蕭慰農 / Knight W. N. Hsiao
總經理室顧客滿意部協理
福特六和汽車公司
12 / 28, 2002
顧客滿意 / Customer Satisfaction
Outline – Customer Satisfaction
What Is Customer Satisfaction ?
Why Needs Customer Satisfaction ?
What Are Key Components Of Customer Satisfaction ?
How To Understand Your Customer Satisfaction ?
What Are Factors That Block Customer Satisfaction ?
How To Improve Customer Satisfaction with Product / Quality ?
What Are Key Drivers To Make You Success On Customer Satisfaction ?
Q&A
What Is Customer Satisfaction ?
The formation process is dynamic :
Customer measures and rates his/her Satisfaction as a result of comparison process. Prior to the purchase and consumption of a product/service, a customer establishes various expectations concerning the “Performance” of the product/service.
In general, EXPECTIONS are the customer’s predictions of the nature and level of satisfaction that they will RECEIVE when product/service is consumed.
Therefore, customer expectations play the role of defining the standard against which subsequent “Performance” is judged.
1.
2.
There are a variety of factors influence customer expectations, and hence, ultimate satisfaction level.
They include such things as :
Customer prior experience
Communication with sales people
Advertising
Price
Influence of friends
Customer’s own personality characteristics
As a result, customer EXPECTATIONS serve to provide the foundation for attitude formation and also the adjustment of subsequent / expectation perceptions.
3.
During the OWNERSHIP experience, the customer compares perceived “Performance” to the previously formed EXPECTATIONS.
If the “Performance” meets or exceeds EXPECTATIONS, the customer is satisfied, but if “performance” falls short of EXPECTATIONS, the customer is dissatisfied.
As the customer continues through the OWNERSHIP experience, he/she tends to modify or revise his/her expectations.
As a result, customer satisfaction levels evolve.
Why Needs Customer Satisfaction ?
It was proven strong correlation between “Completely Satisfied” customers and owner loyalty : a customer will recommend his/her friends to purchase the product/service he/she experienced.
Harvard Business School study findings :
Firms with higher level of customer loyalty (not market share) enjoy higher profitability in a given industry . Profit will increase by 25% ~ 85% from 5% increase in customer loyalty.
Firms become more profitable overtime due to loyal customers.
Profit Increase
Profit Increase from 5% Increase in Customer Loyalty
Source : F. Reichheld and E. Sasser (1990), “Zero Defections : Quality comes to Life” Harvard Business Review, Sep.-Oct. Issue.
Chart2
Sheet1
Auto Service Chain 30%
Credit Card 75%
Industry Laundry 45%
Industry Distribution 45%
Software 35%
Branch Bank Deposits 85%
Sheet1
0
0
0
0
0
0
Sheet2
Sheet3
Profit Per Customer (US$)
Customer Profit Patterns Over Time
Source : F. Reichheld and E. Sasser (1990), “Zero Defections : Quality comes to Life” Harvard Business Review, Sep.-Oct. Issue.
Chart3
25 30 70 90 90
-25 40 42 49 55
140 165 185 220 255
45 100 120 145 165
Year 1
Year 2
Year 3
Year 4
Year 5
Sheet1
Auto Service Chain 30%
Credit Card 75%
Industry Laundry 45%
Industry Distribution 45%
Software 35%
Branch Bank Deposits 85%
Sheet1
Sheet2
Year 1 Year 2 Year 3 Year 4 Year 5
Auto Service Chain 25 30 70 90 90
Credit Card -25 40 42 49 55
Industry Laundry 140 165 185 220 255
Industry Distribution 45 100 120 145 165
Sheet2
Year 1
Year 2
Year 3
Year 4
Year 5
Sheet3
Loyal Customer vs. Sales Cycle – Ford Research
Cost of acquiring new customers is 5 times the cost to retain existing ones.
Frequent of Customer Contact Point.
Sales : one time for new car buyer.
Service : eight times for car service.
Factors that affect a customer re-purchase to your product 80% comes from high satisfaction of service experiences.
