1
Professor Jianmin Jia
Service-Profit Chain
服务利润链
2
如何把一个企业做强？
员工和顾客应该成为管理层考虑问题的核心所在。 In
the new economics of service, frontline workers
and customers need to be the center of
management concern.
既强调市场也强调运营的组织几乎是战无不胜的。
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 & Employee Focus
以顾客和员工为中心
3The Performance Trinity 绩效三位一体
领导和管理
Leadership
and
management
价值和文化
Values
and
culture
愿景和战略
Vision
and
Strategy
“We expect that good-to-great 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 one-third of market value.
大多数公司的有形资产占它们市场价值的１/3.
These intangibles comprise such factors as brands,
information, technology, customer relationships,
the quality of employees, and quality of an
organization’s leadership and administration.
无形资产包括品牌、信息、技术、客户关系、员工质
量、组织领导和管理的质量.
Intangible Assets 无形资产
5Service-Profit Chain 服务利润链
向顾客提供的
服务价值
Value of Services
Provided to
Customers
顾客满意
Customer
Satisfaction
利润和增长
Profit and
Growth
高质量支持
服务和政策
High-Quality
Support Services
and Policies
满意、忠诚及
生产率高的员工
Satisfied, Loyal
and Productive
Employees
Customers顾客
Employees员工
顾客忠诚
Customer
Loyalty
6
• Customer loyalty and commitment are the primary
drivers of growth and profitability.
• Customer loyalty and commitment emanate from
customer satisfaction compared to competition.
• Customer satisfaction results from the realization of
high levels of value compared to competition.
• Value is created by satisfied, committed, 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 customer-facing job, and
– monetary compensation.
Drivers of Service-Profit Chain
服务利润链的驱动力
7Links in the Service Profit Chain
服务利润链链接
顾客满意
Customer
Satisfaction
顾客忠诚
Customer
Loyalty
收入增长
Revenue
Growth
盈利能力
Profitability
内部服务质量
Internal
Service Quality
员工满意
Employee
Satisfaction
员工保留
Employee
Retention
员工生产率
Employee
Productivity
外部服务
价值
External
Service Value
运营战略与服务传送系统
Operating Strategy and Service Delivery System
workplace design
job design
employee selection and development
employee rewards and recognition
tools for serving customers
service concept:
results for customers
service designed and
delivered to meet targeted
customers’ needs
Retention
Repeat business
referral
8Case 1: Southwest Airlines 西南航空
• Started by concentrating on serving intrastate, no-frills commuters in
Texas.
– Now expanded to serve 58 cities
• Experienced 30 straight years of profits
– Yielded an average 35% annual return to investors
– The nation’s fourth-largest domestic carrier
• “Less-for-much-less” positioning
– Average flight time = 1 hour & one-way fare = $84
– only major short haul, low-fare, high-frequency, point-to-point carrier
– Low prices by not serving meals (just peanuts), not assigning seats (first come, first
served), and not using travel agents.
• Customer value and employee satisfaction
– Dependable, frequent, and friendly service at a low price
– Its e-mail-based click ‘n save program has million subscribers for receiving
special fare offers
– It’s easier to get into Harvard than to be hired by SWA (4% acceptance rate)
– Awards for best on-time service, best baggage handling, and best customer service
– Cheerful employees go out of their way to amuse, surprise, or entertain passengers
(., introducing themselves to one another, then hug, then kiss, then propose
marriage)
– ProfitSharing and Stock Purchase Plan for SWA Employees
– “Southwest Airlines gives security to its employees, and security breeds loyalty”
“Fun loving, casual airline”
9Rankings of Eight Largest US Airlines for Revenue, Profit,
On-Time Arrival, and Customer Service Complaints (1995)
SW = 25 minute turnaround
Others = 55 minutes
10Case 2: American Express 美国运通
11Relationships between Customer
Satisfaction and Office Profitability
Comparison of Top and Bottom 10% of American Express’s Business
Travel Offices, Ranked by Return on Sales, 1995
美国运通销售收入最高的10%和最低的10%的商务旅行办公室比较
Top 最高的 10%
Bottom 最低的 10%
Return on Sales
销售收入
Gets Through Quickly
服务迅速
Tickets Right
订票准确
Profit 利润 Customer Ratings 顾客评分
(5 Point Scale 5分制)
(r=) (r=)
?
