福特汽车顾客满意

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1、蕭慰農蕭慰農/Knight W.N.Hsiao總經理室顧客滿意部協理總經理室顧客滿意部協理福特六和汽車公司福特六和汽車公司12/28,2002顧客滿意顧客滿意/Customer SatisfactionOutline Customer Satisfaction1.What Is Customer Satisfaction?2.Why Needs Customer Satisfaction?3.What Are Key Components Of Customer Satisfaction?4.How To Understand Your Customer Satisfaction?5.What

2、 Are Factors That Block Customer Satisfaction?6.How To Improve Customer Satisfaction with Product/Quality?7.What Are Key Drivers To Make You Success On Customer Satisfaction?8.Q&AWhat Is Customer Satisfaction?The formation process is dynamic:Customer measures and rates his/her Satisfaction as a resu

3、lt of comparison process.Prior to the purchase and consumption of a product/service,a customer establishes various expectations concerning the“Performance”of the product/service.In general,EXPECTIONS are the customers predictions of the nature and level of satisfaction that they will RECEIVE when pr

4、oduct/service is consumed.Therefore,customer expectations play the role of defining the standard against which subsequent“Performance”is judged.1.2.There are a variety of factors influence customer expectations,and hence,ultimate satisfaction level.They include such things as:Customer prior experien

5、ceCommunication with sales peopleAdvertisingPriceInfluence of friendsCustomers own personality characteristicsAs a result,customer EXPECTATIONS serve to provide the foundation for attitude formation and also the adjustment of subsequent/expectation perceptions.3.During the OWNERSHIP experience,the c

6、ustomer compares perceived“Performance”to the previously formed EXPECTATIONS.If the“Performance”meets or exceeds EXPECTATIONS,the customer is satisfied,but if“performance”falls short of EXPECTATIONS,the customer is dissatisfied.As the customer continues through the OWNERSHIP experience,he/she tends

7、to modify or revise his/her expectations.As a result,customer satisfaction levels evolve.Why Needs Customer Satisfaction?It was proven strong correlation between“Completely Satisfied”customers and owner loyalty:a customer will recommend his/her friends to purchase the product/service he/she experien

8、ced.Harvard Business School study findings:Firms with higher level of customer loyalty(not market share)enjoy higher profitability in a given industry.Profit will increase by 25%85%from 5%increase in customer loyalty.Firms become more profitable overtime due to loyal customers.30%75%45%45%35%85%0%50

9、%100%Auto Service ChainCredit CardIndustry LaundryIndustry DistributionSoftwareBranch Bank DepositsProfit IncreaseProfit Increase from 5%Increase in Customer LoyaltySource:F.Reichheld and E.Sasser(1990),“Zero Defections:Quality comes to Life”Harvard Business Review,Sep.-Oct.Issue.-500501001502002503

10、00Auto ServiceChainCredit CardIndustry LaundryIndustryDistributionYear 1Year 2Year 3Year 4Year 5Profit Per Customer(US$)Customer Profit Patterns Over TimeSource:F.Reichheld and E.Sasser(1990),“Zero Defections:Quality comes to Life”Harvard Business Review,Sep.-Oct.Issue.Loyal Customer vs.Sales Cycle

11、Ford Research1.Cost of acquiring new customers is 5 times the cost to retain existing ones.2.Frequent of Customer Contact Point.Sales:one time for new car buyer.Service:eight times for car service.3.Factors that affect a customer re-purchase to your product 80%comes from high satisfaction of service

12、 experiences.1.Retention-To succeed in our industry,repeated purchase from ourexisting customers are important to our success.-Cost of acquiring new customers is 5 times the cost toretain existing ones.2.Related Sales-To succeed in our industry,our ability to sell relatedproducts and services(e.g.,s

13、pare parts,maintenance)toour existing customers is critical to our success.3.Referrals-To succeed in our industry,referrals from customers arecritical to our success.-Satisfied customers are likely to tell five other people(dissatisfied customer are likely to tell 11 other people)Means of Profitable

14、 GrowthProfitable Growth Through Customer LoyaltyPercents show contribution to overall customer satisfaction.Source:M&S Service AnalysisExternalInfluencesOwnership ExperienceSellItRightBuildItRightDesignItRightFixItRightTreatMeRightEnduringProfitableGrowthSHAREHOLDERVALUEEnthusiastOverallOwnershipSa