Profitable Growth Through Customer Loyalty
Sheet1
Means of Profitable Growth
1. Retention
- To succeed in our industry, repeated purchase from our existing customers are important to our success.
- Cost of acquiring new customers is 5 times the cost to retain existing ones.
2. Related Sales
- To succeed in our industry, our ability to sell related products and services (., spare parts, maintenance) to our existing customers is critical to our success.
3. Referrals
- To succeed in our industry, referrals from customers are critical to our success.
- Satisfied customers are likely to tell five other people (dissatisfied customer are likely to tell 11 other people)
Sheet2
Sheet3
Percents show contribution to overall customer satisfaction.
Source: M&S Service Analysis
Customer Satisfaction Components
Customer Satisfaction Scorecard
Rating Experience Feeling
A / 5 Beyond Expectation Surprised
B / 4 Glad You Really Do It Delighted
C / 3 As Expected Okay
D / 2 Disappointed Black Listed
E / 1 Betrayed Angry
Customer Feedback System
Sheet1
Auto Service Chain 30%
Credit Card 75%
Industry Laundry 45%
Industry Distribution 45%
Software 35%
Branch Bank Deposits 85%
Sheet1
Sheet2
Year 1 Year 2 Year 3 Year 4 Year 5
Auto Service Chain 25 30 70 90 90
Credit Card -25 40 42 49 55
Industry Laundry 140 165 185 220 255
Industry Distribution 45 100 120 145 165
Sheet2
Year 1
Year 2
Year 3
Year 4
Year 5
Sheet3
Sources of Input System Capturing of Customer Feedback Resolution & Improvement
Phone Calls
Letters Simple Resolution of
Form Complaint
Verbal Inputs Communicate
Survey to right units / people
Customer Corrective Action
Clinic Database to Improve
Products / services
Focus Group
FLH’s Marketing Research for Customer Satisfaction
Product & Quality : GQRS / JD Power IQS & APEAL / ICCD
Sales : CVP / JD Power SSI
Service : CVP / JD Power CSI / CRC & DCRC survey
Distribution : Dealer Attitude Survey (Company to Dealer Standard)
What are factors that block Customer Satisfaction. A Framework for Customer Satisfaction and Enthusiasm
Product Components
Emotional
Rational
Appearance
Brand Image
(Halo Effect)
Basic
Quality
Performance
Quality
Excitement
Quality
Failure mode
avoidance
Consumer driven
Functional targets
minimum degradation with time/service
Impact Score Customer Expectation sorted in descending order of their impact on overall satisfaction
100 Q4c Salesperson’s honesty and sincerity
52 Q6e Receive vehicle equipped as promised
44 Q2a Promptly welcoming you to the dealership
42 Q2b Given level of attention wanted when arrived
36 Q8e Follow-through on promises made
33 Q6a Vehicle ready when promised
29 Q5a Show concern for individual finance and insurance needs
29 Q4b Salesperson’s knowledge about products and service
24 Q7c Helpfulness of the dealership during follow-up call
20 Q6d Everything on vehicle was in working order
19 Q2c Take me seriously when I arrived
18 Q8c Ability to answer questions or resolve concerns
18 Q8d Helpfulness in responding to questions or concerns
Dealer Opportunities for Action Plans and Strengths to Maintain
Sales Survey
Impact Score Customer Expectation sorted in descending order of their impact on overall satisfaction
100 Q4a Quality of service performed
45 Q3e Service advisor’s honesty and sincerity
44 Q3c Service advisor’s understanding of service needs
32 Q2a Convenience of the Service Department’s opening hours
22 Q5a Clearly explain service work performed and any charges
21 Q4c Notify of changes in service needs or additional maintenance requirements
21 Q5b Advising of any maintenance vehicle may require in the future
20 Q3a Prompt acknowledgement when arrived
14 Q3b Starting service write-up within a reasonable amount of time
13 Q7d Follow-through on promises made
7 Q7c Helpfulness in responding to question or concern
7 Q3d Accurate estimate of the cost of service
Dealer Opportunities for Action Plans and Strengths to Maintain
Service Survey
How to Improve Customer Satisfaction with Product / Quality
Kano model
Establish Key Milestones for New Program Launch – Ford case
Develop Reliability Process – Ford case
Integrate Reliability Process with Program Launch Key Milestones – Ford case
Tracking Process – Quality / Reliability Metrics
Q / RDAM – Quality, Reliability, Discipline Assessment Metrics
Brand/PALS
Consumer Headset
Kano –Prioritize and Plan
Targets Cascade
Reliability Demonstration
Kano – Execution Progress Scorecard
Customer
Satisfaction
With vehicle
Customer Satisfaction – Brand, Product, and the Engineer – Graphic of Key Messages
Originator GSTORK
Customer Satisfaction – Kano Model
Customer Satisfaction
Exciting Quality
(Surprise & Delight –
High % BTE – Better
Than Expected!)
