1102顾客满意三大定律
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制造顾客满意的三条流水线制造顾客中意的三条流水线今天的公司面临着更加猛烈的竞争,如何赢得顾客战胜竞争者?答案确实是在满足顾客需要、使顾客中意方面做得更好。
顾客中意是指:顾客通过对一种产品的可感知的结果与期望值相比较后,所形成的愉悦或败兴的感受状态。
如果成效低于期望,顾客就会不中意;如果成效和期望相一致,顾客就会中意;如果成效超过期望,顾客就会高度中意或欣喜。
高度中意和愉悦制造了一种对品牌情绪上的共鸣,而不仅仅是一种理性偏好,正是这种共鸣制造了顾客的高度忠诚。
施乐公司的高层领导相信,高度中意的顾客价值是中意顾客价值的10倍.一个高度中意的顾客比一个中意的顾客留在施乐公司的时刻更长和购买更多的产品。
决定顾客忠诚往往是一些日常小事,因此公司必须做大量耐心而细致的工作,从小事做起,从周围做起,赢得顾客中意与忠诚。
总结成功企业的体会,要在制造产品的同时制造中意,可从以下几点入手:建立顾客关系治理系统企业要构建顾客中意工程,首要的基础是建立一套完整的顾客信息系统,以随时了解顾客的状态和动态。
企业必须像治理其他资源一样对顾客进行治理,做到像了解企业产品一样了解顾客,像了解库存变化一样了解顾客的变化。
如何猎取市场和客户的消费信息,挖掘和分析这些数据,从中得出有用的、正确的结论,来为市场和客户提供更好的产品和服务?客户关系治理CRM,为我们提供了一个有力的工具。
CRM是一套人—机交互系统和一种解决方案,它能关心企业更好地吸引潜在的客户和留住最有价值的客户。
通过它,企业能够迅速地发觉潜在客户,对客户进行全面地观看和治理,更好地了解客户的需求,对客户及其进展前景进行有效地推测,对其当前和潜在的利益进行科学的分析,进而维系二者之间的关系,并使从客户身上获得的盈利实现最大化。
一个成熟的企业级的CRM系统通常包括销售治理、市场治理、产品与交货执行治理、服务支持和呼叫中心五部分。
1.销售治理。
2.市场治理。
在功能方面,市场统计和分析应用将前端网站或电子商务平台所搜集到的大量数据,进行统计分析,对市场需求进行推测,并对市场进行细分和目标定位,实现“一对一”的市场个性化营销,为公司制造新的营销能力,同时也为企业的产品、服务的开发和创新提供了参考依据。
The three Cs of customer satisfaction: Consistency, consistency, consistency It may not seem sexy, but consistency is the secret ingredient to making customers happy. However, it’s difficult to get right and requires top-leadership attention.“Sustaining an audience is hard,” Bruce Springsteen once said. “It demands a consistency of thought, of purpose, and of action over a long period of time.” He was talking about his route to music stardom, yet his words are just as applicable to the world of customer experience. Consistency may be one of the least inspirational topics for most managers. But it’s exceptionally powerful, especially at a time when retail channels are proliferating and consumer choice and empowerment are increasing.Getting consistency right also requires the attention of top leadership. That’s because by using a variety of channels and triggering more and more interactions with companies as they seek to meet discrete needs, customers create clusters of interactions that make their individual interactions less important than their cumulative experience. This customer journey can span all elements of a company and include everything from buying a product to actually using it, having issues with a product that require resolution, or simply making the decision to use a service or product for the first time.It’s not enough to make customers happy with each individual interaction. Our most recent customer-experience survey of some 27,000 American consumers across 14 different industries found that effective customer journeys are more important: measuring satisfaction on customer journeys is 30 percent more predictive of overall customer satisfaction than measuring happiness for each individual interaction. In addition, maximizing satisfaction with customer journeys