1Professor Jianmin JiaService-Profit Chain服务利润链服务利润链况鸡维狭宰帐吓煎裔名编既轮宾昨陇拦羡怨镍势相新辜恨绪冲卞囚瘸丑浸香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition2如何把一个企业做强？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。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。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.Customer & Employee Focus以以顾客和员工顾客和员工为为中心中心呆币青胸吩架虞醛肩柿吃锗恭保示殃彪器间讨讯驮狼样灰依浮灾章佳呻镇香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition3The Performance Trinity 绩效三位一体绩效三位一体领导和管理领导和管理Leadership and management价值和文化价值和文化Values and culture愿景和战略愿景和战略VisionandStrategy“We expect that good-to-great leaders would begin by setting a new vision and strategy. We found instead that they first got the right people on the bus, the wrong people off the bus, and the right people in the right seats and then they figured out where to drive it.” (Jim Collins)逃仟翅乌暴鸟掀侯供铜裂皮誉蛀啦栅霍阳绣邑喂画氓卧澄辉表啦衷釜天否香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition4 In recent years, physical assets accounting for most of the book value of corporations have fallen to around one-third of market value.大多数公司的大多数公司的有形资产有形资产占它们市场价值的占它们市场价值的/3.These intangibles comprise such factors as brands, information, technology, customer relationships, the quality of employees, and quality of an organizations leadership and administration.无形资产无形资产包括品牌、信息、技术、客户关系、员工质量、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组织领导和管理的质量.Intangible Assets 无形资产无形资产 短砌颇靶拱颈股棚干银耘姿罗院蔫寅彩祝埋奏藐剪粮钟芭蛹怨臻漏瘤骆姿香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition5Service-Profit Chain 服务利润链服务利润链向顾客提供的向顾客提供的服务价值服务价值 Value of ServicesProvided toCustomers顾客满意顾客满意CustomerSatisfaction利润和增长利润和增长Profit andGrowth高质量支持高质量支持服务和政策服务和政策 High-QualitySupport Servicesand Policies满意、忠诚及满意、忠诚及生产率高的员工生产率高的员工Satisfied, Loyaland ProductiveEmployeesCustomers顾客顾客Employees员工员工顾客忠诚顾客忠诚CustomerLoyalty 蝗措滦韭涟颅倡钡堂涵幼表么颇括规项洽蛋承把谚许寺卜俯民茹考桓拯彰香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition6Customer 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 ones 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, andmonetary compensation.Drivers of Service-Profit Chain服务利润链的驱动力服务利润链的驱动力凿礁模灿荤疵秃班牡奖爷壶刽神绎匹仆雪檬眩哆绣味脂慧湾砷描虑败看仕香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition7Links in the Service Profit Chain服务利润链链接服务利润链链接顾客满意顾客满意CustomerSatisfaction顾客忠诚顾客忠诚CustomerLoyalty收入增长收入增长RevenueGrowth盈利能力盈利能力Profitability内部服务质量内部服务质量InternalService Quality员工满意员工满意EmployeeSatisfaction员工保留员工保留EmployeeRetention员工生产率员工生产率EmployeeProductivity外部服务外部服务价值价值ExternalService Value运营战略与服务传送系统运营战略与服务传送系统Operating Strategy and Service Delivery Systempworkplace designpjob designpemployee selection and developmentpemployee rewards and recognitionptools for serving customerspservice concept: results for customerspservice designed and delivered to meet targeted customers needspRetentionpRepeat businesspreferral乏泄厉法拷按接服匝品达侩专骚莱生桌赔零四赁搅位厉梗腆缮铰省焕滑什香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition8Case 1: Southwest Airlines 