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1、CHAPTER 3Customer ServiceCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin3-2Cost trade-offs in Marketing and LogisticsProductOrder processing and information costsInventory carrying costsPlace/customer service levelsOrder processing and information costsPriceL
2、ot quantity costsWarehousing costsTransportation costsLOGISTICSMARKETINGCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin3-3Elements of Customer ServiceTransaction elementsWritten statement of policyCustomer receipt of policy statementOrganization structureSyst
3、em flexibilityManagement servicesInstallation, warranty, alterations, repairs, partsProduct tracingCustomer claims, complaints, returnsTemporary replacement of productsStockout levelsOrder informationElements of order cycleExpedited shipmentsTransshipmentSystem accuracyOrder convenienceProduct subst
4、itutionPosttransaction elementsPretransactionelementsCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin3-4Methods of Establishing a Customer Service StrategyDetermining channel service levels based on knowledge of consumer reactions to stockoutsAnalyzing cost/re
5、venue trade-offsUsing ABC analysis of customer serviceConducting a customer service auditCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin3-5Model of Consumer Reaction to a Repeated StockoutSource: Clyde K. Walter, “An Empirical Analysis of Two Stockout Models,
6、” unpublished Ph. D. Dissertation, Ohio State University, 1971.Customer3Lower4Other size2Same1HigherAnotherstore6Ask hereagain5SpecialorderSwitch stores?Substitute?Switch brand?Substitute?Switch price?NoNoYesYesYesYesNoNoCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-H
7、ill/Irwin3-6Relationship Between Customer Service and Inventory InvestmentCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin3-7Internal AuditExternal AuditEvaluate Customer PerceptionsDifferentiate Channel Levels & Market SegmentsIdentify OpportunitiesDetermine
8、Marketing Services Mix & LevelsStages of the Customer Service Audit Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin3-8Overall Importance Compared To Selected Performance Of Major Manufacturers Evaluated By DealersSource: Douglas M. Lambert and Jay U. Sterling
9、, “Developing Customer Service Strategy,” unpublished manuscript. All Rights reserved.OverallImpt. -Dealer Evaluationsof ManufacturersAllDealersMfr. 1Mfr. 2Mfr. 3Mfr. 4Mfr. 5Mfr. 6RankVar.NumDescriptionM.SDM.SDM.SDM.SDM.SDM.SDM.SD19Ability of manufacturer to meet promised delivery date (on-timeshipm
10、ents)6.40.85.91.04.11.64.71.66.60.63.71.83.31.6239Accuracy in filling orders (correct product is shipped)6.40.85.61.14.71.45.01.35.81.15.11.24.41.5390Competitiveness of price6.31.05.11.24.91.44.51.55.41.34.41.53.61.8440Advance notice on shipping delays6.10.94.61.93.01.63.71.75.11.73.01.73.11.7594Spe
11、cial pricing discounts available on contract/project quotes6.11.15.41.34.01.74.11.66.01.24.71.54.51.863Overall manufacturing and design quality of product relative tothe price and range involved6.00.96.01.05.31.35.11.26.50.85.21.34.81.5716Updated and current price data, specifications and promotionm
12、aterials provided by manufacturer6.00.95.71.34.11.54.81.46.30.94.91.74.31.9847Timely response to requests for assistance from manufacturerssales representative6.00.95.21.74.61.64.41.65.41.64.22.04.31.7914Order cycle consistency (small variability in promised versusactual delivery, i.e., vendor consi
13、stency meets expected date).6.00.95.81.04.11.54.81.46.30.93.61.74.41.7104bLength of promised order cycle (lead) times (from ordersubmission to delivery) for base line/in-stock (quick ship)product6.01.06.11.14.51.44.91.56.21.14.31.73.72.01154Accuracy of manufacturer in forecasting and committing toes
14、timated shipping dates on contract/project orders6.01.05.51.24.01.64.31.46.31.13.81.73.51.61249aCompleteness of order (% of line items eventually shippedcomplete) - made to order product (contract orders)6.01.05.51.24.31.24.71.36.01.14.41.44.01.65033aPrice range of product line offering (e;g., low,
