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Chapter 2 -- Building Customer Satisfaction Through Quality, Service, & Value
Otterbein College Winter 2000
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Chapter Content • Define value & satisfaction - understand how to deliver them • The nature of high-performance businesses • How to attract & retain customers • Improving customer profitability • Total quality management 10/10/2005
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2-2
Determinants of Customer Delivered Value Image Image value value Personnel Personnel value value Services Services value value
Total Total customer customer value value
Product Product value value
Customer Customer delivered delivered value value
Monetary Monetary cost cost Time Time cost cost Energy Energy cost cost
Total Total customer customer cost cost
Psychic Psychic cost cost 10/10/2005
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2-3
Satisfaction is...
...a person’s feelings of pleasure or disappointment resulting from comparing a product’s perceived performance (or outcome) in relation to his or her expectations.
10/10/2005
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2-4
High Performance Business
Set strategies to satisfy key... By improving critical business... and aligning...
Stakeholders Processes
Resources
Organization
10/10/2005
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2-5
The Generic Value Chain
Human resource management Technology Development
gin Mar
Support Activities
Firm infrastructure
OutInbound Operabound Logistics tions Logistics 10/10/2005
Marketing and sales
Primary Activities
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Mar gin
Procurement Service
2-6
Levi Strauss’ Value-Delivery Network Order Du Du Pont Pont (Fibers) (Fibers)
Order
Milliken Milliken (Fabric) (Fabric)
Delivery
Order
Levi’s Levi’s (Apparel) (Apparel)
Delivery
Order Sears Sears (Retail) (Retail)
Delivery
Customer Customer
Delivery
Competition is between networks, not companies. The winner is the company with the better network. 10/10/2005
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2-7
Satisfied Customers: • • • •
Are loyal longer Buy more (new products & upgrades) Spread favorable word-of-mouth Are more brand loyal (less price sensitive) • Offer feedback • Reduce transaction costs 10/10/2005
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2-8
Levels of Relationship Marketing High margin
Medium margin
Low margin
Many customers/ distributors
Accountable
Reactive
Basic or reactive
Medium number of customers/ distributors
Proactive
Accountable
Reactive
Few customers/ distributors
Partnership
Proactive
Accountable
10/10/2005
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2-9
Customer Development Suspects
Prospects
Disqualified prospects
First-time Repeat customers customers
Clients
Advocates
Partners
Inactive or ex-customers
10/10/2005
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2-10
Customer/Product Profitability Analysis Customers
P r o d u c t s 10/10/2005
P1 P2 P3 P4
C1
C2
C3
+ +
+
+
+
High profit customer
Highly profitable product Profitable product Losing product Mixed-bag product
MixedMixed-bag customer
Losing customer
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2-11
10/10/2005
Profit Profit
s tion era l op rna Inte
Val ue cre atio n
The Profit Triangle
Competitive advantage
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2-12
Quality
#1
• Quality is the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs.
10/10/2005
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2-13
Next...
Chapter 3 Winning Markets: Market-Oriented Strategic Planning
10/10/2005
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2-14
Otterbein College Winter 2000
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
Chapter Content • Define value & satisfaction - understand how to deliver them • The nature of high-performance businesses • How to attract & retain customers • Improving customer profitability • Total quality management 10/10/2005
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
2-2
Determinants of Customer Delivered Value Image Image value value Personnel Personnel value value Services Services value value
Total Total customer customer value value
Product Product value value
Customer Customer delivered delivered value value
Monetary Monetary cost cost Time Time cost cost Energy Energy cost cost
Total Total customer customer cost cost
Psychic Psychic cost cost 10/10/2005
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
2-3
Satisfaction is...
...a person’s feelings of pleasure or disappointment resulting from comparing a product’s perceived performance (or outcome) in relation to his or her expectations.
10/10/2005
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
2-4
High Performance Business
Set strategies to satisfy key... By improving critical business... and aligning...
Stakeholders Processes
Resources
Organization
10/10/2005
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
2-5
The Generic Value Chain
Human resource management Technology Development
gin Mar
Support Activities
Firm infrastructure
OutInbound Operabound Logistics tions Logistics 10/10/2005
Marketing and sales
Primary Activities
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
Mar gin
Procurement Service
2-6
Levi Strauss’ Value-Delivery Network Order Du Du Pont Pont (Fibers) (Fibers)
Order
Milliken Milliken (Fabric) (Fabric)
Delivery
Order
Levi’s Levi’s (Apparel) (Apparel)
Delivery
Order Sears Sears (Retail) (Retail)
Delivery
Customer Customer
Delivery
Competition is between networks, not companies. The winner is the company with the better network. 10/10/2005
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
2-7
Satisfied Customers: • • • •
Are loyal longer Buy more (new products & upgrades) Spread favorable word-of-mouth Are more brand loyal (less price sensitive) • Offer feedback • Reduce transaction costs 10/10/2005
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
2-8
Levels of Relationship Marketing High margin
Medium margin
Low margin
Many customers/ distributors
Accountable
Reactive
Basic or reactive
Medium number of customers/ distributors
Proactive
Accountable
Reactive
Few customers/ distributors
Partnership
Proactive
Accountable
10/10/2005
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
2-9
Customer Development Suspects
Prospects
Disqualified prospects
First-time Repeat customers customers
Clients
Advocates
Partners
Inactive or ex-customers
10/10/2005
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
2-10
Customer/Product Profitability Analysis Customers
P r o d u c t s 10/10/2005
P1 P2 P3 P4
C1
C2
C3
+ +
+
+
+
High profit customer
Highly profitable product Profitable product Losing product Mixed-bag product
MixedMixed-bag customer
Losing customer
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
2-11
10/10/2005
Profit Profit
s tion era l op rna Inte
Val ue cre atio n
The Profit Triangle
Competitive advantage
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
2-12
Quality
#1
• Quality is the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs.
10/10/2005
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
2-13
Next...
Chapter 3 Winning Markets: Market-Oriented Strategic Planning
10/10/2005
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
2-14
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