專業(yè)英語物流與供應(yīng)鏈管理 課件

Chapter2

ThecustomerservicedimensionChapter2

ThecustomerservicOutlineThemarketingandlogisticsinterfaceWhatiscustomerservice?CustomerserviceandcustomerretentionService-drivenlogisticssystemsSettingcustomerserviceprioritiesSettingservicestandardsSummaryOutlineThemarketingandlogisThischapter：

Highlighttheimportanceofmanagingthemarketingandlogisticsinterfaceonanintegratedbasis.強(qiáng)調(diào)在協(xié)調(diào)的基礎(chǔ)上管理市場營銷與物流接口的重要性。Emphasizestheneedtounderstandthemultipleelementsofservicefromthecustomerperspective.從顧客角度出發(fā)，強(qiáng)調(diào)理解多重服務(wù)要素的重要性。Thischapter：HighlighttheimExplainsoftheimportanceofcustomerretentionandthelifetimevalueofacustomer.解釋客戶保持與客戶終身價(jià)值的重要性。Outlinestheideaofaservice-drivenlogisticssystembaseduponidentifiedserviceprioritiesandacustomerbasedsegmentationaccordingtoservicerequirement.概述服務(wù)驅(qū)動的物流系統(tǒng)理念，該理念建立在確定服務(wù)等級、根據(jù)服務(wù)需求細(xì)分客戶群的基礎(chǔ)上。ExplainsoftheimportanceofIntroducetheideaofthe‘perfectorder’asthebasisformeasuringServiceperformance.介紹以“完美訂單”進(jìn)行服務(wù)績效測評的思想方法。Introducetheideaofthe‘perThemissionoflogisticsmanagement

wasdefinedsimplyintermsofprovidingthemeanswherebycustomer’sservicerequirementaremet.ThemissionoflogisticsmanagTheultimatepurposeofanylogistics

