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12 / 28, 2002

顧客滿意 / CustomerSatisfaction

中国培训师大联盟

www.china-trainers.com



Outline – Customer Satisfaction

1. 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 Are Factors That Block Customer Satisfaction ?

6. How To Improve Customer Satisfaction with Product /

Quality ?

7. What Are Key Drivers To Make You Success OnCustomer Satisfaction ?

8. Q&A



What Is Customer Satisfaction ?

The formation process is dynamic :

Customer measures and rates his/her Satisfaction as

a result 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 customer’s

predictions of the nature and level of satisfaction that

they will RECEIVE when product/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 customerexpectations, and hence, ultimate satisfaction level.

They include such things as :

•Customer prior experience

•Communication with sales people

•Advertising•Price

•Influence of friends

•Customer’s own personality characteristics

As a result, customer EXPECTATIONS serve toprovide the foundation for attitude formation andalso the adjustment of subsequent / expectationperceptions.



3. During the OWNERSHIP experience, the customercompares perceived “Performance” to the

previously formed EXPECTATIONS.If the “Performance” meets or exceedsEXPECTATIONS, the customer is satisfied, but if “performance” falls short of EXPECTATIONS, the

customer is dissatisfied.As the customer continuesthrough the OWNERSHIPexperience, he/she tends to

modify or revise his/herexpectations.

As a result, customer satisfactionlevels evolve.



Why Needs Customer Satisfaction ?

It was proven strong correlation between

“Completely Satisfied” customers and ownerloyalty : a customer will recommend his/her

friends to purchase the product/service he/she

experienced.

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%

100%

A u t o S e r v i c e

C h a i n

C r e d i t

C a r d

I n d

u s t r y

L a u n d r y

I n d u s t

r y D i s t

r i b u t i o n

S o f t w

a r e

B r a n c h

B a n k

D e p o s i t s

ProfitIncre

ase

Profit Increase from 5% Increase in Customer Loyalty

Source : F. Reichheld and E. Sasser (1990), “Zero Defections : Quality

comes to Life” Harvard Business Review, Sep.-Oct. Issue.





Loyal Customer vs. Sales Cycle – Ford Research

1. Cost of acquiring new customers is 5 timesthe 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 toyour product 80% comes from highsatisfaction of service experiences.



1. Retention

- To succeed in our industry, repeated purchase from our

existing customers are important to our success.

- Cost of acquiring new customers is 5 times the cost to

retain existing ones.

2. Related Sales

- To succeed in our industry, our ability to sell related

products and services (e.g., spare parts, maintenance) to

our existing customers is critical to our success.

3. Referrals- To succeed in our industry, referrals from customers are

critical to our success.

- Satisfied customers are likely to tell five other people

(dissatisfied customer are likely to tell 11 other people)

Means of Profitable Growth

Profitable Growth Through Customer Loyalty



Percents show contribution to

overall customer satisfaction.

Source: M&S Service Analysis

ExternalInfluences

OwnershipExperience

SellIt

Right

B u i l d I t R

i g h t

DesignIt

Right

F i x I t

R i g h t

TreatMe

Right

EnduringProfitableGrowth

SHAREHOLDERVALUE

Enthusiast

OverallOwnershipSatisfaction

DesignIt

Right

BuildIt

Right

GetBrandRight

ImageBrand

Reliability Value

Compe-titive

Actions

“Share of Wallet”

BrandLoyalty

$Sales$$Sales$

Owner Loyalty/Conquest

New

VehicleAppeal

“Share of Mind”

Press

BuyDecision ??

