What Great Service Leaders Know and Do
James L. Heskett更新时间：2019-09-20 12:11:07
最新章节：ABOUT THE AUTHORS封面
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Introduction
THE RISE OF THE SERVICE SECTOR
REALIZING THE SERVICE TRIFECTA
THE ORGANIZATION OF THE BOOK
WHAT GREAT SERVICE LEADERS KNOW AND DO
CHAPTER 1 Leading a Breakthrough Service Is Different
WHAT IS A BREAKTHROUGH SERVICE?
WHAT GREAT SERVICE LEADERS UNDERSTAND: THE "RIGHT SERVICE ENCOUNTER"
WHAT GREAT SERVICE LEADERS DO
FIT THE STRATEGY TO THE SERVICE TYPE (OR DON'T)
LET'S GET DOWN TO BASICS
CHAPTER 2 Shaping Service Strategies That Deliver Results
IKEA'S STRATEGIC SERVICE VISION
A STRATEGIC SERVICE VISION FOR EMPLOYEES: THE INTERNAL BRAND
EMPLOYEE VALUE EQUATION
THE STRATEGIC SERVICE VISION APPLIED TO MANUFACTURING
DURABILITY OF THE STRATEGIC SERVICE VISION FRAMEWORK
LOOKING AHEAD
CHAPTER 3 Designing Operating Strategies That Support the Service Vision
GREAT SERVICE LEADERS PRACTICE BOTH/AND THINKING
THE SERVICE PROFIT CHAIN AND THE SEARCH FOR DEEP INDICATORS
THE PATH TO BOTH/AND SERVICE SUCCESS
WHAT FIELD-BASED STUDIES TELL US
THE SPREAD OF SERVICE PROFIT CHAIN THINKING
ROADBLOCKS TO SERVICE PROFIT CHAIN IMPLEMENTATION
THE SERVICE PROFIT CHAIN AS A WAY OF LIFE
CHAPTER 4 Creating and Capitalizing on Internal Quality—“A Great Place to Work”
THE VALUE OF WORKPLACE QUALITY AT THE VANGUARD GROUP
ALIGN MISSION CULTURE AND EXPECTATIONS
HOW THE PROS MAINTAIN GREAT PLACES TO WORK
WILL HIGH-RETENTION STRATEGIES FOR SERVICE GAIN MORE FAVOR IN THE FUTURE?
CHAPTER 5 The Nuts and Bolts of Breakthrough Service Operations
EVALUATE SOURCES OF LEVERAGE AND EDGE: THE SERVICE TRIFECTA REDUX
DEVELOP OPERATING STRATEGIES FOR TACTICAL AND STRATEGIC ADVANTAGE
CREATE WIN-WIN-WIN EDGE
CAPITALIZE ON CO-CREATION BY CUSTOMERS AND EMPLOYEES
SUBSTITUTE THE SERVICE TRIFECTA FOR TRADE-OFFS
CHAPTER 6 Develop Winning Support Systems
TECHNOLOGY AND THE STARBUCKS EXPERIENCE
THE SERVICE TECHNOLOGY SPECTRUM
Enhance Quality and Productivity
TECHNOLOGY AND EDGE
TECHNOLOGY AND SERVICE CO-CREATION
REMOTELY PERFORMED SERVICES AND THE INTERNET OF THINGS
Remotely Performed Educational Services
DESIGNING NETWORKS: MANAGE THE COST/VALUE CURVE
FACILITIES DESIGN: CREATE THE SERVICESCAPE FOR THE SERVICE ENCOUNTER
BACK TO STARBUCKS: TECHNOLOGY GONE AWRY
LOOKING AHEAD
THE ULTIMATE TEST
CHAPTER 7 Services Marketing: Foster Customer Ownership
WHAT HAPPENS WHEN CUSTOMERS BECOME OWNERS
THE OWNERSHIP CURVE
DEVELOP CUSTOMERS AS OWNERS
CUSTOMER LIFETIME VALUE: TRANSFORMING MARKETING EFFORT
MAXIMIZE BENEFITS FROM LISTENING POSTS
REDUCE CUSTOMERS' PERCEIVED RISK: THE SERVICE GUARANTEE
REAP THE ULTIMATE BENEFIT OF LISTENING: NEW STRATEGIC DIRECTIONS
THE CHANGING FACE OF SERVICES MARKETING
A LOOK TO THE FUTURE
CHAPTER 8 Leading for the Future of Services
CHANGING THE RULES OF THE GAME
DELIVERING INNOVATIVE RESULTS GLOBALLY
TESTING THE BOUNDARIES OF THE LEARNING ORGANIZATION
CURRENT QUESTIONS FOR ASPIRING LEADERS OF THE FUTURE OF SERVICES
THE PRIMARY LEADERSHIP TASK: NURTURE A LEARNING ORGANIZATION
WHAT ABOUT SERVICE PRODUCTIVITY QUALITY AND WORKPLACE GAPS?
EPILOGUE One Last Story
A FINAL WORD
APPENDIX Service Trends and Take-Aways
ACKNOWLEDGMENTS
INDEX
ABOUT THE AUTHORS
更新时间：2019-09-20 12:11:07