istosatisfycustomers.TheultimatepurposeofanyloTheobjectiveshouldbetoestablishachainofcustomersthatlinkspeopleatalllevelsintheorganizationdirectlyorindirectlytothemarketplace.Theobjectiveshouldbetoest1.Themarketingandlogisticsinterface市場營銷和物流相互關(guān)聯(lián)1.ThemarketingandlogisticsNewwordsandexpressions1.Payroll職工名冊、發(fā)薪簿onthepayroll被雇用。offthepayroll被解職。2.inexorable不可動搖的，不屈不撓的。Newwordsandexpressions1.PaQuestions1Accordingtotext,therearesignsthatoldviewisrapidlychanging,howdoesitchange?Questions1Accordingtotext,Questions2Whatarethetwofactorswhichcontributedmosttothegrowingimportanceofcustomerservice?Questions2WhatarethetwofaTwofactorstothegrowingimportanceofcustomerservice:1.Thecontinualdevelopmentofcustomerexpectations.2.Theslowbutinexorabletransitiontowards‘commodity’typemarkets.持續(xù)上漲的客戶期望。向“無差異商品”市場的過渡，這是一個(gè)緩慢卻不可避免的過程。Twofactorstothegrowingimp2.Whatiscustomerservice?2.Whatiscustomerservice?Questions1Whatis,inessence,thedistributionfunctionofthebusinessconcernabout?MakingtheproductsorserviceavailableQuestions1Whatis,inessenQuestions2ByLaLondeandZinszer‘sopinion,howtoexaminecustomerservice?Questions2ByLaLondeandZLaLondeandZinszersuggestedthatcustomerservicecouldbeexaminedunderthreeheadings:1.Pre-transactionelements2.Transactionelements3.Post-transactionelements客戶服務(wù)可以從三個(gè)方面來檢查：交易前要素交易中要素交易后要素LaLondeandZinszersuggestedPre-transactionelementsWrittencustomerservicepolicy(Isitcommunicatedinternallyandexternally,isitunderstood,isitspecificandquantifiedwherepossible?)Accessibility(Areweeasytocontact/dobusinesswith?Isthereasinglepointofcontact?)Organizationstructure(Isthereacustomerservicemanagementstructureinplace?Whatlevelofcontroldotheyhaveovertheirserviceprocess?)Systemflexibility(Canweadaptourservicedeliverysystemstomeetparticularcustomerneeds?)客戶服務(wù)策略的書面文件易接近性組織結(jié)構(gòu)系統(tǒng)靈活性Pre-transactionelementsWritteTransactionelementsOrdercycletime(Whatistheelapsedtimefromordertodelivery?Whatisthereliability/variation?)Inventoryavailability(Whatpercentageofdemandforeachitemcanbemetfromstock?)Orderfillrate(Whatproportionofordersarecompletelyfilledwithinthestatedleadtime?)Orderstatusinformation(Howlongdoesittakeustorespondtoaquerywiththerequiredinformation?Doweinformthecustomerofproblemsordotheycontactus?)訂單周期時(shí)間庫存可得性訂單完成率訂單狀況信息TransactionelementsOrdercyclPost-transactionelementsAvailabilityofspares(Whatarethein-socklevelsofserviceparts?)Call-outtime(Howlongdoesittakefortheengineertoarriveandwhatisthe‘firstcallfixrate’?)Producttracing/warranty(Canweidentifythelocationofindividualproductsoncepurchased?Canwemaintain/extendthewarrantytocustomers’expectedlevels?)Customercomplaints,claimsetc.(Howpromptlydowedealwithcomplaintsandreturns?Dowemeasurecustomersatisfactionwithourresponse?)備件可得性上門服務(wù)時(shí)間產(chǎn)品追蹤/保證客戶投訴、索賠等Post-transactionelementsAvailQuestions3Whyisitessentialforanybusinesstohaveaclearlyidentifiedpolicytowardscustomerservice?ItisbecauseofthemultivariatenatureOfcustomerserviceandbecauseofThewidelydifferingrequirementsofSpecificmarkets.Questions3WhyisitessentiRevenuelossduetoanout-of-stock100%20%20%6%54%IntendedpurchaseexpenditureConsumershopselsewhere/doesnotmakepurchaseConsumerdelayspurchaseDecreaseinvalueofpurchasedalternativesPurchaseexpenditurewhenout-of-stockoccurs46%declineinintendedexpendituresRevenuelossduetoanout-ofLowcoststrategiesmayleadtoefficientlogisticsbutnottoeffectivelogistics.低成本戰(zhàn)略可能促成有效率的物流，但難以形成有效益的物流。LowcoststrategiesmayleadtTheimpactoflogisticsandcustomerserviceonmarketingConsumerfranchiseCustomerfranchiseSupplychainefficiencyMarketingeffectiveness××=CustomerservicePartnershipQuickresponseFlexibilityReducedassetbaseLowcostsupplierMarketshareCustomerretentionSuperiorROIBrandvalueCorporateimageavailability消費(fèi)者特權(quán)客戶特權(quán)供應(yīng)鏈效率市場營銷效率品牌價(jià)值企業(yè)形象可得性客戶服務(wù)合作關(guān)系快速反應(yīng)靈活性降低的資產(chǎn)規(guī)模低成本供應(yīng)商市場份額客戶保持高投資回報(bào)率Theimpactoflogisticsandcu3.Customerserviceandcustomerretention3.CustomerserviceOrganizationsarenotonlycompeteontheproducts’featuresbutalsoontheproduct’sadded-valueservices.OrganizationsarenotonlyPeopledon’tbuyproducts,theybuybenefits.——TheodoreLevitt(oneofleadingthinkers)人們購買的不是產(chǎn)品，購買的是利益。Peopledon’tbuyproducts,theCoreProductservicesurroundQualityProductfeaturesTechnologyDurabilityetc.DeliveryleadtimeandflexibilityDeliveryreliabilityandconsistencySinglepointofcontactEaseofdoingbusinessAfter-salessupportetc.Usingservicetoaugmentthecoreproduct質(zhì)量產(chǎn)品特征技術(shù)耐用度等配送的前置時(shí)間與靈活性配送的可靠性和連貫性單一的聯(lián)系渠道交易的便捷度售后服務(wù)等配套服務(wù)CoreservicesurroundQualityDelOneoftheclassicaldefinitionsofmarketingisthatitisconcernedwith“gettingandkeepingcustomers”.OneoftheclassicaldefiniLifetimevalueTheimportanceofcustomerretentionisunderlinedbytheconceptofthe‘lifetimevalue’ofacustomer.Lifetimevalue=Averagetransactionvalue×yearlyfrequencyofpurchase×customer‘lifeexpectancy’客戶保持的重要性可以通過客戶“終身價(jià)值”的概念體現(xiàn)出來?？蛻艚K身價(jià)值＝平均交易額×年購買頻率×客戶“壽命期望”LifetimevalueTheimpAsimplemeasureofcustomerretentionistoaskthequestion:’howmanyofthecustomersthatwehad12monthsagodowestillhavetoday?’AsimplemeasureofcustomerrCustomerretentionindicators￡￡RetainedCustomersNewcustomersNo.ofcustomers12monthsagoNo.ofcustomerstodayValueofpurchases12monthsagoValueofpurchasesbyretainedcustomers12個(gè)月之前的客戶數(shù)量新增客戶原有客戶當(dāng)前客戶數(shù)量12個(gè)月之前的購買量原有客戶購買量英鎊Customerretentionindicators￡

