《服務利潤鏈》書籍中英文

ProfessorJianminJiaService-ProfitChain

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

既強調(diào)市場也強調(diào)運營的組織幾乎是戰(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)導和管理Leadershipandmanagement價值和文化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)導和管理的質(zhì)量.IntangibleAssets無形資產(chǎn)

Service-ProfitChain服務利潤鏈向顧客提供的

服務價值

ValueofServicesProvidedtoCustomers顧客滿意CustomerSatisfaction利潤和增長Profitand

Growth高質(zhì)量支持

服務和政策

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

服務利潤鏈的驅(qū)動力LinksintheServiceProfitChain

服務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外部服務價值ExternalServiceValue運營戰(zhàn)略與服務傳送系統(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”RankingsofEightLargestUSAirlinesforRevenue,Profit,

On-TimeArrival,andCustomerServiceComplaints(1995)SW=25minuteturnaroundOthers=55minutesCase2:AmericanExpress美國運通RelationshipsbetweenCustomerSatisfactionandOfficeProfitabilityComparisonofTopandBottom10%ofAmericanExpress’sBusinessTravelOffices,RankedbyReturnonSales,1995美國運通銷售售收入最高的的10%和最最低的10%的商務旅行行辦公室比較較Top最高的

10%Bottom最低的

10%ReturnonSales銷銷售收入GetsThroughQuickly服服務迅速TicketsRight

訂票票準確Profit利潤CustomerRatings顧客評分(5PointScale5分制)4.143.374.694.52(r=0.51)(r=0.65)

RelationshipbetweenEmployeeSatisfactionandOfficeProfitabilityProfit利潤ComparisonofTopandBottom10%ofAmericanExpress’sBusinessTravelOffices,RankedbyReturnonSales美國運通銷售售收入最高的的10%和最最低的10%的商務旅行行辦公室比較較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)境設施SafetyofWorkplace工作場所的的安全性WayThingsGetDone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,EmployeesManagersEmployees行業(yè)一般沃沃爾爾瑪行行業(yè)一一般沃沃爾瑪

管理理者管管理者員員工員員工工HighLowRelativeTurnover相對流失率Employeeand

ManagementTurnover,員工和管理層層流失率1994DiscountDepartmentStores折扣百貨公司司“Niceness”astheprimarycriterionforchoosingassociatesWelltrained,recognition,commitmentStockpurchaseplan––15%discount––50%ofallassociatesdosoIncentive-bonusplan&profitsharingOperatingMarginsFirm公司199419931992Wal-Mart7.1%7.5%7.5%TargetKMartConsumerRatingsChain連鎖店Value價值Service服務

(“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顧客價值等式式Cases:FederalExpressSingaporeAirlinesOutcomequalityandprocessqualityFivedimensionsofserviceprocessquality可靠性DependabilityDidtheserviceproviderdowhatwaspromised?“Whenitabsolutely,positively,hastogetthere.””(FedEx)反應性ResponsivenessWastheserviceprovidedinatimelymanner?權(quán)威性AuthorityDidtheserviceproviderelicitafeelingofconfidenceinthecustomerduringtheservicedeliveryprocess?體貼性EmpathyWastheserviceproviderabletotakethecustomer’’spointofview?有形證據(jù)TangibleevidenceWasevidenceleftthattheservicewasindeedperformed?“Ournewbusinessclassseatsmaycausedrowsiness.”(UA)Servicepositioning#1Customers’viewsofserviceprocessqualitydependprimarilyontherelationshipbetweenwhatwasactuallydeliveredinrelationtowhatwasexpectedbythecustomers.Servicequalityisrelative,notabsolute(referenceeffect).服務質(zhì)量是相相對而非絕對對的（參考性性）。Itisdeterminedbythecustomer,notbytheserviceprovider(perception).它被顧客而不不是服務供應應商決定（感感知性）。Itvariesfromonecustomertoanother(variation).它隨不同的顧顧客而異（變變化性）。Servicequalitycanbeenhancedbymeetingorexceedingcustomers’’expectationsortakingstepstocontrolsuchexpectations––“underpromiseandoverdeliver””(satisfaction).提高服務質(zhì)量量可以通過滿滿足或超額滿滿足顧客的期期望或者采取取措施來控制制顧客期望——“低許許諾和高提供供”。Criteriaofgoodperceivedservicequality1)Professionalism&skills;2)Attitudesandbehavior;3)Accessibility&flexibility;4)Reliability&trustworthiness;5)Servicerecovery;6)Serviscape;7)Reputation&credibility;8)Consistency.ServiceQuality服務質(zhì)量ExpectedQuality期望質(zhì)量Communication溝通Sales銷售Perceptions感知Wordofmouth口碑Pastexperience經(jīng)驗Needs&wants需求CustomerSatisfaction顧客滿滿意PerceivedqualityofCompetitors感知的的競爭爭者的的質(zhì)質(zhì)量Perception感知Result:What結(jié)果：：是什什么Process:How過程：：如何何實現(xiàn)現(xiàn)CustomerSatisfaction顧客滿滿意TotalperceivedQuality全面感感知的質(zhì)量ExperiencedQuality體驗的的質(zhì)量量Satisfaction-LoyaltyRelationship滿意忠忠誠關(guān)關(guān)系automobilespersonalcomputershospitalsairlineslocaltelephoneHowtheCompetitiveEnvironmentAffectstheSatisfaction-LoyaltyRelationship12345completelydissatisfiedcompletelysatisfiedHighlyCompetitiveZoneCommoditizationorlowdifferentiationConsumerindifferenceManysubstitutesLowcostofswitchingSatisfaction

