客户满意度测量

主讲人主讲人:Tom Moormann,PhD,FLMI Director,Organizational Assessment，LOMA 客户满意度测量客户满意度测量 Measuring Customer SatisfactionAgenda讲程安排What is customer satisfaction/why is it important?什么是客户满意度/它为什么重要Customer Satisfaction Survey 客户满意度调查Process Performance Measurements 进行绩效测量Analyzing survey results(and other metrics)分析调查结果（和其它与测量有关的东西）Using results to manage customer satisfaction 利用调查结果进行客户满意户管理Customer Satisfaction Measurement Systems 客户满意度测量系统Wrap-up 总结客户满意度Customer SatisfactionWhat is customer satisfaction?什么是客户满意度Satisfaction is a feeling about something满意度是对某种事物的一种感觉Potential objects of satisfaction满意度的潜在目标The overall relationship with the company与公司的总体关系With a specific transaction与一次特定的交易的总体关系With the companys service与公司服务With the companys product(s)与公司产品With the agent or broker与代理或经纪人etc.等等Customer Satisfaction客户满意度Is customer satisfaction important?客户满意度重要吗？By itself,no.本身不重要Satisfaction is not higher revenue or lower costs满意度既不是更高的收入也不是更低的成本You cannot influence satisfaction directly.你不能直接影响满意度However,satisfied customers are important.但是，满意的客户是重要的.Customer Satisfaction客户满意度客户满意度客户满意度Customer SatisfactionSatisfied customers generate more revenue and cost less to service.满意的客户为公司服务创造更多的收入和更低的成本。满意的客户为公司服务创造更多的收入和更低的成本。Revenue Streams收入收入-Premium Payments-保费付款-Purchase More Products-购买更多的产品-Referral Sales-指定销售 Cost Streams成本成本-Product Costs-产品成本-Cost to Attract Customer-吸引客户的成本-Cost to Retain Customer-保留客户的成本Customer Satisfaction客户满意度The Service Profit Chain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Satisfaction Measurement System:满意度测量系统：满意度测量系统：Various means of gathering information related收集与服务利润链有关信息的to the Service Profit Chain多种方法Customer Satisfaction and Customer Value客户满意度和客户价值Customer Satisfaction and Customer Value客户满意度和客户价值 Identifying and Measuring Customer ExpectationsIdentifying and Measuring Customer Expectations分辩并联测量客户期望分辩并联测量客户期望分辩并联测量客户期望分辩并联测量客户期望Sources of Information信息的来源Types of Expectations期望的种类Customer Expectations 客户期望Customer Contact联系客户Complaints投诉Primary Research基本调研Secondary Research第二步调研Customer Expectations客户期望客户期望What does the customer expect?客户期望什么？Customer Satisfaction and Customer Value客户满意度和客户价值 Linking Customer Satisfaction to Operational StandardsLinking Customer Satisfaction to Operational Standards 将客户满意度与操作标准联系起来将客户满意度与操作标准联系起来将客户满意度与操作标准联系起来将客户满意度与操作标准联系起来Which expectations are most critical?哪一个期望是最关键的？What is an appropriate performance target?什么是合适的绩效目标？Why are there gaps?为什么会有差距How do you close gaps?如何消除差距客户期望哪一个期望是最关键的Accuracy Gap精确性差距Reliability Gap可靠性差距Courtesy Gap礼貌程度差距Time Gap时间差距Customer Satisfaction客户满意度Customer ExpectationsWhich expectations are most critical?绩效目标Better than we used to be?比我们过去所做的好？Better than our best operation?比我们最好的业务好?Better than others in our industry?比我们行业中的其余公司好?Better than others in related industries?比相关行业中的其余公司好?Better than“world-class”?比世界水平好”?Performance TargetsPerformance Gaps绩效差距Why are there gaps?为什么会有差距？Performance Deficiencies绩效的缺陷Systemic Causes系统原因Human Error人为错误Rising Customer Expectations提出客户期望Competitive Pressures可比性压力Prior Experience先前的经验Personal Needs个人需要Closing Performance Gaps消除绩效差距Key Operational Performance Measurements关键业务绩效的测定Service Turnaround Times服务周转时间Service Reworks服务返工etc.