【導(dǎo)讀】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。既強(qiáng)調(diào)市場也強(qiáng)調(diào)運(yùn)營的組織幾乎是戰(zhàn)無不勝的。大多數(shù)公司的有形資產(chǎn)占它們市場價值的１/3.、組織領(lǐng)導(dǎo)和管理的質(zhì)量.

　　

【正文】 工作得到 認(rèn)可 的程度 The ―fairness‖ of my Manager 上司的“公正性” Working with winners 與成功者一起工作 Appropriate pensation 適當(dāng)?shù)难a(bǔ)償 Job continuity 工作的連續(xù)性 26 Cycle of Employee Capability 仔細(xì)地選擇員工和顧客（包括自我選擇）Careful Employee and Customer Selection (and selfSelection) 高質(zhì)量培訓(xùn) HighQuality Training 精心設(shè)計(jì) 的支持體系 —信息； —設(shè)施 WellDesigned Support Systems 滿足顧客需求的 較高標(biāo)準(zhǔn) Greater Latitude to Meet Customers‘ Needs 對員工的明確 限制和期望 Clear Limits on, and Expectations of, Employees 適當(dāng)獎勵 和經(jīng)常認(rèn)可 Appropriate Rewards and Frequent Recognition 滿意的員工 Satisfied Employees 員工推薦 潛在求職者 Employee Referrals of Potential Job Candidates Is attitude emphasized? Are job previews utilized? Are customers screened? Is training for job and life? Is it and important element of quality of work life? Do they reflect needs of the service encounter? Are they designed to foster relationships? Does it reflect top management “talk”? Is it enough to allow delivery of results to customers? Are employees encouraged to refer friends? Are referrals from the “best” employees given priority? Is satisfaction measured periodically? Are measurements linked to other functions on the Cycle? Are they linked to service objectives? Are they balanced between moary and nonmoary? 27 從優(yōu)秀到卓越 ? 任何從優(yōu)秀到卓越公司的最終飛躍，靠的不是市場，不是技術(shù)，不是競爭，也不是產(chǎn)品。有一件事比其他任何事都舉足輕重：那就是招聘并留住好的員工。 ? 在你確定將汽車開向何處之前，首先必須有合適的人在車上（不合適的人被請下車）。 ? 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。 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。的不滿者仍抱怨 25% of plainants still dissatisfied 25%的抱怨者仍不滿 One in five plain 1/5 抱怨 25% of these customers still dissatisfied 這些顧客 25%仍不滿 40% Complain 40%抱怨 100% of dissatisfied customers 100%不滿的顧客 1 Complaint = 一次抱怨 = 2 customers dissatisfied at middle management level= 中層抱怨者的 2個不滿客戶 = 10 who plain to middle management = 10個向中層抱怨的人 = 50 customers who remain dissatisfied after frontline effort = 50個經(jīng)第一線努力后仍不滿的顧客 = 200 who plain To frontline = 200個向一線人員抱怨的人 = 500 who are dissatisfied = 500個不滿的顧客 = THE COMPLAINT PROCESS STATED IN PERCETAGES 百分比表示的抱怨過程 THE PYRAMID DESCRIBED IN NUMBERS 以數(shù)量表示的金字塔 29 Dissatisfied Customers’ Repurchase Intentions under Various Conditions 不同條件下不滿顧客的重購意圖 Ho w M a n y o f Y o u r Un h a p p y Cu s t o m e r s W il l B u yf r o m Y o u A g a in ? 不滿意的顧客有多少還會再購買你的產(chǎn)品？70%46%37%82%54%19%9%95%ComplaintsResolved Quickly抱怨迅速解決ComplaintsResolved 抱 怨解決了Complaints NotResolved 抱 怨沒有解決Nonplainants沒有抱怨Percent of customers who will buy from you again再次購買你的產(chǎn)品的顧客百分比Major Complaints 大的抱怨Minor Complaints 小的抱怨30 ? 你的組織的“業(yè)務(wù)”是什么？它是由價值和結(jié)果定義而非產(chǎn)品和服務(wù)定義的嗎？ What is your organization‘s ―business‖? Is it defined in terms of value and results versus products and services? ? 你的組織很明確地界定了顧客和非顧客了嗎？ How carefully has your organization defined who it will serve and who not? ? 你的組織是通過什么方法 ——政策、實(shí)踐、過程還是組織 ——為 中意 的顧客和員工提供較高的價值成本均衡的？ By what means – policies, practices, processes, organization – is value leveraged over costs for preferred customers and employees? ? 在多大程度上你的組織的價值傳送系統(tǒng)使經(jīng)營戰(zhàn)略達(dá)到良好的價值成本均衡？ To what degree does your organization‘s value delivery system enable its operating strategy to leverage value over costs? ? 你們在多大的程度上度量并追蹤服務(wù)利潤鏈中的元素的？ To what extent do you measure and track elements of the service profit chain? ? 在多大程度上，你們的管理者和員工是基于獲得經(jīng)營績效而得到認(rèn)可和獎勵的？ To what extent are managers and employees recognized and rewarded on the basis of achieving performance measures? ? 在各種價值等式維度中你的顧客和員工尋求的是什么？你是如何知道的？ What do customers and employees seek on various value equation dimensions? How do you know? Questions for Managers 管理者需要思考的問題