某汽車公司顧客滿意知識(shí)培訓(xùn)英文版

蕭慰農(nóng)/KnightW.N.Hsiao總經(jīng)理室顧客滿意部協(xié)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(CompanytoDealer Standard)WhatarefactorsthatblockCustomerSatisfaction.

AFrameworkforCustomerSatisfactionandEnthusiasmProductComponentsEmotionalRationalAppearanceBrandImage(HaloEffect)BasicQualityPerformanceQualityExcitementQualityFailuremodeavoidanceConsumerdrivenFunctionaltargetsminimumdegradationwithtime/service123ImpactScoreCustomerExpectationsortedindescendingorderoftheirimpactonoverallsatisfaction100Q4cSalesperson’shonestyandsincerity52Q6eReceivevehicleequippedaspromised44Q2aPromptlywelcomingyoutothedealership42Q2bGivenlevelofattentionwantedwhenarrived36Q8eFollow-throughonpromisesmade33Q6aVehiclereadywhenpromised29Q5aShowconcernforindividualfinanceandinsuranceneeds29Q4bSalesperson’sknowledgeaboutproductsandservice24Q7cHelpfulnessofthedealershipduringfollow-upcall20Q6dEverythingonvehiclewasinworkingorder19Q2cTakemeseriouslywhenIarrived18Q8cAbilitytoanswerquestionsorresolveconcerns18Q8dHelpfulnessinrespondingtoquestionsorconcernsDealerOpportunitiesforActionPlansandStrengthstoMaintainSalesSurveyImpactScoreCustomerExpectationsortedindescendingorderoftheirimpactonoverallsatisfaction100Q4aQualityofserviceperformed45Q3eServiceadvisor’shonestyandsincerity44Q3cServiceadvisor’sunderstandingofserviceneeds32Q2aConvenienceoftheServiceDepartment’sopeninghours22Q5aClearlyexplainserviceworkperformedandanycharges21Q4cNotifyofchangesinserviceneedsoradditionalmaintenancerequirements21Q5bAdvisingofanymaintenancevehiclemayrequireinthefuture20Q3aPromptacknowledgementwhenarrived14Q3bStartingservicewrite-upwithinareasonableamountoftime13Q7dFollow-throughonpromisesmade7Q7cHelpfulnessinrespondingtoquestionorconcern7Q3dAccurateestimateofthecostofserviceDealerOpportunitiesforActionPlansandStrengthstoMaintainServiceSurveyHowtoImproveCustomerSatisfactionwithProduct/QualityKanomodelEstablishKeyMilestonesforNewProgramLaunch–FordcaseDevelopReliabilityProcess–FordcaseIntegrateReliabilityProcesswithProgramLaunchKeyMilestones–FordcaseTrackingProcess–Quality/ReliabilityMetrics Q/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(nóng)/KnightW.N.Hsiao百萬客戶大拜訪26一、課程目的

1、持續(xù)推動(dòng)主顧300（讓業(yè)務(wù)員有機(jī)會(huì)做）

2、每天完成7+3拜訪（讓業(yè)務(wù)員愿意做）

3、熟練掌握拜訪技巧（讓業(yè)務(wù)員會(huì)做）二、過程：三、內(nèi)容1、理念篇--知道和不知道？2、拜訪篇--心動(dòng)不如行動(dòng)3、話術(shù)篇--完美的拜訪是設(shè)計(jì)出來的27

理念篇知道和不知道？28猜中彩29人類最大的恐懼來自于未知世界的無知不知道是一種危機(jī)，一種威脅，一種恐懼。理念之一：

30不知道的兩種表現(xiàn)形式？？31（1）你曾拜訪過的客戶中，是否有各種不同的客戶性格類型？（2）你是否經(jīng)常變換不同的推銷策略？（3）你的推銷模式的成交率是多少？（4）失敗的原因是客戶？你？還是推銷方式？你知道還是不知道？業(yè)務(wù)員的不知道32愛人同志33理念之二：

不知道是客觀存在的，是認(rèn)識(shí)事物的開始34

生活中對(duì)待不知道的幾種態(tài)度：（1）不知道等于不存在；（沒市場(chǎng)，沒客戶）（2）不知道等于無所謂；（沒問題，沒關(guān)系，沒辦法）（3）不知道等于想知道，好奇并積極的探索！35理念之三：

人的進(jìn)步就在于不斷的減少不知道業(yè)務(wù)員的進(jìn)步就在于將自己和對(duì)客戶的不知道變成知道36

理念之四：

傭金的兌現(xiàn)來自于拜訪37理念之五心動(dòng)不如行動(dòng)38結(jié)論：除非你去做拜訪，否則永遠(yuǎn)你都處在不知道的狀態(tài)當(dāng)中煩惱、恐懼和壓力皆因此而生。39

拜訪篇心動(dòng)不如行動(dòng)40丑媳婦怕見公婆一、沒信心（1）對(duì)自己沒信心信心是拜訪出來的恐懼來自動(dòng)作的陌生，而不是來自動(dòng)作的難度（2）對(duì)新條款沒信心不好的條款在我心里，而不是在客戶眼中（3）對(duì)公司沒信心事實(shí)勝于雄辯二、懶惰41推銷員必備四大素質(zhì)1、自信充滿魔力2、熱情打動(dòng)顧客3、堅(jiān)韌導(dǎo)向成功4、勇氣突破障礙

這是行動(dòng)的起點(diǎn)42成功拜訪源于計(jì)劃明確行為的目的按預(yù)計(jì)程序執(zhí)行設(shè)計(jì)友善的氣氛43拜訪五要素何時(shí)何事何人何種方法何種理由成功的拜訪要以充足的準(zhǔn)備為前提。44

話術(shù)篇完善的拜訪是設(shè)計(jì)出來的45

使用電話的好處節(jié)省時(shí)間省時(shí)省力，提高效率消除拒絕的恐懼容易見到準(zhǔn)主顧使準(zhǔn)主顧有心理準(zhǔn)備46

電話的用途溝通信息（告知職業(yè)）聯(lián)絡(luò)情感約見商品簡介47約見約見的目的就是獲得面談的機(jī)會(huì)48

一九八四年，麥當(dāng)勞奇跡的創(chuàng)造者雷·克羅克與世長辭。在麥當(dāng)勞總部懸掛著克羅克的座佑銘。在世界上，毅力是不可替代的；才能無法代替它，