has the potential not only to increase customer satisfaction by 20 percent but also to lift revenue by up to 15 percent while lowering the cost of serving customers by as much as 20 percent. Our research identified three keys to consistency:Alfonso Pulido, Dorian Stone, and John Strevel M A R C H 20141. Customer-journey consistencyIt’s well understood that companies must continually work to provide customers with superior service, with each area of the business having clear policies, rules, and supporting mechanisms to ensure consistency during each interaction. However, few companies can deliver consistently across customer journeys, even in meeting basic needs.Simple math illustrates why this is so important in a world of increasingly multichannel, multitouch customer journeys. Assume a customer interacts six times with a pay-TV company, starting when he or she undertakes online research into providers and ending when the first bill is received 30 days after service is installed. Assuminga 95 percent satisfaction rate for each individual interaction—whether measuring responsiveness, the accuracy of information, or other factors—even this level of performance means that up to one in four customers will have a poor experience during the on-boarding journey.The fact is that consistency on the most common customer journeys is an important predictor of overall customer experience and loyalty. Banks, for example, saw an exceptionally strong correlation between consistency on key customer journeys and overall performance in customer experience. And when we sent an undercover-shopping team to visit 50 bank branches and contact 50 bank call centers, the analysis was confirmed: for lower-performing banks, the variability in experience was much higher among a typical bank’s branches than it was among different banks themselves. Large banks typically faced the greatest challenge.2. Emotional consistencyOne of the most illuminating results of our survey was that positive customer-experience emotions—encompassed in a feeling of trust—were the biggest drivers of satisfaction and loyalty in a majority of industries surveyed. We also found that consistency is particularly important to forge a relationship of trust with customers: for example, customers trusted banks that were in the top quartile of delivering consistent customer journeys 30 percent more than banks in the bottom quartile.What is also striking is how valuable the consistency-driven emotional connection isfor customer loyalty. For bank customers, “a brand I feel close to” and “a brand thatI can trust” were the top drivers for bank differentiation on customer experience. In a world where research suggests that fewer than 30 percent of customers trust most major financial brands, ensuring consistency on customer