ProfessorJianminJiaService-ProfitChain

服務(wù)利潤(rùn)鏈如何把一個(gè)企業(yè)做強(qiáng)？員工和顧客應(yīng)該成為管理層考慮問(wèn)題的核心所在。Intheneweconomicsofservice,frontlineworkersandcustomersneedtobethecenterofmanagementconcern.

既強(qiáng)調(diào)市場(chǎng)也強(qiáng)調(diào)運(yùn)營(yíng)的組織幾乎是戰(zhàn)無(wú)不勝的。

Organizationsthatachievebothmarketandoperatingfocusarenearlyunbeatable.

Powerfulservicefirmsemployaquantifiablesetofrelationshipsthatdirectlylinksprofitandgrowthtonotonlycustomersatisfactionandloyalty,buttoemployeesatisfaction,loyalty,productivity.Customer&EmployeeFocus

以顧客和員工為中心ThePerformanceTrinity績(jī)效三位一體領(lǐng)導(dǎo)和管理Leadershipandmanagement價(jià)值和文化Valuesandculture愿景和戰(zhàn)略VisionandStrategy“Weexpectthatgood-to-greatleaderswouldbeginbysettinganewvisionandstrategy.Wefoundinsteadthattheyfirstgottherightpeopleonthebus,thewrongpeopleoffthebus,andtherightpeopleintherightseats–andthentheyfiguredoutwheretodriveit.”(JimCollins)Inrecentyears,physicalassetsaccountingformostofthebookvalueofcorporationshavefallentoaroundone-thirdofmarketvalue.

大多數(shù)公司的有形資產(chǎn)占它們市場(chǎng)價(jià)值的１/3.Theseintangiblescomprisesuchfactorsasbrands,information,technology,customerrelationships,thequalityofemployees,andqualityofanorganization’sleadershipandadministration. 無(wú)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.IntangibleAssets無(wú)形資產(chǎn)

Service-ProfitChain服務(wù)利潤(rùn)鏈向顧客提供的

服務(wù)價(jià)值

ValueofServicesProvidedtoCustomers顧客滿意CustomerSatisfaction利潤(rùn)和增長(zhǎng)Profitand

Growth高質(zhì)量支持

服務(wù)和政策

High-QualitySupportServicesandPolicies滿意、忠誠(chéng)及

生產(chǎn)率高的員工Satisfied,LoyalandProductiveEmployeesCustomers顧客Employees員工顧客忠誠(chéng)

Customer

Loyalty

Customerloyaltyandcommitmentaretheprimarydriversofgrowthandprofitability.Customerloyaltyandcommitmentemanatefromcustomersatisfactioncomparedtocompetition.Customersatisfactionresultsfromtherealizationofhighlevelsofvaluecomparedtocompetition.Valueiscreatedbysatisfied,committed,loyal,andproductiveemployees.Employeesatisfactionresultsfromseveralfactors:the“fairness”ofmanagement,thequalityofone’speersintheworkplace,theopportunityforpersonalgrowthonthejob,capability,thelatitudewithinlimitstodeliverresultstocustomers,levelsofcustomersatisfactionachievedincustomer-facingjob,andmonetarycompensation.DriversofService-ProfitChain

服務(wù)利潤(rùn)鏈的驅(qū)動(dòng)力LinksintheServiceProfitChain

服務(wù)利潤(rùn)鏈鏈接顧客滿意CustomerSatisfaction顧客忠誠(chéng)CustomerLoyalty收入增長(zhǎng)RevenueGrowth盈利能力Profitability內(nèi)部服務(wù)質(zhì)量InternalServiceQuality員工滿意EmployeeSatisfaction員工保留EmployeeRetention員工生產(chǎn)率EmployeeProductivity外部服務(wù)價(jià)值ExternalServiceValue運(yùn)營(yíng)戰(zhàn)略與服務(wù)傳送系統(tǒng)

