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Produktbild: The Service Profit Chain

The Service Profit Chain How Leading Companies Link Profit and Growth to Loyalty, Satisfaction, and Value

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Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

10.04.1997

Verlag

Simon and Schuster UK

Seitenzahl

320

Maße (L/B/H)

15,6/23,7/3 cm

Gewicht

496 g

Sprache

Englisch

ISBN

978-0-684-83256-2

Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

10.04.1997

Verlag

Simon and Schuster UK

Seitenzahl

320

Maße (L/B/H)

15,6/23,7/3 cm

Gewicht

496 g

Sprache

Englisch

ISBN

978-0-684-83256-2

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

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  • Produktbild: The Service Profit Chain

  • Contents

    Preface

    PART I: THE SERVICE PROFIT CHAIN A RATIONALE FOR EXCELLENCE

    1. Setting the Record Straight

    A World of Misleading Advice

    Too Much Advice out of Context

    The Tyranny of the Tradeoff

    Emphasis on Symptoms vs. Causes

    The "Trivialization" of Service

    Fixation on Service Process Quality

    The Service Profit Chain and Our Search for Evidence

    Heskett and the Strategic Service Vision

    Sasser and Customer Loyalty

    Schlesinger and Determinants of Employee and Customer Loyalty

    The Service Profit Chain

    The Centrality of Value

    Quality as One Element of Value

    Price

    Results, Costs, Price, Value, and Profit

    Relationship to Service Profit Chain

    What Difference Does It Make?

    Spreading the Word

    2. Capitalizing on the Service Profit Chain

    The Service Profit Chain

    Managing for Results at Southwest Airlines and American Express

    Profit and Growth Are Linked to Customer Loyalty

    Customer Loyalty Is Linked to Customer Satisfaction

    Customer Satisfaction Is Linked to Service Value

    Service Value Is Linked to Employee Productivity

    Employee Productivity Is Linked to Loyalty

    Employee Loyalty Is Linked to Employee Satisfaction

    Employee Satisfaction Is Linked to Internal Quality of Work Life

    Comprehensively Relating Links in the Chain

    Implications of the Service Profit Chain for Management

    Measuring Across Operating Units

    Communicating Results of the Self-Appraisal

    Developing a "Balanced Scorecard"

    Designing Efforts to Enhance Performance

    Tying Recognition and Rewards to Measures

    Communicating Results

    Encouraging Internal "Best Practice" Exchanges

    Questions for Management

    Getting on with the Job: An Important Caveat

    3. Managing by the Customer Value Equation

    The Customer Value Equation

    Results Produced for Customers

    Process Quality

    Price and Acquisition Costs

    Customer Value Equation Relationships

    Managing by the Customer Value Equation: What It Requires

    USAA

    British Airways

    Requirements of Those Who Manage by the Customer Value Equation

    Linking the Strategic Service Vision and the Service Profit Chain

    Questions for Management

    PART II: BUILDING PROFIT CHAIN CAPABILITY

    4. Rethinking Marketing: Building Customer Loyalty

    Defining the "New" Marketing: Adding the Three Rs to the Four Ps

    Estimating the Lifetime Value of a Customer

    Retention

    Related Sales of New Products and Services

    Referrals

    Managing by the Three Rs

    Measuring and Communicating the Lifetime Value of Customers

    Identifying, Creating, and Enhancing Listening Posts

    Recognizing and Creating Incentives to Build Customer Loyalty

    Utilizing Customer Defections as Learning Opportunities Potential-Based Marketing

    Identifying Share of Loyal Customers

    Calculating Economic Impact of Customer Behavior Change

    Lengthening Customer Relationships

    Overall Impact of Potential-based Marketing

    Implementing a Potential-based Marketing Effort

    Mining Customer Data to Achieve Mass Customization

    Achieving Mass Customization on a "Vertical" Data base

    Achieving Mass Customization on a "Horizontal" Data base

    Organizational Implications of the New Marketing

    Questions for Management

    5. Attaining Total Customer Satisfaction: Not Whether but When

    The Xerox Experience

    The Total Customer Satisfaction Imperative

    Relationship of Customer Satisfaction and Loyalty

    Relationship of Customer Satisfaction and Profitability

    Total Satisfaction for Captive Customers

    The Importance of Focus

    The Tyranny of Averages

    Satisfying Targeted Segments

    The Ultimate Source of Focus: Affinity Groups

    Measuring Customer Satisfaction and Loyalty

    Customer Surveys

    Customer Feedback

    Marketing Research

    Feedback from Frontline Personnel

    Complementarity of Methods

    Addressing Customer Satisfaction at the Limits: Apostles and Terrorists

    The Economics of the Extreme

    Investing in Existing versus New Customers

    Creating Terrorists as a By-Product of Focus

    Meanwhile, Back at Xerox

    Questions for Management

    Understanding Determinants of Customer Satisfaction

    6. Managing the Customer-Employee "Satisfaction Mirror"

    The Service Encounter

    Evidence of the "Satisfaction Mirror"

    Why the Satisfaction Mirror Occurs

    Preventing Cracks in the Mirror

    From Service Encounter to Relationship

    Factors Creating the Successful Service Encounter

    Achieving Consistency in Service Encounters

    Enlisting the Customer in Relationship Building

    Engineering an Organization for Customer Relationships

    Developing the Service Relationship Triangle

    Identifying Relationship-Critical Jobs

    Dedicated Servers or Not?

    Service Teams or Not?

    Questions for Management

    7. Building a Cycle of Capability

    Frontline Frustration

    Capability Defined

    Hiring for Attitudes First, Skills Second

    The Bugs Burger Method

    Selection by "Life Themes"

    Substituting Self-Selection for Selection

    Involving Customers in the Process

    Serving Customers Who Qualify

    Designing Training as Both Ends and Means

    Providing Latitude and Limits

    The Traditional View

    The Nontraditional View

    Investing in Support Systems

    Information and Communication Technology

    Facilities

    Methods and Materials

    Field Quality Control "Safety Nets"

    Service Guarantees

    Latitude to Fire Customers

    Providing Consistent Reward and Recognition

    Fitting the Elements Together

    Questions for Management

    Concluding Comments

    8. Developing Processes That Deliver Value

    Basic Tenets of Process Design That Yield Value

    The World's Best Hospital

    The World's Best Dinner Show Value

    America's First Deming Prize Winner

    Formation of Quality Improvement Teams

    Development of The Process

    Policy Deployment

    Quality in Daily Work

    Important Techniques for Process Improvement

    Service Mapping

    Pareto Analyses

    Cause-and-Effect (Fishbone) Diagramming

    Other Process Steps

    Translating Techniques into Results

    Value Enhancement versus Quality Improvement Process

    Questions for Management

    9. Designing Service Delivery Systems That Drive Quality, Productivity, and Value

    Developing Single-Facility Service Delivery Systems

    Planning System Designs for the Right Amount of Employee Latitude

    Controlling Customer Behavior

    The Ultimate Customer Control Strategy: Self-Service

    Managing Information Support Systems to Enhance Customer Loyalty and Sales

    Providing Process "Visibility"

    Preventing Service Errors

    Developing and Managing Multisite Networks

    Network Characteristics

    Factors in Network Design

    Degree of Support for Operating Strategy

    Need for Interconnectedness

    Need for Standardization

    Latitude Allowed Site Managers: Preserving the Core

    Delivering Services Globally

    The Target Market and the Need for Customization

    "Total Experience" Services

    Culturally Sensitive Services

    Incorporating Franchising into the Strategy

    "Employing" Franchisees

    "Enfranchising" Employees

    Questions for Management

    10. Attaining Total Customer Satisfaction: Doing Things Right the Second Time

    Doing It Right the First and Second Time

    Getting Customers to Complain: The British Airways Experience

    The Problem

    Some Responses

    External and Internal Service Contracting

    Customer Service Contracting

    Internal Service Contracting

    Supplier Service Contracting

    Service Guarantees

    Questions in Guarantee Design

    What's the Primary Purpose?

    Internal Guarantees

    Impact on Suppliers

    The Economics of Service Guarantees

    Putting Guarantees in Context

    Service Recovery: A Case for Capability

    The Service Recovery Payoff

    Questions for Management

    11. Measuring for Effective Management

    Estimating the Lifetime Value of a Customer

    Fitting Measurement to the Business

    Fitting Measurement to Purpose: Relevance

    The Xerox Experience

    The AT&T Universal Card Experience

    Taking Process into Account

    Determining the Form in Which Results Will Be Transmitted

    Other Criteria for Evaluating Measures and Methods

    Designing the Balanced Scorecard

    Questions for Management

    PART III: PUTTING IT ALL TOGETHER

    12. Reengineering the Service Organization for Capability: Gains and Pains

    The Theory of Managing Change

    Organization Reengineering without a Crisis

    John Martin and Taco Bell

    Actions

    Gains

    Pains

    William Bratton and the NYPD

    Actions

    Gains

    Pains

    Arthur Martinez and Sears

    Actions

    Gains

    Pains

    Putting Organization Reengineering in Context

    Applying Cosmetics

    Picking Movers and Shakers

    Creating a Sense of Urgency

    Choosing the Theme and Vehicle

    Preparing People

    Getting the Facts Straight and Fast

    Restructuring the Organization

    Undertaking New Initiatives

    Widening the Competitive Gap: Sustaining Effort

    Observations

    Questions for Management

    13. Leading and Living Service Profit Chain Management

    Service Profit Chain Leadership at Wal-Mart

    Service Profit Chain Leadership at Southwest Airlines

    Leading Service Profit Chain Management

    What Service Profit Chain Leaders Do: Supplying the "Extras"

    Believing in and Communicating the Basics

    Putting Employees First

    Investing in Customers

    Maintaining Measures and Rewards That Influence Behavior

    Communicating the Message

    Linking Organization Culture, Performance, and the Service Profit Chain

    Questions for Management

    14. Auditing Service Profit Chain Management Success

    Leadership = Focus

    Strategic Service Vision = Positioning, Leverage, and Consistency

    Service Profit Chain = Value, Satisfaction, and Loyalty

    Profit Model = Value to Customers versus Costs to Providers

    Performing the Service Profit Chain Management Audit

    Identifying the Organizational Limit

    Assessing Importance

    Assessing Current Practice

    Measuring the Gaps

    Establishing Priorities and Taking Action

    A Final Word

    Notes

    Index

    About the Authors