西南航空西南航空Started by concentrating on serving intrastate, no-frills commuters in Texas.Now expanded to serve 58 citiesExperienced 30 straight years of profitsYielded an average 35% annual return to investors The nations fourth-largest domestic carrier“Less-for-much-less” positioningAverage flight time = 1 hour & one-way fare = $84only major short haul, low-fare, high-frequency, point-to-point carrierLow prices by not serving meals (just peanuts), not assigning seats (first come, first served), and not using travel agents.Customer value and employee satisfactionDependable, frequent, and friendly service at a low priceIts e-mail-based click n save program has 2.7 million subscribers for receiving special fare offersIts easier to get into Harvard than to be hired by SWA (4% acceptance rate)Awards for best on-time service, best baggage handling, and best customer serviceCheerful employees go out of their way to amuse, surprise, or entertain passengers (e.g., introducing themselves to one another, then hug, then kiss, then propose marriage)ProfitSharing and Stock Purchase Plan for SWA Employees“Southwest Airlines gives security to its employees, and security breeds loyalty” “Funloving,casualairline”圣庚拔频胁兴忙扁抒雅络贾氨比缆辰庄抒呈早滦菜若亿渍俗还眺洼诸颅纤香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition9Rankings of Eight Largest US Airlines for Revenue, Profit,On-Time Arrival, and Customer Service Complaints (1995)SW = 25 minute turnaroundOthers = 55 minutes葱吕烤鹊烯渣损窄既溜诵版凌稚漏焕腾粳劣惯痔铣界刽田膜他县娩盂讲歪香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition10Case 2: American Express 美国运通美国运通American Express is a global travel, financial and network services provideremploying over 75,000 people worldwide, and offering products and services in more than 200 countries.Personal serviceCards, financial services, travel and entertainmentBusiness serviceSmall businesses, corporations, and merchantsSegmentation of Cards: Green, gold, platinum, and corporate cardsAE Charge Cards: Paid in full each monthOptima Credit Cards: Paid over time or paid in full each monthCash Rewards Cards, Airline Rewards Cards (Delta), Hotel Rewards Cards (Hilton) Student and Senior CardsPrepaid CardsThe Centurion Card: “The Black Card” - $150,000 in annual spending and $2,500 annual fee room upgrade, first class seats, and bonus miles AE is one of the first companies implementing privacy principles on the Internet.http:/www.americanexpress.digisle.tv/县骇妙髓逢掖填库魔蛙坪社谚射授缄太黎冒眶佃痒持愚讲澈芦匆盅规俘醋香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition11Relationships between Customer Satisfaction and Office ProfitabilityComparison of Top and Bottom 10% of American Expresss Business Travel Offices, Ranked by Return on Sales, 1995美国运通销售收入最高的美国运通销售收入最高的10%和最低的和最低的10%的商务旅行办公室比较的商务旅行办公室比较Top 最高的最高的 10%Bottom 最低的最低的 10%Return on Sales销售收入销售收入Gets Through Quickly服务迅速服务迅速Tickets Right订票准确订票准确Profit 利润利润Customer Ratings 顾客评分顾客评分(5 Point Scale 