OperatingStrategyandServiceDeliverySystemworkplacedesignjobdesignemployeeselectionanddevelopmentemployeerewardsandrecognitiontoolsforservingcustomersserviceconcept:resultsforcustomersservicedesignedanddeliveredtomeettargetedcustomers’needsRetentionRepeatbusinessreferralCase1:SouthwestAirlines西南航空Startedbyconcentratingonservingintrastate,no-frillscommutersinTexas.Nowexpandedtoserve58citiesExperienced30straightyearsofprofitsYieldedanaverage35%annualreturntoinvestorsThenation’sfourth-largestdomesticcarrier“Less-for-much-less”positioningAverageflighttime=1hour&one-wayfare=$84onlymajorshorthaul,low-fare,high-frequency,point-to-pointcarrierLowpricesbynotservingmeals(justpeanuts),notassigningseats(firstcome,firstserved),andnotusingtravelagents.CustomervalueandemployeesatisfactionDependable,frequent,andfriendlyserviceatalowpriceItse-mail-basedclick‘nsaveprogramhas2.7millionsubscribersforreceivingspecialfareoffersIt’seasiertogetintoHarvardthantobehiredbySWA(4%acceptancerate)Awardsforbeston-timeservice,bestbaggagehandling,andbestcustomerserviceCheerfulemployeesgooutoftheirwaytoamuse,surprise,orentertainpassengers(e.g.,introducingthemselvestooneanother,thenhug,thenkiss,thenproposemarriage)ProfitSharingandStockPurchasePlanforSWAEmployees“SouthwestAirlinesgivessecuritytoitsemployees,andsecuritybreedsloyalty”“Funloving,casualairline”RankingsofEightLargestUSAirlinesforRevenue,Profit,

On-TimeArrival,andCustomerServiceComplaints(1995)SW=25minuteturnaroundOthers=55minutesCase2:AmericanExpress美國(guó)運(yùn)通RelationshipsbetweenCustomerSatisfactionandOfficeProfitabilityComparisonofTopandBottom10%ofAmericanExpress’sBusinessTravelOffices,RankedbyReturnonSales,1995美國(guó)運(yùn)通銷售售收入最高的的10%和最最低的10%的商務(wù)旅行行辦公室比較較Top最高的

10%Bottom最低的

10%ReturnonSales銷銷售收入GetsThroughQuickly服服務(wù)迅速TicketsRight

訂票票準(zhǔn)確Profit利潤(rùn)C(jī)ustomerRatings顧客評(píng)分(5PointScale5分制)4.143.374.694.52(r=0.51)(r=0.65)

RelationshipbetweenEmployeeSatisfactionandOfficeProfitabilityProfit利潤(rùn)C(jī)omparisonofTopandBottom10%ofAmericanExpress’sBusinessTravelOffices,RankedbyReturnonSales美國(guó)運(yùn)通銷售售收入最高的的10%和最最低的10%的商務(wù)旅行行辦公室比較較EmployeeRatings員工評(píng)分(5PointScale5分制)3.694.043.142.852.993.522.852.7ReturnonSales銷售收入Physical

Surroundings環(huán)境設(shè)施SafetyofWorkplace工作場(chǎng)所的的安全性WayThingsGetDone做事的方式Focuson

Short-Term注重短期Top最高的

10%Bottom最低的

10%Case3:Wal-MartStores沃爾瑪百貨公公司Productivity生產(chǎn)率1995SalesPerEmployee

員工人均銷售額Wal-MartKMartTarget$138,710$114,630$109,250SalesPerSquareFoot,Stores

店鋪每平方英尺平均銷售額Wal-MartKMartTarget$297$211$195IndustryWal-MartIndustryWal-Mart

Median,ManagersMedian,EmployeesManagersEmployees行業(yè)一般沃沃爾爾瑪行行業(yè)一一般沃沃爾瑪

管理理者管管理者員員工員員工工HighLowRelativeTurnover相對(duì)流失率Employeeand

ManagementTurnover,員工和管理層層流失率1994DiscountDepartmentStores折扣百貨公司司“Niceness”astheprimarycriterionforchoosingassociatesWelltrained,recognition,commitmentStockpurchaseplan––15%discount––50%ofallassociatesdosoIncentive-bonusplan&profitsharingOperatingMarginsFirm公司199419931992Wal-Mart7.1%7.5%7.5%TargetKMartConsumerRatingsChain連鎖店Value價(jià)值Service服務(wù)

