【正文】 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 。 ? 補償機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。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。P 500 1998 14% 8% 116% 6% 31% 35% 1999 14% 4% 55% 9% 30% 28% 2000 24% 12% 66% 21% 96% 21% 2001 25% 13% 228% 9% 121% 5% Fortune’s 100 Best Places to Work versus Companies in the Standard amp。P 500 100 Best Samp。長20 Customer Lifetime Value 顧客 終身 價值 0 1 2 3 4 5Ye a r 年份Net Impact on Operating Profit運營凈利潤S u g g e s t i o n s f o r p r o d u c t o r s e r v i c ei m p r o v e m e n t來 源于 產(chǎn) 品服 務(wù) 改 進 建 議 的利 潤R e f e r r a l s 來 源于推 薦 人的利 潤P r o f i t f r o m p r i c e p r e m i u m o nc u s t o m p r o d u c t s來 源于 產(chǎn) 品溢價的利 潤R e d u c e d c o s t s o f s e r v i n g c u s t o m e r服 務(wù)顧 客 帶來 的成本降低P u r c h a s e s o f n e wp r o d u c t s 購買 新 產(chǎn) 品P u r c h a s e s o f s t a n d a r dp r o d u c t s 購買 一般 產(chǎn) 品C u s t o m e r a c q u i s i t i o nc o s t s 獲 得 顧 客的成本21 Industry Profit per Customer (in dollars) by Year of Relationship 1 2 3 4 5 Credit Car Issuance and Servicing 信用汽車保險與服務(wù) Industrial Laundry 工業(yè)洗衣 Industrial Distribution 工業(yè)分銷 Auto Servicing 汽車服務(wù) (21)* 144 45 25 42 166 99 35 44 192 121 70 49 222 144 88 55 256 168 88 * Figures in parentheses denote losses Customer Profit Patterns over Time Customer Lifetime Value: Industries 顧客 終身 價值：行業(yè) 22 Customer and Employee 顧客與員工 ? CRM 顧客 關(guān)系管理 ? Customer Satisfaction ? Customer Retention ? Customer Lifetime Value ? Key Customers ? ERM 員工 關(guān)系管理 ? Employee Satisfaction ? Employee Retention ? Employee Lifetime Value ? Key Employees Treat customers like employees and employees like customers CRM (ERM) 是通過提供高的顧客 (員工 )價值和滿意來建立并維持有利可圖的顧客 (