Focusing on the employee-customer relationship can transform organizations into low-cost providers while achieving outstanding results. The authors, backed by thirty-one years of research, argue that employee satisfaction, loyalty, and commitment directly impact customer satisfaction and, consequently, the organization's profitability and growth. This concept, termed the value profit chain, challenges previous beliefs and emphasizes the importance of nurturing employee relationships to drive business success.
Draws from research at such firms as Hewlett-Packard, Xerox, ICI, and Nissan to show how the culture--shared beliefs, attitudes, and practices--of a company can influence its performance for better or worse.
In this pathbreaking work, renowned Harvard Business School experts reveal how leading companies excel by managing the service profit chain. The book addresses why select service firms consistently outperform competitors, a question often overlooked in anecdotal "service excellence" literature. Drawing on five years of research, the authors analyze how firms like American Express, Southwest Airlines, and Ritz-Carlton link profit and growth to customer and employee loyalty, satisfaction, and productivity. Key relationships identified include profit and customer loyalty, employee loyalty and customer loyalty, and employee satisfaction and customer satisfaction, all of which are mutually reinforcing.
The authors provide a strategic service vision model that managers can use to enhance operations and marketing. For instance, Banc One's approach to measuring customer loyalty through service depth directly influenced profitability, while Taco Bell's top-rated stores outperformed others across all metrics. They illustrate how to manage the customer-employee satisfaction mirror and the customer value equation to achieve a "customer's eye view" of services. Companies can measure service profit chain relationships, communicate self-appraisals, develop performance scorecards, and improve overall service profit chain performance. The impact is significant; from 1986 to 1995, the stock prices of the studied firms rose 147%, nearly double
Win from Within offers a playbook for developing and deploying organizational
culture that enables outsized results. It is a groundbreaking demonstration of
culture's role as a foundation for strategic success-and its measurable impact
on the bottom line.
Entire service businesses have been built around the ideas of Heskett, Sasser, and Schlesinger, pioneers in the world of service. Now they test their ideas against the actual experiences of successful and unsuccessful practitioners, as well as against demands of the future, in a book service leaders around the world will use as a guide for years to come. The authors cover every aspect of optimal service leadership: the best hiring, training, and workplace organization practices; the creation of operating strategies around areas such as facility design, capacity planning, queue management, and more; the use - and misuse - of technology in delivering top-level service; and practices that can transform loyal customers into "owners." Looking ahead, the authors describe the world of great service leaders in which "both/and" thinking replaces trade-offs. It's a world in which new ideas will be tested against the sine qua non of the "service trifecta" - wins for employees, customers, and investors. And it's a world in which the best leaders admit that they don't have the answers and create organizations that learn, innovate, "sense and respond," operate with fluid boundaries, and seek and achieve repeated strategic success. Using examples of dozens of companies in a wide variety of industries, such as Apollo Hospitals, Châteauform, Starbucks, Amazon, Disney, Progressive Insurance, the Dallas Mavericks, Whole Foods, IKEA, and many others, the authors present a narrative of remarkable successes, unnecessary failures, and future promise. -- from dust jacket
The contribution of culture to organizational performance is substantial and quantifiable. In The Culture Cycle , renowned thought leader James Heskett demonstrates how an effective culture can account for 20-30% of the differential in performance compared with "culturally unremarkable" competitors. Drawing on decades of field research and dozens of case studies, Heskett introduces a powerful conceptual framework for managing culture, and shows it at work in a real-world setting. Heskett's "culture cycle" identifies cause-and-effect relationships that are crucial to shaping effective cultures, and demonstrates how to calculate culture's economic value through "Four Rs": referrals, retention, returns to labor, and relationships. This A follow-up to the classic Corporate Culture and Performance (authored by Heskett and John Kotter), this is the next indispensable book on organizational culture. "Heskett (emer., Harvard Business School) provides an exhaustive examination of corporate policies, practices, and behaviors in organizations." Summing Recommended. Reprinted with permission from CHOICE, copyright by the American Library Association.
Uspořádání knihy je paralelní s doplňujícím svazkem "Učebnice managementu služeb", jenž obsahuje hlubší studie případů mnoha
firem, o kterých se zde zmiňujeme. Tato kniha vyjadřuje hluboké přesvědčení. Je to naše přesvědčení, ale bylo ovlivněno a živeno
manažery, kteří je pro rozvoj průkopnických služeb považují za podstatné.
Die "Strategische Dienstleistungsvision" ist ein Konzept, das erfolgreiche Manager im Dienstleistungssektor leitet. Es bietet einen strukturierten Plan zur Gründung neuer Unternehmen und zur Umsetzung innovativer Ideen. Das Buch beleuchtet die Herausforderungen und Chancen in einem dynamischen Umfeld, in dem Führungskräfte agieren. Angesichts des Wachstums im Dienstleistungssektor und der steigenden Zahl von Führungskräften in diesem Bereich, vermittelt der Autor wertvolle Erkenntnisse und Praktiken, die von den erfolgreichsten Akteuren der Branche abgeleitet sind.
InhaltsverzeichnisEinführung.Erstes Kapitel Eine strategische Dienstleistungsvision: Die Grundelemente.Zweites Kapitel Eine strategische Dienstleistungsvision: Integrative Elemente.Drittes Kapitel Wettbewerbsvorteile durch den optimalen Einsatz von Positionierungsstrategien.Viertes Kapitel Das Dienstleistungskonzept: Die Produktlinie.Fünftes Kapitel Strategische Grundlagen: Die Produktivität der Leistung.Sechstes Kapitel Strategische Grundlagen: Markteintrittsbarrieren als wettbewerbspolitisches Instrument.Siebtes Kapitel Der Mensch und die Unternehmenskultur.Achtes Kapitel Der Internationale Dienstleistungsverkehr.Neuntes Kapitel Zukunftsperspektiven im Dienstleistungsgewerbe.Zehntes Kapitel Schlußbetrachtung.Anhang A Wachstum und wirtschaftliche Bedeutung des Dienstleistungssektors.Anhang B Die Auswirkungen der Aktivitäten des Dienstleistungsgewerbes auf Wirtschaft und Gesellschaft.Anhang C Produktivität.Stichwortverzeichnis.
