顧客滿意度指數(shù)測評體系報告(英文版)課件

顧客滿意度指數(shù)測評體系報告(英文版)顧客滿意度指數(shù)測評體系報告(英文版)“Aneconomycannotbedescribedbyaddinguphowmanytonsofrebaritmakes,howmanypassengermilesofairtravelitlogs,howmuchwooditswoodchuckschuckperhour.Allthesethingscount(andwecountthem),butinthefinalanalysiswhatmattersishowwellaneconomysatisfiesitscustomers…”(ThomasStewart,Fortune,1995)“AneconomycannotbedescribeTheMeasuredEconomyIncludes…Pig-ironproductionCoalproductionRailroadoperatingincomeRailfreightEtc.…TheMeasuredEconomyIncludesTheEconomyIsChangingTheEconomyIsChangingHowWeMeasurePerformanceis

AlsoChangingTheOldWorldTheNewWorldMassproductionandconsumptionofcommoditiesIncreasinglycustomizedgoods,servicesandinformationProductivityProductivity

and

Customer

SatisfactionHowWeMeasurePerformanceis

ImplicationsforCompaniesImplicationsforCompaniesCustomerAssetManagementis

BuiltontheFollowingPrinciplesSatisfiedcustomersareaneconomicassetthatyieldsfuturecashflowsThesecashflowscanbecalculatedasdiscountedpresentvalueCoststogrowthecustomerassetbase

areinvestmentsSkillfulmanagementofthecustomerassetisessentialforlong-termprofitabilityCustomerAssetManagementis

BCustomerAssetValue

inGlobalMarketsECSI(Europe)KCSI(Korea)MCSI(Malaysia)ACSI(Australia)ACSI(Argentina)BCSI(Brazil)MCSI(Mexico)CCSI(Canada)ACSIüGlobalCompetitionüTheRoleofIntangiblesCustomerAssetValue

inGlobaMajorReasonsforaNationalIndex

ofCustomerSatisfactionQualityofeconomicoutputisessentialto

livingstandardsCustomersatisfactionisaleadingindicatorofcompanyeconomicperformanceCustomersatisfactioncontributestoeconomicgrowthandjobcreation NecessarymeasureforCPI,productivity,andultimately,GDPMajorReasonsforaNationalISomeImportantEconomicIndicatorsandaNEWOne!SomeImportantEconomicIndicaNationalEconomy,SectorsandIndustries*$665B$582B$472B$392B$277B$106B$62B*Thesizeofeachofthesevensectorsisshownaboveasthepercentofthetotal1994grossdomesticproduct.Salesfiguresreflectthetotalsales

fortheselectedU.S.firms.Thetotalsalesoftheselectedfirmsare51%oftheGDPforthesesevensectorsand38%ofthenationalGDP.ManufacturingNondurables

(SIC2)

8.2%ManufacturingDurables

(SIC3)

9.4%Transportation/

Communications/

Utilities(SIC4)

8.8%Retail

(SIC5)9.3%Finance/

Insurance

(SIC6)6.8%Services

(SICs7,8)19.6%Public

Administration/

Government

(SIC9)12.6%Apparel/

athleticshoesApparel/sportswearBeverages/beerBeverages/softdrinksFoodprocessing

?meat

?dairy

?cannedgoods

?cereal

?bakedgoods

?confectionaryGasolinePersonalcareandcleaningproductsPublishing/newspapersTobacco/cigarettesAutomobiles,vansandlighttrucksConsumerelectronics/

TVandVCRHouseholdappliancesPersonalcomputersAirlinesBroadcasting/TVParceldelivery&expressmailTelecommunications/

localphoneTelecommunications/

longdistancephoneU.S.PostalServiceUtilities/electricserviceDepartmentanddiscountstoresRestaurants/fastfood,

pizza,andcarryoutSupermarketsCommercialbanksLifeinsuranceInsurance/

personal,property,

homeowner’sandautomobileHospitalsHotelsandmotelsMotionpicturesSolidwaste/centralcity(metro)Solidwaste/

suburban(metro)InternalRevenueServicePolice/centralcity(metro)Police/suburban

(metro)NationalEconomy,SectorsandCoverageSevensectorsFortyindustriesTwoHundred+companiesandagencies$2.7trillionsales(U.S.companies)CoverageSevensectorsTheRespondentsApproximatelyonemillion

sampledrandomlyScreened:RecentexperienceasacustomeroftheselectedcompaniesApproximately250,000completedinterviewsTheRespondentsApproximatelyoCustomerExpectationsACSIModelPerceivedServiceQualitySatisfactionComparisonw/IdealConfirm/DisconfirmExpectationsPerceivedOverallQualityPerceivedValueCustomerComplaintsCustomerLoyaltyRepurchaseLikelihoodPriceTolerance(ReservationPrice)OverallCustomizationReliabilityOverallCustomizationReliabilityPriceGivenQualityQualityGivenPricePerceivedProductQualityReliabilityCustomizationOverallReliabilityCustomizationOverallComplaintBehaviorCustomerSatisfaction(ACSI)CustomerACSIModelPerceivedSaACSICompaniesIncluded…ACSICompaniesIncluded…ChangesinNationalACSIChangesinNationalACSICustomerSatisfactionandEconomicPerformance:TheEvidencetoDate

ROIorROA Positiveandsignificantrelationship

(U.S.andSwedishdata) RicardianRents Positiveandsignificantrelationship

(Tobin’sQ) (U.S.data) MarketValue OnepointACSI=$647Million MarketToBook Positiveandsignificantrelationship

(U.S.data) RiskMeasures Negativeandsignificantrelationship

(withloyaltyvariable–notACSI) StockPriceReturns HighACSIandSCSBfirmsoutperformthemarket

(U.S.andSwedishportfolios) StockMarketReaction Statisticallysignificantreactionfollowing

publicreleaseofACSIresults(U.S.) EconomicValueAdded PositiveandsignificantrelationshipwithMVACustomerSatisfactionandEconRicardianRentsRicardianRentsRicardianRentsState-DependentSpecificationRicardianRentsState-DependentASimpleValuationModelUsingtheACSIASimpleValuationModelUsingCustomerSatisfactionasan

EconomicAssetAnassetmusthavearelevantattributethatcanbemeasuredinmonetarytermswithsufficientreliability.(FASB)“Onecleardriverofwealthproductioniscustomersatisfaction.”(CommissionerStevenWallman,SecuritiesandExchangeCommission,1997)Iftrue,thereshouldbearelationshipbetweenchangesintheexpecteddiscountedpresentvalueofthefutureincomestreamthatcustomersatisfactionwillgenerateandchangesintheACSI.CustomerSatisfactionasan

EcMarketValueAdded(MVA)–Ameasureofthewealthacompanyhascreatedforitsinvestors.Itiscalculatedasthedifferencebetweenwhatinvestorsputinandwhattheycantakeout.*Significantat.05level**Significantat.01levelACSI(1994)MVA(1995)ACSI(1996).24*Correlations:.33**MarketValueAdded(MVA)–AmeDecreasein

short-termearnings

and

RisingCustomerSatisfactionEarningsPower

EnhancedDecreasein

short-termearningIncreasein

short-termearnings

and

declinein

customersatisfactionEarningspower

erodedIncreasein

short-termearningACSIandDowJones:

PercentChanges1995-1998(April)DowJonesMovingAverageACSIPercentChangeNote:DowisMovingAverageofLastMonth40459162Updated4/20/98JCAACSIandDowJones:

PercentCTheLimitsofCostCuttingCostreductionhasaminimum(zero)RevenuegrowthhasnomaximumTheLimitsofCostCuttingCostOverallConclusion:IfCustomerSatisfactionismeasuredinasystem……asanindex…calibratedtoproxiesforeconomicreturns(Loyalty,ReservationPrice)…purgedfromrandomnoiseStrongempiricalevidencefor

CustomerSatisfactionaseconomicassetOverallConclusion:IfCustomer顧客滿意度指數(shù)測評體系報告(英文版)課件顧客滿意度指數(shù)測評體系報告(英文版)顧客滿意度指數(shù)測評體系報告(英文版)“Aneconomycannotbedescribedbyaddinguphowmanytonsofrebaritmakes,howmanypassengermilesofairtravelitlogs,howmuchwooditswoodchuckschuckperhour.Allthesethingscount(andwecountthem),butinthefinalanalysiswhatmattersishowwellaneconomysatisfiesitscustomers…”(ThomasStewart,Fortune,1995)“AneconomycannotbedescribeTheMeasuredEconomyIncludes…Pig-ironproductionCoalproductionRailroadoperatingincomeRailfreightEtc.…TheMeasuredEconomyIncludesTheEconomyIsChangingTheEconomyIsChangingHowWeMeasurePerformanceis

AlsoChangingTheOldWorldTheNewWorldMassproductionandconsumptionofcommoditiesIncreasinglycustomizedgoods,servicesandinformationProductivityProductivity

and

Customer

SatisfactionHowWeMeasurePerformanceis

ImplicationsforCompaniesImplicationsforCompaniesCustomerAssetManagementis

BuiltontheFollowingPrinciplesSatisfiedcustomersareaneconomicassetthatyieldsfuturecashflowsThesecashflowscanbecalculatedasdiscountedpresentvalueCoststogrowthecustomerassetbase

areinvestmentsSkillfulmanagementofthecustomerassetisessentialforlong-termprofitabilityCustomerAssetManagementis

BCustomerAssetValue

inGlobalMarketsECSI(Europe)KCSI(Korea)MCSI(Malaysia)ACSI(Australia)ACSI(Argentina)BCSI(Brazil)MCSI(Mexico)CCSI(Canada)ACSIüGlobalCompetitionüTheRoleofIntangiblesCustomerAssetValue

inGlobaMajorReasonsforaNationalIndex

ofCustomerSatisfactionQualityofeconomicoutputisessentialto

livingstandardsCustomersatisfactionisaleadingindicatorofcompanyeconomicperformanceCustomersatisfactioncontributestoeconomicgrowthandjobcreation NecessarymeasureforCPI,productivity,andultimately,GDPMajorReasonsforaNationalISomeImportantEconomicIndicatorsandaNEWOne!SomeImportantEconomicIndicaNationalEconomy,SectorsandIndustries*$665B$582B$472B$392B$277B$106B$62B*Thesizeofeachofthesevensectorsisshownaboveasthepercentofthetotal1994grossdomesticproduct.Salesfiguresreflectthetotalsales

fortheselectedU.S.firms.Thetotalsalesoftheselectedfirmsare51%oftheGDPforthesesevensectorsand38%ofthenationalGDP.ManufacturingNondurables

(SIC2)

8.2%ManufacturingDurables

(SIC3)

9.4%Transportation/

Communications/

Utilities(SIC4)

8.8%Retail

(SIC5)9.3%Finance/

Insurance

(SIC6)6.8%Services

(SICs7,8)19.6%Public

Administration/

Government

(SIC9)12.6%Apparel/

athleticshoesApparel/sportswearBeverages/beerBeverages/softdrinksFoodprocessing

?meat

?dairy

?cannedgoods

?cereal

?bakedgoods

?confectionaryGasolinePersonalcareandcleaningproductsPublishing/newspapersTobacco/cigarettesAutomobiles,vansandlighttrucksConsumerelectronics/

TVandVCRHouseholdappliancesPersonalcomputersAirlinesBroadcasting/TVParceldelivery&expressmailTelecommunications/

localphoneTelecommunications/

longdistancephoneU.S.PostalServiceUtilities/electricserviceDepartmentanddiscountstoresRestaurants/fastfood,

pizza,andcarryoutSupermarketsCommercialbanksLifeinsuranceInsurance/

personal,property,

homeowner’sandautomobileHospitalsHotelsandmotelsMotionpicturesSolidwaste/centralcity(metro)Solidwaste/

suburban(metro)InternalRevenueServicePolice/centralcity(metro)Police/suburban

(metro)NationalEconomy,SectorsandCoverageSevensectorsFortyindustriesTwoHundred+companiesandagencies$2.7trillionsales(U.S.companies)CoverageSevensectorsTheRespondentsApproximatelyonemillion

sampledrandomlyScreened:RecentexperienceasacustomeroftheselectedcompaniesApproximately250,000completedinterviewsTheRespondentsApproximatelyoCustomerExpectationsACSIModelPerceivedServiceQualitySatisfactionComparisonw/IdealConfirm/DisconfirmExpectationsPerceivedOverallQualityPerceivedValueCustomerComplaintsCustomerLoyaltyRepurchaseLikelihoodPriceTolerance(ReservationPrice)OverallCustomizationReliabilityOverallCustomizationReliabilityPriceGivenQualityQualityGivenPricePerceivedProductQualityReliabilityCustomizationOverallReliabilityCustomizationOverallComplaintBehaviorCustomerSatisfaction(ACSI)CustomerACSIModelPerceivedSaACSICompaniesIncluded…ACSICompaniesIncluded…ChangesinNationalACSIChangesinNationalACSICustomerSatisfactionandEconomicPerformance:TheEvidencetoDate

ROIorROA Positiveandsignificantrelationship

(U.S.andSwedishdata) RicardianRents Positiveandsignificantrelationship

(Tobin’sQ) (U.S.data) MarketValue OnepointACSI=$647Million MarketToBook Positiveandsignificantrelationship

(U.S.data) RiskMeasures Negativeandsignificantrelationship

(withloyaltyvariable–notACSI) StockPriceReturns HighACSIandSCSBfirmsoutperformthemarket

(U.S.andSwedishportfolios) StockMarketReaction Statisticallysignificantreactionfollowing

publicreleaseofACSIresults(U.S.) EconomicValueAdded PositiveandsignificantrelationshipwithMVACustomerSatisfactionandEconRicardianRentsRicardianRentsRicardianRentsState-DependentSpecificationRicardianRentsState-DependentASimpleValuationModelUsingtheACSIASimpleValuationModelUsingCustomerSatisfactionasan

EconomicAssetAnassetmusthavearelevantattributethatcanbemeasuredinmonetarytermswithsufficientreliability.(FASB)“Onecleardriverofwealthproductioniscustomersatisfaction.”(CommissionerStevenWallman,SecuritiesandExchangeCommission,1997)Iftru