Performance Quality
(Attributes – Product Building
Blocks Of Customer Satisfaction)
Degree of
Achievement
x
Basic Quality
(TGW Inhibitors)
y
Fuel Economy
Water Leaks
Dutch Door
Developed by Dr. Kano and brought to Ford in 1987.
A model that relates how customers perceive Quality and Customer Sat
Y = customer sat, and X is how well we achieve quality
3 types of Quality (and related GQRS terms) necessary to achieve high levels of customer satisfaction:
Basic (Just fix it and I won’t be unhappy) Unspoken unless violated
Performance Quality (sometimes called linear satisfiers – that we called “More the better”) Spoken wants
Exciting Quality (Wow!) Unspoken wants. Customer can’t tell you that he wants it.
Developed by Dr. Kano and brought to Ford in 1987.
A model that relates how customers perceive Quality and Customer Sat
Y = customer sat, and X is how well we achieve quality
3 types of Quality (and related GQRS terms) necessary to achieve high levels of customer satisfaction:
Basic (Just fix it and I won’t be unhappy) Unspoken unless violated
Performance Quality (sometimes called linear satisfiers – that we called “More the better”) Spoken wants
Exciting Quality (Wow!) Unspoken wants. Customer can’t tell you that he wants it.
Truck
Ford North American Ranger F-Series: Under/8500 F-Series: Over/8500 Econoline
Truck Satisfaction P273 P273 Satisfaction P221 P221 Satisfaction P254 P254 Satisfaction VN127 VN127
Brand GQRS 2003 Prog. GQRS Prog. GQRS 2004 Prog. GQRS 2000 Prog.
PALS 3 MIS 3 YIS Target Status 3 MIS 3 YIS Target Status 3 MIS 3 YIS Target Status 3 MIS 3 YIS Target Status
Design & Styling A A A L L A A A A C A L C A A A
Package Efficiency L A A L L A A L L A A L C A A A
Powertrain A C A L A A A A A A A A A A A A
Driving Dynamics A A A A A A A A A C A A A A A A
Accessibility L C A A A A C A A C A A C A C C
Comfort C A A A A A A A A C A A A A A A
Technology C N/A* N/A* N/A** N/A** N/A* N/A* N/A** N/A** N/A* N/A* N/A** N/A** N/A* N/A* N/A** N/A**
Environment A N/A* N/A* A A N/A* N/A* A A N/A* N/A* A N/A* N/A* A A
Safety & Security A A A A A A A A A C A C C A A A
Quality L A A A A A A A A A A A C A A A
Ingenuity L N/A* N/A* L L N/A* N/A* A L N/A* N/A* A N/A* N/A* L L
Competitive Set Dakota, Frontier, S-10, Tacoma Ram, Silverado, Tundra, T100 C/K, Kodiak/Topkick, Ram, Freightliner SportChassis, International Weirs Towmaster, Navistar, Sterling Dodge Ram Wagon, Savanna
Translation key from program brand profiles to the Product Development / Marketing Alignment attributes
Design & Styling design, interior function & appearance Comparison of Nameplate Target
Package Eff. luggage/cargo space, interior roominess vs. Primary Brand Targets (PBT)
Powertrain performance/responsiveness, transmission performance = Nameplate less than PBT
Driving Dynamics ride, handling, braking, steering, maneuverability
Accessibility cost of ownership = Nameplate greater than PBT
Comfort ergonomics/flexibility/comfort, ease of entry/exit, climate control, quietness, seats
Technology use of any new technology
Environment range/fuel economy, emissions, recyclability, alternative fuels/fluids
Safety & Security occupant safety, occupant security, vehicle security
Quality durability/craftsmanship, powertrain durability
Ingenuity innovation
1/ Program has not been evaluated at a milestone review - No status available
* GQRS data is not available to support assessments in Technology, Environment or Ingenuity
GQRS does not offer a competitive view of all brands. It offers owners views of the vehicles they purchased.