Theimportanceofcustomerretention:

Furthermorethereisevidencetosuggestthatretainedcustomersaremoreprofitablethannewcustomers.Why?Theimportanceofcustomer

Aprimeobjectiveofanycustomerservicestrategyshouldbetoenhancecustomerretention.AprimeobjectiveofanycSo,thereisrapidlyemerginganewfocusinmarketingandlogisticsonthecreationof‘relationships’withcustomers.TheprinciplebehindRelationshipMarketingisthattheorganizationshouldconsciouslystrivetodevelopmarketingstrategiestomaintainandstrengthencustomerloyalty.

So,thereisrapidlyemerging4.Service-drivenlogisticssystems4.Service-drivenlogisticssTheroleoflogisticscanbeseenasthedevelopmentofsystemsandthesupportingco-ordinationprocesstoensurethatcustomerservicegoalsaremet.Thisistheideaoftheservice-drivenlogisticssystem——asystemthatisdesignedtomeetdefinedservicegoals.Theroleoflogisticscanbes

Sooftenwefindthatorganizationsdesignandmanagesystemswhichhaveinternally-focusedobjectivesratherthanexternalgoals.SooftenwefindthatorganiAfarmoreeffectivestartingpointforlogisticssystemdesignisthemarketplace;inotherwordswemustfullyunderstandtheserviceneedsofthevariousmarketsthatweaddressandthenseektodeveloplowcostlogisticssolutions.AfarmoreeffectivestartingIdeallyalllogisticsstrategiesandsystemsshouldbedevisedinthefollowingsequence:Identifycustomers’serviceneedsDefinecustomerserviceobjectivesDesignthelogisticssystem 認(rèn)清客戶對服務(wù)的需求 確定客戶服務(wù)目標(biāo)IdeallyalllogisticsstrategiIdentifyingcustomer’serviceneedsIdentifythekeycomponentsofcustomerserviceasseenbycustomersthemselves.Establishtherelativeimportanceofthoseservicecomponentstocustomers.Identify‘clusters’ofcustomersaccordingtosimilarityofservicepreferences.找出在客戶眼中關(guān)鍵的客戶服務(wù)因素。設(shè)定客戶服務(wù)要素的相對重要性。根據(jù)服務(wù)需求相似性，劃分客戶群。Identifyingcustomer’serviceDefiningcustomerserviceobjectives

Thewholepurposeoflogisticsstrategyistoprovidecustomerswiththeleverandqualityofservicethattheyrequireandtodosoatlesscosttothetotalsupplychain.