12Relationship between Employee
Satisfaction and Office Profitability
Profit 利润
Comparison of Top and Bottom 10% of American Express’s Business
Travel Offices, Ranked by Return on Sales
美国运通销售收入最高的10%和最低的10%的商务旅行办公室比较
Employee Ratings 员工评分
(5 Point Scale 5分制)
Return on Sales
销售收入
Physical
Surroundings
环境设施
Safety of
Workplace
工作场所
的安全性
Way Things
Get Done
做事的方式
Focus on
Short-Term
注重短期
Top 最高的 10% Bottom 最低的 10%
13Case 3: Wal-Mart Stores
沃尔玛百货公司
Productivity 生产率
1995 Sales Per Employee
员工人均销售额
Wal-Mart KMart Target
$138,710 $114,630 $109,250
Sales Per Square Foot, Stores
店铺每平方英尺平均销售额
Wal-Mart KMart Target
$297 $211 $195
Industry Wal-Mart Industry Wal-Mart
Median, Managers Median, Employees
Managers Employees
行业一般 沃尔玛 行业一般 沃尔玛
管理者 管理者 员工 员工
High
Low
Relative
Turnover
相对流失率
Employee and
Management Turnover,
员工和管理层流失率
1994
Discount Department Stores
折扣百货公司
• “Niceness” as the primary criterion for
choosing associates
• Well trained, recognition, commitment
• Stock purchase plan – 15% discount –
50% of all associates do so
• Incentive-bonus plan & profit sharing
14Operating Margins
Firm公司 1994 1993 1992
Wal-Mart % % %
Target
KMart
Consumer Ratings
Chain连锁店 Value
价值
Service服务
(“Sales
Help”)
Wal-Mart 5 4
Meijer 4 3
Target 5 2
ShopKo 3 2
Bradlees 3 1
Venture 4 1
Montgomery Ward 3 2
Fred Mayer 3 2
KMart 3 1
Caldor 3 1
Ames 2 1Growth, Profit, and Return on Equity, 1985-1995
Company
公司
Average Annual
Growth in Sales
销售额年均增长
Average Annual
Growth in Profit
利润年均增长
Return on Equity
资本回报率
Wal-Mart % % %
Target % .9% %
KMart % Negative %
Sears negative % %
15Customer Value Equation 顾客价值等式
Cases:
Federal Express
Singapore Airlines
Outcome quality and process quality
Five dimensions of service process quality
可靠性 Dependability
Did the service provider do what was promised?
“When it absolutely, positively, has to get there.” (FedEx)
反应性 Responsiveness
Was the service provided in a timely manner?
权威性 Authority
Did the service provider elicit a feeling of confidence
in the customer during the service delivery process?
体贴性 Empathy
Was the service provider able to take the customer’s point of view?
有形证据 Tangible evidence
Was evidence left that the service was indeed performed?
“Our new business class seats may cause drowsiness.” (UA)
Service positioning
16
#1
Customers’ views of service process quality depend primarily
on the relationship between what was actually delivered in
relation to what was expected by the customers.
– Service quality is relative, not absolute (reference effect).
服务质量是相对而非绝对的（参考性）。
It is determined by the customer, not by the service provider
(perception). 它被顾客而不是服务供应商决定（感知性）。
It varies from one customer to another (variation).
它随不同的顾客而异（变化性）。
Service quality can be enhanced by meeting or exceeding customers’
expectations or taking steps to control such expectations – “under
promise and over deliver” (satisfaction).
