顧客滿(mǎn)意CustomerSatisfaction課件

顧客滿(mǎn)意CustomerSatisfaction2024/4/17顧客滿(mǎn)意CustomerSatisfactionOutline–CustomerSatisfactionWhatIsCustomerSatisfaction?WhyNeedsCustomerSatisfaction?WhatAreKeyComponentsOfCustomerSatisfaction?HowToUnderstandYourCustomerSatisfaction?WhatAreFactorsThatBlockCustomerSatisfaction?HowToImproveCustomerSatisfactionwithProduct/Quality?WhatAreKeyDriversToMakeYouSuccessOnCustomerSatisfaction?Q&A顧客滿(mǎn)意CustomerSatisfactionWhatIsCustomerSatisfaction?Theformationprocessisdynamic:Customermeasuresandrateshis/herSatisfactionasaresultofcomparisonprocess.Priortothepurchaseandconsumptionofaproduct/service,acustomerestablishesvariousexpectationsconcerningthe“Performance”oftheproduct/service.Ingeneral,

EXPECTIONS

arethecustomer’spredictionsofthenatureandlevelofsatisfactionthattheywill

RECEIVE

whenproduct/serviceisconsumed.Therefore,customerexpectationsplaytheroleofdefiningthestandardagainstwhichsubsequent“Performance”isjudged.1.顧客滿(mǎn)意CustomerSatisfaction2.Thereareavarietyoffactorsinfluencecustomerexpectations,andhence,ultimatesatisfactionlevel.Theyincludesuchthingsas:CustomerpriorexperienceCommunicationwithsalespeopleAdvertisingPriceInfluenceoffriendsCustomer’sownpersonalitycharacteristicsAsaresult,customerEXPECTATIONSservetoprovidethefoundationforattitudeformationandalsotheadjustmentofsubsequent/expectationperceptions.顧客滿(mǎn)意CustomerSatisfaction3.DuringtheOWNERSHIPexperience,thecustomercomparesperceived“Performance”tothepreviouslyformedEXPECTATIONS.Ifthe“Performance”meetsorexceedsEXPECTATIONS,thecustomerissatisfied,butif“performance”fallsshortofEXPECTATIONS,thecustomerisdissatisfied.AsthecustomercontinuesthroughtheOWNERSHIPexperience,he/shetendstomodifyorrevisehis/herexpectations.Asaresult,customersatisfactionlevelsevolve.顧客滿(mǎn)意CustomerSatisfactionWhyNeedsCustomerSatisfaction?Itwasprovenstrongcorrelationbetween“CompletelySatisfied”customersandownerloyalty:acustomerwillrecommendhis/herfriendstopurchasetheproduct/servicehe/sheexperienced.HarvardBusinessSchoolstudyfindings:Firmswithhigherlevelofcustomerloyalty(notmarketshare)enjoyhigherprofitabilityinagivenindustry.Profitwillincreaseby25%~85%from5%increaseincustomerloyalty.Firmsbecomemoreprofitableovertimeduetoloyalcustomers.顧客滿(mǎn)意CustomerSatisfactionProfitIncreaseProfitIncreasefrom5%IncreaseinCustomerLoyaltySource:F.ReichheldandE.Sasser(1990),“ZeroDefections:QualitycomestoLife”HarvardBusinessReview,Sep.-Oct.Issue.顧客滿(mǎn)意CustomerSatisfactionProfitPerCustomer(US$)CustomerProfitPatternsOverTimeSource:F.ReichheldandE.Sasser(1990),“ZeroDefections:QualitycomestoLife”HarvardBusinessReview,Sep.-Oct.Issue.顧客滿(mǎn)意CustomerSatisfactionLoyalCustomervs.SalesCycle–FordResearchCostofacquiringnewcustomersis5timesthecosttoretainexistingones.FrequentofCustomerContactPoint.Sales:onetimefornewcarbuyer.Service:eighttimesforcarservice.Factorsthataffectacustomerre-purchasetoyourproduct80%comesfromhighsatisfactionofserviceexperiences.顧客滿(mǎn)意CustomerSatisfactionProfitableGrowthThroughCustomerLoyalty顧客滿(mǎn)意CustomerSatisfactionPercentsshowcontributiontooverallcustomersatisfaction.Source:M&SServiceAnalysisExternalInfluencesOwnershipExperienceSellItRightBuildItRightDesignItRightFixItRightTreatMeRightEnduringProfitableGrowthSHAREHOLDERVALUEEnthusiastOverallOwnershipSatisfactionDesignItRightBuildItRightGetBrandRightImageBrandReliabilityValueCompe-titiveActions“ShareofWallet”BrandLoyalty$Sales$OwnerLoyalty/ConquestNewVehicleAppeal“ShareofMind”P(pán)ressBuyDecision??ConsumerHeadset24%76%ProductComponentSales&ServiceCustomerSatisfactionComponents顧客滿(mǎn)意CustomerSatisfactionRatingExperienceFeelingA/5BeyondExpectationSurprisedB/4GladYouReallyDoItDelightedC/3AsExpectedOkayD/2DisappointedBlackListedE/1BetrayedAngryCustomerSatisfactionScorecard顧客滿(mǎn)意CustomerSatisfactionCustomerFeedbackSystem顧客滿(mǎn)意CustomerSatisfactionFLH’sMarketingResearchforCustomerSatisfactionProduct&Quality:GQRS/JDPowerIQS&APEAL/ICCDSales:CVP/JDPowerSSIService:CVP/JDPowerCSI/CRC&DCRCsurveyDistribution:DealerAttitudeSurvey(CompanytoDealer Standard)顧客滿(mǎn)意CustomerSatisfactionWhatarefactorsthatblockCustomerSatisfaction.