供應(yīng)鏈及物流管理的全部目的在于，保證供應(yīng)鏈總成本增幅較小的同時(shí)，按客戶要求提供服務(wù)。DefiningcustomerserviceobjeThedefinitionofappropriateserviceobjectivesismadeeasierifweadopttheconceptoftheperfectorder.Theperfectorderisachievedwhenthecustomer’sservicerequirementsaremetinfull.Themeasureofserviceisthereforedefinedasthepercentageofoccasionsonwhichthecustomer’srequirementsaremetinfull.ThedefinitionofappropriateOnefrequentlyencounteredmeasureoftheperfectorder:On-time:90%In-full:80%Error-free:70%Theactualprefectorderachievement:90%×80%×70%=50.4%準(zhǔn)時(shí)率無錯(cuò)率全部完成率OnefrequentlyencounteredThecostbenefitofcustomerserviceabasicfact:therewillbesignificantdifferencesinprofitabilitybetweencustomers.

ParetoLaw(orthe80/20rule)?ThecostbenefitofcustomersThechallengetocustomerservicemanagement?(P53)ThechallengetocustomerservThecostofService0Servicelevel100%CostsofserviceAsteeplyrisingcurveWhy?ThecostofService0Servicele100%ServicelevelCostsofserviceShiftingthecostofServiceWhat’stheuse?Howtodo?100%ServicelevelCostsofservServicelevel100%CostsofservicethereturnstoServiceWhyistheserviceResponseCurveS-shaped?P55Servicelevel100%Costsofserv5.Settingcustomerservicepriorities設(shè)定客戶服務(wù)優(yōu)先級5.SettingcustomerservicepSincenotallourcustomersareequallyprofitablenorareourproductsequallyprofitable,shouldnotthehighestservicebegiventokeycustomersandkeyproducts?既然并非所有客戶都帶來高利潤率，不同產(chǎn)品對利潤的貢獻(xiàn)程度也截然不同，難道不應(yīng)對核心客戶和核心產(chǎn)品設(shè)定最高的服務(wù)優(yōu)先級？SincenotallourcustomerThe‘Pareto’or80/20rule20%30%50%%Products/customers‘A’‘C’‘B’5%80%15%%sales/profitsHowDoesaTypicalCompanyFinditsProfitsVaryingbyCustomerAndbyProduct？The‘Pareto’or80/20rule20%3Question

WhatusemightbemadeoftheA,B,Ccategorization?QuestionWhatusemightbemThestock-holdingpolicyProductcategoryABCstockavailability99%97%90%Thestock-holdingpolicyProducThebestwaytomanageproductservicelevelsistotakeintoaccountboththeprofitcontributionandtheindividualproductdemand.ThebestwaytomanageproductVolume(bySKU)LoHiLoHiManagingproductservicelevels(1)SeekcostReduction成本有待降低(2)Providehighavailability確保高可得性(3)Review復(fù)查(4)J.I.TDelivery準(zhǔn)時(shí)配送Profitcontribution(bySKU)Volume(bySKU)LoHiLoHiManaginCustomerserviceandthe80/20ruleuDevelopDevelopMaintainReviewACBCBACustomerKeyproducts,keyaccounts(protect)ProductsCustomerserviceandthe80/20

Ifthe80/20ruleappliesbothtoproductsandcustomersthenallbusinessesareactuallyverydependentuponaveryfewcustomersbuyingafewhighprofitlines.20%ofcustomersbuying20%oftheproducts=4%ofallcustomer/producttransactionsWhichprovides:80%of80%oftotalprofit=64%Inotherwordsjust4percentoftransactionsgivesus64percentofallourprofit.Customerserviceandthe80/20rule如果運(yùn)用80/20法則同時(shí)對產(chǎn)品和客戶分類，那么企業(yè)的絕大部分經(jīng)營活動僅依賴于少量客戶，他們購買為數(shù)不多的高利潤產(chǎn)品。Ifthe80/20ruleappliesQuestionHowcanwemakeuseofthisimportantfact?QuestionHowcanwemakeuseoSettingservicestandardsSettingservicestandardsSomekeyareaswhere