提高服务质量可以通过满足或超额满足顾客的期望或者采取措施来控制顾客期望
—“低许诺和高提供”。
Criteria of good perceived service quality
1) Professionalism & skills; 2) Attitudes and behavior;
3) Accessibility & flexibility; 4) Reliability & trustworthiness;
5) Service recovery; 6) Serviscape;
7) Reputation & credibility; 8) Consistency.
Service Quality 服务质量
17
Expected
Quality
期望质量
•Communication 沟通
•Sales 销售
•Perceptions 感知
•Word of mouth 口碑
•Past experience 经验
•Needs & wants 需求
Customer
Satisfaction
顾客满意
Perceived
quality
of Competitors
感知的竞争者
的质量
Perception
感知
Result:
What
结果：是什么
Process:
How
过程：如何实现
Customer Satisfaction 顾客满意
Total perceived
Quality
全面感知的质量
Experienced
Quality
体验的质量
18Satisfaction-Loyalty Relationship 满意忠诚关系
automobiles
personal
computers
hospitals
airlines
local telephone
How the Competitive Environment
Affects the Satisfaction-Loyalty Relationship
1 2 3 4 5
completely
dissatisfied
completely
satisfied
Highly
Competitive
Zone
Commoditization
or low
differentiation
Consumer
indifference
Many substitutes
Low cost of
switching
Satisfaction
满意
Regulated
monopoly or
few substitutes
Dominant
brand equity
High cost of
switching
Powerful
loyalty program
Proprietary
technology
Noncompetitive Zone
low
high
L
o
ya
lty
忠
诚
19Customer Loyalty 顾客忠诚
Drives Profitability and Growth 驱动利润和增长
A 5% increase in customer loyalty can produce
profit increases from 25% to 85%.
顾客忠诚度5%的增长可导致利润增长25%-85%
20Customer Lifetime Value 顾客终身价值
21
Industry
Profit per Customer
(in dollars) by Year of Relationship
1 2 3 4 5
Credit Car Issuance and Servicing
信用汽车保险与服务
Industrial Laundry
工业洗衣
Industrial Distribution
工业分销
Auto Servicing
汽车服务
(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
顾客终身价值：行业
22Customer and Employee
顾客与员工
• CRM 顾客关系管理
• Customer Satisfaction
• Customer Retention
• Customer Lifetime Value
• Key Customers
• ERM 员工关系管理
• Employee Satisfaction
• Employee Retention
• Employee Lifetime Value
• Key Employees
Treat customers like employees and employees like customers
CRM (ERM) 是通过提供高的顾客(员工)价值和满意来建立
并维持有利可图的顾客(员工)关系的整个过程。
23The Satisfaction “Mirror” “满意镜
”
More Familiarity
with Customer
Needs and Ways
of Meeting Them
更熟悉顾客的需要及满足顾客的方式
Greater Opportunity
for Recovery
from Errors
更多的补救失误的机会
Higher
Employee
Satisfaction
更高的员工满意度
Higher Productivity
更高的生产率
Improved Quality
of Service
更佳的服务质量
More
Repeat
Purchases
更多的重复购买
Stronger
Tendency to
Complain about
Service Errors
更愿意抱怨服务失误
Higher
Customer
Satisfaction
更高的服务满意度
Lower Costs
更低的成本
Better Results
更好的结果
CustomerCustomer
顾客顾客
EmployeeEmployee
员工员工
24Comparison to Performance Measures
Year Avg. Growth in
Revenue
营业额增长
Avg. Growth in
Profits
利润增长
Avg. Growth in
Market Value
市场价值增长
100 Best S&P 500 100 Best S&P 500 100 Best S&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 & Poor’s 500, 1998-2001
《财富》评选的100个最适合工作的地方对比标准普尔的500个公司
25Employee Value Equation 员工价值等式
Opportunity to
solve problems
for customers
为顾客解决问题的机会
Opportunities
for personal
development
个人发展的机遇
Degree to
which work
gets recognized
工作得到认可的程度
The “fairness”
of my
Manager
上司的“公正性” Working
with winners
与成功者一起工作
Appropriate
compensation
适当的补偿
Job
continuity
工作的连续性
26Cycle of Employee Capability
仔细地选择员工和顾
客（包括自我选择）
Careful Employee and
Customer Selection
(and self-Selection)
高质量培训
High-Quality
Training
精心设计
的支持体系
—信息；—设施
Well-Designed
Support Systems
满足顾客需求的
较高标准
Greater Latitude to Meet
Customers’ Needs
对员工的明确
限制和期望
Clear Limits on,
and Expectations
of, Employees
适当奖励
和经常认可
Appropriate Rewards
and Frequent
Recognition
满意的员工
Satisfied
Employees
员工推荐
潜在求职者
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 monetary
and non-monetary?