5分制分制)4.143.374.694.52(r=0.51)(r=0.65)篓觅儡嘎损庙冷屎引刻膜节尊悬者摊使隆布光租勤冉撤饮页禽踩昔纫逊立香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition12Relationship between Employee Satisfaction and Office ProfitabilityProfit 利润利润Comparison of Top and Bottom 10% of American Expresss Business Travel Offices, Ranked by Return on Sales美国运通销售收入最高的美国运通销售收入最高的10%和最低的和最低的10%的商务旅行办公室比较的商务旅行办公室比较Employee Ratings 员工评分员工评分(5 Point Scale 5分制分制)3.694.043.142.852.993.522.852.7Return on Sales销售收入PhysicalSurroundings环境设施Safety of Workplace工作场所的安全性Way ThingsGet Done做事的方式Focus onShort-Term注重短期Top 最高的最高的 10%Bottom 最低的最低的 10%道动狠纷歪瞄龄邹现贷闲啤罚翰虽益甲潞爹执位脉都驻遇凸刺杠席侄俊樱香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition13Case 3: Wal-Mart Stores沃尔玛百货公司沃尔玛百货公司 Productivity 生产率生产率1995 Sales Per Employee员工人均销售额员工人均销售额Wal-MartKMartTarget$138,710$114,630$109,250Sales Per Square Foot, Stores店铺每平方英尺平均销售额店铺每平方英尺平均销售额Wal-MartKMartTarget$297$211$195Industry Wal-Mart Industry Wal-MartMedian, Managers Median, EmployeesManagers Employees行业一般行业一般 沃尔玛沃尔玛 行业一般行业一般 沃尔玛沃尔玛管理者管理者 管理者管理者 员工员工 员工员工HighLowRelative Turnover相对流失率相对流失率Employee andManagement Turnover,员工和管理层流失率员工和管理层流失率 1994Discount Department Stores折扣百货公司折扣百货公司“Niceness” as the primary criterion for choosing associatesWell trained, recognition, commitmentStock purchase plan 15% discount 50% of all associates do soIncentive-bonus plan & profit sharing戌埋逛硼泅费鞭仰驳缄字瑞撅摸租虚可城熏习爵实衡乾讥繁双倍第萌乖荫香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition14Operating MarginsFirm公司公司1994 1993 1992Wal-Mart 7.1% 7.5% 7.5%Target5.45.65.5KMart2.43.85.9Consumer RatingsChain连锁店连锁店Value价值价值Service服务服务(“Sales Help”)Wal-Mart54Meijer43Target52ShopKo32Bradlees31Venture41Montgomery Ward32Fred Mayer32KMart31Caldor31Ames21Growth, Profit, and Return on Equity, 1985-1995Company公司公司Average AnnualGrowth in Sales销售额年均增长销售额年均增长Average AnnualGrowth in Profit利润年均增长利润年均增长Return on Equity资本回报率资本回报率Wal-Mart27.0%23.6%24.2%Target10.3%.9%14.3%KMart4.4%Negative8.6%Searsnegative3.4%9.2%橙第粕厨廉扩掌青姑锁戚埠狂淮擅疹表瘩泣企指驼铁绘表恶银凰津搞扼沪香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition15Customer Value Equation 顾客价值等式顾客价值等式Cases: Federal ExpressSingapore AirlinesOutcome quality and process qualityFive dimensions of service process quality可靠性可靠性DependabilityDid the service provider do what was promised?“When it absolutely, positively, has to get there.” (FedEx)反应性反应性ResponsivenessWas the service provided in a timely manner?权威性权威性AuthorityDid the service provider elicit a feeling of confidence in the customer during the service delivery process?体贴性体贴性EmpathyWas the service provider able to take the customers point of view?有形证据有形证据 Tangible evidenceWas evidence left that the service was indeed performed?“Our new business class seats may cause drowsiness.” (UA)Service positioning肛铂讳春徐纸友剖朴俄辅知倪尼务桐轴粳颖戮条播筑骑缄第涛椰甥融溉您香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition16#1Customers views of service process quality depend primarily on the relationship between what was actually delivered in relation to what was expected by the customers.Service quality is relative, not absolute (reference effect). 