenhancedbymeetingorexceedingcustomers’expectationsortakingstepstocontrolsuchexpectations–“underpromiseandoverdeliver”(satisfaction).

提高服務(wù)質(zhì)量可以通過滿足或超額滿足顧客的期望或者采取措施來控制顧客期望—“低許諾和高提供”。Criteriaofgoodperceivedservicequality1)Professionalism&skills;2)Attitudesandbehavior;3)Accessibility&flexibility;4)Reliability&trustworthiness;5)Servicerecovery;6)Serviscape;7)Reputation&credibility;8)Consistency.ServiceQuality服務(wù)質(zhì)量ExpectedQuality

期望質(zhì)量Communication溝通Sales銷售Perceptions感知Wordofmouth口碑Pastexperience經(jīng)驗(yàn)Needs&wants需求CustomerSatisfaction

顧客滿意Perceived

quality

ofCompetitors

感知的競爭者

的質(zhì)量Perception

感知Result:What

結(jié)果：是什么Process:How

過程：如何實(shí)現(xiàn)CustomerSatisfaction顧客滿意TotalperceivedQuality

全面感知的質(zhì)量ExperiencedQuality

體驗(yàn)的質(zhì)量Satisfaction-LoyaltyRelationship滿意忠誠關(guān)系automobilespersonalcomputershospitalsairlineslocaltelephoneHowtheCompetitiveEnvironmentAffectstheSatisfaction-LoyaltyRelationship12345completelydissatisfiedcompletelysatisfiedHighlyCompetitiveZoneCommoditizationorlowdifferentiationConsumerindifferenceManysubstitutesLowcostofswitchingSatisfaction

滿意RegulatedmonopolyorfewsubstitutesDominantbrandequityHighcostofswitchingPowerfulloyaltyprogramProprietarytechnologyNoncompetitiveZonelowhighLoyalty

忠誠CustomerLoyalty顧客忠誠

DrivesProfitabilityandGrowth驅(qū)動利潤和增長A5%increaseincustomerloyaltycanproduceprofitincreasesfrom25%to85%.顧客忠誠度5%的增長可導(dǎo)致利潤增長25%-85%CustomerLifetimeValue顧客終身價(jià)值IndustryProfitperCustomer(indollars)byYearofRelationship12345CreditCarIssuanceandServicing

信用汽車保險(xiǎn)與服務(wù)IndustrialLaundry工業(yè)洗衣IndustrialDistribution工業(yè)分銷AutoServicing汽車服務(wù)(21)*1444525421669935441921217049222144885525616888*FiguresinparenthesesdenotelossesCustomerProfitPatternsoverTimeCustomerLifetimeValue:Industries

顧客終身價(jià)值：行業(yè)CustomerandEmployee

顧客與員工CRM顧客關(guān)系管理CustomerSatisfactionCustomerRetentionCustomerLifetimeValueKeyCustomersERM員工關(guān)系管理EmployeeSatisfactionEmployeeRetentionEmployeeLifetimeValueKeyEmployeesTreatcustomerslikeemployeesandemployeeslikecustomersCRM(ERM)是通過提供高的顧客(員工)價(jià)值和滿意來建立并維持有利可圖的顧客(員工)關(guān)系的整個(gè)過程。TheSatisfaction“Mirror”“滿意鏡”MoreFamiliarity

withCustomer

NeedsandWays

ofMeetingThem

更熟悉顧客的需要及滿足顧客的方式GreaterOpportunity

forRecovery

fromErrors

更多的補(bǔ)救失誤的機(jī)會Higher

Employee

Satisfaction

更高的員工滿意度HigherProductivity

更高的生產(chǎn)率ImprovedQualityofService

更佳的服務(wù)質(zhì)量More

Repeat

Purchases

更多的重復(fù)購買Stronger

Tendencyto

Complainabout

ServiceErrors

更愿意抱怨服務(wù)失誤Higher

Customer

Satisfaction

更高的服務(wù)滿意度LowerCosts

更低的成本BetterResults

更好的結(jié)果Customer

顧客Employee

員工ComparisontoPerformanceMeasuresYearAvg.GrowthinRevenue營業(yè)額增長Avg.GrowthinProfits利潤增長Avg.GrowthinMarketValue市場價(jià)值增長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《財(cái)富》評選的100個(gè)最適合工作的地方對比標(biāo)準(zhǔn)普爾的500個(gè)公司EmployeeValueEquation員工價(jià)值等式Opportunitytosolveproblemsforcustomers

為顧客解決問題的機(jī)會Opportunitiesforpersonaldevelopment

個(gè)人發(fā)展的機(jī)遇Degreetowhichworkgetsrecognized

工作得到認(rèn)可的程度The“fairness”ofmyManager

上司的“公正性”Workingwithwinners

與成功者一起工作Appropriatecompensation

適當(dāng)?shù)难a(bǔ)償Jobcontinuity

工作的連續(xù)性CycleofEmployeeCapability仔細(xì)地選擇員工和顧客（包括自我選擇）CarefulEmployeeandCustomerSelection

(andself-Selection)

高質(zhì)量培訓(xùn)

High-Quality

Training精心設(shè)計(jì)