(“SalesHelp”)Wal-Mart54Meijer43Target52ShopKo32Bradlees31Venture41MontgomeryWard32FredMayer32KMart31Caldor31Ames21Growth,Profit,andReturnonEquity,1985-1995Company公司AverageAnnual

GrowthinSales

銷售額年均增長(zhǎng)AverageAnnual

GrowthinProfit

利潤(rùn)年均增長(zhǎng)ReturnonEquity

資本回報(bào)率Wal-Mart27.0%23.6%24.2%Target10.3%.9%14.3%KMart4.4%Negative8.6%Searsnegative3.4%9.2%CustomerValueEquation顧客價(jià)值等式式Cases:FederalExpressSingaporeAirlinesOutcomequalityandprocessqualityFivedimensionsofserviceprocessquality可靠性DependabilityDidtheserviceproviderdowhatwaspromised?“Whenitabsolutely,positively,hastogetthere.””(FedEx)反應(yīng)性ResponsivenessWastheserviceprovidedinatimelymanner?權(quán)威性AuthorityDidtheserviceproviderelicitafeelingofconfidenceinthecustomerduringtheservicedeliveryprocess?體貼性EmpathyWastheserviceproviderabletotakethecustomer’’spointofview?有形證據(jù)TangibleevidenceWasevidenceleftthattheservicewasindeedperformed?“Ournewbusinessclassseatsmaycausedrowsiness.”(UA)Servicepositioning#1Customers’viewsofserviceprocessqualitydependprimarilyontherelationshipbetweenwhatwasactuallydeliveredinrelationtowhatwasexpectedbythecustomers.Servicequalityisrelative,notabsolute(referenceeffect).服務(wù)質(zhì)量是相相對(duì)而非絕對(duì)對(duì)的（參考性性）。Itisdeterminedbythecustomer,notbytheserviceprovider(perception).它被顧客而不不是服務(wù)供應(yīng)應(yīng)商決定（感感知性）。Itvariesfromonecustomertoanother(variation).它隨不同的顧顧客而異（變變化性）。Servicequalitycanbeenhancedbymeetingorexceedingcustomers’’expectationsortakingstepstocontrolsuchexpectations––“underpromiseandoverdeliver””(satisfaction).提高服務(wù)質(zhì)量量可以通過(guò)滿滿足或超額滿滿足顧客的期期望或者采取取措施來(lái)控制制顧客期望——“低許許諾和高提供供”。Criteriaofgoodperceivedservicequality1)Professionalism&skills;2)Attitudesandbehavior;3)Accessibility&flexibility;4)Reliability&trustworthiness;5)Servicerecovery;6)Serviscape;7)Reputation&credibility;8)Consistency.ServiceQuality服務(wù)質(zhì)量ExpectedQuality期望質(zhì)量Communication溝通Sales銷售Perceptions感知Wordofmouth口碑Pastexperience經(jīng)驗(yàn)Needs&wants需求CustomerSatisfaction顧客滿滿意PerceivedqualityofCompetitors感知的的競(jìng)爭(zhēng)爭(zhēng)者的的質(zhì)質(zhì)量Perception感知Result:What結(jié)果：：是什什么Process:How過(guò)程：：如何何實(shí)現(xiàn)現(xiàn)CustomerSatisfaction顧客滿滿意TotalperceivedQuality全面感感知的質(zhì)量ExperiencedQuality體驗(yàn)的的質(zhì)量量Satisfaction-LoyaltyRelationship滿意忠忠誠(chéng)關(guān)關(guān)系automobilespersonalcomputershospitalsairlineslocaltelephoneHowtheCompetitiveEnvironmentAffectstheSatisfaction-LoyaltyRelationship12345completelydissatisfiedcompletelysatisfiedHighlyCompetitiveZoneCommoditizationorlowdifferentiationConsumerindifferenceManysubstitutesLowcostofswitchingSatisfaction