** Technology is not tracked on the program brand profiles
&L&24 &C&"Arial,Bold"&36Ford &A
&28Power, Presence, Package&36
&R&24
&LPrepared by:
Business Office
Global Product Marketing
Corporate Quality Office&C&F&R&D, &T
SUV
Ford Escape Explorer Explorer Sport Sport Trac Expedition Excursion
SUV U204 U204 Satisfaction U152 U152 Satisfaction U207 U207 P207 P207 Satisfaction U222 U222 U137 U137
Brand 2003 Prog. GQRS 2001 Prog. GQRS 2003 Prog. 2003 Prog. GQRS 2002 Prog. 2001 Prog.
PALS Target Status 3 MIS 3 YIS Target Status 3 MIS 3 YIS Target Status Target Status 3 MIS 3 YIS Target Status Target Status
Design & Styling A A A A A A L A A C C C C A - L L A A
Package Efficiency L L L A A L L A C L L A A C - L L A A
Powertrain A L (V6) A (I4) L (V6) A (I4) A C A A C C A A A A A - C C A C
Driving Dynamics A L L A C A A C A A A A A A - L L A C
Accessibility L L A C C A A C A L L L L A - A A A A
Comfort A A A A A A A A A A A - L L A A
Technology C N/A** N/A** N/A* N/A* N/A** N/A** N/A* N/A* N/A** N/A** N/A** N/A** N/A* N/A* N/A** N/A** N/A** N/A**
Environment L A A N/A* N/A* A A N/A* N/A* A A A A N/A* N/A* L A A A
Safety & Security A A A A A A A A A A A A - A L A A
Quality L A A A C A A A C A A A A A - L L A A
Ingenuity L A A N/A* N/A* L L N/A* N/A* A A L L N/A* N/A* A A A A
Competitive Set Cherokee, CRV, RAV-4, Tracker, Vitara 4-Runner, Blazer, Bravada, Durango, Grand Cherokee, Jimmy 2-Door Blazer, Bravada, RAV-4 4-Runner, Blazer, Bravada, Jimmy Tahoe, Yukon, (Future Sequoia) Suburban
Translation key from program brand profiles to the Product Development / Marketing Alignment attributes
Design & Styling design, interior function & appearance Comparison of Nameplate Target
Package Eff. luggage/cargo space, interior roominess vs. Primary Brand Targets (PBT)
Powertrain performance/responsiveness, transmission performance = Nameplate less than PBT
Driving Dynamics ride, handling, braking, steering, maneuverability
Accessibility cost of ownership = Nameplate greater than PBT
Comfort ergonomics/flexibility/comfort, ease of entry/exit, climate control, quietness, seats
Technology use of any new technology
Environment range/fuel economy, emissions, recyclability, alternative fuels/fluids
Safety & Security occupant safety, occupant security, vehicle security
Quality durability/craftsmanship, powertrain durability
Ingenuity innovation
* GQRS data is not available to support assessments in Technology, Environment or Ingenuity
GQRS does not offer a competitive view of all brands. It offers owners views of the vehicles they purchased.
