【正文】 on Sales 銷售收入 Gets Through Quickly 服務(wù)迅速 Tickets Right 訂票準(zhǔn)確 Profit 利潤 Customer Ratings 顧客評分 (5 Point Scale 5分制 ) (r=) (r=) 12 Relationship between Employee Satisfaction and Office Profitability Profit 利潤 Comparison of Top and Bottom 10% of American Express’s Business Travel Offices, Ranked by Return on Sales 美國運(yùn)通銷售收入最高的 10%和最低的 10%的商務(wù)旅行辦公室比較 Employee Ratings 員工評分(5 Point Scale 5分制 ) Return on Sales 銷售收入 Physical Surroundings 環(huán)境設(shè)施 Safety of Workplace 工作場所 的安全性 Way Things Get Done 做事的方式 Focus on ShortTerm 注重短期 Top 最高的 10% Bottom 最低的 10% 13 Case 3: WalMart Stores 沃爾瑪百貨公司 Productivity 生產(chǎn)率 1995 Sales Per Employee 員工人均銷售額 WalMart KMart Target $138,710 $114,630 $109,250 Sales Per Square Foot, Stores 店鋪每平方英尺平均銷售額 WalMart KMart Target $297 $211 $195 Industry WalMart Industry WalMart Median, Managers Median, Employees Managers Employees 行業(yè)一般 沃爾瑪 行業(yè)一般 沃爾瑪 管理者 管理者 員工 員工 High Low Relative Turnover 相對流失率 Employee and Management Turnover, 員工和管理層流失率 1994 Discount Department Stores 折扣百貨公司 ? ―Niceness‖ as the primary criterion for choosing associates ? Well trained, recognition, mitment ? Stock purchase plan – 15% discount – 50% of all associates do so ? Incentivebonus plan amp。 Organizations that achieve both market and operating focus are nearly unbeatable. Powerful service firms employ a quantifiable set of relationships that directly links profit and growth to not only customer satisfaction and loyalty, but to employee satisfaction, loyalty, productivity. Customer amp。1 Professor Jianmin Jia ServiceProfit Chain 服務(wù)利潤鏈 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。 In the new economics of service, frontline workers and customers need to be the center of management concern. 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。 Employee Focus 以 顧客和員工 為 中心 3 The Performance Trinity 績效三位一體 領(lǐng)導(dǎo)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 anization‘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)動力 7 L