等等.Targeted Investments理想的投资Most frequently occurring problems最常发生的问题Largest returns最大的回报Customer Satisfaction and Customer Value 客户满意度和客户价值客户满意度和客户价值 Linking Customer Service to Performance StandardsLinking Customer Service to Performance Standards 将客户服务与绩效标准联系起来将客户服务与绩效标准联系起来将客户服务与绩效标准联系起来将客户服务与绩效标准联系起来Measure and reward the behaviors relevant to performance测量并奖励与绩效有关的举措Take Customers perspective,not Companys用客户角度，而不是公司的角度Provide adequate systems support提供Measuring Customer Value测量客户价值 Linking Customer Service to Performance StandardsLinking Customer Service to Performance Standards 将客户服务与绩效标准联系起来将客户服务与绩效标准联系起来将客户服务与绩效标准联系起来将客户服务与绩效标准联系起来 Identify Service Quality Gaps鉴定服务质量差距 Prioritize Opportunities优先机会 Most Important to Customers对客户最重要的 Biggest Gaps最大差距 Invest Where it Makes Sense投资到合理的地方Measure Work Unit Performance-From the Customers Perspective从客户的角度去测定工作单位绩效Measure Employee Performance-Contribution to Work Unit Performance测量员工绩效对工作单位绩效的贡献Measuring Customer Value测量客户价值Returns on Investments to Returns on Investments to Increase Value of a CustomerIncrease Value of a Customer对增值客户投资的回报对增值客户投资的回报对增值客户投资的回报对增值客户投资的回报Measuring Customer Value测量客户价值 ConclusionConclusion 结论结论结论结论Goal:Select Best Investment Opportunities目标目标:选择最佳投资机会Requirements:要求要求:Models linking investment to returns联合投资与回报的模型Measures of key model components关键模型成份的测定Integration of planning and execution计划与执行的一体化Tom Moormann,PhD汤姆挪曼，博士Director,Organizational Assessment组织评估总监Measuring Customer Satisfaction测定客户满意度 Ping An University平安大学 February 21,2003 2003年2月21日Who should you survey?你应该调查谁？How should you contact your customers?如何与你的客户联系Sampling取样检验Survey Content调查内容Customer Satisfaction and Loyalty客户满意度和忠诚度Satisfaction Drivers提高满意度的因素Classification Variables变量分类Customer Satisfaction Surveys客户满意度调查Who is your customer?你的客户是谁？代理员工客户AgentsEmployeesConsumersSurvey Administration Medium调查管理中介High Cost高成本Low Cost低成本High Response Rate高回复率Low Response Rate低回复率Mail邮件Bill Inserts塞入帐单PersonalInterviews亲自访问Telephone电话Internet互联网（因特网）Sampling取样Sampling methods取样方法Random samples随机取样nth name samples第几个名称取样Stratified samples分层取样Sample Sizes样本大小For modeling purposes-300 responses用于模型目的300个答复Confidence Intervals(plus or minus 5%)-250 responses置信区间（加上或减去5%250个答复）Survey Content调查内容Business Processes业务处理Satisfaction满意度Loyalty忠诚度Customer Service客户服务Product Characteristics产品特点Purchase Experience购买经验Broker Performance经纪人绩效Service服务Easy to doBusiness易做业务Product产品OverallSatisfaction总体满意度Broker经纪人CustomerLoyalty客户忠诚度BrokerLoyalty经纪人忠诚度Policyholder Satisfaction Model Performance/Expectations Gaps投保人满意度模型绩效投保人满意度模型绩效/期望差距期望差距Survey Content调查内容Customer Loyalty客户忠诚I expect to continue to do business with Ping An Insurance Company.我希望继续与平安公司有业务往来I would say positive things about Ping An Insurance Company to my friends and/or family.我会对我的朋友和/或家人说平安保险公司的优点。I consider Ping An Insurance Company my first choice for purchasing insurance.我认为平安保险公司是购买保险的首选Survey Content调查内容Overall Satisfaction:总体满意度Overall,I am satisfied with Ping An Insurance Company(agree/disagree response format)从总体来看，我对平安保险公司是满意的（同意/不同意的答复格式）On a scale of 1 to 10,where 10 is most satisfied,please indicate how satisfied you are with Ping An Insurance Company.在1到10的级别范围内，（10为最满意的），请提出你对平安保险公司的满意度How satisfied are you with Ping An Insurance Company?(very satisfied/very dissatisfied response format)Process Satisfaction你对平安保险公司的满意度如保？