Please enable JavaScript.
Coggle requires JavaScript to display documents.
Chapter 15 Building a World Class Service Organization - Coggle Diagram
Chapter 15 Building a World Class Service Organization
The four levels of service performance
Service Losers
Bottom of the barrel from both customer and managerial perspectives
Customers patronize them because there is no viable alternative
New technology introduced only under duress; uncaring workforce
Service Nonentities
Dominated by a traditional operations mindset
Unsophisticated marketing strategies
Consumers neither seek out nor avoid them
Service Professionals
Clear market positioning strategy
Customers within target segment(s) seek them out
Research used to measure customer satisfaction
Operations and marketing work together
Proactive, investment-oriented approach to HRM
Service Leaders
The crème da la crème of their respective industries
Names synonymous with outstanding service, customer delight
Service delivery is seamless process organized around customers
Employees empowered and committed to firm’s values and goals
Transforming a service firm from a service loser to a service leader
Firms can move either up or down the performance ladder
Organizations that are devoted to satisfying their current customers may miss important shifts in the marketplace
Companies defending their control of their competitive edge may have encouraged competitors to find higher-performing alternatives
Organizations with a service-oriented culture may turn otherwise as a result of a merger or acquisition that brings in new leaders who emphasize short-term profits
The long-term impact of customer centricity on profitability and shareholder value
Research shows that creating more value for the customer creates more value for the firm’s owners.
Satisfied customers improve the level and the stability of cash flow
Becoming a service champion requires a long-term perspective.