15、medium, highprice levels) for major vendor5.01.34.41.54.61.65.11.55.21.44.31.63.91.610177Store layout planning assistance from manufacturer2.91.64.21.73.01.53.41.64.71.63.01.43.41.2Note: Mean (average score) based on a scale of 1 (not important) through 7 (very important).Copyright 2001 by The McGra
16、w-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin3-9Internal Audit QuestionsHow is customer service currently measured?What are the units of measurement?What are the performance standards?What is the current level of attainment?3-9 aCopyright 2001 by The McGraw-Hill Companies, Inc. All r
17、ights reserved. McGraw-Hill/Irwin3-10Internal Audit Questions cont.How are these measures derived from corporate information flows and the order processing system?What is the internal customer service reporting system?How do the functional areas of the business perceive customer service?What is the
18、relation between these functional areas in terms of communication and control?3-9 bCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin3-11Importance And Performance Evaluations For Selected Customer Service AttributesRelativePerformance -0.36* Performance evaluat
19、ions of A and B are significantly different at p 0.05.123456789Performance EvaluationImportanceCompany ACompany BNo.AttributeAccuracy in filling ordersAbility to expedite emergency orders in a fast, responsive mannerAction on complaints (e.g., order servicing, shipping, product, etc.)Accuracy of sup
20、plier in forecasting and committing to shipping date for custom-made products Completeness rate (percentage of ordereventually shipped)Rapid adjustment of billing and shipping errorsAvailability of blanket ordersFrequency of deliveries (supplier consolidates multiple/split shipments into one larger,
21、 less frequent shipment)Order processing personnel located in your market areaComputer-to-computer order entry6.426.256.075.925.695.344.554.293.582.305.544.984.824.535.294.645.035.075.334.075.655.235.184.735.274.904.155.035.213.53-0.11-0.25-0.20 +0.02-0.24+0.04+0.1210 +0.54* +0.88* Performance evalu
22、ations of A and B are significantly different at p 0.01.Source: Douglas M. Lambert and Arun Sharma, “A Customer-Based Competitive Analysis for Logistics Decisions,” International Journal of Physical Distribution and Logistics Management 20, no.1 (1990), p.18. 3-9 cCopyright 2001 by The McGraw-Hill C
23、ompanies, Inc. All rights reserved. McGraw-Hill/Irwin3-12Competitive Position MatrixIMPORTANCEHIGHMEDIUMLOWMinor weaknessMinor strengthMajor weaknessMajor strengthCompetitive disadvantageCompetitive parityCompetitive advantageRelative performance1357-3.0-1.0+1.0+3.01*2*4*3*6*5*7*8*9*10*3-10Copyright
24、 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin3-13Performance Evaluation MatrixPerformance evaluationIMPORTANCEHIGHMEDIUMLOWMaintainDefinitely improveMaintain/improve135713571*2*4*3*6*5*7*8*9*10*MaintainReduce/maintainReduce/maintainReduce/maintainImprove Improve 3-1
25、1Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin3-14Strategic Opportunities For A Competitive Advantage* denotes attribute numberindicates desired shift in relative performanceindicates potential opportunities that may be revealed within specific customer seg
26、mentsCompetitivedisadvantageCompetitiveparityCompetitiveadvantageMajor weaknessMinor weaknessMajor strengthMinor strengthRelative performanceIMPORTANCEHIGHMEDIUMLOW7531-3.0-1.0+1.0+3.01*2*3*4*5*6*8*9*10*7Source: Douglas M. Lambert and Arun Sharma, “A Customer-Based Competitive Analysis for Logistics
27、 Decisions,” International Journal of Physical Distribution and Logistics Management 20, no.1 (1990), p.23. 3-12Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin3-15Measuring and Controlling Customer Service PerformanceEstablish quantitative standards of perfor
28、mance for each service element.Measure actual performance for each service element.Analyze variance between actual service provided and standard.Take corrective action as needed to bring actual performance into line. 3-13Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin3-16Customer Service StandardsReflect the customers point of view.Provide an operational and objective measure of service performance.Provide management with cues for corrective action.3-14