standardsareessentialOrdercycletimeStockavailabilityOrder-sizeconstraintsOrderingconvenienceFrequencyofdeliveryDeliveryreliabilityDocumentationqualityClaimsprocedureOrdercompletenessTechnicalsupportOrderstatusinformation訂單周期庫存可得性訂單規(guī)模限制訂貨便捷性送貨頻率送貨可靠性文檔質(zhì)量索賠程序訂單完整性技術(shù)支持訂單狀態(tài)信息Somekeyareaswhere

standardsCompositeserviceindexServiceelementImportanceweightPerformancelevelWeightedscore(i)(ii)(i)×(ii)Orderfillrate30%70%0.21Ontimedelivery25%60%0.15Orderaccuracy25%80%0.20Invoiceaccuracy10%90%0.09Returns10%95%0.095Index=0.745服務(wù)要素重要度權(quán)重服務(wù)績效水平分值訂單滿足率及時(shí)送貨率送貨準(zhǔn)確率單據(jù)準(zhǔn)確率退貨率CompositeserviceindexServiceCaseStudyBritishSteel:creatingcustomervaluethroughlogisticsandsupplychainmanagementCaseStudyBritishSteel:creatBackgroundProblemsSolutionsResultBackgroundBackgroundBritishSteelisthelargeststeelmanufacturerintheWesternhemisphere,andamongthemostefficient.Before1997,itwasalsooneofthemostprofitable,exportingaroundhalfofits16mtonnesannualproduction,mostlytootherpartsofEurope.BackgroundBritishSteelistheProblemsInthelate1990s,BritishSteelfacedtwochallenges:1.FromthenewbreedofUS-style‘mini-mill’operators(small,flexibleandhighlyefficient);2.Fromencroachmentbyalternativematerialsmanufacturers(growinguseofaluminiumwhichislighter,moresophisticated,higherperformance).ProblemsInthelate1990s,SolutionsofBSSPBSSPinvestedheavilyinsupplychainpartnershipdevelopmentactivitieswithselectedindirectpressworkers,creatingarangeofvalue-addingproductsandservices,eachdesignedtosupporttheminfulfillingthedemandsofthevehiclemanufacturers.BSSPoffersitscustomersaccesstospecialistexpertiseandtechnologies.SolutionsofBSSPBSSPinvestedSolutionsofBSDIn1996,BSDopenedthefirststeelserviceandprocessingcentretobedesigned,built,andlocatedspecificallytomeettheneedsofitsautomotiveindustrycustomers.BSD’facilitiesaredesignedtoenableittoworkmorecloselythaneverbeforewithitspressworkcustomersandtheirsubcontractors.SolutionsofBSDIn1996,BSDoResultTheyformthecoreofauniquethree-yearprogramdesignedtostrengthenBritishSteel’sownpositionwithintheindustrybyimprovingthecompetitivenessofitsservicecentreandpressworkcustomers,andthroughthemitswholemotorindustrysupplychain.Theprogrambringstogetherthefirstfullyco-ordinatednetworkofthesethreekeytiersofautomotivesuppliers.ResultTheyformthecoreofaSummaryCustomerserviceisamulti-facetedconcept.Itisincreasinglyimportantasameansofgainingandmaintainingdifferentiationinthemarket-place.Equally,sincenotwocustomersarealikeitmustberecognizedthatServicemustbetailoredtomeettheneedsofdifferentcustomers.客戶服務(wù)是一個(gè)復(fù)雜的概念。有必要為不同的客戶群量身定制服務(wù)策略。SummaryCustomerserviceLogisticsmanagementcanplayakeyroleinenhancingcustomerlifetimevaluethroughincreasingcustomersatisfactionandthuscustomerretention.toachievethiswillrequirethedevelopmentofamarket-drivenlogisticsstrategyandtheredefinitionofserviceobjectivesbaseduponcustomer’sspecificrequirements.‘Perfectorder’achievementshouldformthebasisforthemeasurementofserviceperformanceandthecreationofservicestandards.在延長客戶終身價(jià)值上，物流管理扮演了重要的角色，它可以提高客戶滿意度、鞏固客戶保留價(jià)值?！巴昝烙唵巍睉?yīng)作為衡量服務(wù)績效和制定服務(wù)標(biāo)準(zhǔn)的基礎(chǔ)。LogisticsmanagementcaChapter2

