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主讲人:TomMoormann,PhD,FLMIDirector,OrganizationalAssessment，LOMA客户满意度测量MeasuringCustomerSatisfactionAgenda讲程安排•Whatiscustomersatisfaction/whyisitimportant?•什么是客户满意度/它为什么重要•CustomerSatisfactionSurvey•客户满意度调查•ProcessPerformanceMeasurements•进行绩效测量•Analyzingsurveyresults(andothermetrics)•分析调查结果（和其它与测量有关的东西）•Usingresultstomanagecustomersatisfaction•利用调查结果进行客户满意户管理•CustomerSatisfactionMeasurementSystems•客户满意度测量系统•Wrap-up•总结客户满意度CustomerSatisfaction•Whatiscustomersatisfaction?•什么是客户满意度–Satisfactionisafeelingaboutsomething–满意度是对某种事物的一种感觉–Potentialobjectsofsatisfaction–满意度的潜在目标•Theoverallrelationshipwiththecompany•与公司的总体关系•Withaspecifictransaction•与一次特定的交易的总体关系•Withthecompany’sservice•与公司服务•Withthecompany’sproduct(s)•与公司产品•Withtheagentorbroker•与代理或经纪人•etc.•等等CustomerSatisfaction客户满意度•Iscustomersatisfactionimportant?•客户满意度重要吗？•Byitself,no.•本身——不重要•Satisfactionisnothigherrevenueorlowercosts–满意度既不是更高的收入也不是更低的成本–Youcannotinfluencesatisfactiondirectly.–你不能直接影响满意度–However,satisfiedcustomersareimportant.•但是，满意的客户是重要的.CustomerSatisfaction客户满意度•客户满意度•CustomerSatisfactionSatisfiedcustomersgeneratemorerevenueandcostlesstoservice.满意的客户为公司服务创造更多的收入和更低的成本。•RevenueStreams•收入-PremiumPayments-保费付款-PurchaseMoreProducts--购买更多的产品-ReferralSales---指定销售•CostStreams•成本-ProductCosts--产品成本-CosttoAttractCustomer--吸引客户的成本•-CosttoRetainCustomer•-保留客户的成本CustomerSatisfaction客户满意度满意度/利润关系05101520253035FirstQuintileSecondQuintileThirdQuintileFourthQuintileFifthQuintile满意度五组柱形比较图%销售收入投资收入TheServiceProfitChain服务利润链CustomerSatisfaction客户满意度Profitability利润CustomerLoyalty客户忠诚度PerformanceExpectationsGap绩效期望差距CustomerValue客户价值SatisfactionMeasurementSystem:满意度测量系统：Variousmeansofgatheringinformationrelated收集与服务利润链有关信息的totheServiceProfitChain多种方法CustomerSatisfactionandCustomerValue客户满意度和客户价值CustomerSatisfactionandCustomerValue客户满意度和客户价值•IdentifyingandMeasuringCustomerExpectations分辩并联测量客户期望•SourcesofInformation•信息的来源•TypesofExpectations•期望的种类CustomerExpectations客户期望CustomerContact联系客户Complaints投诉PrimaryResearch基本调研SecondaryResearch第二步调研CustomerExpectations客户期望Whatdoesthecustomerexpect?客户期望什么？CustomerSatisfactionandCustomerValue客户满意度和客户价值•LinkingCustomerSatisfactiontoOperationalStandards•将客户满意度与操作标准联系起来•Whichexpectationsaremostcritical?•哪一个期望是最关键的？•Whatisanappropriateperformancetarget?•什么是合适的绩效目标？•Whyaretheregaps?•为什么会有差距•Howdoyouclosegaps?•如何消除差距客户期望•哪一个期望是最关键的AccuracyGap精确性差距ReliabilityGap可靠性差距CourtesyGap礼貌程度差距TimeGap时间差距CustomerSatisfaction客户满意度CustomerExpectationsWhichexpectationsaremostcritical?