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1、1Professor Jianmin JiaProfessor Jianmin JiaService-Profit ChainService-Profit Chain 服务利润链服务利润链2 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。 In the new economics of service, frontline workers and customers need to be the center of management concern. 既强调市场也强调运营的组织几乎是战无不胜的。 Organizations that achieve both marke
2、t and operating focus are nearly unbeatable. Powerful service firms employ a quantifiable set of relationships that directly links profit and growth to not only customer satisfaction and loyalty, but to employee satisfaction, loyalty, productivity.Customer 2) Attitudes and behavior; 3) Accessibility
3、 4) Reliability 5) Service recovery; 6) Serviscape; 7) Reputation 8) Consistency.Service Quality 服务质量17Expected Quality 期望质量Communication 沟通Sales 销售Perceptions 感知 Word of mouth 口碑Past experience 经验 Needs & wants 需求Customer Satisfaction 顾客满意Perceived quality of Competitors 感知的竞争者 的质量Perception 感知Resu
4、lt: What 结果：是什么Process: How 过程：如何实现Customer Satisfaction 顾客满意Total perceived Quality 全面感知的质量Experienced Quality 体验的质量18Satisfaction-Loyalty Relationship 满意忠诚关系automobilespersonal computershospitalsairlineslocal telephoneHow the Competitive Environment Affects the Satisfaction-Loyalty Relationship1 2
5、 3 4 5completely dissatisfiedcompletely satisfiedHighly Competitive Zone Commoditization or low differentiation Consumer indifference Many substitutes Low cost of switchingSatisfaction 满意Regulatedmonopoly orfew substitutes Dominantbrand equity High cost ofswitching Powerfulloyalty program Proprietar
6、ytechnologyNoncompetitive ZonelowhighLoyalty 忠诚19Customer Loyalty 顾客忠诚 Drives Profitability and Growth 驱动利润和增长A 5% increase in customer loyalty can produce profit increases from 25% to 85%. 顾客忠诚度5%的增长可导致利润增长25%-85%20Customer Lifetime Value 顾客终身价值21IndustryProfit per Customer (in dollars) by Year of
7、Relationship12345Credit Car Issuance and Servicing 信用汽车保险与服务 Industrial Laundry 工业洗衣 Industrial Distribution 工业分销 Auto Servicing 汽车服务(21)*1444525421669935441921217049222144885525616888* Figures in parentheses denote lossesCustomer Profit Patterns over TimeCustomer Lifetime Value: Industries 顾客终身价值：行
8、业22Customer and Employee 顾客与员工 CRM 顾客关系管理 Customer Satisfaction Customer Retention Customer Lifetime Value Key Customers ERM 员工关系管理 Employee Satisfaction Employee Retention Employee Lifetime Value Key EmployeesTreat customers like employees and employees like customersCRM (ERM) 是通过提供高的顾客(员工)价值和满意来建立
9、并 维持有利可图的顾客(员工)关系的整个过程。23The Satisfaction “Mirror” “满意镜”More Familiarity with Customer Needs and Ways of Meeting Them 更熟悉顾客的需要及满足顾客的方式Greater Opportunity for Recovery from Errors 更多的补救失误的机会Higher Employee Satisfaction 更高的员工满意度Higher Productivity 更高的生产率Improved Quality of Service 更佳的服务质量More Repeat P
10、urchases 更多的重复购买Stronger Tendency to Complain about Service Errors 更愿意抱怨服务失误Higher Customer Satisfaction 更高的服务满意度Lower Costs 更低的成本Better Results 更好的结果CustomerCustomer 顾客顾客EmployeeEmployee 员工员工24Comparison to Performance MeasuresYearAvg. Growth in Revenue 营业额 增长Avg. Growth in Profits 利润增长Avg. Growth
11、in Market Value 市场价值增长 100 BestS&P 500100 BestS&P 500100 BestS&P 500 199814%8%116%6%31%35% 199914%4%55%9%30%28% 200024%12%66%21%96%21% 200125%13%228%9%121%5%Fortunes 100 Best Places to Work versus Companies in the Standard & Poors 500, 1998-2001 财富评选的100个最适合工作的地方对比标准普尔的500个公司25Employee Value Equatio
12、n 员工价值等式Opportunity to solve problems for customers 为顾客解决问题的机会Opportunities for personal development 个人发展的机遇Degree to which work gets recognized 工作得到认可的程度The “fairness” of my Manager 上司的“公正性”Working with winners 与成功者一起工作Appropriate compensation 适当的补偿Job continuity 工作的连续性26Cycle of Employee Capabilit
13、y仔细地选择员工和顾 客（包括自我选择） Careful Employee and Customer Selection (and self-Selection) 高质量培训 High-Quality Training精心设计 的支持体系 信息；设施 Well-Designed Support Systems满足顾客需求的 较高标准 Greater Latitude to Meet Customers Needs对员工的明确 限制和期望 Clear Limits on, and Expectations of, Employees适当奖励 和经常认可 Appropriate Rewards a
14、nd Frequent Recognition满意的员工 Satisfied Employees员工推荐 潜在求职者 Employee Referrals of Potential Job CandidatesIs attitude emphasized?Are job previews utilized?Are customers screened?Is training for job and life?Is it and important elementof quality of work life?Do they reflect needsof the serviceencounte
15、r?Are they designed tofoster relationships?Does it reflect topmanagement “talk”?Is it enough to allowdelivery of results tocustomers?Are employees encouragedto refer friends?Are referrals from the“best” employeesgiven priority?Is satisfactionmeasured periodically?Are measurementslinked to otherfunct
16、ions on theCycle?Are they linked toservice objectives?Are they balancedbetween monetaryand non-monetary?27从优秀到卓越 任何从优秀到卓越公司的最终飞跃，靠的不是市场，不 是技术，不是竞争，也不是产品。有一件事比其他任何 事都举足轻重：那就是招聘并留住好的员工。 在你确定将汽车开向何处之前，首先必须有合适的人在 车上（不合适的人被请下车）。 补偿机制不是为了让不合适的雇员作出正确的举动，而 是要让合适的雇员能上车，并保证他们能留在那儿。-Jim Collins 永远不断地寻找优秀并且志同道合的员工 28
