000			05789cam a2200565 i 4500
001			u12163
003			SA-PMU
005			20210418125059.0
008			150430s2015 caua b 001 0 eng
010			_a 2015016144
040			_aDLC _beng _erda _cDLC _dBTCTA _dBDX _dOCLCF _dCLE _dYDXCP _dCDX _dS3O _dTWS _dOCLCQ _dGYG _dWEX _dPBF _dOCLCO _dSFR
019			_a919295423 _a927388882
020			_a9781626565845 _q(hardcover)
020			_a1626565848 _q(hardcover)
035			_a(OCoLC)907102180 _z(OCoLC)919295423 _z(OCoLC)927388882
037			_bIngram Pub Services, Attn: Benton Tatum 1 Ingram Blvd, LA Vergne, TN, USA, 37086 _nSAN 631-8630
042			_apcc
050	0	0	_aHF5415.5 _b.H474 2015
082	0	0	_a658.4/092 _223
100	1		_aHeskett, James L.
245	1	0	_aWhat great service leaders know and do : _bcreating breakthroughs in service firms / _cJames L. Heskett, W. Earl Sasser Jr., Leonard A. Schlesinger.
250			_aFirst edition.
264		1	_aOakland, CA : _bBerrett-Koehler Publishers, Inc., _c[2015]
300			_aviii, 275 pages : _billustrations ; _c24 cm
336			_atext _btxt _2rdacontent
337			_aunmediated _bn _2rdamedia
338			_avolume _bnc _2rdacarrier
490	1		_aA BK business book
504			_aIncludes bibliographical references (pages 247-258) and index.
505	0		_a1. Leading a breakthrough service is different -- What great service leaders know: leading a breakthrough service is different -- What great service leaders do: they take steps to ensure repeated memorable service encounters -- 2. Shaping service strategies that deliver results -- What great service leaders know: customers buy results and values, not services or products -- What great service leaders do: they focus on results and value, as well as on the employee and customer value equations that produce them -- 3. Designing operating strategies that support the service vision -- What great service leaders know: the best service operating strategies don't require trade-offs -- What great service leaders do: they foster both/and thinking in designing winning operating strategies -- 4. Creating and capitalizing on internal quality -- "A great place to work" -- What great service leaders know: great service starts with the frontline employee -- What great service leaders do: they hire for attitude, train for skills -- 5. The nuts and bolts of breakthrough service operations -- What great service leaders know: effective service operating strategies have to create value for employees, customers, and investors -- What great service leaders do: they ensure the achievement of the leverage and edge that produces win-win-win results -- the service trifecta -- 6. Develop winning support systems -- What great service leaders know: the best uses of technology and other support systems create frontline service heroes and heroines -- What great service leaders do: they use support systems to elevate important service jobs and eliminate the worst ones -- 7. Services marketing: Foster customer ownership -- What great service leaders know: satisfying customers is not enough -- What great service leaders do: they take steps to develop a core of customers who are owners -- 8. Leading for the future of services -- What great service leaders know: their current beliefs about the future of services are wrong -- What great service leaders do: they build agile service organizations that learn, innovate, and adapt.
520			_aEntire service businesses have been built around the ideas of Heskett, Sasser, and Schlesinger, pioneers in the world of service. Now they test their ideas against the actual experiences of successful and unsuccessful practitioners, as well as against demands of the future, in a book service leaders around the world will use as a guide for years to come. The authors cover every aspect of optimal service leadership: the best hiring, training, and workplace organization practices; the creation of operating strategies around areas such as facility design, capacity planning, queue management, and more; the use - and misuse - of technology in delivering top-level service; and practices that can transform loyal customers into "owners." Looking ahead, the authors describe the world of great service leaders in which "both/and" thinking replaces trade-offs. It's a world in which new ideas will be tested against the sine qua non of the "service trifecta" - wins for employees, customers, and investors. And it's a world in which the best leaders admit that they don't have the answers and create organizations that learn, innovate, "sense and respond," operate with fluid boundaries, and seek and achieve repeated strategic success. Using examples of dozens of companies in a wide variety of industries, such as Apollo Hospitals, Châteauform, Starbucks, Amazon, Disney, Progressive Insurance, the Dallas Mavericks, Whole Foods, IKEA, and many others, the authors present a narrative of remarkable successes, unnecessary failures, and future promise. -- from dust jacket.
650		0	_aCustomer services.
650		0	_aService industries _xManagement.
650		7	_aCustomer services. _2fast _0(OCoLC)fst00885545
650		7	_aService industries _xManagement. _2fast _0(OCoLC)fst01113442
650		7	_aKundservice. _2sao
700	1		_aSasser, W. Earl.
700	1		_aSchlesinger, Leonard A.
830		0	_aBK business book.
938			_aBrodart _bBROD _n112035744
938			_aBaker and Taylor _bBTCP _nBK0016509163
938			_aCoutts Information Services _bCOUT _n30566043
938			_aYBP Library Services _bYANK _n12297976
029	1		_aAU@ _b000054741358
029	1		_aNLGGC _b411174908
942			_cBOOK
994			_aZ0 _bSUPMU
948			_hNO HOLDINGS IN SUPMU - 181 OTHER HOLDINGS
596			_a1 2
999			_c11252 _d11252