** Technology is not tracked on the program brand profiles
&L&24 &C&"Arial,Bold"&36Ford &A
&28Spacious, Safe, Smart
&R&24
&LPrepared by:
Business Office
Global Product Marketing
Corporate Quality Office&C&F&R&D, &T
Car
Ford Focus HPS CTW T-bird Mustang Windstar
Car Satisfaction C214 C214 D258 D258 D219 D219 M205 M205 Satisfaction S197 S197 Satisfaction V229 V229
Brand GQRS Prog. 2004 Prog. 2004 Prog. 2002 Prog. GQRS 2004 Prog. GQRS 2003 Prog.
PALS 3 MIS 3 YIS Target Status Target Status Target Status Target Status 3 MIS 3 YIS Target Status 3 MIS 3 YIS Target Status
Design & Styling A A - A A A L L A A L 1/ A A A A
Package Efficiency L A - L L L A A C C A 1/ C C C C
Powertrain A C - A A A C C A A L 1/ C C C C
Driving Dynamics A A - A A A A A A A L 1/ C C L L
Accessibility L C - L A A A A C A C 1/ C C A A
Comfort C C - C TBD TBD A A A A A 1/ A A A A
Technology C N/A* N/A* N/A** N/A** N/A** N/A** N/A** N/A** N/A** N/A** N/A* N/A* N/A** N/A** N/A* N/A* N/A** N/A**
Environment A N/A* N/A* A TBD TBD C C N/A* N/A* C 1/ N/A* N/A* C C
Safety & Security A A - A A A C A C A C 1/ A A L L
Quality L A - A A A C A C A A 1/ C A A C
Ingenuity L N/A* N/A* N/A TBD TBD C C N/A* N/A* A 1/ N/A* N/A* A A
Competitive Set Saturn SL, Cavalier, Civic, Corolla, Neon Accord, Camry, Olds Intrigue, Passat, Regal, Toyota Vista, Impala Chrysler CS, Toyota Sienna, Passat Wagon, Camry, Caravan, Honda CRV No Direct Competitors Camaro/Firebird, Sebring Convertible Grand Caravan, Sienna, Venture, Town & Country, Odyssey
Translation key from program brand profiles to the Product Development / Marketing Alignment attributes
Design & Styling design, interior function & appearance Comparison of Nameplate Target
Package Eff. luggage/cargo space, interior roominess vs. Primary Brand Targets (PBT)
Powertrain performance/responsiveness, transmission performance = Nameplate less than PBT
Driving Dynamics ride, handling, braking, steering, maneuverability
Accessibility cost of ownership = Nameplate greater than PBT
Comfort ergonomics/flexibility/comfort, ease of entry/exit, climate control, quietness, seats
Technology use of any new technology
Environment range/fuel economy, emissions, recyclability, alternative fuels/fluids
Safety & Security occupant safety, occupant security, vehicle security
Quality durability/craftsmanship, powertrain durability
Ingenuity innovation
GQRS does not offer a competitive view of all brands. It offers owners views of the vehicles they purchased.
** Technology is not tracked on the program brand profiles
&C&"Arial,Bold"&36Ford Car
&LPrepared by:
Global Product Marketing
Business Office
Corporate Quality Office&C &F&R&D, &T
D219/D258 Customer Satisfaction Correlations
Engine Quietness
Comments: The team will perform further analysis to reconcile this correlation with its market segment
Critical Quality Characteristics Unit D219 Target S80 Camry RX300 Delta Target/ Status D219 Cust. Sat. Target
Park/Neutral 96
Sound dBa 41 tbd
Vibration mm/s tbd
Drive/Reverse
Sound dBa 43 tbd
Vibration mm/s 3 tbd
Acceleration - WOT
Sound VER 8 8
Vibration VER 8 8
Part Throttle
Sound VER 8 8
Vibration VER 8 8
&C&"Arial,Bold"&14D219/D258 Customer Satisfaction Correlations
&L&8Originator: Kimberly Slan/KSLAN
&F&C&8Page &P of &N
&R&8Date Issued: 2/15/2000
Date Revised: 2/15/2000
Engine Quietness
90
89
86
78
74
73
69
68
67
&A
Page &P
¬
¬
D219 Target
D219's Target Line
pwag: Phons Weighted Average of Phons vs. RPM (WOT) [Phons]
Customer Satisfaction, Engine Quietness, [%High Satisfaction ]
D219 Segment Engine Quietness Customer Correlation
Expedition
Mercedes ML320
Navigator
Navigator
Land Cruiser
RX300
Lexus LX470
Expedition
Explorer
R2 =
R =
Robustness
Window
Number of test cycles
200 400 600 800
Displacement under 6kN load
current design
modified design
Note: failure modes &
generate functional degradation as
illustrated.