ThecustomerservicedimensionChapter2

ThecustomerservicOutlineThemarketingandlogisticsinterfaceWhatiscustomerservice?CustomerserviceandcustomerretentionService-drivenlogisticssystemsSettingcustomerserviceprioritiesSettingservicestandardsSummaryOutlineThemarketingandlogisThischapter：

Highlighttheimportanceofmanagingthemarketingandlogisticsinterfaceonanintegratedbasis.強(qiáng)調(diào)在協(xié)調(diào)的基礎(chǔ)上管理市場營銷與物流接口的重要性。Emphasizestheneedtounderstandthemultipleelementsofservicefromthecustomerperspective.從顧客角度出發(fā)，強(qiáng)調(diào)理解多重服務(wù)要素的重要性。Thischapter：HighlighttheimExplainsoftheimportanceofcustomerretentionandthelifetimevalueofacustomer.解釋客戶保持與客戶終身價(jià)值的重要性。Outlinestheideaofaservice-drivenlogisticssystembaseduponidentifiedserviceprioritiesandacustomerbasedsegmentationaccordingtoservicerequirement.概述服務(wù)驅(qū)動的物流系統(tǒng)理念，該理念建立在確定服務(wù)等級、根據(jù)服務(wù)需求細(xì)分客戶群的基礎(chǔ)上。ExplainsoftheimportanceofIntroducetheideaofthe‘perfectorder’asthebasisformeasuringServiceperformance.介紹以“完美訂單”進(jìn)行服務(wù)績效測評的思想方法。Introducetheideaofthe‘perThemissionoflogisticsmanagement

wasdefinedsimplyintermsofprovidingthemeanswherebycustomer’sservicerequirementaremet.ThemissionoflogisticsmanagTheultimatepurposeofanylogistics