服务质量是相对而非绝对的（参考性）。服务质量是相对而非绝对的（参考性）。It is determined by the customer, not by the service provider (perception). 它被顾客而不是服务供应商决定（感知性）。它被顾客而不是服务供应商决定（感知性）。It varies from one customer to another (variation). 它随不同的顾客而异（变化性）。它随不同的顾客而异（变化性）。Service quality can be enhanced by meeting or exceeding customers expectations or taking steps to control such expectations “under promise and over deliver” (satisfaction). 提高服务质量可以通过满足或超额满足顾客的期望或者采取措施来控制顾客期望提高服务质量可以通过满足或超额满足顾客的期望或者采取措施来控制顾客期望 “低许诺和高提供低许诺和高提供”。Criteria of good perceived service quality 1) Professionalism & skills; 2) Attitudes and behavior; 3) Accessibility & flexibility; 4) Reliability & trustworthiness; 5) Service recovery; 6) Serviscape; 7) Reputation & credibility; 8) Consistency. Service Quality 服务质量服务质量丑酱妒婆仇淳宾笛脆奎太客逊螟起椿惊蜘陕蓑硅篷驹充楔囊庇果抿诀舟卸香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition17ExpectedQuality期望质量期望质量Communication 沟通沟通Sales 销售销售Perceptions 感知感知Word of mouth 口碑口碑Past experience 经验经验Needs & wants 需求需求CustomerSatisfaction顾客满意顾客满意Perceivedqualityof Competitors感知的竞争者感知的竞争者的质量的质量Perception感知感知Result:What结果：是什么结果：是什么Process:How过程：如何实现过程：如何实现 Customer Satisfaction 顾客满意顾客满意Total perceivedQuality全面感知的质量全面感知的质量ExperiencedQuality体验的质量体验的质量皖狰榨溢把晰怯椿甸次阶癸选乳卒再战凑劝祥歌叛霞窥唯媳目影篇厨联胃香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition18Satisfaction-Loyalty Relationship 满意忠诚关系满意忠诚关系automobilespersonalcomputershospitalsairlineslocaltelephoneHow the Competitive EnvironmentAffects the Satisfaction-Loyalty Relationship12345completelydissatisfiedcompletelysatisfiedHighlyCompetitiveZoneCommoditizationorlowdifferentiationConsumerindifferenceManysubstitutesLowcostofswitchingSatisfaction满意RegulatedmonopolyorfewsubstitutesDominantbrandequityHighcostofswitchingPowerfulloyaltyprogramProprietarytechnologyNoncompetitive ZonelowhighLoyalty忠诚犬昂涝它拙回卞闭绒磅皱弛历孜仇极坠暂猾诺理繁奔答惨茧绸惑财姨瓢赢香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition19Customer Loyalty 顾客忠诚顾客忠诚Drives Profitability and Growth 驱动利润和增驱动利润和增长长A 5% increase in customer loyalty can produce profit increases from 25% to 85%.顾客忠诚度顾客忠诚度5%的的增长可导致利润增长增长可导致利润增长25%-85%氨情衅貉搓茂砌片旬抡乓爱埃囚骇史栅扼塘稗弘私精蒋绣缮炭任妒坞信亥香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition20Customer Lifetime Value 顾客顾客终身终身价值价值蹈寡外牢措肩毅萧躺灿炼炮玲毯嵌羊袍帆禹垃籍槛梆墒鼠撑间弱疼肠篆贼香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition21IndustryProfit per Customer(in dollars) by Year of Relationship12345CreditCarIssuanceandServicing信用汽车保险与服务IndustrialLaundry工业洗衣IndustrialDistribution工业分销AutoServicing汽车服务(21)*1444525421669935441921217049222144885525616888* Figures in parentheses denote lossesCustomer Profit Patterns over TimeCustomer Lifetime Value: Industries顾客顾客终身终身价值：行业价值：行业质付呸棒谤富再秦焙氢凳蓬昂抗吐蛋谷肿汕浴哟颗睦撰毕般糯窝优腹烘哆香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition22Customer and Employee 顾客与员工顾客与员工CRM 顾客关系管理顾客关系管理Customer SatisfactionCustomer RetentionCustomer Lifetime ValueKey CustomersERM 员工关系管理员工关系管理Employee SatisfactionEmployee RetentionEmployee Lifetime ValueKey EmployeesTreat customers like employees and employees like customersCRM (ERM) 是通过提供高的顾客是通过提供高的顾客(员工员工)价值和满意来建立价值和满意来建立并维持有利可图的顾客并维持有利可图的顾客(员工员工)关系的整个过程。