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Dieses Buch handelt von den Dingen, die der erfolgreiche Manager im
Dienstleistungs gewerbe weiB und tut. Es handelt von einem Konzept,
das ich als "Strategische Dienst leistungsvision" bezeichnet habe -
einem logisch aufgebauten Plan fUr den Aufbau neuer Unternehmen und
die praktische Umsetzung von unternehmerischen Ideen. Und nicht
zuletzt geht es auch urn das sich stiindig wandelnde Umfeld, in dem
die Ftihrungskraft im Betrieb agiert. Parallel zum Aufwartstrend,
den der Dienstleistungssektor zu verzeichnen hat, steigt auch die
Zahl der Ftihrungskriifte in diesem Bereich in allen
Industrieliindern der Welt und ist inzwischen sogar groBer als in
der gtiterverarbeitenden Industrie. Daher beschaf tigt sich dieses
Buch in einem gewissen Sinne auch mit den Dingen, die jeder Manager
von den erfolgreichsten Praktikern im wachstumsintensivsten
Wirtschaftszweig der Welt - der Dienstleistungsindustrie - lernen
kann. 1 In einer bahnbrechenden wissenschaftlichen Arbeit beschrieb
Colin Clark den Ubergang einer Volkswirtschaft von der
vorindustriellen tiber die industrielle zur postindustrieHen Phase.
Er unterteilte die wirtschaftlichen Aktivitaten in drei Sektoren:
den Primiirsektor (Landwirtschaft), den Sekundiirsektor (Industrie)
und den Tertiiirsektor (Dienstleistun gen). Inzwischen ist es so,
daB der Tertiiirsektor alle Wirtschaftsaktivitaten abdeckt, die
nicht von den anderen beiden Teilbereichen vereinnahmt werden. Und
die Erben von Clarks Gedankengut haben es mit einer ganzen Ftille
von hOchst unterschiedlichen Spar ten zu tun, die sich vom Bereich
der gtiterverarbeitenden Industrie zum Teil nur graduell abheben."
James Heskett, Earl Sasser, and Leonard Schlesinger reveal powerful
new evidence that paying close attention to the employee-customer
relationship will enable any organization to be a low-cost provider
and achieve superior results -- proving that you can have it all, a
goal thought inadvisable just a few short years ago. At the heart
of this bold assertion is the authors' indisputable conclusion
supported by thirty-one years of groundbreaking research: today's
employee satisfaction, loyalty, and commitment strongly influences
tomorrow's customer satisfaction, loyalty, and commitment and
ultimately the organization's profit and growth -- a quantifiable
set of associations the authors call the value profit chain. In
what may be the most far-reaching study ever undertaken of the
strategic importance of the employee-customer relationship,
Heskett, Sasser, and Schlesinger offer profound new insights into
the life-long value of both employees and customers and the
increasingly important concept of employee-relationship management.
Readers will discover how organizations as diverse as aluminum
maker Alcoa, travel agency Rosenbluth International, and the Willow
Creek Community Church treat employees like customers (in the case
of Willow Creek, volunteers as well). Conversely, the authors show
how advertising agency Merkley Newman Harty and financial services
provider ING Direct treat customers like employees, pursuing the
ones they want most. At the Vanguard Group, Cisco Systems, and
Southwest Airlines, both practices are common. The authors explain
how these organizations and many others -- whether large or small,
public or private, or not-for-profit -- achieve profitability and
growth or the equivalent by leveraging results and process quality
to deliver differentiated products and services at the lowest cost.
Timely, essential, and important reading, The Value Profit Chain
should be readily accessible on the desk of every forward-thinking
manager.
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.
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