journeys to build trust is important for long-term growth.3. Communication consistencyA company’s brand is driven by more than the combination of promises made and promises kept. What’s also critical is ensuring customers recognize the delivery of those promises, which requires proactively shaping communications and key messages that consistently highlight delivery as well as themes. Southwest Airlines, for example, has built customer trust over a long period by consistently delivering on its promiseas a no-frills, low-cost airline. Similarly, Progressive Insurance created an impression among customers that it offered lower rates than its competitors in the period from 1995 to 2005 and made sure to highlight when it delivered on that promise. Progressive also shaped how customers interpreted cost-reduction actions such as on-site resolution of auto claims by positioning and reinforcing these actions as part of a consistent brand promise that it was a responsive, technology-savvy company. In both cases, customer perceptions of the brands reinforced operational realities. Such brands generate a reservoir of goodwill and remain resilient on the basis of their consistency over time in fulfilling promises and their strong, ongoing marketing communications to reinforce those experiences.Becoming a company that delivers customer-journey excellence requires many things tobe done well. But we’ve found that there are three priorities. First, take a journey-based approach. For companies wanting to improve the customer experience as a means of increasing revenue and reducing costs, executing on customer journeys leads to the best outcomes. We found that a company’s performance on journeys is 35 percent more predictive of customer satisfaction and 32 percent more predictive of customer churn than performance on individual touchpoints. Since a customer journey often touches different parts of the organization, companies need to rewire themselves to create teams that are responsible for the end-to-end customer journey across functions. While we know there are an infinite number of journeys, there are generally three to five that matter most to the customer and the business—start your improvements there. To track progress, effectiveness, and predict opportunities, you may need to retool both metrics and analytics to report on journeys,not just touchpoint insights.Second, fix areas where negative experiences are common. Because a single negative experience has four to five times greater relative impact than a positive one, companies should focus on reducing poor customer experiences, especially in those areas in which customers come into contact with the organization most often. For instance, training frontline service representatives to identify and address specific customer