15、tisfactionDesignItRightBuildItRightGet BrandRightImageBrandReliabilityValueCompe-titiveActions“Share of Wallet”BrandLoyaltyOwnerLoyalty/ConquestNewVehicleAppeal“Share of Mind”PressBuy Decision?Consumer Headset24%76%Product ComponentSales&ServiceCustomer Satisfaction ComponentsRatingExperienceFeeling

16、A/5Beyond ExpectationSurprisedB/4Glad You Really Do ItDelightedC/3As ExpectedOkayD/2DisappointedBlack ListedE/1BetrayedAngryCustomer Satisfaction ScorecardCustomer Feedback SystemSources ofInputResolution&ImprovementPhone CallsLettersSimpleResolution of FormComplaintVerbal InputsCommunicateSurveyto

17、right units/peopleCustomerCorrective ActionClinicDatabaseto ImproveProducts/servicesFocus GroupSystem Capturing of CustomerFeedbackFLHs Marketing Research for Customer SatisfactionProduct&Quality:GQRS/JD Power IQS&APEAL/ICCDSales:CVP/JD Power SSIService:CVP/JD Power CSI/CRC&DCRC surveyDistribution:D

18、ealer Attitude Survey(Company to Dealer Standard)What are factors that block Customer Satisfaction.A Framework for Customer Satisfaction and EnthusiasmProduct Components EmotionalRationalAppearanceBrand Image(Halo Effect)BasicQualityPerformanceQualityExcitementQualityFailure modeavoidanceConsumer dr

19、ivenFunctional targetsminimum degradation with time/service23Impact ScoreCustomer Expectation sorted in descending order of their impact on overall satisfaction100Q4cSalespersons honesty and sincerity52Q6eReceive vehicle equipped as promised44Q2aPromptly welcoming you to the dealership42Q2bGiven lev

20、el of attention wanted when arrived36Q8eFollow-through on promises made33Q6aVehicle ready when promised29Q5aShow concern for individual finance and insurance needs29Q4bSalespersons knowledge about products and service24Q7cHelpfulness of the dealership during follow-up call20Q6dEverything on vehicle

21、was in working order19Q2cTake me seriously when I arrived18Q8cAbility to answer questions or resolve concernsDealer Opportunities for Action Plans and Strengths to MaintainSales SurveyImpact ScoreCustomer Expectation sorted in descending order of their impact on overall satisfaction100Q4aQuality of

22、service performed45Q3eService advisors honesty and sincerity44Q3cService advisors understanding of service needs32Q2aConvenience of the Service Departments opening hours22Q5aClearly explain service work performed and any charges21Q4cNotify of changes in service needs or additional maintenance requir

23、ements21Q5bAdvising of any maintenance vehicle may require in the future20Q3aPrompt acknowledgement when arrived14Q3bStarting service write-up within a reasonable amount of time13Q7dFollow-through on promises madeDealer Opportunities for Action Plans and Strengths to MaintainService SurveyHow to Imp

24、rove Customer Satisfaction with Product/Quality1.Kano model2.Establish Key Milestones for New Program Launch Ford case3.Develop Reliability Process Ford case4.Integrate Reliability Process with Program Launch Key Milestones Ford case5.Tracking Process Quality/Reliability MetricsQ/RDAM Quality,Reliab

25、ility,Discipline Assessment Metrics9Customer Satisfaction Kano ModelCustomer SatisfactionExciting Quality(Surprise&Delight High%BTE BetterThan Expected!)Performance Quality(Attributes Product BuildingBlocks Of Customer Satisfaction)Degree of AchievementxBasic Quality(TGW Inhibitors)yFuel EconomyWate

26、r LeaksDutch DoorFor dNor t h Amer i can RangerTr uckSat i sf act i onP273P273Br andGQRS2003Pr og.PALS3 MI S3 YI STar getSt at usDesi gn&St yl i ngAAALLPackage Ef f i ci encyLAALLPower t r ai nACALADr i v i ng Dynami csAAAAAAccessi bi l i t yLCAAAComf or tCAAAATechnol ogyCN/A*N/A*N/A*N/A*Env i r onm

