Preface -- Introduction -- Integrating service quality and productivity strategies -- What is a service quality? -- Identifying and correcting service quality problems -- Measuring service quality -- Soft and hard service quality measures -- Learning from customer feedback -- Hard measures of service quality -- Tools to analyze and address service quality problems -- Return on quality -- Defining and measuring productivity -- Improving service productivity -- Conclusion -- Summary -- Endnotes

In this pathbreaking book, world-renowned Harvard Business School service firm experts James L. Heskett, W. Earl Sasser, Jr. and Leonard A. Schlesinger reveal that leading companies stay on top by managing the service profit chain. Why are a select few service firms better at what they do -- year in and year out -- than their competitors? For most senior managers, the profusion of anecdotal "service excellence" books fails to address this key question. Based on five years of painstaking research, the authors show how managers at American Express, Southwest Airlines, Banc One, Waste Management, USAA, MBNA, Intuit, British Airways, Taco Bell, Fairfield Inns, Ritz-Carlton Hotel, and the Merry Maids subsidiary of ServiceMaster employ a quantifiable set of relationships that directly links profit and growth to not only customer loyalty and satisfaction, but to employee loyalty, satisfaction, and productivity. The strongest relationships the authors discovered are those between (1) profit and customer loyalty; (2) employee loyalty and customer loyalty; and (3) employee satisfaction and customer satisfaction. Moreover, these relationships are mutually reinforcing; that is, satisfied customers contribute to employee satisfaction and vice versa. Here, finally, is the foundation for a powerful strategic service vision, a model on which any manager can build more focused operations and marketing capabilities. For example, the authors demonstrate how, in Banc One's operating divisions, a direct relationship between customer loyalty measured by the "depth" of a relationship, the number of banking services a customer utilizes, and profitability led the bank to encourage existing customers to further extend the bank services they use. Taco Bell has found that their stores in the top quadrant of customer satisfaction ratings outperform their other stores on all measures. At American Express Travel Services, offices that ticket quickly and accurately are more profitable than those which don't. With hundreds of examples like these, the authors show how to manage the customer-employee "satisfaction mirror" and the customer value equation to achieve a "customer's eye view" of goods and services. They describe how companies in any service industry can (1) measure service profit chain relationships across operating units; (2) communicate the resulting self-appraisal; (3) develop a "balanced scorecard" of performance; (4) develop a recognitions and rewards system tied to established measures; (5) communicate results company-wide; (6) develop an internal "best practice" information exchange; and (7) improve overall service profit chain performance. What difference can service profit chain management make? A lot. Between 1986 and 1995, the common stock prices of the companies studied by the authors increased 147%, nearly twice as fast as the price of the stocks of their closest competitors. The proven success and high-yielding results from these high-achieving companies will make The Service Profit Chain required reading for senior, division, and business unit managers in all service companies, as well as for students of service management.

Here is an in-depth guide to the most powerful available benchmarking technique for improving service organization performance — Data Envelopment Analysis (DEA). The book outlines DEA as a benchmarking technique, identifies high cost service units, isolates specific changes for elevating performance to the best practice services level providing high quality service at low cost and most important, it guides the improvement process.

In recent years, globalization and the expansion of information technologies have reshaped managerial practices, forcing multinational firms to adjust business practices to different environments and domestic companies to adjust to their foreign competitors. In International Differences in the Business Practices and Productivity of Firms, a distinguished group of contributors examines the phenomenon of widespread differences in managerial practices across firms, establishments within firms, and countries. This volume brings together eight studies that combine qualitative and quantitative insider analysis of business practices such as the use of teams, incentive pay, lean manufacturing, and quality control, revealing the elements that determine which practices are adopted and why. International Differences in the Business Practices and Productivity of Firms offers a much-needed model for measuring the productivity and performance of international firms in a fast-paced global economy.

This e-book discusses and contributes to the further development of the theory of attractive quality, often referred to as the Kano model. The theory of attractive quality was introduced to the Western world through the 1984 paper entitled OC Attractive Quality and Must-Be QualityOCO by Professor Noriaki Kano and his colleagues (Kano et al., 1984). This e-book aims to encourage research on the theory of attractive quality to enter a new phase of development. It especially calls for empirical investigations into the use and application of the Kano model and theoretical development of the theory of attractive quality. This e-book spans a wide range of topics, from further extensions of the Kano methodology and new approaches to the classification of quality attributes, to lifecycles of quality attributes and the theory of attractive quality."