滿意RegulatedmonopolyorfewsubstitutesDominantbrandequityHighcostofswitchingPowerfulloyaltyprogramProprietarytechnologyNoncompetitiveZonelowhighLoyalty

忠誠(chéng)CustomerLoyalty顧客忠忠誠(chéng)DrivesProfitabilityandGrowth驅(qū)動(dòng)利利潤(rùn)和和增長(zhǎng)長(zhǎng)A5%increaseincustomerloyaltycanproduceprofitincreasesfrom25%to85%.顧客忠忠誠(chéng)度度5%的增長(zhǎng)可可導(dǎo)致致利潤(rùn)潤(rùn)增長(zhǎng)長(zhǎng)25%-85%CustomerLifetimeValue顧客終身價(jià)值IndustryProfitperCustomer(indollars)byYearofRelationship12345CreditCarIssuanceandServicing

信用汽車保險(xiǎn)與服務(wù)IndustrialLaundry工業(yè)洗衣IndustrialDistribution工業(yè)分銷AutoServicing汽車服務(wù)(21)*1444525421669935441921217049222144885525616888*FiguresinparenthesesdenotelossesCustomerProfitPatternsoverTimeCustomerLifetimeValue:Industries顧客終身價(jià)值：：行業(yè)業(yè)CustomerandEmployee顧客與與員工工CRM顧顧客關(guān)系管管理CustomerSatisfactionCustomerRetentionCustomerLifetimeValueKeyCustomersERM員員工關(guān)系管管理EmployeeSatisfactionEmployeeRetentionEmployeeLifetimeValueKeyEmployeesTreatcustomerslikeemployeesandemployeeslikecustomersCRM(ERM)是是通過(guò)過(guò)提供供高的的顧客客(員工)價(jià)值和和滿意意來(lái)建建立并并維持持有利利可圖圖的顧顧客(員工)關(guān)系的的整個(gè)個(gè)過(guò)程程。TheSatisfaction““Mirror””“滿意意鏡””MoreFamiliaritywithCustomerNeedsandWaysofMeetingThem更熟悉悉顧客客的需需要及及滿足足顧客客的方方式GreaterOpportunityforRecoveryfromErrors更多的的補(bǔ)救救失誤誤的機(jī)機(jī)會(huì)HigherEmployeeSatisfaction更高的的員工工滿意意度HigherProductivity更高的的生產(chǎn)產(chǎn)率ImprovedQualityofService更佳的的服務(wù)務(wù)質(zhì)量量MoreRepeatPurchases更多的的重復(fù)復(fù)購(gòu)買買StrongerTendencytoComplainaboutServiceErrors更愿意意抱怨怨服務(wù)務(wù)失誤誤HigherCustomerSatisfaction更高的的服務(wù)務(wù)滿意意度LowerCosts更低的的成本本BetterResults更好的的結(jié)果果Customer顧客Employee員工ComparisontoPerformanceMeasuresYearAvg.GrowthinRevenue營(yíng)業(yè)額增長(zhǎng)Avg.GrowthinProfits利潤(rùn)增長(zhǎng)Avg.GrowthinMarketValue市場(chǎng)價(jià)值增長(zhǎng)100BestS&P500100BestS&P500100BestS&P500199814%8%116%6%31%35%199914%4%55%9%30%28%200024%12%66%21%96%21%200125%13%228%9%121%5%Fortune’s100BestPlacestoWorkversusCompaniesintheStandard&Poor’s500,1998-2001《財(cái)富富》評(píng)評(píng)選的的100個(gè)個(gè)最適適合工工作的的地方方對(duì)比比標(biāo)準(zhǔn)準(zhǔn)普爾爾的500個(gè)公公司EmployeeValueEquation員工價(jià)價(jià)值等等式Opportunitytosolveproblemsforcustomers為顧客客解決決問(wèn)題題的機(jī)機(jī)會(huì)Opportunitiesforpersonaldevelopment個(gè)人發(fā)發(fā)展的的機(jī)遇遇Degreetowhichworkgetsrecognized工作得得到認(rèn)可的程度度The““fairness”ofmyManager上司的的“公公正性性”Workingwithwinners與成功功者一一起工工作Appropriatecompensation適當(dāng)?shù)牡难a(bǔ)償償Jobcontinuity工作的的連續(xù)續(xù)性CycleofEmployeeCapability仔細(xì)地選擇員工和顧客（包括自我選擇）CarefulEmployeeandCustomerSelection

