Professor Jianmin Jia
Service-Profit Chain 服务利润链
Customer & Employee Focus
以顾客和员工为中心
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.
The 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)
Intangible Assets 无形资产
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.
Service-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
Drivers of Service-Profit Chain
服务利润链的驱动力
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.
Links 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
Case 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”
Rankings of Eight Largest US Airlines for Revenue, Profit,
On-Time Arrival, and Customer Service Complaints (1995)
SW = 25 minute turnaround
Others = 55 minutes
Case 2: American Express 美国运通
American Express is a global travel, financial and network services provider
employing over 75,000 people worldwide, and offering products and services in more than 200 countries.
Personal service
Cards, financial services, travel and entertainment
Business service
Small businesses, corporations, and merchants
Segmentation of Cards: Green, gold, platinum, and corporate cards
AE Charge Cards: Paid in full each month
Optima Credit Cards: Paid over time or paid in full each month
Cash Rewards Cards, Airline Rewards Cards (Delta), Hotel Rewards Cards (Hilton)
Student and Senior Cards
Prepaid Cards
The Centurion Card: “The Black Card” - $150,000 in annual spending and $2,500 annual fee – room upgrade, first class seats, and bonus miles …
AE is one of the first companies implementing privacy principles on the Internet.
Relationships 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=)
Relationship 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%
Case 3: Wal-Mart Stores
沃尔玛百货公司
Target
KMart
Wal-Mart
$195
$211
$297
Sales Per Square Foot, Stores 店铺每平方英尺平均销售额
$109,250
$114,630
$138,710
Target
KMart
Wal-Mart
1995 Sales Per Employee 员工人均销售额
Productivity 生产率
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
KMart
Target
%
%
%
Wal-Mart
1992
1993
1994
Firm公司
Operating Margins
1
2
Ames
1
3
Caldor
1
3
KMart
2
3
Fred Mayer
2
3
Montgomery Ward
1
4
Venture
1
3
Bradlees
2
3
ShopKo
2
5
Target
3
4
Meijer
4
5
Wal-Mart
Service服务 (“Sales Help”)
Value价值
Chain连锁店
Consumer Ratings
%
%
negative
Sears
%
Negative
%
KMart
%
.9%
%
Target
%
%
%
Wal-Mart
Return on Equity 资本回报率
Average Annual Growth in Profit 利润年均增长
Average Annual Growth in Sales 销售额年均增长
Company公司
Growth, Profit, and Return on Equity, 1985-1995
Customer Value Equation 顾客价值等式
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)
Cases:
Federal Express
Singapore Airlines
Service positioning
Service Quality 服务质量
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.
#1
Customer Satisfaction 顾客满意
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
Total perceived
Quality 全面感知的质量
Experienced
Quality 体验的质量
Satisfaction-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
Loyalty 忠诚
Customer 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%
Customer Lifetime Value 顾客终身价值
Customer Lifetime Value: Industries
顾客终身价值：行业
55
256
168
88
49
222
144
88
44
192
121
70
42
166
99
35
(21)*
144
45
25
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
5
4
3
2
1
Profit per Customer
(in dollars) by Year of Relationship
Industry
* Figures in parentheses denote losses
Customer Profit Patterns over Time
Customer 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。
The 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
Customer 顾客
Employee 员工
Comparison to Performance Measures
5%
121%
9%
228%
13%
25%
2001
21%
96%
21%
66%
12%
24%
2000
28%
30%
9%
55%
4%
14%
1999
35%
31%
6%
116%
8%
14%
1998
S&P 500
100 Best
S&P 500
100 Best
S&P 500
100 Best
Avg. Growth in Market Value
市场价值增长
Avg. Growth in Profits
利润增长
Avg. Growth in Revenue
营业额增长
Year
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
Employee 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
Cycle 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?
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
Complaint 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
Dissatisfied Customers’ Repurchase
Intentions under Various Conditions
不同条件下不满顾客的重购意图
Questions for Managers
管理者需要思考的问题
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?