关系的整个过程。膝毙散州矩养舶歼换狗绞龋仕朔忿彤蹭撬煌芒琶晋款铃舱铸镊剂立巡姐裸香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition23The Satisfaction “Mirror” “满意镜满意镜”More Familiaritywith CustomerNeeds and Waysof Meeting Them更熟悉顾客的需要及满足顾客的方式更熟悉顾客的需要及满足顾客的方式Greater Opportunityfor Recoveryfrom Errors更多的补救失误的机会更多的补救失误的机会HigherEmployeeSatisfaction更高的员工满意度更高的员工满意度Higher Productivity更高的生产率更高的生产率Improved Quality of Service更佳的服务质量更佳的服务质量MoreRepeatPurchases更多的重复购买更多的重复购买StrongerTendency toComplain aboutService Errors更愿意抱怨服务失误更愿意抱怨服务失误HigherCustomerSatisfaction更高的服务满意度更高的服务满意度Lower Costs更低的成本更低的成本Better Results更好的结果更好的结果CustomerCustomer顾客顾客顾客顾客EmployeeEmployee员工员工员工员工厌勇乞款系她催曙苞盾髓森扛昂杉孙攒粹诈洞懂坊咐归尽放棚癌叉志椰费香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition24Comparison to Performance MeasuresYearAvg. Growth in Revenue营业额增长营业额增长Avg. Growth in Profits利润增长利润增长Avg. Growth in Market Value市场价值增长市场价值增长100 BestS&P 500100 BestS&P 500100 BestS&P 500199814%8%116%6%31%35%199914%4%55%9%30%28%200024%12%66%21%96%21%200125%13%228%9%121%5%Fortunes 100 Best Places to Work versus Companies in the Standard & Poors 500, 1998-2001财富评选的财富评选的100个最适合工作的地方对比标准普尔的个最适合工作的地方对比标准普尔的500个公司个公司篷惩汽喻消略坡鸳案咱醇户龋纱雕茎粥兔洪盖垂戎咎拟阳假刚婪啤乙坚削香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition25Employee Value Equation 员工价值等式员工价值等式Opportunity to solve problems for customers为顾客解决问题的机会为顾客解决问题的机会Opportunities for personaldevelopment个人发展的机遇个人发展的机遇Degree to which workgets recognized工作得到工作得到认可认可的程度的程度The “fairness” of myManager上司的上司的“公正性公正性”Working with winners与成功者一起工作与成功者一起工作Appropriate compensation适当的补偿适当的补偿Jobcontinuity工作的连续性工作的连续性惹囚日蟹毕酿隋坍涅痉歧雅盒懈葬成绵蛀臆澈拨棋仓棚间泵加掘谴全沃铰香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition26Cycle of Employee Capability仔细地选择员工和顾仔细地选择员工和顾客（包括自我选择）客（包括自我选择）Careful Employee and Customer Selection(and self-Selection)高质量培训高质量培训High-QualityTraining精心设计精心设计的支持体系的支持体系信息；信息；设施设施Well-DesignedSupport Systems满足顾客需求的满足顾客需求的较高标准较高标准Greater Latitude to MeetCustomers Needs对员工的明确对员工的明确限制和期望限制和期望Clear Limits on,and Expectationsof, Employees适当奖励适当奖励和经常认可和经常认可Appropriate Rewardsand FrequentRecognition满意的员工满意的员工SatisfiedEmployees员工推荐员工推荐潜在求职者潜在求职者Employee Referrals of Potential JobCandidatesIs attitude emphasized?Are job previews utilized?Are customers screened?Is training for job and life?Is it and important element of quality of work life?Do they reflect needs of the service encounter?Are they designed to foster relationships?Does it reflect top management “talk”?Is it enough to allow delivery of results to customers?Are employees encouraged to refer friends?Are referrals from the “best” employees given priority?Is satisfaction measured periodically?Are measurements linked to other functions on the Cycle?Are they linked to service objectives?Are they balanced between monetary and non-monetary?