哈佛服务利润链理论及其隐义引申

The Harvard Service-Profit Chain Theory and its Profound Implications

《哈佛商业评论》1994年首次发表、2008年原文重刊的"让服务利润链有效作用"一文,"展示了一个简洁而无比明了的增加服务企业利润的方法"。要使服务利润链"链条"能够正相关联动起来,不仅外部服务要为顾客创造出高的顾客让渡价值,更重要的是通过高质量的内部服务为一线员工创造高的"内部顾客让渡价值"。在介绍服务利润链(SPC)理论形成溯源、走向成熟及其理论精髓的基础上,笔者引申了SPC隐义,认为:SPC强调成本收益的比较,每个链环都有产生"利润"的使命;SPC存在关键链环,不同业态特征关键链环不尽相同,不同发展时期关键链环会有所转化;SPC要求建立内部服务"质量拳"概念,从五个方面构筑优质内部服务质量;SPC关注许多难以计量却又对服务业赢利至关重要的指标参数,服务利润链审计可以借鉴平衡计分卡(BSC)方法发展切合自身特点的SPCA工具。

The paper ＂Putting the Service-Profit Chain to Work＂, originally published in 1994 and republished in 2008 on ＂Harvard Business Review＂, sets out a simple, elegant and ultimately tough-minded way to build profitability in service business. In order to make the SPC positively related to work well, not only the external service should deliver higher customer-delivered-value but also the high-quality internal service should create the similar value to service workers （internal customer）. After outlining the SPC theory and its development as well as its kernel, this paper tries to discover the profound implications of the theory. SPC emphasizes on the cost-income comparison, with each link of SPC on a profit-making mission. In the SPC, there is a key link which may differentiate in business formats with different industrial characteristics and will transform with the development of service business. SPC needs to form ＂quality-fist＂ conception to build a higher quality internal service through five aspects of internal management. SPC concerns quite a few indexes and parameters hard to measure but critical to the profit-making of service business, e.g. Service-Profit Chain Audit （SPCA） can borrow the Balanced Score Card （BSC） method to develop the SPCA instrument suitable to its own characteristics.