Transmission
Suspension Bushing
Battery
Customer Satisfaction – Kano Model
Customer Satisfaction
Exciting Quality
(Surprise & Delight –
High % BTE – Better
Than Expected!)
Performance Quality
(Attributes – Product Building
Blocks Of Customer Satisfaction)
Degree of
Achievement
x
Basic Quality
(TGW Inhibitors)
y
Fuel Economy
Water Leaks
Dutch Door
Developed by Dr. Kano and brought to Ford in 1987.
A model that relates how customers perceive Quality and Customer Sat
Y = customer sat, and X is how well we achieve quality
3 types of Quality (and related GQRS terms) necessary to achieve high levels of customer satisfaction:
Basic (Just fix it and I won’t be unhappy) Unspoken unless violated
Performance Quality (sometimes called linear satisfiers – that we called “More the better”) Spoken wants
Exciting Quality (Wow!) Unspoken wants. Customer can’t tell you that he wants it.
Developed by Dr. Kano and brought to Ford in 1987.
A model that relates how customers perceive Quality and Customer Sat
Y = customer sat, and X is how well we achieve quality
3 types of Quality (and related GQRS terms) necessary to achieve high levels of customer satisfaction:
Basic (Just fix it and I won’t be unhappy) Unspoken unless violated
Performance Quality (sometimes called linear satisfiers – that we called “More the better”) Spoken wants
Exciting Quality (Wow!) Unspoken wants. Customer can’t tell you that he wants it.
What Are Key Drivers to Make You Success on Customer Satisfaction ?
Business transformation is required to shift to …
Think about the fact of existing competition environment under --
Product or Service offering may be completely commoditized
Margins may be vanishing
Does your company deliver unique value, at a profit, to target customers?
Can competition get a foothold?
From Product–Centric to Customer–Centric
From Product-Centric to Customer-Centric: A Paradigm Shift
Product-Centric Organization Customer -Centric Organization
Key Performance Indicators Market share, Sales revenue Customer loyalty, Profitability
Customer Segment Strategy Generic, go after everyone Targeted, proactive and selective
Product / Service Standardized Offering Customized to different customer
Value Proposition Product features, Better price Customer solution, Superior service
Organization Design Stability, Specialization, Standardization Speed, integration, flexibility
Sources of Differentiation Tangibles and hard assets Intangibles and soft assets
How to Build up a Customer-Centric Business Structure ?
Sheet1
Auto Service Chain 30%
Credit Card 75%
Industry Laundry 45%
Industry Distribution 45%
Software 35%
Branch Bank Deposits 85%
Sheet1
0
0
0
0
0
0
Sheet2
Year 1 Year 2 Year 3 Year 4 Year 5
Auto Service Chain 25 30 70 90 90
Credit Card -25 40 42 49 55
Industry Laundry 140 165 185 220 255
Industry Distribution 45 100 120 145 165
Sheet2
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
Year 1
Year 2
Year 3
Year 4
Year 5
Sheet4
Customer segments that we want to excel and dominate
The unique value targeted customers receive through our products and services
The critical few things that must be done well to deliver the customer value
Basic building blocks to enable the creation of such critical capaibilities
Customer Value
Critical Capabilities
Enablers
Targeted Customer Segment
Sheet3
Sources of Input System Capturing of Customer Feedback Resolution & Improvement
Phone Calls
Letters Simple Resolution of
Form Complaint
Verbal Inputs Communicate
Survey to right units / people
Customer Corrective Action
Clinic Database to Improve
Products / services
Focus Group
Q & A
Thank You !
蕭慰農 / Knight W. N. Hsiao
