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