服務(wù)利潤鏈經(jīng)典培訓(xùn)教程香港中文大學(xué)-文庫吧在線文庫
【正文】 new vision and strategy. We found instead that they first got the right people on the bus, the wrong people off the bus, and the right people in the right seats – and then they figured out where to drive it.” (Jim Collins) 4 In recent years, physical assets accounting for most of the book value of corporations have fallen to around onethird of market value. 大多數(shù)公司的 有形資產(chǎn) 占它們市場價(jià)值的１ /3. These intangibles prise such factors as brands, information, technology, customer relationships, the quality of employees, and quality of an organization‘s leadership and administration. 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(dǎo)和管理的質(zhì)量 . Intangible Assets 無形資產(chǎn) 5 ServiceProfit Chain 服務(wù)利潤鏈 向顧客提供的 服務(wù)價(jià)值 Value of Services Provided to Customers 顧客滿意 Customer Satisfaction 利潤和增長 Profit and Growth 高質(zhì)量支持 服務(wù)和政策 HighQuality Support Services and Policies 滿意、忠誠及 生產(chǎn)率高的員工 Satisfied, Loyal and Productive Employees Customers顧客 Employees員工 顧客忠誠 Customer Loyalty 6 ? Customer loyalty and mitment are the primary drivers of growth and profitability. ? Customer loyalty and mitment emanate from customer satisfaction pared to petition. ? Customer satisfaction results from the realization of high levels of value pared to petition. ? Value is created by satisfied, mitted, loyal, and productive employees. ? Employee satisfaction results from several factors: – the ―fairness‖ of management, – the quality of one‘s peers in the workplace, – the opportunity for personal growth on the job, – capability, the latitude within limits to deliver results to customers, – levels of customer satisfaction achieved in customerfacing job, and – moary pensation. Drivers of ServiceProfit Chain 服務(wù)利潤鏈的驅(qū)動(dòng)力 7 Links in the Service Profit Chain 服務(wù)利潤鏈鏈接 ? 顧客滿意 Customer Satisfaction 顧客忠誠 Customer Loyalty 收入增長 Revenue Growth 盈利能力 Profitability 內(nèi)部服務(wù)質(zhì)量 Internal Service Quality 員工滿意 Employee Satisfaction 員工保留 Employee Retention 員工生產(chǎn)率 Employee Productivity 外部服務(wù) 價(jià)值 External Service Value 運(yùn)營戰(zhàn)略與服務(wù)傳送系統(tǒng) Operating Strategy and Service Delivery System ?workplace design ?job design ?employee selection and development ?employee rewards and recognition ?tools for serving customers ?service concept: results for customers ?service designed and delivered to meet targeted customers‘ needs ?Retention ?Repeat business ?referral 8 Case 1: Southwest Airlines 西南航空 ? Started by concentrating on serving intrastate, nofrills muters in Texas. – Now expanded to serve 58 cities ? Experienced 30 straight years of profits – Yielded an average 35% annual return to investors – The nation‘s fourthlargest domestic carrier ? ―Lessformuchless‖ positioning – Average flight time = 1 hour amp。 2) Attitudes and behavior。 credibility。221。 23 The Satisfaction “Mirror” “滿意鏡” More Familiarity with Customer Needs and Ways of Meeting Them 更熟悉顧客的需要及滿足顧客的方式 Greater Opportunity for Recovery from Errors 更多的補(bǔ)救失誤的機(jī)會 Higher Employee Satisfaction 更高的員工滿意度 Higher Productivity 更高的生產(chǎn)率 Improved Quality of Service 更佳的服務(wù)質(zhì)量 More Repeat Purchases 更多的重復(fù)購買 Stronger Tendency to Complain about Service Errors 更愿意抱怨服務(wù)失誤 Higher Customer Satisfaction 更高的服務(wù)滿意度 Lower Costs 更低的成本 Better Results 更好的結(jié)果 Customer 顧客 Employee 員工 24 Comparison to Performance Measures Year Avg. Growth in Revenue 營業(yè)額增長 Avg. Growth in Profits 利潤增長 Avg. Growth in Market Value 市場價(jià)值增長 100 Best Samp。 Jim Collins 永遠(yuǎn)不斷地尋找優(yōu)秀并且志同道合的員工 28 Complaint Escalation Pyramid抱怨升級金字塔 Vice President 副總裁 Middle Management 中層管理人員 Frontline Service Providers 一線服務(wù)人員 One in two of these still dissatisfied plain 189。 Poor’s 500, 19982001 《 財(cái)富 》 評選的 100個(gè)最適合工作的地方對比標(biāo)準(zhǔn)普爾的 500個(gè)公司 25 接入成本 總收入 / 1 工作地點(diǎn)的質(zhì)量 傳送效用的能力 價(jià) 值
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