福特汽车-顾客满意.PPT

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?HowToImproveCustomerSatisfactionwithProduct/Quality?WhatAreKeyDriversToMakeYouSuccessOnCustomerSatisfaction?Q&A,WhatIsCustomerSatisfaction?Theformationprocessisdynamic:Customermeasuresandrateshis/herSatisfactionasaresultofcomparisonprocess.Priortothepurchaseandconsumptionofaproduct/service,acustomerestablishesvariousexpectationsconcerningthe“Performance”oftheproduct/service.Ingeneral,EXPECTIONSarethecustomerspredictionsofthenatureandlevelofsatisfactionthattheywillRECEIVEwhenproduct/serviceisconsumed.Therefore,customerexpectationsplaytheroleofdefiningthestandardagainstwhichsubsequent“Performance”isjudged.,1.,2.,Thereareavarietyoffactorsinfluencecustomerexpectations,andhence,ultimatesatisfactionlevel.Theyincludesuchthingsas:CustomerpriorexperienceCommunicationwithsalespeopleAdvertisingPriceInfluenceoffriendsCustomersownpersonalitycharacteristicsAsaresult,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.,ProfitIncrease,ProfitIncreasefrom5%IncreaseinCustomerLoyalty,Source:F.ReichheldandE.Sasser(1990),“ZeroDefections:QualitycomestoLife”HarvardBusinessReview,Sep.-Oct.Issue.,ProfitPerCustomer(US$),CustomerProfitPatternsOverTime,Source:F.ReichheldandE.Sasser(1990),“ZeroDefections:QualitycomestoLife”HarvardBusinessReview,Sep.-Oct.Issue.,LoyalCustomervs.SalesCycleFordResearchCostofacquiringnewcustomersis5timesthecosttoretainexistingones.FrequentofCustomerContactPoint.Sales:onetimefornewcarbuyer.Service:eighttimesforcarservice.Factorsthataffectacustomerre-purchasetoyourproduct80%comesfromhighsatisfactionofserviceexperiences.,ProfitableGrowthThroughCustomerLoyalty,Percentsshowcontributiontooverallcustomersatisfaction.Source:M&SServiceAnalysis,CustomerSatisfactionComponents,CustomerSatisfactionScorecard,CustomerFeedbackSystem,FLHsMarketingResearchforCustomerSatisfactionProduct&Quality:GQRS/JDPowerIQS&APEAL/ICCDSales:CVP/JDPowerSSIService:CVP/JDPowerCSI/CRC&DCRCsurveyDistribution:DealerAttitudeSurvey(CompanytoDealerStandard),WhatarefactorsthatblockCustomerSatisfaction.AFrameworkforCustomerSatisfactionandEnthusiasm,ProductComponents,Emotional,Rational,Appearance,BrandImage(HaloEffect),BasicQuality,PerformanceQuality,ExcitementQuality,Failuremodeavoidance,ConsumerdrivenFunctionaltargets,minimumdegradationwithtime/service,HowtoImproveCustomerSatisfactionwithProduct/Quality,KanomodelEstablishKeyMilestonesforNewProgramLaunchFordcaseDevelopReliabilityProcessFordcaseIntegrateReliabilityProcesswithProgramLaunchKeyMilestonesFordcaseTrackingProcessQuality/ReliabilityMetricsQ/RDAMQuality,Reliability,DisciplineAssessmentMetrics,Brand/PALS,ConsumerHeadset,KanoPrioritizeandPlan,TargetsCascade,ReliabilityDemonstration,KanoExecutionProgressScorecard,CustomerSatisfaction,Withvehicle,CustomerSatisfactionBrand,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,