issues through role playing and script guidelines will go a long way toward engendering deeper customer trust.Finally, do it now. Our research indicates that since 2009, customers are valuing an “average” experience less and have even less patience for variability in delivery. In addition, companies that experience inconsistency challenges often expend unnecessary resources without actually improving the customer journey. Making additional investments to improve the customer experience without tightening the consistency of experience is just throwing good money after bad.For more details about customer satisfaction across industries, see “Customer satisfaction survey: Who’s up and who’s down,” on the McKinsey on Marketing & Sales website, .Alfonso Pulido is an associate principal in McKinsey’s San Francisco office, where Dorian Stone is a principal; John Strevel is an associate principal in the Toronto office.Copyright © 2014 McKinsey & Company. All rights reserved.。
客户关系的十条永恒定律
最高等级的推销意味着建立强大的客户关系,这会创造持续的销售机会。
有十条基本定律,决定客户是否会想和你长期的合作关系。
他们是:
定律之一:你的客户想体会到受重视。
定律之二:你的客户渴望受到欣赏。
定律之三:你的客户不是对你感兴趣。
定律之四:你的客户追求成功和幸福。
定律之五:你的客户想让你倾听和理解。
定律之六:你的客户在购买前必须感觉值得。
定律之七:你的客户根据情绪购买,但从逻辑上为自己辩护。
定律之八:你的客户的注意力平均持续时间是短暂的。
定律之九:你的客户想让你表现出真正的兴趣。
定律之十:你的客户想要教你一些东西。
如果你在行事时时刻记住这些定律,你的客户会和你合作,买你的东西,并给你带来很多推介。
另一方面,如果你无视所有这些定律,你就完蛋了。
你的客户会离你而去,寻找知道如何正确地对待他们的人。
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以上内容来自于和《商业中的关系优势》的作者杰里·阿卡夫的一次谈话,他是位充满热情,给人启发和令人愉快的销售培训师。
(本资料素材和资料部分来自网络,仅供参考。
请预览后才下载,期待您的好评与关注!)。
客户服务的定律有哪些推销不是强制的向客户推销,而是要站在客户的角度,对客户进行引导。
客户有的时候重视你的服务精神更甚于重视产品。
在现实中,推销不是一次完成的,往往需要和客户进行多次沟通,去了解客户的真正需求。
那么客户服务的定律有哪些呢?下面,就随店铺一起去看看吧,希望您能满意,谢谢。
客户服务的八大定律:客户服务的定律一、客户是你生命中的贵人客户服务的定律二、客户是你公司最重要的人客户服务的定律三、客户不必依赖你,但你必须依赖客户客户服务的定律四、户也是有感觉的、有感情的,你想要别人对你好,你就要对他们好客户服务的定律五、客户绝不是你去争辩或斗智逞强的对象客户服务的定律六、客户是你事业的命脉,是他们成就你的事业客户服务的定律七、客户有权利得到所有最恳切、最周到、最专业的服务客户服务的定律八、你的职责是尽可能的满足甚至超越客户要求、欲望以及期望管理客户的方法:一、短信从电话销售的角度来看,短信也会是一个比较好的与客户保持长期接触的方法。
使用短信时有一点要注意,即慎重使用产品和服务介绍。
当销售人准备通过以短信的方式向客户介绍产品或者服务时,最好要预先告诉客户。
如果盲目地从什么渠道获取些手机号码就向他们发短信,这样做的结果只会招来手机用户的投诉。
二、信件、明信片汽车销售冠军乔·吉拉德为了与自己的客户保持联系,每个月都会寄出15000封明信片,这样客户始终没有办法忘记他,即使自己暂时不更换汽车,也会主动介绍客户给他,这成为乔·吉拉德成功的关键因素之一。
电话销售人同样也可以采用这种方法与客户保持联系。
现在IT技术的发展与乔·吉拉德时代已很不相同,很多销售人用电子邮件的方式来代替明信片和手写信件,成本会降低,效率会提高。
不过,传统的手写信件、明信片可以给客户与众不同的感觉。
三、邮寄礼品节日来临的时候,在条件允许的情况下,最好能给客户邮寄些实用性的礼品,这是实施情感营销的必要环节。
顾客满足度指数〔〕理论与方法顾客满足度指数〔〕理论与方法顾客与顾客满足顾客通常,顾客有狭义和广义的概念。
狭义的顾客是指产品和侍候的最终使用者或同意者。
广义的顾客,按照过程模型的瞧点,一个过程输出的同意者即为顾客。
企业能够瞧作是由许多过程构成的过程网络,其中某个过程是它前面过程的顾客,又是它向后过程的供方。
假如划定系统的边界,那么在企业内部存在着内部供方和内部顾客,在企业外部存在外部供方和外部顾客,广义的顾客概念模型见图因此企业作为一个系统而言,有内部顾客和外部顾客。
戴明曾讲过生产线上最重要的顾客是工人,这个地点的工人确实是基本内部顾客。
某企业汽车空调的同意者—主机厂和修配站以及零配件经销商确实是基本该企业的外部顾客。
我们常讲下道工序是上道工序的顾客,指的是广义顾客的概念。
不同情况下,企业的顾客能够是一个人、一个目标群体、一个组织。
广义的顾客的概念已被广泛同意和运用。
图广义顾客概念模型顾客满足按照预期期瞧理论,所谓顾客满足是指顾客的感受状况水平,这种水平是顾客对企业的产品和侍候所预期的绩效和顾客的期瞧进行对照的结果。