istosatisfycustomers.TheultimatepurposeofanyloTheobjectiveshouldbetoestablishachainofcustomersthatlinkspeopleatalllevelsintheorganizationdirectlyorindirectlytothemarketplace.Theobjectiveshouldbetoest1.Themarketingandlogisticsinterface市場營銷和物流相互關(guān)聯(lián)1.ThemarketingandlogisticsNewwordsandexpressions1.Payroll職工名冊、發(fā)薪簿onthepayroll被雇用。offthepayroll被解職。2.inexorable不可動搖的，不屈不撓的。Newwordsandexpressions1.PaQuestions1Accordingtotext,therearesignsthatoldviewisrapidlychanging,howdoesitchange?Questions1Accordingtotext,Questions2Whatarethetwofactorswhichcontributedmosttothegrowingimportanceofcustomerservice?Questions2WhatarethetwofaTwofactorstothegrowingimportanceofcustomerservice:1.Thecontinualdevelopmentofcustomerexpectations.2.Theslowbutinexorabletransitiontowards‘commodity’typemarkets.持續(xù)上漲的客戶期望。向“無差異商品”市場的過渡，這是一個(gè)緩慢卻不可避免的過程。Twofactorstothegrowingimp2.Whatiscustomerservice?2.Whatiscustomerservice?Questions1Whatis,inessence,thedistributionfunctionofthebusinessconcernabout?MakingtheproductsorserviceavailableQuestions1Whatis,inessenQuestions2ByLaLondeandZinszer‘sopinion,howtoexaminecustomerservice?Questions2ByLaLondeandZLaLondeandZinszersuggestedthatcustomerservicecouldbeexaminedunderthreeheadings:1.Pre-transactionelements2.Transactionelements3.Post-transactionelements客戶服務(wù)可以從三個(gè)方面來檢查：交易前要素交易中要素交易后要素LaLondeandZinszersuggestedPre-transactionelementsWrittencustomerservicepolicy(Isitcommunicatedinternallyandexternally,isitunderstood,isitspecificandquantifiedwherepossible?)Accessibility(Areweeasytocontact/dobusinesswith?Isthereasinglepointofcontact?)Organizationstructure(Isthereacustomerservicemanagementstructureinplace?Whatlevelofcontroldotheyhaveovertheirserviceprocess?)Systemflexibility(Canweadaptourservicedeliverysystemstomeetparticularcustomerneeds?)客戶服務(wù)策略的書面文件易接近性組織結(jié)構(gòu)系統(tǒng)靈活性Pre-transactionelementsWritteTransactionelementsOrdercycletime(Whatistheelapsedtimefromordertodelivery?Whatisthereliability/variation?)Inventoryavailability(Whatpercentageofdemandforeachitemcanbemetfromstock?)Orderfillrate(Whatproportionofordersarecompletelyfilledwithinthestatedleadtime?)Orderstatusinformation(Howlongdoesittakeustorespondtoaquerywiththerequiredinformation?Doweinformthecustomerofproblemsordotheycontactus?)訂單周期時(shí)間庫存可得性訂單完成率訂單狀況信息TransactionelementsOrdercyclPost-transactionelementsAvailabilityofspares(Whatarethein-socklevelsofserviceparts?)Call-outtime(Howlongdoesittakefortheengineertoarriveandwhatisthe‘firstcallfixrate’?)Producttracing/warranty(Canweidentifythelocationofindividualproductsoncepurchased?Canwemaintain/extendthewarrantytocustomers’expectedlevels?)Customercomplaints,claimsetc.(Howpromptlydowedealwithcomplaintsandreturns?Dowemeasurecustomersatisfactionwithourresponse?)備件可得性上門服務(wù)時(shí)間產(chǎn)品追蹤/保證客戶投訴、索賠等Post-transactionelementsAvailQuestions3Whyisitessentialforanybusinesstohaveaclearlyidentifiedpolicytowardscustomerservice?ItisbecauseofthemultivariatenatureOfcustomerserviceandbecauseofThewidelydifferingrequirementsofSpecificmarkets.Questions3WhyisitessentiRevenuelossduetoanout-of-stock100%20%20%6%54%IntendedpurchaseexpenditureConsumershopselsewhere/doesnotmakepurchaseConsumerdelayspurchaseDecreaseinvalueofpurchasedalternativesPurchaseexpenditurewhenout-of-stockoccurs46%declineinintendedexpendituresRevenuelossduetoanout-ofLowcoststrategiesmayleadtoefficientlogisticsbutnottoeffectivelogistics.低成本戰(zhàn)略可能促成有效率的物流，但難以形成有效益的物流。LowcoststrategiesmayleadtTheimpactoflogisticsandcustomerserviceonmarketingConsumerfranchiseCustomerfranchiseSupplychainefficiencyMarketingeffectiveness××=CustomerservicePartnershipQuickresponseFlexibilityReducedassetbaseLowcostsupplierMarketshareCustomerretentionSuperiorROIBrandvalueCorporateimageavailability消費(fèi)者特權(quán)客戶特權(quán)供應(yīng)鏈效率市場營銷效率品牌價(jià)值企業(yè)形象可得性客戶服務(wù)合作關(guān)系快速反應(yīng)靈活性降低的資產(chǎn)規(guī)模低成本供應(yīng)商市場份額客戶保持高投資回報(bào)率Theimpactoflogisticsandcu3.Customerserviceandcustomerretention3.CustomerserviceOrganizationsarenotonlycompeteontheproducts’featuresbutalsoontheproduct’sadded-valueservices.OrganizationsarenotonlyPeopledon’tbuyproducts,theybuybenefits.——TheodoreLevitt(oneofleadingthinkers)人們購買的不是產(chǎn)品，購買的是利益。Peopledon’tbuyproducts,theCoreProductservicesurroundQualityProductfeaturesTechnologyDurabilityetc.DeliveryleadtimeandflexibilityDeliveryreliabilityandconsistencySinglepointofcontactEaseofdoingbusinessAfter-salessupportetc.Usingservicetoaugmentthecoreproduct質(zhì)量產(chǎn)品特征技術(shù)耐用度等配送的前置時(shí)間與靈活性配送的可靠性和連貫性單一的聯(lián)系渠道交易的便捷度售后服務(wù)等配套服務(wù)CoreservicesurroundQualityDelOneoftheclassicaldefinitionsofmarketingisthatitisconcernedwith“gettingandkeepingcustomers”.OneoftheclassicaldefiniLifetimevalueTheimportanceofcustomerretentionisunderlinedbytheconceptofthe‘lifetimevalue’ofacustomer.Lifetimevalue=Averagetransactionvalue×yearlyfrequencyofpurchase×customer‘lifeexpectancy’客戶保持的重要性可以通過客戶“終身價(jià)值”的概念體現(xiàn)出來?？蛻艚K身價(jià)值＝平均交易額×年購買頻率×客戶“壽命期望”LifetimevalueTheimpAsimplemeasureofcustomerretentionistoaskthequestion:’howmanyofthecustomersthatwehad12monthsagodowestillhavetoday?’AsimplemeasureofcustomerrCustomerretentionindicators￡￡RetainedCustomersNewcustomersNo.ofcustomers12monthsagoNo.ofcustomerstodayValueofpurchases12monthsagoValueofpurchasesbyretainedcustomers12個(gè)月之前的客戶數(shù)量新增客戶原有客戶當(dāng)前客戶數(shù)量12個(gè)月之前的購買量原有客戶購買量英鎊Customerretentionindicators￡