27、entAN/A*N/A*AASaf et y&Secur i t yAAAAAQual i t yLAAAAI ngenui t yLN/A*N/A*LLCompet i t i v e SetDakot a,Fr ont i er,S-10,TacomaRam,Si l v er ado,Tundr a,T10017Com m ents:The team will perform further analysis to reconcile this correlation with its m arket segm entCritic al Q uality CharacteristicsU

28、nitD219 TargetS 80Cam ryRX300Delta Target/S tatusD219 Cust.S at.TargetP ark/Neutral96 S ounddB a41tbd41.844.4 V ibrationm m/s1.5tbd2.83.2Drive/Revers e S ounddB a43tbd43.848.1 V ibrationm m/s3tbd5.21.9A c c eleration-W O T S oundV E R8.588.58 V ibrationV E R8.588.58P art Throttle S oundV E R8.588.58

29、 V ibrationV E R8.588.58D219 S e gm e nt Engine Q uie tne ss Custom e r Corre la tionE xpedition M ercedes M L320Navigator 4.6L Navigator 5.4LLand CruiserRX300Lexus LX470E xpeditionE xplorerR2=0.96R=0.98505560657075808590951007580859095100pw a g:P hons W e ighte d Ave ra ge of P hons vs.RP M (W O T)

30、P honsCustom er Satisfaction,Engine Quietness,%High Satisfaction D219s Target LineD219/D258 Customer Satisfaction Correlations100010000Failure cyclesProbabilityLight CalciumHeavy-Hi Calcium(c)Heavy CAG(p)Heavy CAG Plus01(c)Current EU(p)Proposed EUcurrent target proposed target Lucas Yuasa in ToyotaB

31、100.124005700Robustness WindowNumber of test cycles200 400 600 800Displacement under 6kN loadcurrent designmodified designNote:failure modes 1.1&1.2generate functional degradation asillustrated.TransmissionTransmissionSuspension BushingSuspension Bushing0.010.1110101001000Failure Time(hours)Failure

32、percentProduction0.57mm clearance10%6Common shape parameter b=7.4BatteryBattery9Customer Satisfaction Kano ModelCustomer SatisfactionExciting Quality(Surprise&Delight High%BTE BetterThan Expected!)Performance Quality(Attributes Product BuildingBlocks Of Customer Satisfaction)Degree of AchievementxBa

33、sic Quality(TGW Inhibitors)yFuel EconomyWater LeaksDutch DoorBrand/PALSConsumer HeadsetKano Prioritize and PlanTargets CascadeReliability DemonstrationKano Execution Progress ScorecardCustomerSatisfactionWith vehicleCustomer Satisfaction Brand,Product,and the Engineer Graphic of Key MessagesJune5han

34、dout.pptOriginator GSTORKWhat Are Key Drivers to Make You Success on Customer Satisfaction?Business transformation is required to shift to Think about the fact of existing competition environment under-Product or Service offering may be completely commoditizedMargins may be vanishing1.Does your comp

35、any deliver unique value,at a profit,to target customers?2.Can competition get a foothold?From ProductCentric to CustomerCentricProduct-Centric OrganizationCustomer-Centric OrganizationKey Performance IndicatorsMarket share,Sales revenueCustomer loyalty,ProfitabilityCustomer Segment StrategyGeneric,

36、go after everyoneTargeted,proactive and selectiveProduct/ServiceStandardized OfferingCustomized to different customerValue PropositionProduct features,Better priceCustomer solution,Superior serviceOrganization DesignStability,Specialization,StandardizationSpeed,integration,flexibilitySources of Diff

37、erentiationTangibles and hard assetsIntangibles and soft assetsFrom Product-Centric to Customer-Centric:A Paradigm ShiftHow to Build up a Customer-Centric Business Structure?The unique value targetedcustomers receive throughour products and servicesThe critical few things thatmust be done well to deliverthe customer valueBasic building blocks toenable the creation of suchcritical capaibilitiesCustomer segments that wewant to excel and dominateCustomerValueCriticalCapabilitiesEnablersTargetedCustomerSegmentQ&AThank You!蕭慰農蕭慰農 /Knight W.N.Hsiao