某汽車培訓(xùn)材料顧客滿意

蕭慰農(nóng)/KnightW.N.Hsiao總經(jīng)理室顧客滿意部協(xié)理福特六和汽車公司12/28,2002顧客滿意/CustomerSatisfactionOutline–CustomerSatisfactionWhatIsCustomerSatisfaction?WhyNeedsCustomerSatisfaction?WhatAreKeyComponentsOfCustomerSatisfaction?HowToUnderstandYourCustomerSatisfaction?WhatAreFactorsThatBlockCustomerSatisfaction?HowToImproveCustomerSatisfactionwithProduct/Quality?WhatAreKeyDriversToMakeYouSuccessOnCustomerSatisfaction?Q&AWhatIsCustomerSatisfaction?Theformationprocessisdynamic:Customermeasuresandrateshis/herSatisfactionasaresultofcomparisonprocess.Priortothepurchaseandconsumptionofaproduct/service,acustomerestablishesvariousexpectationsconcerningthe“Performance”oftheproduct/service.Ingeneral,

EXPECTIONS

arethecustomer’spredictionsofthenatureandlevelofsatisfactionthattheywill

RECEIVE

whenproduct/serviceisconsumed.Therefore,customerexpectationsplaytheroleofdefiningthestandardagainstwhichsubsequent“Performance”isjudged.1.2.Thereareavarietyoffactorsinfluencecustomerexpectations,andhence,ultimatesatisfactionlevel.Theyincludesuchthingsas:CustomerpriorexperienceCommunicationwithsalespeopleAdvertisingPriceInfluenceoffriendsCustomer’sownpersonalitycharacteristicsAsaresult,customerEXPECTATIONSservetoprovidethefoundationforattitudeformationandalsotheadjustmentofsubsequent/expectationperceptions.3.DuringtheOWNERSHIPexperience,thecustomercomparesperceived“Performance”tothepreviouslyformedEXPECTATIONS.Ifthe“Performance”meetsorexceedsEXPECTATIONS,thecustomerissatisfied,butif“performance”fallsshortofEXPECTATIONS,thecustomerisdissatisfied.AsthecustomercontinuesthroughtheOWNERSHIPexperience,he/shetendstomodifyorrevisehis/herexpectations.Asaresult,customersatisfactionlevelsevolve.WhyNeedsCustomerSatisfaction?Itwasprovenstrongcorrelationbetween“CompletelySatisfied”customersandownerloyalty:acustomerwillrecommendhis/herfriendstopurchasetheproduct/servicehe/sheexperienced.HarvardBusinessSchoolstudyfindings:Firmswithhigherlevelofcustomerloyalty(notmarketshare)enjoyhigherprofitabilityinagivenindustry.Profitwillincreaseby25%~85%from5%increaseincustomerloyalty.Firmsbecomemoreprofitableovertimeduetoloyalcustomers.ProfitIncreaseProfitIncreasefrom5%IncreaseinCustomerLoyaltySource:F.ReichheldandE.Sasser(1990),“ZeroDefections:QualitycomestoLife”HarvardBusinessReview,Sep.-Oct.Issue.ProfitPerCustomer(US$)CustomerProfitPatternsOverTimeSource:F.ReichheldandE.Sasser(1990),“ZeroDefections:QualitycomestoLife”HarvardBusinessReview,Sep.-Oct.Issue.LoyalCustomervs.SalesCycle–FordResearchCostofacquiringnewcustomersis5timesthecosttoretainexistingones.FrequentofCustomerContactPoint.Sales:onetimefornewcarbuyer.Service:eighttimesforcarservice.Factorsthataffectacustomerre-purchasetoyourproduct80%comesfromhighsatisfactionofserviceexperiences.ProfitableGrowthThroughCustomerLoyaltyPercentsshowcontributiontooverallcustomersatisfaction.Source:M&SServiceAnalysisExternalInfluencesOwnershipExperienceSellItRightBuildItRightDesignItRightFixItRightTreatMeRightEnduringProfitableGrowthSHAREHOLDERVALUEEnthusiastOverallOwnershipSatisfactionDesignItRightBuildItRightGetBrandRightImageBrandReliabilityValueCompe-titiveActions“ShareofWallet”BrandLoyalty$Sales$OwnerLoyalty/ConquestNewVehicleAppeal“ShareofMind”PressBuyDecision??ConsumerHeadset24%76%ProductComponentSales&ServiceCustomerSatisfactionComponentsRatingExperienceFeelingA/5BeyondExpectationSurprisedB/4GladYouReallyDoItDelightedC/3AsExpectedOkayD/2DisappointedBlackListedE/1BetrayedAngryCustomerSatisfactionScorecardCustomerFeedbackSystemFLH’sMarketingResearchforCustomerSatisfactionProduct&Quality:GQRS/JDPowerIQS&APEAL/ICCDSales:CVP/JDPowerSSIService:CVP/JDPowerCSI/CRC&DCRCsurveyDistribution:DealerAttitudeSurvey(CompanytoDealerStandard)WhatarefactorsthatblockCustomerSatisfaction.AFrameworkforCustomerSatisfactionandEnthusiasmProductComponentsEmotionalRationalAppearanceBrandImage(HaloEffect)BasicQualityPerformanceQualityExcitementQualityFailuremodeavoidanceConsumerdrivenFunctionaltargetsminimumdegradationwithtime/service123ImpactScoreCustomerExpectationsortedindescendingorderoftheirimpactonoverallsatisfaction100Q4cSalesperson’shonestyandsincerity52Q6eReceivevehicleequippedaspromised44Q2aPromptlywelcomingyoutothedealership42Q2bGivenlevelofattentionwantedwhenarrived36Q8eFollow-throughonpromisesmade33Q6aVehiclereadywhenpromised29Q5aShowconcernforindividualfinanceandinsuranceneeds29Q4bSalesperson’sknowledgeaboutproductsandservice24Q7cHelpfulnessofthedealershipduringfollow-upcall20Q6dEverythingonvehiclewasinworkingorder19Q2cTakemeseriouslywhenIarrived18Q8cAbilitytoanswerquestionsorresolveconcerns18Q8dHelpfulnessinrespondingtoquestionsorconcernsDealerOpportunitiesforActionPlansandStrengthstoMaintainSalesSurveyImpactScoreCustomerExpectationsortedindescendingorderoftheirimpactonoverallsatisfaction100Q4aQualityofserviceperformed45Q3eServiceadvisor’shonestyandsincerity44Q3cServiceadvisor’sunderstandingofserviceneeds32Q2aConvenienceoftheServiceDepartment’sopeninghours22Q5aClearlyexplainserviceworkperformedandanycharges21Q4cNotifyofchangesinserviceneedsoradditionalmaintenancerequirements21Q5bAdvisingofanymaintenancevehiclemayrequireinthefuture20Q3aPromptacknowledgementwhenarrived14Q3bStartingservicewrite-upwithinareasonableamountoftime13Q7dFollow-throughonpromisesmade7Q7cHelpfulnessinrespondingtoquestionorconcern7Q3dAccurateestimateofthecostofserviceDealerOpportunitiesforActionPlansandStrengthstoMaintainServiceSurveyHowtoImproveCustomerSatisfactionwithProduct/QualityKanomodelEstablishKeyMilestonesforNewProgramLaunch––FordcaseDevelopReliabilityProcess––FordcaseIntegrateReliabilityProcesswithProgramLaunchKeyMilestones––FordcaseTrackingProcess––Quality/ReliabilityMetricsQ/RDAM––Quality,Reliability,DisciplineAssessmentMetricsBrand/PALSConsumerHeadsetKano––PrioritizeandPlanTargetsCascadeReliabilityDemonstrationKano––ExecutionProgressScorecardCustomerSatisfactionWithvehicleCustomerSatisfaction–Brand,Product,andtheEngineer––GraphicofKeyMessagesJune5handout.pptOriginatorGSTORKWhatAreKeyDriverstoMakeYouSuccessonCustomerSatisfaction?Businesstransformationisrequiredtoshiftto……Thinkaboutthefactofexistingcompetitionenvironmentunder--ProductorServiceofferingmaybecompletelycommoditizedMarginsmaybevanishingDoesyourcompanydeliveruniquevalue,ataprofit,totargetcustomers?Cancompetitiongetafoothold?FromProduct–CentrictoCustomer–CentricProduct-CentricOrganizationCustomer-CentricOrganizationKeyPerformanceIndicatorsMarketshare,SalesrevenueCustomerloyalty,ProfitabilityCustomerSegmentStrategyGeneric,goaftereveryoneTargeted,proactiveandselectiveProduct/ServiceStandardizedOfferingCustomizedtodifferentcustomerValuePropositionProductfeatures,BetterpriceCustomersolution,SuperiorserviceOrganizationDesignStability,Specialization,StandardizationSpeed,integration,flexibilitySourcesofDifferentiationTangiblesandhardassetsIntangiblesandsoftassetsFromProduct-CentrictoCustomer-Centric:AParadigmShiftHowtoBuildupaCustomer-CentricBusinessStructure?Q&AThankYou!9、靜夜四四無鄰，，荒居舊舊業(yè)貧。。。1月-231月-23Thursday,January5,202310、雨中黃葉葉樹，燈下下白頭人。。。22:57:3722:57:3722:571/5/202310:57:37PM11、以我獨獨沈久，，愧君相相見頻。。。1月-2322:57:3722:57Jan-2305-Jan-2312、故人江海別別，幾度隔山山川。。22:57:3722:57:3722:57Thursday,January5,202313、乍見見翻疑疑夢，，相悲悲各問問年。。。1月-231月-2322:57:3722:57:37January5,202314、他他鄉(xiāng)鄉(xiāng)生生白白發(fā)發(fā)，，舊舊國國見見青青山山。。。。05一一月月202310:57:37下下午午22:57:371月月-2315、比不了了得就不不比，得得不到的的就不要要。。。一月2310:57下下午1月-2322:57January5,202316、行動動出成成果，，工作作出財財富。。。2023/1/522:57:3722:57:3705January202317、做前，能能夠環(huán)視四四周；做時時，你只能能或者最好好沿著以腳腳為起點的的射線向前前。。10:57:37下下午10:57下午22:57:371月-239、沒有失敗敗，只有暫暫時停止成成功！。1月-231月-23Thursday,January5,202310、很很多多事事情情努努力力了了未未必必有有結(jié)結(jié)果果，，但但是是不不努努力力卻卻什什么么改改變變也也沒沒有有。。。。22:57:3722:57:3722:571/5/202310:57:37PM11、成功就是日日復(fù)一日那一一點點小小努努力的積累。。。1月-2322:57:3722:57Jan-2305-Jan-2312、世間成事，，不求其絕對對圓滿，留一一份不足，可可得無限完美美。。22:57:3722:57:3722:57Thursday,January5,202313、不知香積積寺，數(shù)里里入云峰。。。1月-231月-2322:57:3722:57:37January5,202314、意志堅強強的人能把把世界放在在手中像泥泥塊一樣任任意揉捏。。05一月月202310:57:37下下午22:57:371月-2315、楚塞三湘接接，荊門九派派通。。。一月2310:57下下午1月-2322:57January5,202316、少年十五五二十時，，步行奪得得胡馬騎。。。2023/