27从优秀到卓越
• 任何从优秀到卓越公司的最终飞跃，靠的不是市场，不
是技术，不是竞争，也不是产品。有一件事比其他任何
事都举足轻重：那就是招聘并留住好的员工。
• 在你确定将汽车开向何处之前，首先必须有合适的人在
车上（不合适的人被请下车）。
• 补偿机制不是为了让不合适的雇员作出正确的举动，而
是要让合适的雇员能上车，并保证他们能留在那儿。
--Jim Collins
永远不断地寻找优秀并且志同道合的员工
28Complaint Escalation Pyramid抱怨升级金字塔
Vice
President
副总裁
Middle Management
中层管理人员
Frontline Service Providers
一线服务人员
One in two of these
still dissatisfied
complain
½的不满者仍抱怨
25% of complainants
still dissatisfied
25%的抱怨者仍不满
One in five complain
1/5 抱怨
25% of these customers
still dissatisfied
这些顾客25%仍不满
40% Complain
40%抱怨
100% of
dissatisfied customers
100%不满的顾客
1 Complaint =
一次抱怨 =
2 customers
dissatisfied at middle
management level=
中层抱怨者的2个不满客户 =
10 who complain to
middle management =
10个向中层抱怨的人 =
50 customers who remain
dissatisfied after frontline
effort =
50个经第一线努力后仍不满的顾客=
200 who complain
To frontline =
200个向一线人员抱怨的人 =
500 who are
dissatisfied =
500个不满的顾客 =
THE COMPLAINT
PROCESS STATED IN
PERCETAGES
百分比表示的抱怨过程
THE PYRAMID
DESCRIBED IN
NUMBERS
以数量表示的金字塔
29Dissatisfied Customers’ Repurchase
Intentions under Various Conditions
不同条件下不满顾客的重购意图
30
• 你的组织的“业务”是什么？它是由价值和结果定义而非产品和服务定义的吗
？
What is your organization’s “business”? Is it defined in terms of value and results versus
products and services?
• 你的组织很明确地界定了顾客和非顾客了吗？
How carefully has your organization defined who it will serve and who not?
• 你的组织是通过什么方法——政策、实践、过程还是组织——为中意的顾客和
员工提供较高的价值成本均衡的？
By what means – policies, practices, processes, organization – is value leveraged over
costs for preferred customers and employees?
• 在多大程度上你的组织的价值传送系统使经营战略达到良好的价值成本均衡？
To what degree does your organization’s value delivery system enable its operating
strategy to leverage value over costs?
• 你们在多大的程度上度量并追踪服务利润链中的元素的？
To what extent do you measure and track elements of the service profit chain?
• 在多大程度上，你们的管理者和员工是基于获得经营绩效而得到认可和奖励的
？
To what extent are managers and employees recognized and rewarded on the basis of
achieving performance measures?
• 在各种价值等式维度中你的顾客和员工寻求的是什么？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
管理者需要思考的问题