滿意RegulatedmonopolyorfewsubstitutesDominantbrandequityHighcostofswitchingPowerfulloyaltyprogramProprietarytechnologyNoncompetitiveZonelowhighLoyalty

忠誠CustomerLoyalty顧客忠忠誠DrivesProfitabilityandGrowth驅(qū)動利利潤和和增長長A5%increaseincustomerloyaltycanproduceprofitincreasesfrom25%to85%.顧客忠忠誠度度5%的增長可可導致致利潤潤增長長25%-85%CustomerLifetimeValue顧客終身價值IndustryProfitperCustomer(indollars)byYearofRelationship12345CreditCarIssuanceandServicing

信用汽車保險與服務IndustrialLaundry工業(yè)洗衣IndustrialDistribution工業(yè)分銷AutoServicing汽車服務(21)*1444525421669935441921217049222144885525616888*FiguresinparenthesesdenotelossesCustomerProfitPatternsoverTimeCustomerLifetimeValue:Industries顧客終身價值：：行業(yè)業(yè)CustomerandEmployee顧客與與員工工CRM顧顧客關(guān)系管管理CustomerSatisfactionCustomerRetentionCustomerLifetimeValueKeyCustomersERM員員工關(guān)系管管理EmployeeSatisfactionEmployeeRetentionEmployeeLifetimeValueKeyEmployeesTreatcustomerslikeemployeesandemployeeslikecustomersCRM(ERM)是是通過過提供供高的的顧客客(員工)價值和和滿意意來建建立并并維持持有利利可圖圖的顧顧客(員工)關(guān)系的的整個個過程程。TheSatisfaction““Mirror””“滿意意鏡””MoreFamiliaritywithCustomerNeedsandWaysofMeetingThem更熟悉悉顧客客的需需要及及滿足足顧客客的方方式GreaterOpportunityforRecoveryfromErrors更多的的補救救失誤誤的機機會HigherEmployeeSatisfaction更高的的員工工滿意意度HigherProductivity更高的的生產(chǎn)產(chǎn)率ImprovedQualityofService更佳的的服務務質(zhì)量量MoreRepeatPurchases更多的的重復復購買買StrongerTendencytoComplainaboutServiceErrors更愿意意抱怨怨服務務失誤誤HigherCustomerSatisfaction更高的的服務務滿意意度LowerCosts更低的的成本本BetterResults更好的的結(jié)果果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《財富富》評評選的的100個個最適適合工工作的的地方方對比比標準準普爾爾的500個公公司EmployeeValueEquation員工價價值等等式Opportunitytosolveproblemsforcustomers為顧客客解決決問題題的機機會Opportunitiesforpersonaldevelopment個人發(fā)發(fā)展的的機遇遇Degreetowhichworkgetsrecognized工作得得到認可的程度度The““fairness”ofmyManager上司的的“公公正性性”Workingwithwinners與成功功者一一起工工作Appropriatecompensation適當?shù)牡难a償償Jobcontinuity工作的的連續(xù)續(xù)性CycleofEmployeeCapability仔細地選擇員工和顧客（包括自我選擇）CarefulEmployeeandCustomerSelection

(andself-Selection)

高質(zhì)量培訓

High-Quality

Training精心設設計的的支支持體體系——信信息；；—設設施Well-DesignedSupportSystems滿足顧顧客需需求的的較較高標標準GreaterLatitudetoMeetCustomers’’Needs對員工工的明明確限限制制和期期望ClearLimitson,andExpectationsof,Employees適當獎獎勵和和經(jīng)經(jīng)常認認可AppropriateRewardsandFrequentRecognition滿意的員工