绩效目标–Betterthanweusedtobe?–比我们过去所做的好？–Betterthanourbestoperation?–比我们最好的业务好?–Betterthanothersinourindustry?–比我们行业中的其余公司好?–Betterthanothersinrelatedindustries?–比相关行业中的其余公司好?–Betterthan“world-class”?–比世界水平好”?PerformanceTargetsPerformanceGaps绩效差距•Whyaretheregaps?•为什么会有差距？•PerformanceDeficiencies•绩效的缺陷–SystemicCauses–系统原因–HumanError–人为错误–RisingCustomerExpectations•提出客户期望•CompetitivePressures–可比性压力–PriorExperience–先前的经验–PersonalNeeds–个人需要ClosingPerformanceGaps消除绩效差距–KeyOperationalPerformanceMeasurements–关键业务绩效的测定–ServiceTurnaroundTimes•服务周转时间•ServiceReworks•服务返工•etc.•等等.•TargetedInvestments–理想的投资–Mostfrequentlyoccurringproblems•最常发生的问题•Largestreturns•最大的回报CustomerSatisfactionandCustomerValue客户满意度和客户价值•LinkingCustomerServicetoPerformanceStandards•将客户服务与绩效标准联系起来–Measureandrewardthebehaviorsrelevanttoperformance–测量并奖励与绩效有关的举措–TakeCustomer’sperspective,notCompany’s–用客户角度，而不是公司的角度–Provideadequatesystemssupport–提供MeasuringCustomerValue测量客户价值•LinkingCustomerServicetoPerformanceStandards•将客户服务与绩效标准联系起来•IdentifyServiceQualityGaps•鉴定服务质量差距•PrioritizeOpportunities•优先机会•MostImportanttoCustomers•对客户最重要的•BiggestGaps•最大差距•InvestWhereitMakesSense•投资到合理的地方•MeasureWorkUnitPerformance-FromtheCustomer’sPerspective•从客户的角度去测定工作单位绩效•MeasureEmployeePerformance-ContributiontoWorkUnitPerformance•测量员工绩效对工作单位绩效的贡献MeasuringCustomerValue测量客户价值ReturnsonInvestmentstoIncreaseValueofaCustomer对增值客户投资的回报MeasuringCustomerValue测量客户价值•Conclusion•结论•Goal:SelectBestInvestmentOpportunities•目标:选择最佳投资机会•Requirements:•要求:•Modelslinkinginvestmenttoreturns•联合投资与回报的模型•Measuresofkeymodelcomponents•关键模型成份的测定•Integrationofplanningandexecution•计划与执行的一体化TomMoormann,PhD汤姆·挪曼，博士Director,OrganizationalAssessment组织评估总监MeasuringCustomerSatisfaction测定客户满意度PingAnUniversity平安大学February21,20032003年2月21日•Whoshouldyousurvey?•你应该调查谁？•Howshouldyoucontactyourcustomers?•如何与你的客户联系•Sampling•取样检验•SurveyContent•调查内容–CustomerSatisfactionandLoyalty–客户满意度和忠诚度–SatisfactionDrivers–提高满意度的因素–ClassificationVariables–变量分类CustomerSatisfactionSurveys客户满意度调查Whoisyourcustomer?你的客户是谁？代理员工客户AgentsEmployeesConsumersSurveyAdministrationMedium调查管理中介HighCost高成本LowCost低成本HighResponseRate高回复率LowResponseRate低回复率Mail邮件BillInserts塞入帐单PersonalInterviews亲自访问Telephone电话Internet互联网（因特网）Sampling取样•Samplingmethods•取样方法•Randomsamples•随机取样•nthnamesamples•第几个名称取样•Stratifiedsamples•分层取样•SampleSizes•样本大小•Formodelingpurposes-300responses•用于模型目的——300个答复•ConfidenceIntervals(plusorminus5%)-250responses•置信区间（加上或减去5%—250个答复）SurveyContent调查内容BusinessProcesses业务处理Satisfaction满意度Loyalt