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What Great Service Leaders Know and Do
最新章節(jié):
ABOUT THE AUTHORS
Theauthorscovereveryaspectofoptimalserviceleadership:thebesthiring,training,andworkplaceorganizationpractices,andmore,theauthorsdescribetheworldofgreatserviceleadersinwhichboth/andthinkingreplacestrade-offs.
目錄(77章)
倒序
- 封面
- 版權(quán)信息
- 贊譽(yù)
- 獻(xiàn)詞
- 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 更新時間:2019-09-20 12:11:07
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