香港中文大学服务利润链.pptxVIP

Professor Jianmin Jia;如何把一个企业做强？ 员工和顾客应该成为管理层考虑问题的核心所在。 In the new economics of service, frontline workers and customers need to be the center of management concern. 既强调市场也强调运营的组织几乎是战无不胜的。 Organizations that achieve both market and operating focus are nearly unbeatable. Powerful service firms employ a quantifiable set of relationships that directly links profit and growth to not only customer satisfaction and loyalty, but to employee satisfaction, loyalty, productivity.;The Performance Trinity 绩效三位一体; In recent years, physical assets accounting for most of the book value of corporations have fallen to around one-third of market value. 大多数公司的有形资产占它们市场价值的１/3. These intangibles comprise such factors as brands, information, technology, customer relationships, the quality of employees, and quality of an organization’s leadership and administration. 无形资产包括品牌、信息、技术、客户关系、员工质量、组织领导和管理的质量. ;Service-Profit Chain 服务利润链;Customer loyalty and commitment are the primary drivers of growth and profitability. Customer loyalty and commitment emanate from customer satisfaction compared to competition. Customer satisfaction results from the realization of high levels of value compared to competition. Value is created by satisfied, committed, loyal, and productive employees. Employee satisfaction results from several factors: the “fairness” of management, the quality of one’s peers in the workplace, the opportunity for personal growth on the job, capability, the latitude within limits to deliver results to customers, levels of customer satisfaction achieved in customer-facing job, and monetary compensation. ;Links in the Service Profit Chain服务利润链链接;Case 1: Southwest Airlines 西南航空;Rankings of Eight Largest US Airlines for Revenue, Profit,On-Time Arrival, and Customer Service Complaints (1995);Case 2: American Express 美国运通;Relationships between Customer Satisfaction and Office Profitability;Relationship between Employee Satisfaction and Office Profitability;Case 3