Consumer Headset

24%

76%Product Component

Sales & Service

Customer Satisfaction Components



Rating Experience Feeling

A / 5 BeyondExpectation

Surprised

B / 4 Glad You ReallyDo It

Delighted

C / 3 As Expected Okay

D / 2 Disappointed Black Listed

E / 1 Betrayed Angry

Customer Satisfaction Scorecard



Customer Feedback System

Sources of

Input

Resolution &

Improvement

Phone Calls

Letters Simple Resolution of

Form Complaint

Verbal Inputs Communicate

Survey to right units / peopleCustomer Corrective Action

Clinic Database to Improve

Products / services

Focus Group

System Capturing of Customer

Feedback



FLH’s Marketing Research for Customer Satisfaction

Product & Quality : GQRS / JD Power IQS & APEAL / ICCD

Sales : CVP / JD Power SSI

Service : CVP / JD Power CSI / CRC & DCRC survey

Distribution : Dealer Attitude Survey (Company to Dealer

Standard)



What are factors that block Customer Satisfaction. A Framework for

Customer Satisfaction and EnthusiasmProduct Components

Emotional Rational

Appearance Brand Image

(Halo Effect)

Basic

Quality

Performance

Quality

Excitement

Quality

Failure mode

avoidance

Consumer driven

Functional targets

minimum

degradation withtime/service

11

2

3



Impact Score Customer Expectation sorted in descending order of their impact on overall satisfaction

100 Q4c Salesperson’s honesty and sincerity

52 Q6e Receive vehicle equipped as promised

44 Q2a Promptly welcoming you to the dealership

42 Q2b Given level of attention wanted when arrived36 Q8e Follow-through on promises made

33 Q6a Vehicle ready when promised

29 Q5a Show concern for individual finance and insurance needs

29 Q4b Salesperson’s knowledge about products and service

24 Q7c Helpfulness of the dealership during follow-up call20 Q6d Everything on vehicle was in working order

19 Q2c Take me seriously when I arrived

18 Q8c Ability to answer questions or resolve concerns

18 Q8d Helpfulness in responding to questions or concerns

Dealer Opportunities for Action Plans and Strengths to Maintain

Sales Survey



Impact Score Customer Expectation sorted in descending order of their impact on overall satisfaction

100 Q4a Quality of service performed

45 Q3e Service advisor’s honesty and sincerity

44 Q3c Service advisor’s understanding of service needs

32 Q2a Convenience of the Service Department’s opening hours

22 Q5a Clearly explain service work performed and any charges

21 Q4c Notify of changes in service needs or additional maintenancerequirements

21 Q5b Advising of any maintenance vehicle may require in thefuture

20 Q3a Prompt acknowledgement when arrived

14 Q3b Starting service write-up within a reasonable amount of time

13 Q7d Follow-through on promises made

7 Q7c Helpfulness in responding to question or concern

7 Q3d Accurate estimate of the cost of service

Dealer Opportunities for Action Plans and Strengths to Maintain

Service Survey



How to Improve Customer Satisfaction with

Product / Quality

1. Kano model

2. Establish Key Milestones for NewProgram Launch – Ford case

3. Develop Reliability Process – Ford case

4. Integrate Reliability Process withProgram Launch Key Milestones – Fordcase

5. Tracking Process – Quality / ReliabilityMetrics

Q / RDAM – Quality, Reliability, Discipline

Assessment Metrics



9

Customer Satisfaction – Kano Model

C u s t o m e r

S a t i s f a c t i o n

Exciting Quality

(Surprise & Delight –

High % BTE –Better

Than Expected!)

Performance Quality

(Attributes –Product Building

Blocks Of Customer Satisfaction)

Degree of

Achievement x

Basic Quality

(TGW Inhibitors)

y

Fuel Economy

Water Leaks

Dutch Door

Ford

North

American

Ranger

- i

Truck Satisfaction P273 P273

Brand GQRS 2003 Prog.

PALS 3MIS 3YIS Target Status

Design&Styling A A A L L

PackageEfficiency L A A L L

Powertrain A C A L A

DrivingDynamics A A A A A

Accessibility L C A A A

Comfort C A A A A

Technology C N/A* N/A* N/A** N/A**

Environment A N/A* N/A* A A

Safety&Security A A A A A

Quality L A A A A

Ingenuity L N/A* N/A* L L

CompetitiveSetDakota,Frontier,S-10,

Tacoma, , ,

17

Comments: The team will perform fur ther analysis to reconcile this c orrelation with its market segment

C ri ti c al Q u al it y C ha ra c te ri st ic s U ni t D219 Target S 80 C am ry R X30 0

Delta Target/

Status

D219 Cust.

