客户满意度提升方案.ppt

Click to edit Master title style,*,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,客户满意度提升方案,SKODA,一个拥有百年历史、屡获殊荣的欧洲品牌，,2005,年正式落户上海大众，年销量高达,20,万辆，是大众品牌中第一个引,“,HumanTouch,”,人性化关爱的服务理念的品牌，永远将客户放在第一位，在,2009,年众品牌客户满意度比拼中，荣获第一名的宝座，因此：,2,3,4,销售满意度目标实现利润值测算,5,销售满意度目标实现利润值测算,考核总分,返利,举例计算返利值,X85,0.80%,每年销售,360,台昊锐、,600,台明锐、,240,台晶锐，昊锐,20,万,/,台；明锐,15,万,/,台；（,360*20+600*15,）*,0.008=129.6,万,85,X80,0.60%,每年销售,360,台昊锐、,600,台明锐、,240,台晶锐，昊锐,20,万,/,台；明锐,15,万,/,台,（,360*20+600*15,）*,0.006=97.2,万,80,X75,0.40%,每年销售,360,台昊锐、,600,台明锐、,240,台晶锐，昊锐,20,万,/,台；明锐,15,万,/,台,（,360*20+600*15,）*,0.004=64.8,万,75,X70,0.20%,每年销售,360,台昊锐、,600,台明锐、,240,台晶锐，昊锐,20,万,/,台；明锐,15,万,/,台,（,360*20+600*15,）*,0.002=32.4,万,X,70,0.00%,0,差距对比：最高返利与最低值相差,97.2,万,！,新建店返利测算,6,考核总分,返利,积分举例计算返利值,92,100%,每年销售,360,台昊锐、,600,台明锐、,240,台晶锐，昊锐,20,万,/,台；明锐,15,万,/,台；晶锐,10,万,/,台,360*1.5%*20,万,+600*1.5%*15,万,+240*1%*10,万,=267,万,82-92,90%,每年销售,360,台昊锐、,600,台明锐、,240,台晶锐，昊锐,20,万,/,台；明锐,15,万,/,台；晶锐,10,万,/,台,（,360*1.5%*20,万,+600*1.5%*15,万,+240*1%*10,万）,*90%=240.3,万,72-82,80%,每年销售,360,台昊锐、,600,台明锐、,240,台晶锐，昊锐,20,万,/,台；明锐,15,万,/,台；晶锐,10,万,/,台,（,360*1.5%*20,万,+600*1.5%*15,万,+240*1%*10,万）,*80%=213.6,万,62-72,70%,每年销售,360,台昊锐、,600,台明锐、,240,台晶锐，昊锐,20,万,/,台；明锐,15,万,/,台；晶锐,10,万,/,台,（,360*1.5%*20,万,+600*1.5%*15,万,+240*1%*10,万）,*70%=186.9,万,62,0%,0,最高返利和最低返利相差,80.1,万！,白金经销商入围条件,7,假设以上条件全部达标，入围白金经销商，可获得奖金,30,万！,8,售后满意度目标实现利润值测算,9,售后满意度目标实现利润值测算,10,售后满意度目标实现利润值测算,考核总分,返利,举例计算返利值,X85,0.80%,每年销售,360,台昊锐、,600,台明锐、,240,台晶锐，昊锐,20,万,/,台；明锐,15,万,/,台；晶锐,10,万,/,台,（,360*20+600*15+240*10,）*,0.008=148.8,万,85,X80,0.60%,每年销售,360,台昊锐、,600,台明锐、,240,台晶锐，昊锐,20,万,/,台；明锐,15,万,/,台；晶锐,10,万,/,台,（,360*20+600*15+240*10,）*,0.006=111.6,万,80,X75,0.40%,每年销售,360,台昊锐、,600,台明锐、,240,台晶锐，昊锐,20,万,/,台；明锐,15,万,/,台；晶锐,10,万,/,台,（,360*20+600*15+240*10,）*,0.004=74.4,万,75,X70,0.20%,每年销售,360,台昊锐、,600,台明锐、,240,台晶锐，昊锐,20,万,/,台；明锐,15,万,/,台；晶锐,10,万,/,台,（,360*20+600*15+240*10,）*,0.002=37.2,万,X,70,0.00%,0,差距对比：最高返利与最低值相差,111.6,万,！,满意度提升改进方案,11,各岗位职责,12,各岗位薪资待遇,销售关爱员：基本工资,+,考核工资,+,月度表现奖金,=1800,元,售后关爱员：基本工资,+,考核工资,+,月度表现奖金,=1800,元,展厅服务员：,1500,元,电话接待员：,2000,元,年度工资总支出：,85200,元！,13,客户关爱部工作达到最高标准可为公司获取返利金额为：,318.9,万！,岗位人员标准配备年度工资支出为：,8.52,万！,实际为公司创造的利润值为：,310.38,万！,综上所述：我部门要求配备以上岗位人员，完全合理，并且能为公司创造最大价值！,14,谢谢细阅,!,