(andself-Selection)

高質(zhì)量培訓(xùn)

High-Quality

Training精心設(shè)設(shè)計(jì)的的支支持體體系——信信息；；—設(shè)設(shè)施Well-DesignedSupportSystems滿足顧顧客需需求的的較較高標(biāo)標(biāo)準(zhǔn)GreaterLatitudetoMeetCustomers’’Needs對(duì)員工工的明明確限限制制和期期望ClearLimitson,andExpectationsof,Employees適當(dāng)獎(jiǎng)獎(jiǎng)勵(lì)和和經(jīng)經(jīng)常認(rèn)認(rèn)可AppropriateRewardsandFrequentRecognition滿意的員工

Satisfied

Employees員工推推薦潛潛在在求職職者EmployeeReferralsofPotentialJobCandidatesIsattitudeemphasized?Arejobpreviewsutilized?Arecustomersscreened?Istrainingforjobandlife?Isitandimportantelementofqualityofworklife?Dotheyreflectneedsoftheserviceencounter?Aretheydesignedtofosterrelationships?Doesitreflecttopmanagement““talk”?Isitenoughtoallow

deliveryofresultsto

customers?Areemployeesencouragedtoreferfriends?Arereferralsfromthe““best”employeesgivenpriority?Issatisfactionmeasuredperiodically?Aremeasurementslinkedtoother

functionsontheCycle?Aretheylinkedtoserviceobjectives?Aretheybalanced

betweenmonetaryandnon-monetary?從優(yōu)秀到卓卓越任何從優(yōu)秀秀到卓越公公司的最終終飛躍，靠靠的不是市市場(chǎng)，不是是技術(shù)，不不是競(jìng)爭(zhēng)，，也不是產(chǎn)產(chǎn)品。有一一件事比其其他任何事事都舉足輕輕重：那就就是招聘并并留住好的的員工。在你確定將將汽車開(kāi)向向何處之前前，首先必必須有合適適的人在車車上（不合合適的人被被請(qǐng)下車））。補(bǔ)償機(jī)制不不是為了讓讓不合適的的雇員作出出正確的舉舉動(dòng)，而是是要讓合適適的雇員能能上車，并并保證他們們能留在那那兒。--JimCollins永遠(yuǎn)不斷地地尋找優(yōu)秀秀并且志同同道合的員員工ComplaintEscalationPyramid抱怨升級(jí)金金字塔VicePresident副總裁MiddleManagement中層管理人人員FrontlineServiceProviders一線服務(wù)人人員Oneintwoofthesestilldissatisfied

complain?的不滿者者仍抱怨25%ofcomplainantsstilldissatisfied25%的抱抱怨者仍不不滿Oneinfivecomplain1/5抱抱怨25%ofthesecustomers

stilldissatisfied這些顧客25%仍不不滿40%Complain40%抱怨怨100%ofdissatisfiedcustomers100%不不滿的顧客客1Complaint=一次抱怨=2customersdissatisfiedatmiddlemanagementlevel=中層抱怨者者的2個(gè)不不滿客戶=10whocomplaintomiddlemanagement=10個(gè)向中中層抱怨的的人=50customerswhoremaindissatisfiedafterfrontlineeffort=50個(gè)經(jīng)第第一線努力力后仍不滿滿的顧客=200whocomplainTofrontline=200個(gè)向向一線人員員抱怨的人人=500whoaredissatisfied=500個(gè)不不滿的顧客客=THECOMPLAINT