假如所预期的绩效不及期瞧,那么顾客就不满足;假如所预期的绩效与期瞧相当,那么顾客就满足;假如所预期的绩效超过期瞧,那么顾客就十分满足。
摩托罗拉公司质量总裁戴尔从企业的角度指出“顾客满足是成功地理解某一顾客或某局限顾客的偏好,并着手为满足顾客需要作出相应努力的结果。
〞模型模型有助于人们理解顾客满足的概念,的顾客满足模型见图,把产品和侍候的质量特性分为三类:所以质量。
是指产品和侍候应当具备的质量,对这类质量特性,顾客通常不做表述,因为他们假定这是产品和侍候所必须提供的。
例如电视机图像清晰,汽车油箱不漏油,侍候人员态度和气等。
这类质量特性假如实现的程度非常充分,也可不能增加顾客的满足,相反,因此会导致顾客的严峻不满。
期瞧质量。
是指顾客对产品和侍候有具体要求的质量特性。
例如:汽车耗油量、维修人员的快捷侍候、大夫诊断的正确性、低的费用、高的可靠性等。
顾客满意行销利益三大定律
4P 产品价格渠道促销
4C 消费者需求消费者愿付出的成本购买商品
的便利性沟通
4V 差异性功能性附加价值共鸣
顾客满意行销三大定律
一.杠杆比24倍:一个企业只能听到4%的不满意顾客抱怨,其他的顾客选择沉默但下次就不来了。
二.扩散比12倍:一个不满意顾客造成企业的损失,需要12格满意顾客创造的利润才能平衡。
三。
成本比6倍:开发吸引一个新客户的成本,是维护老客户的六倍,从竞争品牌硬把客户拉来的横刀夺爱成本更高达十八倍。
经济愈不景气,企业最好的策略就是顾客满意度的提升。
学习孕育观念,观念领导变革。
客户服务问题管理十大定律一、基本定律:满足将成为最低可接受的标准企业服务能够让客户满足,这已经是客户可接受的最低服务标准,追求顾客的忠诚才是企业客服管理奋斗的目标。
二、到位定律:解决问题是否彻底打算了服务是否到位客户服务就是关心客户发觉和解决问题。
而大多数顾客是为解决问题而消费。
实际上,现在企业供应的服务更多的是关心顾客解决了一半的问题,还有一半问题是顾客自己来解决的。
企业全然未顾及到顾客要求服务的终极目的——完全解决问题。
感动服务能否在人群中广为流传,就看企业的服务是否以彻底解决顾客的问题为宗旨。
三、疏忽定律:服务问题总是在最不行能的地方消失“墨菲定律”告知我们:会出错的事情总会出错,越是担忧某种状况的发生,就越会发生。
因此,在硬件与软件配置都正常的状况下,企业简单忽视员工状况对服务质量的实质性影响。
企业所担忧的一些常规性服务问题,经常是在我们无法完全防止的员工最忙,最累,最烦的状态下发生。
四、依恋定律:告知你服务问题的顾客对你还心存依恋客户关系变坏的最明显的信号是没有埋怨,同时,相当长的一个时期内,既没有新顾客,也没有老客户的再次接触。
口碑相传有两种方式,一是推举服务做的如何好,二是推举投诉处理的如何到位。
因此,处理投诉问题的力量远比追求零投诉更有意义。
可以这么说,假如埋怨是金,建议是银;那么牢骚就是铜,缄默则是废铁了。
客户对你发出埋怨是对你还有依恋,依恋你的客户就像依恋你的爱人一样,她不会要求你十全十美,她只是盼望你能努力进取,不求最好,但求更好,她们给企业最多的是批判性的关注。
五、流失定律:使客户流失的不是问题本身,而是对问题的反应方式当服务失败时,顾客除了关怀能否立刻解决问题之外,他更关怀的是自己是否受到重视。
服务消失问题当然不好,但是比服务问题更严峻的是对服务问题的劣质反应。
六、补救定律:快速补救问题才能重新赢得顾客客户可以容忍企业犯错误,但不能容忍错误之后,不实行任何补救措施。
当服务消失问题时,客户盼望维持信任,当服务中消失过失且得以准时有效地解决时,客户的盼望因此得到实现,同时这种实现恢复了客户对企业的信任。
满意度三角定律公式
满意度三角定律是指满意度可以由期望、感知质量和感知性价比三个因素共同决定的定律。
其公式为:
满意度=期望-感知质量+感知性价比
其中,期望代表消费者对产品或服务的期待程度,通常是在购买前形成的预期;感知质量指的是消费者对产品或服务的实际体验质量的感知;感知性价比则是消费者对所付出的价格与所获得的产品或服务之间的比较。
满意度的计算结果有正负之分,正数表示满意,负数表示不满意。
拓展方面,满意度三角定律的公式可以根据具体情境进行细化和拓展。
例如,在某些情况下,期望和感知质量对满意度的影响可能并不完全对等,可以通过引入权重因素来加以调整。
此外,感知性价比也可以细分为性能、价格、服务等多个维度来进行评估。
此外,还可以考虑其他影响满意度的因素,如品牌形象、口碑等因素,以提高模型的准确性和适用性。
总之,满意度三角定律提供了一个框架来理解消费者满意度的形成机制。
通过分析期望、感知质量和感知性价比这三个关键因素,可以更好地了解消费者的行为和需求,并为改进产品或服务提供有价值的参考。
120顾客期望法则:顾客满意等于零观点导读:让顾客满意被无数企业奉为金科玉律,殊不知这种观念正是阻碍企业快速成长的重要根源。
仅仅做到顾客满意是不够的,不了解120顾客期望法则,企业只能在市场红海里继续苦战。
超越竞争对手,往往只在一念之间。
不要那么多,只要多爱一点点。
写下这个题目,就要做好被骂得狗血喷头的防备。
恐怕至少有三种人,会拍案而起,揪住笔者的理论,结下不共戴天之仇,誓不善罢甘休:其一是企业老板们。
不管他们行动上如何,但口头上是奉顾客为上帝的。
一位知名企业老总坦言:我们的企业文化中,视顾客为恩人、视合作方为贵人、视企业员工为亲人,您这种观点,扰乱军心、恕难同意。
其二是职业经理人。
经受多年西方管理思想的洗脑,他们把顾客满意视若天条。
有MBA出身的高手会质疑:经典的营销4C理论,其核心即为顾客满意,脱离此原则企业工作将变成一盘散沙。
您此类言论,大言欺人、离经叛道。
其三是广大基层员工。
没有顾客满意,哪有业绩提高?不少人一定茫然:我们的饭碗是老板给的,老板的饭碗是顾客给的。
看不起我们老板的老板,您说话经不经过大脑?总之,与上述三种人为敌,基本上就可以算作全民公敌了。
这很需要勇气。
与时俱进的顾客满意听过一个笑话,是一个台湾友人的真实案例。
此君上世纪80年代来大陆旅游,没想到,一到北京就吓着了。
当时他去商场购物,发现墙上赫然写着优秀售货员的评选标准,其中经济学上,叫做边际效益为0。
通俗讲就是企业固然没吃亏,可也没占到最应该占到的便宜。
这也就是顾客满意论最大的遗憾,把不增值的事当成目标,最后求其中,得其下,不少企业离顾客满意还尚有差距。
那么,如何发挥每一次交易的最大效率,增加顾客回头率,把新顾客变为老顾客,把老顾客变为忠诚客户?简单讲,就是要求其上——超越顾客期望。
这里讲一个案例。
近年来有一家很火爆的火锅企业,他们的菜品也不见得如何出色,但就是顾客盈门,晚上10点,依然很多人排队等位。