Satisfied

Employees員工推推薦潛潛在在求職職者EmployeeReferralsofPotentialJobCandidatesIsattitudeemphasized?Arejobpreviewsutilized?Arecustomersscreened?Istrainingforjobandlife?Isitandimportantelementofqualityofworklife?Dotheyreflectneedsoftheserviceencounter?Aretheydesignedtofosterrelationships?Doesitreflecttopmanagement““talk”?Isitenoughtoallow

deliveryofresultsto

customers?Areemployeesencouragedtoreferfriends?Arereferralsfromthe““best”employeesgivenpriority?Issatisfactionmeasuredperiodically?Aremeasurementslinkedtoother

functionsontheCycle?Aretheylinkedtoserviceobjectives?Aretheybalanced

betweenmonetaryandnon-monetary?從優(yōu)秀到卓卓越任何從優(yōu)秀秀到卓越公公司的最終終飛躍，靠靠的不是市市場，不是是技術(shù)，不不是競爭，，也不是產(chǎn)產(chǎn)品。有一一件事比其其他任何事事都舉足輕輕重：那就就是招聘并并留住好的的員工。在你確定將將汽車開向向何處之前前，首先必必須有合適適的人在車車上（不合合適的人被被請下車））。補償機制不不是為了讓讓不合適的的雇員作出出正確的舉舉動，而是是要讓合適適的雇員能能上車，并并保證他們們能留在那那兒。--JimCollins永遠不斷地地尋找優(yōu)秀秀并且志同同道合的員員工ComplaintEscalationPyramid抱怨升級金金字塔VicePresident副總裁MiddleManagement中層管理人人員FrontlineServiceProviders一線服務人人員Oneintwoofthesestilldissatisfied

complain?的不滿者者仍抱怨25%ofcomplainantsstilldissatisfied25%的抱抱怨者仍不不滿Oneinfivecomplain1/5抱抱怨25%ofthesecustomers

stilldissatisfied這些顧客25%仍不不滿40%Complain40%抱怨怨100%ofdissatisfiedcustomers100%不不滿的顧客客1Complaint=一次抱怨=2customersdissatisfiedatmiddlemanagementlevel=中層抱怨者者的2個不不滿客戶=10whocomplaintomiddlemanagement=10個向中中層抱怨的的人=50customerswhoremaindissatisfiedafterfrontlineeffort=50個經(jīng)第第一線努力力后仍不滿滿的顧客=200whocomplainTofrontline=200個向向一線人員員抱怨的人人=500whoaredissatisfied=500個不不滿的顧客客=THECOMPLAINT

PROCESSSTATEDINPERCETAGES百分比表示示的抱怨過過程THEPYRAMIDDESCRIBEDINNUMBERS以數(shù)量表示示的金字塔塔DissatisfiedCustomers’Repurchase

IntentionsunderVariousConditions不同條件下下不滿顧客客的重購意意圖你的組織的的“業(yè)務””是什么？？它是由價價值和結(jié)果果定義而非非產(chǎn)品和服服務定義的的嗎？Whatisyourorganization’s““business”?Isitdefinedintermsofvalueandresultsversusproductsandservices?你的組織很很明確地界界定了顧客客和非顧客客了嗎？Howcarefullyhasyourorganizationdefinedwhoitwillserveandwhonot?你的組織是是通過什么么方法———政策、實實踐、過程程還是組織織——為中意的顧客客和員工提提供較高的的價值成本本均衡的？？Bywhatmeans–policies,practices,processes,organization––isvalueleveragedovercostsforpreferredcustomersandemployees?在多大程度度上你的組組織的價值值傳送系統(tǒng)統(tǒng)使經(jīng)營戰(zhàn)戰(zhàn)略達到良良好的價值值成本均衡衡？Towhatdegreedoesyourorganization’svaluedeliverysystemenableitsoperatingstrategytoleveragevalueovercosts?你們在多大大的程度上上度量并追追蹤服務利利潤鏈中的的元素的？？Towhatextentdoyoumeasureandtrackelementsoftheserviceprofitchain?在多大程度度上，你們們的管理者者和員工是是基于獲得得經(jīng)營績效效而得到認認可和獎勵勵的？Towhatextentaremanagersandemployeesrecognizedandrewardedonthebasisofachievingperformancemeasures?在各種價值值等式維度度中你的顧顧客和員工工尋求的是是什么？你你是如何知知道的？Whatdocustomersandemployeesseekonvariousvalueequationdimensions?Howdoyouknow?QuestionsforManagers管理者需要要思考的問問題9、靜夜四四無鄰，，荒居舊舊業(yè)貧。。。1月-231月-23Thursday,January5,202310、雨中黃葉樹樹，燈下白頭頭人。。02:47:0702:47:0702:471/5/20232:47:07AM11、以我獨獨沈久，，愧君相相見頻。。。1月-2302:47:0702:47Jan-2305-Jan-2312、故人江海別別，幾度隔山山川。。02:47:0702:47:0702:47Thursday,January5,202313、乍見見翻疑疑夢，，相悲悲各問問年。。。1月-231月-2302:47:0702:47:07January5,202314、他鄉(xiāng)生生白發(fā)，，舊國見見青山。。。05一一月20232:47:07上午午02:47:071月-2315、比不了得就就不比，得不不到的就不要要。。。一月232:47上上午1月-2302:47January5,202316、行動出出成果，，工作出出財富。。。2023/1/52:47:0702:47:0705January202317、做做前前，，能能夠夠環(huán)環(huán)視視四四周周；；做做時時，，你你只只能能或或者者最最好好沿沿著著以以腳腳為為起起點點的的射射線線向向前前。。。。2: