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1、ProfessorJianminJiaService-ProfitChain服务利润链如何把一个企业做强？员工和顾客应该成为管理层考虑问题的核心所在。Intheneweconomicsofservice,frontlineworkersandcustomersneedtobethecenterofmanagementconcern.既强调市场也强调运营的组织几乎是战无不胜的。Organizationsthatachievebothmarketandoperatingfocusarenearlyunbeatable.Powerfulservicefirmsemploy
2、aquantifiablesetofrelationshipsthatdirectlylinksprofitandgrowthtonotonlycustomersatisfactionandloyalty,buttoemployeesatisfaction,loyalty,productivity.Customer&EmployeeFocus以顾客和员工为中心ThePerformanceTrinity绩效三位一体领导和管理Leadershipandmanagement价值和文化Valuesandculture愿景和战略VisionandStrategy“Weexpe
3、ctthatgood-to-greatleaderswouldbeginbysettinganewvisionandstrategy.Wefoundinsteadthattheyfirstgottherightpeopleonthebus,thewrongpeopleoffthebus,andtherightpeopleintherightseats–andthentheyfiguredoutwheretodriveit.”(JimCollins)Inrecentyears,physicalassetsaccountingformostofthebookvalueo
4、fcorporationshavefallentoaroundone-thirdofmarketvalue.大多数公司的有形资产占它们市场价值的１/3.Theseintangiblescomprisesuchfactorsasbrands,information,technology,customerrelationships,thequalityofemployees,andqualityofanorganization’sleadershipandadministration.无形资产包括品牌、信息、技术、客户关系、员工质量、组织领导和管理的质量.Intangi
5、bleAssets无形资产Service-ProfitChain服务利润链向顾客提供的 服务价值ValueofServicesProvidedtoCustomers顾客满意CustomerSatisfaction利润和增长Profitand Growth高质量支持 服务和政策High-QualitySupportServicesandPolicies满意、忠诚及 生产率高的员工Satisfied,LoyalandProductiveEmployeesCustomers顾客Employees员工顾客忠诚Customer LoyaltyCustomerloyaltyan
6、dcommitmentaretheprimarydriversofgrowthandprofitability.Customerloyaltyandcommitmentemanatefromcustomersatisfactioncomparedtocompetition.Customersatisfactionresultsfromtherealizationofhighlevelsofvaluecomparedtocompetition.Valueiscreatedbysatisfied,committed,loyal,andproductiveemployee
7、s.Employeesatisfactionresultsfromseveralfactors:the“fairness”ofmanagement,thequalityofone’speersintheworkplace,theopportunityforpersonalgrowthonthejob,capability,thelatitudewithinlimitstodeliverresultstocustomers,levelsofcustomersatisfactionachievedincustomer-facingjob,andmonetarycom