（非常满意/非常不满意的答复格式）处理过程满意度Routine service;Problem Resolution;Product;Agent;etc.惯例服务；问题的解决；产品；代理；等等。Survey Content调查内容Satisfaction Drivers提高满意度的方法提高满意度的方法Process Measures处理测定Timeliness时间长短Accuracy精确性Reliability可靠性Professionalism/Courtesy职业作风/礼貌程度Specific Processes特定处理Setting up account建立帐户Paying claims偿付索赔etc.等等Survey Content调查内容Classification Variables变量分类变量分类Individual Policyholders个体投保人Age年龄Income收入Gender性别Coverages赔偿范围Family Status家庭状况Group Policyholders团体投保人Company Size公司大小Coverages赔偿范围Location/Region地点/区域Industry行业Lets write a survey调查的写作1.Identify your customer base 鉴定客户基础2.How will you obtain your sample?如何取得样本?3.Writing the survey 写调查Introductory paragraph(why should customer take survey)介绍段落（客户为什么接受调查）Rate process performance for key processes将关键步骤按处理绩效排序Rate customer satisfaction(for key processes and overall)客户满意度排序（包括关键处理步骤和总体）Rate customer loyalty客户忠诚度排序4.Distribute the survey发放调查Tom Moormann,PhD,FLMI汤姆挪曼，博士，FLMIDirector,Organizational Assessment组织评估总监Analyzing Survey Results分析调查结果 Ping An University平安大学 February 21,2003 2003年2月21日Statistics统计分析Which statistics do I use when?何时，用何种统计分析？It depends!这要由：On the question youre trying to answer.你要回答的问题而定.On the data you have available.你掌握的数据而定.Current Level of Satisfaction满意度的目前水平How satisfied are my customers?我的客户有多满意？%Satisfied/Dissatisfied-68%/19%满意/不满意-68%/19%Current Level of Satisfaction满意度的目前水平How satisfied are my customers?我的客户有多满意？Mean or Average平均值Company A=4.97A公司=4.97Company B=5.24B公司=5.24Index Value指数值Company A=71 or100A公司=71 or100Company B=75 or105B公司=75 or105Crosstabs交叉表How do satisfaction levels compare for different sub-groups?满意度水平与不同的次一级小组的比较如何？Significant DifferencesCalculate Means for each sub-group计算各组的平均值Analysis of Variance方差分析Measures of Association关联分析Correlations相关度Measures of Association关联分析Regression Models回归模型Has satisfaction improved?满意度提高了吗？Year to Year Comparisons年度比较Control Charts监控图表Summary总结%Satisfied/Dissatisfied%满意/不满意Means(Averages)平均值Crosstabs交叉值Significant Differences有效区别Correlations相关度Regression Models回归模型Control Limits监控极限How many are satisfied?多少客户是满意的？How satisfied are they?他们有多满意？Comparing sub-groups小组之间的比较Are sub-group scores different?小组分数是否不同？Do X and Y move together?X和Y是否移动一致？Do X and Y move together,ifwe control for Z?如果我们限制Z，X和Y是否移动一致？Have we improved?我们有无改进Tom Moormann,PhD,FLMI汤姆挪曼，博士Director,Organizational Assessment组织评估总监Using Results to Manage Customer Satisfaction 利用调查结果管理客户满意度 Ping An University平安大学 February 21,2003 2003年2月21日Investing in Customer Satisfaction对客户满意度的投资Decision Criteria决策标准Investment Decisions in General一般投资决策Return on investment投资回报Amount of investment投资数回Investing in customer satisfaction improvements对改善客户满意度的投入Biggest impact on satisfaction(return)对满意度的最大影响（回报）Greatest opportunity for improvement(cost)改进的最大机会（成本）Performance/Importance Charts绩效/重要性图表高影响低绩效Incidence Charts关联图Marketing Experiments市场试验Summary总结Universal customer satisfaction is unachievable-and undesirable全球客户满意度是不可实现的也是不可想的Customer satisfaction can and should be managed客户满意度是能够并且应该管理的Customer satisfaction management requires measurement and a model of the relationship between process performance and satisfaction客户满意度管理需要测量，并需要一个程序绩效和满意度之间的关系模型Customer satisfaction management requires outcome measurements客户满意度管理要求成果管理