美國運通改造客服服務(wù)模式的啟示（節(jié)選）
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凈推薦值理念在您這里效果如何？???? ??? 我們期望提高公司口碑，期望客戶能夠熱情洋溢地向他人描述在美國運通獲得的體驗。每一次提供服務(wù)時我們都會問自己，如何才能讓消費者獲得更好的體驗并向朋友推薦。他們可以作為公司的推薦者?，F(xiàn)在我們已經(jīng)建立了衡量體系，每次服務(wù)都會對客戶進行調(diào)查并獲取反饋，然后我們會以客戶反饋為基礎(chǔ)來評價（每一位客戶關(guān)懷專員的）業(yè)績，此外還會運用一些效率指標。這兩種衡量方法是對所有客戶關(guān)懷專員的激勵措施，包括我在內(nèi)。 ????通過這張圖表我們能夠看出，客戶滿意度的提升不僅促進了客戶購買更多美國運通產(chǎn)品，也提高了股東價值。好的服務(wù)成就好的企業(yè)。 |
How does the net-promoter concept work in your situation????? ??? Our aspiration is to drive advocacy, where we get impassioned customers to tell others about their experiences with American Express. For every servicing transaction, we ask, How can we get the customer to feel better about American Express and recommend it to a friend? That's a promoter. We've built a measurement system that surveys the customer and gets that feedback for every servicing transaction, and then we use that to measure [each customer care professional's] performance, complemented by some productivity indicators. Those two measures drive incentives in which we reward our customer care professionals, all the way up to me. ????We've been able to show that increased satisfaction drives increased engagement with American Express products, and that drives shareholder value. Great service is great business. |
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你真的能跟蹤到客服業(yè)務(wù)對股東價值的影響嗎？ ????我們?nèi)谈櫫丝蛻舴?wù)對股東價值的影響。對我公司持正面意見的“推薦者”在支出方面有10-15%的提升，客戶保持率提高了4-5倍，這兩者都會提高股東價值。實際上，與公司服務(wù)相關(guān)的經(jīng)營費用已經(jīng)下降，因為我們的服務(wù)變得更為合理化，服務(wù)中的阻力和錯誤都得到了遏制。 研究表明，大多數(shù)人更有可能把負面體驗而非正面體驗告訴他人。你希望人們談?wù)撜骟w驗。達到這個目標的關(guān)鍵是什么？ ????在全球范圍內(nèi)，服務(wù)經(jīng)驗的缺乏使我們所有從業(yè)者都覺得很泄氣。人們想到客戶服務(wù)的時候通常會想起各種麻煩?？蛻羯暇W(wǎng)動動手指就能向他人傳播信息，因此主動權(quán)掌握在客戶手中。而且，他們會把自己的體驗與其生活型態(tài)的其他方面進行對比。因此，做好自己的本行已經(jīng)遠遠不夠，必須在各個行業(yè)都做到更好。利用社交媒介能夠強化這種效果。 ????我們詢問推薦者問題，實際上采用的是病毒式營銷方法。通過詢問該問題，我們對客戶施加了影響，從而讓其影響自己的朋友和家人。這種方法的影響力通過社交網(wǎng)絡(luò)能獲得指數(shù)級的增長。這種方法的力量已經(jīng)使客戶服務(wù)從公司的成本支出項轉(zhuǎn)變成了可帶來收益的投資項。 人們對服務(wù)的感受與10年或者15年前不同了，你有什么看法？ ????我們每年都會進行調(diào)查，結(jié)果顯示，7%的客戶感受到公司為他們提供了良好服務(wù)，而93%的客戶表示并未獲得期待的服務(wù)，而且兩者之間差距甚大。我們公司的業(yè)務(wù)體系尊重一個基本事實：客戶都是有血有肉的人。因此我們會充分運用性格因素的力量，通過客戶的聲音來衡量員工績效考核中的關(guān)鍵目標。這是一個簡單的理念，也是一條黃金準則，已所不欲勿施于人。但這個簡單的原則卻常常被其他的企業(yè)所忽略。想想吧，如今客戶的聲音有多強大。美國Verizon通信公司宣布征收2美元網(wǎng)上支付費用引發(fā)了客戶的強烈抗議，僅僅一天之后就被迫宣布放棄這個舉措。我們必須重視以客戶為中心的理念以及它創(chuàng)造的價值。 ????譯者：李柰/汪皓 |
You can really follow it all the way to shareholder value? ????We track it all the way to shareholder value. For a promoter who is positive on American Express, we see a 10% to 15% increase in spending and four to five times increased retention, both of which drive shareholder value. In fact our operating expenses associated with service have gone down because we're more streamlined, and we limit friction points and errors. Research shows that most people are far more likely to tell others about a negative experience than a positive one. You want people talking about positive experiences. What's key to making that happen? ????We've all become frustrated by the lack of service experience around the world, and in fact when people think of customer service, they tend to think of problems. Customers have regained control because of the proliferation of information at their fingertips, and they benchmark their experience across their lifestyle. It's no longer enough to be good within your industry; you need to be great across industries. Compounding that is the influence of social media. ????That promoter question we ask is actually viral marketing in its finest fashion. In asking it, we're influencing the customer to influence his friends and family, and that has become exponential with social networks. The power of that has turned this from a cost to an investment in our business. People don't feel the same way about service as they did 10 or 15 years ago. What have you observed? ????We field a survey annually and found that 7% of consumers feel they're getting good service; 93% are not getting the service they expect. It's an enormous void. We defined our business system to respect the fact that these are human beings. We unleash the power of personality and hold our people accountable to key objectives as measured by the voice of the customer. It's a simple concept. It's the Golden Rule -- treat others as you would like to be treated. But that simplicity is often overlooked by other businesses. Think of the power of the voice of the customer now. Verizon (VZ) introduced a $2 fee, the voice of the customer screamed loud, and it turned that around 24 hours later. We need to appreciate customer-centricity and the value it creates. |
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