000 01945nam a2200217Ia 4500
003 NULRC
005 20250520100552.0
008 250520s9999 xx 000 0 und d
020 _a684832569
040 _cNULRC
050 _aHF 5415.5 .H47 1997
100 _aHeskett, James L.
_eauthor
245 4 _aThe Service profit chain :
_bhow leading companies link profit and growth to loyalty, satisfaction, and value /
_cJames L. Heskett
260 _aNew York :
_bN.Y. Free Press,
_cc1997
300 _axvii, 301 pages :
_billustrations ;
_c25 cm.
504 _aIncludes bibliographical references and index.
505 _a1. Setting the Record Straight -- 2. Capitalizing on the Serice Profit Chain -- 3. Managing by the Customer Value Equation -- 4. Rethinking Marketing: Building Customer Loyalty -- 5. Attaining Total Customer Satisfaction: Not Whether but When -- 6. Managing the Customer-Employee "Satisfaction Mirror" -- 7. Building a Cycle of Capability -- 8. Developing Processes That Deliver Value -- 9. Designing Service Delivery Systems That Drive Quality, Productivity, and Value -- 10. Attaining Total Customer Satisfaction: Doing Things Right the Second Time -- 11. Measuring for Effective Management -- 12. Reengineering the Service Organization for Capability: Gains and Pains -- 13. Leading and Living Service Profit Chain Management -- 14. Auditing Service Profit Chain Management Success.
520 _aWhy are a select few service firms better at what they do - year in and year out - than their competitors? James L. Heskett, W. Earl Sasser, Jr. and Leonard A. Schlesinger reveal that leading companies stay on top by managing the service profit chain. Based on five years of research, the authors show how managers employ a quantifiable set of relationships that directly links profit and growth to not only customer loyalty and satisfaction, but to employee loyalty.
650 _aPERSONNEL MANAGEMENT
942 _2lcc
_cBK
999 _c8183
_d8183