Sat. Target

Park/Neutral 96

S ound dBa 41 tbd 41.8 44.4

V ibration m m /s 1. 5 tbd 2. 8 3.2

Drive/Reverse

S ound dBa 43 tbd 43.8 48.1

V ibration m m /s 3 tbd 5. 2 1.9

Acceleration - WOT

S ound V ER 8. 5 8 8. 5 8

V ibration V ER 8. 5 8 8. 5 8

Part Thrott le

S ound V ER 8. 5 8 8. 5 8

V ibration V ER 8. 5 8 8. 5 8

D 2 1 9 Se gme nt Engi ne Q ui e t ne s s C us tome r C orre l a t i on

Expedit ion

Mercedes ML320

Navigator 4.6L

Navigator 5.4L

Land Cruiser

RX300Lexus LX470

Expedit ion

Explorer

R2 = 0.96

R = 0.98

50

55

60

65

70

75

80

85

90

95

100

75 80 85 90 95 100

pw a g: Phons W e i ght e d A v e ra ge of Phons v s . R PM ( W O T) [ Phons ]

C u s t o m

e r S a t i s f a c t i o n ,

E n g i n e Q u i e t n e s s ,

[ % H i g h S a t i s f a c t i o n

]

D219's Target Line

D219/D258 Customer Satisfaction Correlations

1000 10000Failure cycles

P r o b a b i l i t y LightCalcium

Heavy-HiCalcium(c)

HeavyCAG (p)

HeavyCAG Plus

0

1

(c)CurrentEU

(p)ProposedEU

currenttarget proposedtarget LucasYuasainToyota

B10

0.1

2400 5700

Robustness

Window

Numberof testcycles200 400 600 800

D i s p l a c e m e n t u n d e r 6 k N l o a d

currentdesign

modifieddesign

Note:failuremodes1.1&1.2

generatefunctionaldegradationasillustrated.

TransmissionTransmissionSuspension BushingSuspension Bushing

0.01

0.1

1

10

10 100 1000

FailureTime(hours)

F a i l u r e

p e r c e n t

Production 0.57mmclearance

10%

6

Commonshapeparameter b=7.4

BatteryBattery

9

Customer Satisfaction – Kano Model

C u s t o m e r

S a t i s f a c t i o n

Exciting Quality

(Surprise & Delight –

High % BTE –Better

Than Expected!)

Performance Quality

(Attributes –Product Building

Blocks Of Customer Satisfaction)

Degree of

Achievement x

Basic Quality

(TGW Inhibitors)

y

Fuel Economy

Water Leaks

Dutch Door

Brand/

PALS

Consumer

Headset

Kano –Prioritize

and Plan Targets Cascade

Reliability

Demonstration

Kano – Execution

Progress Scorecard

Customer

SatisfactionWith vehicle

Customer Satisfaction – Brand, Product, and

the Engineer – Graphic of Key Messages

June5handout.ppt

Originator GSTORK



What 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

commoditized

•Margins may be vanishing

1. Does your company deliver unique value, at a

profit, to target customers?

2. Can competition get a foothold?



From

Product–Centricto

Customer–Centric



Product-Centric

Organization

Customer -Centric

Organization

Key PerformanceIndicators

Market share, Salesrevenue

Customer loyalty,Profitability

Customer SegmentStrategy

Generic, go aftereveryone

Targeted, proactive andselective

Product / Service Standardized Offering Customized to differentcustomer

Value Proposition Product features, Betterprice

Customer solution,Superior service

Organization Design Stability, Specialization,Standardization

Speed, integration,flexibility

Sources of Differentiation

Tangibles and hardassets

Intangibles and soft assets

From Product-Centric to Customer-Centric: A Paradigm Shift



How to Build up a Customer-CentricBusiness Structure ?

The unique value targeted

customers receive through

our products and services

The critical few things that

must be done well to deliver

the customer value

Basic building blocks to

enable the creation of such

critical capaibilities

Customer segments that wewant to excel and dominate

Customer

Value

Critical

Capabilities

Enablers

Targeted

Customer

Segment



Q & A



Thank You !

蕭慰農

/ Knight W. N.

Hsiao

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