的支持體系

—信息；—設(shè)施

Well-Designed

SupportSystems滿足顧客需求的

較高標(biāo)準(zhǔn)

GreaterLatitudetoMeet

Customers’Needs對員工的明確

限制和期望

ClearLimitson,

andExpectations

of,Employees適當(dāng)獎(jiǎng)勵(lì)

和經(jīng)常認(rèn)可

AppropriateRewards

andFrequent

Recognition滿意的員工

Satisfied

Employees員工推薦

潛在求職者

EmployeeReferralsofPotentialJob

CandidatesIsattitudeemphasized?Arejobpreviewsutilized?Arecustomersscreened?Istrainingforjobandlife?Isitandimportantelement

ofqualityofworklife?Dotheyreflectneeds

oftheservice

encounter?Aretheydesignedto

fosterrelationships?Doesitreflecttop

management“talk”?Isitenoughtoallow

deliveryofresultsto

customers?Areemployeesencouraged

toreferfriends?Arereferralsfromthe

“best”employees

givenpriority?Issatisfaction

measuredperiodically?Aremeasurements

linkedtoother

functionsonthe

Cycle?Aretheylinkedto

serviceobjectives?Aretheybalanced

betweenmonetary

andnon-monetary?從優(yōu)秀到卓越任何從優(yōu)秀到卓越公司的最終飛躍，靠的不是市場，不是技術(shù)，不是競爭，也不是產(chǎn)品。有一件事比其他任何事都舉足輕重：那就是招聘并留住好的員工。在你確定將汽車開向何處之前，首先必須有合適的人在車上（不合適的人被請下車）。補(bǔ)償機(jī)制不是為了讓不合適的雇員作出正確的舉動，而是要讓合適的雇員能上車，并保證他們能留在那兒。

--JimCollins永遠(yuǎn)不斷地尋找優(yōu)秀并且志同道合的員工ComplaintEscalationPyramid抱怨升級金字塔Vice

President

副總裁MiddleManagement

中層管理人員FrontlineServiceProviders

一線服務(wù)人員Oneintwoofthese

stilldissatisfied

complain

?的不滿者仍抱怨25%ofcomplainants

stilldissatisfied

25%的抱怨者仍不滿Oneinfivecomplain

1/5抱怨25%ofthesecustomers

stilldissatisfied

這些顧客25%仍不滿40%Complain

40%抱怨100%of

dissatisfiedcustomers

100%不滿的顧客1Complaint=

一次抱怨=2customers

dissatisfiedatmiddle

managementlevel=

中層抱怨者的2個(gè)不滿客戶=10whocomplainto

middlemanagement=

10個(gè)向中層抱怨的人=50customerswhoremain

dissatisfiedafterfrontline

effort=

50個(gè)經(jīng)第一線努力后仍不滿的顧客=200whocomplain

Tofrontline=

200個(gè)向一線人員抱怨的人=500whoare

dissatisfied=

500個(gè)不滿的顧客=THECOMPLAINT

PROCESSSTATEDIN

PERCETAGES

百分比表示的抱怨過程THEPYRAMID

DESCRIBEDIN

NUMBERS

以數(shù)量表示的金字塔DissatisfiedCustomers’Repurchase

IntentionsunderVariousConditions

不同條件下不滿顧客的重購意圖你的組織的“業(yè)務(wù)”是什么？它是由價(jià)值和結(jié)果定義而非產(chǎn)品和服務(wù)定義的嗎？

Whatisyourorganization’s“business”?Isitdefinedintermsofvalueandresultsversusproductsandservices?你的組織很明確地界定了顧客和非顧客了嗎？

Howcarefullyhasyourorganizationdefinedwhoitwillserveandwhonot?你的組織是通過什么方法——政策、實(shí)踐、過程還是組織——為中意的顧客和員工提供較高的價(jià)值成本均衡的？

Bywhatmeans–policies,practices,processes,organization–isvalueleveragedovercostsforpreferredcustomersandemployees?在多大程度上你的組織的價(jià)值傳送系統(tǒng)使經(jīng)營戰(zhàn)略達(dá)到良好的價(jià)值成本均衡？

Towhatdegreedoesyourorganization’svaluedeliverysystemenableitsoperatingstrategytoleveragevalueovercosts?你們在多大的程度上度量并追蹤服務(wù)利潤鏈中的元素的？

Towhatextentdoyoumeasureandtrackelementsoftheserviceprofitchain?在多大程度上，你們的管理者和員工是基于獲得經(jīng)營績效而得到認(rèn)可和獎(jiǎng)勵(lì)的？

Towhatextentaremanagersandemployeesrecognizedandrewardedonthebasisofachievingperformancemeasures?在各種價(jià)值等式維度中你的顧客和員工尋求的是什么？你是如何知道的？

Whatdocustomersandemployeesseekonvariousvalueequationdimensions?Howdoyouknow?QuestionsforManagers

管理者需要思考的問題9、靜夜四無鄰，荒居舊業(yè)貧。。11月-2211月-22Thursday,November24,202210、雨中黃葉樹，燈下白頭人。。14:59:1714:59:1714:5911/24/20222:59:17PM11、以我獨(dú)沈久，愧君相見頻。。11月-2214:59:1714:59Nov-2224-Nov-22