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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/CustomerSatisfactionOutline–CustomerSatisfaction1.WhatIsCustomerSatisfaction?2.WhyNeedsCustomerSatisfaction?3.WhatAreKeyComponentsOfCustomerSatisfaction?4.HowToUnderstandYourCustomerSatisfaction?5.WhatAreFactorsThatBlockCustomerSatisfaction?6.HowToImproveCustomerSatisfactionwithProduct/Quality?7.WhatAreKeyDriversToMakeYouSuccessOnCustomerSatisfaction?8.Q&AWhatIsCustomerSatisfaction?Theformationprocessisdynamic:Customermeasuresandrateshis/herSatisfactionasaresultofcomparisonprocess.Priortothepurchaseandconsumptionofaproduct/service,acustomerestablishesvariousexpectationsconcerningthe“Performance”oftheproduct/service.Ingeneral,EXPECTIONSarethecustomer’spredictionsofthenatureandlevelofsatisfactionthattheywillRECEIVEwhenproduct/serviceisconsumed.Therefore,customerexpectationsplaytheroleofdefiningthestandardagainstwhichsubsequent“Performance”isjudged.1.2.Thereareavarietyoffactorsinfluencecustomerexpectations,andhence,ultimatesatisfactionlevel.Theyincludesuchthingsas:•Customerpriorexperience•Communicationwithsalespeople•Advertising•Price•Influenceoffriends•Customer’sownpersonalitycharacteristicsAsaresult,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.30%75%45%45%35%85%0%50%100%AutoServiceChainCreditCardIndustryLaundryIndustryDistributionSoftwareBranchBankDepositsProfitIncreaseProfitIncreasefrom5%IncreaseinCustomerLoyaltySource:F.ReichheldandE.Sasser(1990),“ZeroDefections:QualitycomestoLife”HarvardBusinessReview,Sep.-Oct.Issue.-50050100150200250300AutoServiceChainCreditCardIndustryLaundryIndustryDistributionYear1Year2Year3Year4Year5ProfitPerCustomer(US$)CustomerProfitPatternsOverTimeSource:F.ReichheldandE.Sasser(1990),“ZeroDefections:QualitycomestoLife”HarvardBusinessReview,Sep.-Oct.Issue.LoyalCustomervs.SalesCycle–FordResearch1.Costofacquiringnewcustomersis5timesthecosttoretainexistingones.2.FrequentofCustomerContactPoint.•Sales:onetimefornewcarbuyer.•Service:eighttimesforcarservice.3.Factorsthataffectacustomerre-purchasetoyourproduct80%comesfromhighsatisfactionofserviceexperiences.1.Retention-Tosucceedinourindustry,repeatedpurchasefromourexistingcustomersareimportanttooursuccess.-Costofacquiringnewcustomersis5timesthecosttoretainexistingones.2.RelatedSales-Tosucceedinourindustry,ourabilitytosellrelatedproductsandservices(e.g.,spareparts,maintenance)toourexistingcustomersiscriticaltooursuccess.3.Referrals-Tosucceedinourindustry,referralsfromcustomersarecriticaltooursuccess.-Satisfiedcustomersarelikelytotellfiveotherpeople(dissatisfiedcustomerarelikelytotell11otherpeople)MeansofProfitableGrowthProfitableGrowthThroughCustomerLoyaltyPercentsshowcontributiontooverallcustomersatisfaction.Source:M&SServiceAnalysisExternalInfluencesOwnershipExperienceSellItRightDesignItRightTreatMeRightEnduringProfitableGrowthSHAREHOLDERVALUEEnthusiastOverallOwnershipSatisfactionDesignItRightBuildItRightGetBrandRightImageBrandReliabilityValueCompe-titiveActions“ShareofWallet”BrandLoyalty$Sales$OwnerLoyalty/ConquestNewVehicleAppeal“ShareofMind”PressBuyDecision??ConsumerHeadset24%76%ProductComponentSales&ServiceCustomerSatisfactionComponentsRatingExperienceFeelingA/5BeyondExpectationSurprisedB/4GladYouReallyDoItDelightedC/3AsExpectedOkayD/2DisappointedBlackListedE/1BetrayedAngryCustomerSatisfactionScorecardCustomerFeedbackSystemSourcesofInputResolution&ImprovementPhoneCallsLettersSimpleResolutionofFormComplaintVerbalInputsCommunicateSurveytorightunits/peopleCustomerCorrectiveActionClinicDatabasetoImproveProducts/servicesFocusGroupSystemCapturingofCustomerFeedbackFLH’sMarketingResearchforCustomerSatisfactionProduct&Quality:GQRS/JDPowerIQS&APEAL/ICCDSales:CVP/JDPowerSSIService:CVP/JDPowerCSI/CRC&DCRCsurveyDistribution:DealerAttitudeSurvey(CompanytoDealerStandard)WhatarefactorsthatblockCustomerSatisfaction.AFrameworkforCustomerSatisfactionandEnthusiasmProductComponentsEmotionalRationalAppearanceBrandImage(HaloEffect)BasicQualityPerformanceQualityExcitementQualityFailuremodeavoidanceConsumerdrivenFunctionaltargetsminimumdegradationwithtime/service123ImpactScoreCustomerExpectationsortedindescendingorderoftheirimp