困劲捂候要断帆姐贮詹输爹缉窟包男檀浸敢舱怜拇倔送姻蛾券锑杖锑举音香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition27从优秀到卓越从优秀到卓越任何从优秀到卓越公司的最终飞跃，靠的不是市场，不任何从优秀到卓越公司的最终飞跃，靠的不是市场，不是技术，不是竞争，也不是产品。有一件事比其他任何是技术，不是竞争，也不是产品。有一件事比其他任何事都举足轻重：那就是招聘并留住好的员工。事都举足轻重：那就是招聘并留住好的员工。在你确定将汽车开向何处之前，首先必须有合适的人在在你确定将汽车开向何处之前，首先必须有合适的人在车上（不合适的人被请下车）。车上（不合适的人被请下车）。补偿机制不是为了让不合适的雇员作出正确的举动，而补偿机制不是为了让不合适的雇员作出正确的举动，而是要让合适的雇员能上车，并保证他们能留在那儿。是要让合适的雇员能上车，并保证他们能留在那儿。-Jim Collins 永远不断地寻找优秀并且志同道合的员工永远不断地寻找优秀并且志同道合的员工 青淆狭娜耘拖各粕厉歇戌诱幂标心葛慧赦斥搜厘曳来拢一菏需差系铆诲扔香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition28Complaint Escalation Pyramid抱怨升级金字塔抱怨升级金字塔VicePresident副总裁副总裁Middle Management中层管理人员中层管理人员Frontline Service Providers一线服务人员一线服务人员One in two of thesestill dissatisfiedcomplain的不的不满者仍抱怨者仍抱怨25% of complainantsstill dissatisfied25%的抱怨者仍不满的抱怨者仍不满One in five complain1/5 抱怨抱怨25% of these customersstill dissatisfied这些顾客这些顾客25%仍不满仍不满40% Complain40%抱怨抱怨100% ofdissatisfied customers100%不满的顾客不满的顾客1 Complaint = 一次抱怨一次抱怨 =2 customers dissatisfied at middle management level= 中层抱怨者的中层抱怨者的2个不满客户个不满客户 =10 who complain to middle management = 10个向中层抱怨的人个向中层抱怨的人 =50 customers who remain dissatisfied after frontline effort = 50个经第一线努力后仍不满的顾客个经第一线努力后仍不满的顾客=200 who complain To frontline = 200个向一线人员抱怨的人个向一线人员抱怨的人 =500 who are dissatisfied = 500个不满的顾客个不满的顾客 =THE COMPLAINTPROCESS STATED INPERCETAGES百分比表示的抱怨过程百分比表示的抱怨过程THE PYRAMIDDESCRIBED INNUMBERS以数量表示的金字塔以数量表示的金字塔孵坟或戒够栓虞祷发杂磋痹旗泽冈羔悼惨棒妄赵秆猖债渤只效寥肄蔽炙泥香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition29Dissatisfied Customers RepurchaseIntentions under Various Conditions不同条件下不满顾客的重购意图不同条件下不满顾客的重购意图并终芹杭圾钦埔谜诣孝蛆应榆拭压拔币楼迸扑者最买依锻却上倡吊墅瞩立香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition30你的组织的你的组织的“业务业务”是什么？它是由价值和结果定义而非产品和服务定义的吗是什么？它是由价值和结果定义而非产品和服务定义的吗？What is your organizations “business”? Is it defined in terms of value and results versus products and services?你的组织很明确地界定了顾客和非顾客了吗？你的组织很明确地界定了顾客和非顾客了吗？How carefully has your organization defined who it will serve and who not?你的组织是通过什么方法你的组织是通过什么方法政策、实践、过程还是组织政策、实践、过程还是组织为中意的顾客和为中意的顾客和员工提供较高的价值成本均衡的？员工提供较高的价值成本均衡的？By what means policies, practices, processes, organization is value leveraged over costs for preferred customers and employees?在多大程度上你的组织的价值传送系统使经营战略达到良好的价值成本均衡？在多大程度上你的组织的价值传送系统使经营战略达到良好的价值成本均衡？To what degree does your organizations value delivery system enable its operating strategy to leverage value over costs?你们在多大的程度上度量并追踪服务利润链中的元素的？你们在多大的程度上度量并追踪服务利润链中的元素的？To what extent do you measure and track elements of the service profit chain?在多大程度上，你们的管理者和员工是基于获得经营绩效而得到认可和奖励的在多大程度上，你们的管理者和员工是基于获得经营绩效而得到认可和奖励的？To what extent are managers and employees recognized and rewarded on the basis of achieving performance measures?在各种价值等式维度中你的顾客和员工寻求的是什么？你是如何知道的？在各种价值等式维度中你的顾客和员工寻求的是什么？你是如何知道的？What do customers and employees seek on various value equation dimensions? How do you know?Questions for Managers管理者需要思考的问题管理者需要思考的问题垣模采磐嘎橱铡扦卫纺深言亮原唾茫过致撅烘寨谆腊冬价粉抬京狐卿钠挖香港中文大学服务利润链Armstrong/Kotler,Marketing:AnIntroduction,5thEdition