顾客满意CustomerSatisfaction.PPT

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1、蕭慰農/KnightW.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/CustomerSatisfaction,OutlineCustomerSatisfactionWhatIsCustomerSatisfaction?WhyNeedsCustomerSatisfaction?WhatAreKeyComponentsOfCustomerSatisfaction?HowToUnderstandYourCustomerSatisfaction?WhatAreFactorsThatBlockCustomerSatisfaction?HowToImproveCu

2、stomerSatisfactionwithProduct/Quality?WhatAreKeyDriversToMakeYouSuccessOnCustomerSatisfaction?Q&A,WhatIsCustomerSatisfaction?Theformationprocessisdynamic:Customermeasuresandrateshis/herSatisfactionasaresultofcomparisonprocess.Priortothepurchaseandconsumptionofaproduct/service,acustomerestablishesvar

3、iousexpectationsconcerningthe“Performance”oftheproduct/service.Ingeneral,EXPECTIONSarethecustomerspredictionsofthenatureandlevelofsatisfactionthattheywillRECEIVEwhenproduct/serviceisconsumed.Therefore,customerexpectationsplaytheroleofdefiningthestandardagainstwhichsubsequent“Performance”isjudged.,1.

4、,2.,Thereareavarietyoffactorsinfluencecustomerexpectations,andhence,ultimatesatisfactionlevel.Theyincludesuchthingsas:CustomerpriorexperienceCommunicationwithsalespeopleAdvertisingPriceInfluenceoffriendsCustomersownpersonalitycharacteristicsAsaresult,customerEXPECTATIONSservetoprovidethefoundationfo

5、rattitudeformationandalsotheadjustmentofsubsequent/expectationperceptions.,3.,DuringtheOWNERSHIPexperience,thecustomercomparesperceived“Performance”tothepreviouslyformedEXPECTATIONS.Ifthe“Performance”meetsorexceedsEXPECTATIONS,thecustomerissatisfied,butif“performance”fallsshortofEXPECTATIONS,thecust

6、omerisdissatisfied.,AsthecustomercontinuesthroughtheOWNERSHIPexperience,he/shetendstomodifyorrevisehis/herexpectations.Asaresult,customersatisfactionlevelsevolve.,WhyNeedsCustomerSatisfaction?Itwasprovenstrongcorrelationbetween“CompletelySatisfied”customersandownerloyalty:acustomerwillrecommendhis/h

7、erfriendstopurchasetheproduct/servicehe/sheexperienced.HarvardBusinessSchoolstudyfindings:Firmswithhigherlevelofcustomerloyalty(notmarketshare)enjoyhigherprofitabilityinagivenindustry.Profitwillincreaseby25%85%from5%increaseincustomerloyalty.Firmsbecomemoreprofitableovertimeduetoloyalcustomers.,Prof

8、itIncrease,ProfitIncreasefrom5%IncreaseinCustomerLoyalty,Source:F.ReichheldandE.Sasser(1990),“ZeroDefections:QualitycomestoLife”HarvardBusinessReview,Sep.-Oct.Issue.,ProfitPerCustomer(US$),CustomerProfitPatternsOverTime,Source:F.ReichheldandE.Sasser(1990),“ZeroDefections:QualitycomestoLife”HarvardBu

9、sinessReview,Sep.-Oct.Issue.,LoyalCustomervs.SalesCycleFordResearchCostofacquiringnewcustomersis5timesthecosttoretainexistingones.FrequentofCustomerContactPoint.Sales:onetimefornewcarbuyer.Service:eighttimesforcarservice.Factorsthataffectacustomerre-purchasetoyourproduct80%comesfromhighsatisfactiono

10、fserviceexperiences.,ProfitableGrowthThroughCustomerLoyalty,Percentsshowcontributiontooverallcustomersatisfaction.Source:M&SServiceAnalysis,CustomerSatisfactionComponents,CustomerSatisfactionScorecard,CustomerFeedbackSystem,FLHsMarketingResearchforCustomerSatisfactionProduct&Quality:GQRS/JDPowerIQS&

11、APEAL/ICCDSales:CVP/JDPowerSSIService:CVP/JDPowerCSI/CRC&DCRCsurveyDistribution:DealerAttitudeSurvey(CompanytoDealerStandard),WhatarefactorsthatblockCustomerSatisfaction.AFrameworkforCustomerSatisfactionandEnthusiasm,ProductComponents,Emotional,Rational,Appearance,BrandImage(HaloEffect),BasicQuality

12、,PerformanceQuality,ExcitementQuality,Failuremodeavoidance,ConsumerdrivenFunctionaltargets,minimumdegradationwithtime/service,HowtoImproveCustomerSatisfactionwithProduct/Quality,KanomodelEstablishKeyMilestonesforNewProgramLaunchFordcaseDevelopReliabilityProcessFordcaseIntegrateReliabilityProcesswith

13、ProgramLaunchKeyMilestonesFordcaseTrackingProcessQuality/ReliabilityMetricsQ/RDAMQuality,Reliability,DisciplineAssessmentMetrics,Brand/PALS,ConsumerHeadset,KanoPrioritizeandPlan,TargetsCascade,ReliabilityDemonstration,KanoExecutionProgressScorecard,CustomerSatisfaction,Withvehicle,CustomerSatisfacti

14、onBrand,Product,andtheEngineerGraphicofKeyMessages,June5handout.pptOriginatorGSTORK,WhatAreKeyDriverstoMakeYouSuccessonCustomerSatisfaction?BusinesstransformationisrequiredtoshifttoThinkaboutthefactofexistingcompetitionenvironmentunder-ProductorServiceofferingmaybecompletelycommoditizedMarginsmaybevanishing,Doesyourcompanydeliveruniquevalue,ataprofit,totargetcustomers?Cancompetitiongetafoothold?,FromProductCentrictoCustomerCentric,FromProduct-CentrictoCustomer-Centric:AParadigmShift,HowtoBuildupaCustomer-CentricBusinessStructure?,Q&A,ThankYou!,蕭慰農/KnightW.N.Hsiao,

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