AFrameworkforCustomerSatisfactionandEnthusiasmProductComponentsEmotionalRationalAppearanceBrandImage(HaloEffect)BasicQualityPerformanceQualityExcitementQualityFailuremodeavoidanceConsumerdrivenFunctionaltargetsminimumdegradationwithtime/service123顧客滿(mǎn)意CustomerSatisfactionImpactScoreCustomerExpectationsortedindescendingorderoftheirimpactonoverallsatisfaction100Q4cSalesperson’shonestyandsincerity52Q6eReceivevehicleequippedaspromised44Q2aPromptlywelcomingyoutothedealership42Q2bGivenlevelofattentionwantedwhenarrived36Q8eFollow-throughonpromisesmade33Q6aVehiclereadywhenpromised29Q5aShowconcernforindividualfinanceandinsuranceneeds29Q4bSalesperson’sknowledgeaboutproductsandservice24Q7cHelpfulnessofthedealershipduringfollow-upcall20Q6dEverythingonvehiclewasinworkingorder19Q2cTakemeseriouslywhenIarrived18Q8cAbilitytoanswerquestionsorresolveconcerns18Q8dHelpfulnessinrespondingtoquestionsorconcernsDealerOpportunitiesforActionPlansandStrengthstoMaintainSalesSurvey顧客滿(mǎn)意CustomerSatisfactionImpactScoreCustomerExpectationsortedindescendingorderoftheirimpactonoverallsatisfaction100Q4aQualityofserviceperformed45Q3eServiceadvisor’shonestyandsincerity44Q3cServiceadvisor’sunderstandingofserviceneeds32Q2aConvenienceoftheServiceDepartment’sopeninghours22Q5aClearlyexplainserviceworkperformedandanycharges21Q4cNotifyofchangesinserviceneedsoradditionalmaintenancerequirements21Q5bAdvisingofanymaintenancevehiclemayrequireinthefuture20Q3aPromptacknowledgementwhenarrived14Q3bStartingservicewrite-upwithinareasonableamountoftime13Q7dFollow-throughonpromisesmade7Q7cHelpfulnessinrespondingtoquestionorconcern7Q3dAccurateestimateofthecostofserviceDealerOpportunitiesforActionPlansandStrengthstoMaintainServiceSurvey顧客滿(mǎn)意CustomerSatisfactionHowtoImproveCustomerSatisfactionwithProduct/QualityKanomodelEstablishKeyMilestonesforNewProgramLaunch–FordcaseDevelopReliabilityProcess–FordcaseIntegrateReliabilityProcesswithProgramLaunchKeyMilestones–FordcaseTrackingProcess–Quality/ReliabilityMetrics Q/RDAM–Quality,Reliability,DisciplineAssessmentMetrics顧客滿(mǎn)意CustomerSatisfactionBrand/PALSConsumerHeadsetKano–PrioritizeandPlanTargetsCascadeReliabilityDemonstrationKano–ExecutionProgressScorecardCustomerSatisfactionWithvehicleCustomerSatisfaction–Brand,Product,andtheEngineer–GraphicofKeyMessagesJune5handout.pptOriginatorGSTORK顧客滿(mǎn)意CustomerSatisfactionWhatAreKeyDriverstoMakeYouSuccessonCustomerSatisfaction?Businesstransformationisrequiredtoshiftto…Thinkaboutthefactofexistingcompetitionenvironmentunder--ProductorServiceofferingmaybecompletelycommoditizedMarginsmaybevanishingDoesyourcompanydeliveruniquevalue,ataprofit,totargetcustomers?Cancompetitiongetafoothold?顧客滿(mǎn)意CustomerSatisfactionFromProduct–CentrictoCu