Theimportanceofcustomerretention:

Furthermorethereisevidencetosuggestthatretainedcustomersaremoreprofitablethannewcustomers.Why?Theimportanceofcustomer

Aprimeobjectiveofanycustomerservicestrategyshouldbetoenhancecustomerretention.AprimeobjectiveofanycSo,thereisrapidlyemerginganewfocusinmarketingandlogisticsonthecreationof‘relationships’withcustomers.TheprinciplebehindRelationshipMarketingisthattheorganizationshouldconsciouslystrivetodevelopmarketingstrategiestomaintainandstrengthencustomerloyalty.

So,thereisrapidlyemerging4.Service-drivenlogisticssystems4.Service-drivenlogisticssTheroleoflogisticscanbeseenasthedevelopmentofsystemsandthesupportingco-ordinationprocesstoensurethatcustomerservicegoalsaremet.Thisistheideaoftheservice-drivenlogisticssystem——asystemthatisdesignedtomeetdefinedservicegoals.Theroleoflogisticscanbes

Sooftenwefindthatorganizationsdesignandmanagesystemswhichhaveinternally-focusedobjectivesratherthanexternalgoals.SooftenwefindthatorganiAfarmoreeffectivestartingpointforlogisticssystemdesignisthemarketplace;inotherwordswemustfullyunderstandtheserviceneedsofthevariousmarketsthatweaddressandthenseektodeveloplowcostlogisticssolutions.AfarmoreeffectivestartingIdeallyalllogisticsstrategiesandsystemsshouldbedevisedinthefollowingsequence:Identifycustomers’serviceneedsDefinecustomerserviceobjectivesDesignthelogisticssystem 認(rèn)清客戶對服務(wù)的需求 確定客戶服務(wù)目標(biāo)IdeallyalllogisticsstrategiIdentifyingcustomer’serviceneedsIdentifythekeycomponentsofcustomerserviceasseenbycustomersthemselves.Establishtherelativeimportanceofthoseservicecomponentstocustomers.Identify‘clusters’ofcustomersaccordingtosimilarityofservicepreferences.找出在客戶眼中關(guān)鍵的客戶服務(wù)因素。設(shè)定客戶服務(wù)要素的相對重要性。根據(jù)服務(wù)需求相似性，劃分客戶群。Identifyingcustomer’serviceDefiningcustomerserviceobjectives

Thewholepurposeoflogisticsstrategyistoprovidecustomerswiththe