【正文】 P 500 100 Best Samp。 wants 需求 Customer Satisfaction 顧客滿意 Perceived quality of Competitors 感知的競爭者 的質(zhì)量 Perception 感知 Result: What 結(jié)果：是什么 Process: How 過程：如何實現(xiàn) Customer Satisfaction 顧客滿意 Total perceived Quality 全面感知 的 質(zhì)量 Experienced Quality 體驗的質(zhì)量 18 SatisfactionLoyalty Relationship 滿意忠誠關(guān)系 automobiles personal puters hospitals airlines local telephone How the Competitive Environment Affects the SatisfactionLoyalty Relationship 1 2 3 4 5 pletely dissatisfied pletely satisfied Highly Competitive Zone Commoditization or low differentiation Consumer indifference Many substitutes Low cost of switching Satisfaction 滿意 Regulated monopoly or few substitutes Dominant brand equity High cost of switching Powerful loyalty program Proprietary technology Nonpetitive Zone low high Loyalty 忠誠 19 Customer Loyalty 顧客忠誠 Drives Profitability and Growth 驅(qū)動利潤和增長 A 5% increase in customer loyalty can produce profit increases from 25% to 85%. 顧客忠誠度 5%的 增長可導(dǎo)致利潤增長 25%85% 25%85%75%25%50%45% 45%40%35%0%20%40%60%80%100%Auto service chain汽車服務(wù)連鎖Branch bankdeposits銀行分支機(jī)構(gòu)存款Credit card 信用卡Credit insurance信用保險Insurance brokege保險經(jīng)紀(jì)人Industrialdistribution產(chǎn)業(yè)分銷Industrial laundry工業(yè)洗衣Office bldg.Management寫字樓管理Software 軟件Percent Increase in Customer Value顧224。 profit sharing 14 Operating Margins Firm公司 1994 1993 1992 WalMart % % % Target KMart Consumer Ratings Chain連鎖店 Value價值 Service服務(wù) (“Sales Help”) WalMart 5 4 Meijer 4 3 Target 5 2 ShopKo 3 2 Bradlees 3 1 Venture 4 1 Montgomery Ward 3 2 Fred Mayer 3 2 KMart 3 1 Caldor 3 1 Ames 2 1 Growth, Profit, and Return on Equity, 19851995 Company公司 Average Annual Growth in Sales 銷售額年均增長 Average Annual Growth in Profit 利潤年均增長 Return on Equity 資本回報率 WalMart % % % Target % .9% % KMart % Negative % Sears negative % % 15 Customer Value Equation 顧客價值等式 Cases: Federal Express Singapore Airlines Oute quality and process quality Five dimensions of service process quality 可靠性 Dependability Did the service provider do what was promised? “When it absolutely, positively, has to get there.” (FedEx) 反應(yīng)性 Responsiveness Was the service provided in a timely manner? 權(quán)威性 Authority Did the service provider elicit a feeling of confidence in the customer during the service delivery process? 體貼性 Empathy Was the service provider able to take the customer’s point of view? 有形證據(jù) Tangible evidence Was evidence left that the service was indeed performed? “Our new business class seats may cause drowsiness.” (UA) Service positioning 獲得服務(wù)的成本 服務(wù)的價格 服務(wù)過程質(zhì)量 為顧客創(chuàng)造的服務(wù)效用 價 值S e r v i c e t h eA c q u i r i n g of C o s t s C u s t o m e r t h e t oP r i c eQ u a l i t y P r o c e s s C u s t o m e r f o r t h e P r o d u c e d R e s u l t s V a l u e???16 1 Customers‘ views of service process quality depend primarily on the relationship between what was actually delivered in relation to what was expected by the customers. ? Service quality is relative, not absolute (reference effect). 服務(wù)質(zhì)量是相對而非絕對的（參考性）。 skills。l232。 ? 補(bǔ)償機(jī)制不是為了讓不合適的雇員作出正確的舉動，而是要讓合適的雇員能上車，并保證他們能留在那兒。243。 5) Service recovery。1 Professor Jianmin Jia ServiceProfit Chain 服務(wù)利潤鏈 中國培訓(xùn)師大聯(lián)盟 2 如何把一個企業(yè)做強(qiáng)？ 員工和顧客應(yīng)該成為管理層考慮問題的核心所在。 trustworthiness。239。