【正文】 Jim Collins 永遠不斷地尋找優(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 一線服務人員 One in two of these still dissatisfied plain 189。 Poor’s 500, 19982001 《 財富 》 評選的 100個最適合工作的地方對比標準普爾的 500個公司 25 接入成本 總收入 / 1 工作地點的質(zhì)量 傳送效用的能力 價 值C o s t s A c c e s s I n c o m e 1 / T o t a l W o r k p l a c eofQ u a l i t y R e s u l t sD e l i v e r t oC a p a b i l i t y V a l u e???Employee Value Equation 員工價值等式 Opportunity to solve problems for customers 為顧客解決問題的機會 Opportunities for personal development 個人發(fā)展的機遇 Degree to which work gets recognized 工作得到 認可 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?shù)难a償 Job continuity 工作的連續(xù)性 26 Cycle of Employee Capability 仔細地選擇員工和顧客（包括自我選擇）Careful Employee and Customer Selection (and selfSelection) 高質(zhì)量培訓 HighQuality Training 精心設計 的支持體系 —信息； —設施 WellDesigned Support Systems 滿足顧客需求的 較高標準 Greater Latitude to Meet Customers‘ Needs 對員工的明確 限制和期望 Clear Limits on, and Expectations of, Employees 適當獎勵 和經(jīng)常認可 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。 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 更多的補救失誤的機會 Higher Employee Satisfaction 更高的員工滿意度 Higher Productivity 更高的生產(chǎn)率 Improved Quality of Service 更佳的服務質(zhì)量 More Repeat Purchases 更多的重復購買 Stronger Tendency to Complain about Service Errors 更愿意抱怨服務失誤 Higher Customer Satisfaction 更高的服務滿意度 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 市場價值增長 100 Best Samp。239。221。224。 credibility。 trustworthiness。 2) Attitudes and behavior。 ? It varies from one customer to another (variation). 它隨不同的顧客而異（變化性）。 Employee Focus 以 顧客和員工 為 中心 3 The Performance Trinity 績效三位一體 領(lǐng)導和管理 Leadership and management 價值和文化 Values and culture 愿景和戰(zhàn)略 Vision and Strategy “We expect that goodtogreat leaders would begin by setting a 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)導和管理的質(zhì)量 . Intangible Assets 無形資產(chǎn) 5 ServiceProfit Chain 服務利潤鏈 向顧客提供的 服務價值 Value of Service