PROCESSSTATEDINPERCETAGES百分比表示示的抱怨過(guò)過(guò)程THEPYRAMIDDESCRIBEDINNUMBERS以數(shù)量表示示的金字塔塔DissatisfiedCustomers’Repurchase

IntentionsunderVariousConditions不同條件下下不滿顧客客的重購(gòu)意意圖你的組織的的“業(yè)務(wù)””是什么？？它是由價(jià)價(jià)值和結(jié)果果定義而非非產(chǎn)品和服服務(wù)定義的的嗎？Whatisyourorganization’s““business”?Isitdefinedintermsofvalueandresultsversusproductsandservices?你的組織很很明確地界界定了顧客客和非顧客客了嗎？Howcarefullyhasyourorganizationdefinedwhoitwillserveandwhonot?你的組織是是通過(guò)什么么方法———政策、實(shí)實(shí)踐、過(guò)程程還是組織織——為中意的顧客客和員工提提供較高的的價(jià)值成本本均衡的？？Bywhatmeans–policies,practices,processes,organization––isvalueleveragedovercostsforpreferredcustomersandemployees?在多大程度度上你的組組織的價(jià)值值傳送系統(tǒng)統(tǒng)使經(jīng)營(yíng)戰(zhàn)戰(zhàn)略達(dá)到良良好的價(jià)值值成本均衡衡？Towhatdegreedoesyourorganization’svaluedeliverysystemenableitsoperatingstrategytoleveragevalueovercosts?你們?cè)诙啻蟠蟮某潭壬仙隙攘坎⒆纷粉櫡?wù)利利潤(rùn)鏈中的的元素的？？Towhatextentdoyoumeasureandtrackelementsoftheserviceprofitchain?在多大程度度上，你們們的管理者者和員工是是基于獲得得經(jīng)營(yíng)績(jī)效效而得到認(rèn)認(rèn)可和獎(jiǎng)勵(lì)勵(lì)的？Towhatextentaremanagersandemployeesrecognizedandrewardedonthebasisofachievingperformancemeasures?在各種價(jià)值值等式維度度中你的顧顧客和員工工尋求的是是什么？你你是如何知知道的？Whatdocustomersandemployeesseekonvariousvalueequationdimensions?Howdoyouknow?QuestionsforManagers管理者需要要思考的問(wèn)問(wèn)題9、靜夜四四無(wú)鄰，，荒居舊舊業(yè)貧。。。1月-231月-23Thursday,January5,202310、雨中黃葉樹(shù)樹(shù)，燈下白頭頭人。。02:47:0702:47:0702:471/5/20232:47:07AM11、以我獨(dú)獨(dú)沈久，，愧君相相見(jiàn)頻。。。1月-2302:47:0702:47Jan-2305-Jan-2312、故人江海別別，幾度隔山山川。。02:47:0702:47:0702:47Thursday,January5,202313、乍見(jiàn)見(jiàn)翻疑疑夢(mèng)，，相悲悲各問(wèn)問(wèn)年。。。1月-231月-2302:47:0702:47:07January5,202314、他鄉(xiāng)生生白發(fā)，，舊國(guó)見(jiàn)見(jiàn)青山。。。05一一月20232:47:07上午午02:47:071月-2315、比不了得就就不比，得不不到的就不要要。。。一月232:47上上午1月-2302:47January5,202316、行動(dòng)出出成果，，工作出出財(cái)富。。。2023/1/52:47:0702:47:0705January202317、做做前前，，能能夠夠環(huán)環(huán)視視四四周周；；做做時(shí)時(shí)，，你你只只能能或或者者最最好好沿沿著著以以腳腳為為起起點(diǎn)點(diǎn)的的射射線線向向前前。。。。2: