Página InicialGruposDiscussãoMaisZeitgeist
Pesquisar O Sítio Web
Este sítio web usa «cookies» para fornecer os seus serviços, para melhorar o desempenho, para analítica e (se não estiver autenticado) para publicidade. Ao usar o LibraryThing está a reconhecer que leu e compreende os nossos Termos de Serviço e Política de Privacidade. A sua utilização deste sítio e serviços está sujeita a essas políticas e termos.

Resultados dos Livros Google

Carregue numa fotografia para ir para os Livros Google.

A carregar...

Service Breakthroughs: Changing the Rules of the Game

por James L. Heskett

MembrosCríticasPopularidadeAvaliação médiaDiscussões
53Nenhum(a)483,823 (5)Nenhum(a)
What Do Citicorp, UPS and Marriott have in common? They are "breakthrough" service providers, firms that changed the rules of the game in their respective industries by consistently meeting or exceeding customer needs and expectations. To find out how these companies do it, service management experts James Heskett, Earl Sasser, and Christopher Hart put the question to the chief executive officers of fifteen of America's leading service firms attending a workshop at the Harvard Business School. Breakthrough leaders, they discovered, think very differently about their businesses than do their competitors, in distinct and well-defined ways. Now, in Service Breakthroughs, based upon five years of exhaustive research in fourteen service industries, Heskett, Sasser, and Hart show exactly what enables one or two companies in each industry to constantly set new standards for quality and value that force competitors to adapt or fail. At the heart of breakthrough performance, the authors contend, is a sometimes intuitive but thorough understanding of the "self-reinforcing service cycle" that replaces traditional management of "trade-offs." The "cycle" is a paradigm derived from the research results suggesting direct links between heightened customer satisfaction, increased customer retention, augmented sales and profit, improved quality and productivity, greater service value per unit of cost, improved satisfaction of service providers, increased employee retention, and further heightened customer satisfaction. With detailed examples and dramatic case studies of Mark Twain Bancshares, American Airlines, Florida Power & Light, Federal Express, McDonald's and many other companies, Heskett, Sasser, and Hart show how this self-reinforcing cycle of behavior differentiates breakthrough leaders from their "merely good" competitors. The authors describe how breakthrough managers develop counterintuitive, even contrarian, strategic service visions. These companies define their "service concept" in terms of results achieved for customers rather than services performed. They target market segments by focusing on psychographics -- how customers think and behave -- instead of demographics. And instead of viewing a service delivery system as a facility where the service is producted and sold, breakthrough firms see it as an opportunity to enhance the quality of the service. These profound differences in thought and action have brought spectacular results. For managers who wish to set the pace in their service industries, Service Breakthroughs will be essential reading.… (mais)
Nenhum(a)
A carregar...

Adira ao LibraryThing para descobrir se irá gostar deste livro.

Ainda não há conversas na Discussão sobre este livro.

Sem comentários
sem críticas | adicionar uma crítica
Tem de autenticar-se para poder editar dados do Conhecimento Comum.
Para mais ajuda veja a página de ajuda do Conhecimento Comum.
Título canónico
Título original
Títulos alternativos
Data da publicação original
Pessoas/Personagens
Locais importantes
Acontecimentos importantes
Filmes relacionados
Epígrafe
Dedicatória
Primeiras palavras
Informação do Conhecimento Comum em inglês. Edite para a localizar na sua língua.
Outstanding service organizations are managed differently from their merely good competitors.
Citações
Últimas palavras
Nota de desambiguação
Editores da Editora
Autores de citações elogiosas (normalmente na contracapa do livro)
Língua original
DDC/MDS canónico
LCC Canónico

Referências a esta obra em recursos externos.

Wikipédia em inglês

Nenhum(a)

What Do Citicorp, UPS and Marriott have in common? They are "breakthrough" service providers, firms that changed the rules of the game in their respective industries by consistently meeting or exceeding customer needs and expectations. To find out how these companies do it, service management experts James Heskett, Earl Sasser, and Christopher Hart put the question to the chief executive officers of fifteen of America's leading service firms attending a workshop at the Harvard Business School. Breakthrough leaders, they discovered, think very differently about their businesses than do their competitors, in distinct and well-defined ways. Now, in Service Breakthroughs, based upon five years of exhaustive research in fourteen service industries, Heskett, Sasser, and Hart show exactly what enables one or two companies in each industry to constantly set new standards for quality and value that force competitors to adapt or fail. At the heart of breakthrough performance, the authors contend, is a sometimes intuitive but thorough understanding of the "self-reinforcing service cycle" that replaces traditional management of "trade-offs." The "cycle" is a paradigm derived from the research results suggesting direct links between heightened customer satisfaction, increased customer retention, augmented sales and profit, improved quality and productivity, greater service value per unit of cost, improved satisfaction of service providers, increased employee retention, and further heightened customer satisfaction. With detailed examples and dramatic case studies of Mark Twain Bancshares, American Airlines, Florida Power & Light, Federal Express, McDonald's and many other companies, Heskett, Sasser, and Hart show how this self-reinforcing cycle of behavior differentiates breakthrough leaders from their "merely good" competitors. The authors describe how breakthrough managers develop counterintuitive, even contrarian, strategic service visions. These companies define their "service concept" in terms of results achieved for customers rather than services performed. They target market segments by focusing on psychographics -- how customers think and behave -- instead of demographics. And instead of viewing a service delivery system as a facility where the service is producted and sold, breakthrough firms see it as an opportunity to enhance the quality of the service. These profound differences in thought and action have brought spectacular results. For managers who wish to set the pace in their service industries, Service Breakthroughs will be essential reading.

Não foram encontradas descrições de bibliotecas.

Descrição do livro
Resumo Haiku

Current Discussions

Nenhum(a)

Capas populares

Ligações Rápidas

Avaliação

Média: (5)
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5 1

É você?

Torne-se num Autor LibraryThing.

 

Acerca | Contacto | LibraryThing.com | Privacidade/Termos | Ajuda/Perguntas Frequentes | Blogue | Loja | APIs | TinyCat | Bibliotecas Legadas | Primeiros Críticos | Conhecimento Comum | 203,242,028 livros! | Barra de topo: Sempre visível