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d customers. Kelleher believesthat hiring employees who havethe right attitude is so important thatthe hiring process takes on a “patina ofspirituality.” In addition, he believes that“anyone who looks at things solely interms of factors that can easily be quantified is missing the heart of business,
which is people.” William Pollard, thechairman of ServiceMaster, continuallyunderscores the importance of “teacherlearner”
managers, who have what hecalls “a servant’s heart.” And John McCoy,
CEO of Banc One, stresses the “uncommonpartnership,” a system of supportthat provides maximum latitude to individualbank presidents while supplyinginformation systems and commonmeasurements of customer satisfactionand fi nancial measures.
ARTICLE AT A GLANCEHighly satisfi ed customersdrive growth and profi tabilityin service businesses. To keepthem profi table, manage your
service-profi t chain: all thelinks in your operation that
affect customer satisfaction.Here’s how the chain works:Enhancing internal servicequality (equipping employeeswith the skills and powerto serve customers) raisesemployee satisfaction, whichfuels employee loyalty andproductivity, which boostexternal service value – whichthen increases customersatisfaction and loyalty.
The Links in the Service-Profit Chain
 workplace design
 job design
 employee selection
and development
 employee rewards
and recognition
 tools for serving customers

 retention
 repeat business
 referral
 service concept:
results for customers
Operating Strategy and
Service Delivery System
Internal
Service
Quality
Employee
Satisfaction
Employee
Retention
Employee
Productivity
External
Service
Value
Customer
Satisfaction
Customer
Loyalty
Revenue
Growth
Profitability
service designed and delivered tomeet targeted customers’ needs
Best of HBR Putting the Service-Profi t Chain to A closer look at each link reveals howthe service-profi t chain functions asa whole.
Customer Loyalty DrivesProfi tability and GrowtTo maximize profit, managers havepursued the Holy Grail of becomingnumber one or two in their industriesfor nearly two decades. Recently, however,new measures of service industrieslike software and banking suggest thatcustomer loyalty is a more importantdeterminant of profi t. (See Frederick F.Reichheld and W. Earl Sasser, Jr., “ZeroDefections: Quality Comes to Services,”
HBR September–October 1990.) Reichheldand Sasser estimate that a 5% increasein customer loyalty can produceprofi t increases from 25% to 85%. Theyconclude that quality of market share,measured in terms of customer loyalty,deserves as much attention as quantityof share.
Banc One, based in Columbus, Ohio,has developed a sophisticated systemto track several factors involved in customerloyalty and satisfaction. Once
driven strictly by fi nancial measures,Banc One now conducts quarterly measuresof customer retention; the numberof services used by each customer,or depth of relationship; and the level ofcustomersatisfaction. The strategies derivedfrom this information help explainwhy Banc One has achieved a return onassets more than double that of its competitorsin recent years.Customer Satisfaction DrivesCustomer LoyaltyLeading service companies are currentlytrying to quantify customer satisfaction.For example, for several years, Xerox haspolled 480,000 customers per year regardingproduct and service 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。