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Putting the Service-Profi Chain to Work
代写留学作业outstanding service organizationsspend little time setting profi t goals or focusing on marketshare, the management mantra of the 1970s and 1980s. Instead,they understand that in the new economics of service, frontlineworkers and customers need to be the center of managementconcern. Successful service managers pay attention to
the factors that drive profi tability in this new service paradigm:
investment in people, technology that supports frontlineworkers,revamped recruiting and training practices, and compensationlinked to performance for employeesat every level. And they express a vision ofleadership in terms rarely heard in corporate
America: an organization’s “patina of spirituality,”the “importance of the mundane.”
A growing number of companies that includesBanc One, Intuit, Southwest Airlines,ServiceMaster, USAA, Taco Bell, and MCIknow that when they make employees andcustomers paramount, a radical shift occurs in the way theymanage and measure success. The new economics of service requiresinnovative measurement techniques. These techniquescalibrate the impact of employee satisfaction, loyalty, and productivityon the value of products and services delivered sothat managers can build customer satisfaction and loyalty andassess the corresponding impact on profi tability and growth.In fact, the lifetime value of a loyal customer can be astronomical,especially when referrals are added to the economics
of customer retention and repeat purchasesof related products. For example, the lifetimerevenue stream from a loyal pizza eater can
be $8,000, a Cadillac owner $332,000, anda corporate purchaser of commercial aircraftliterally billions of dollars.The service-profi t chain, developed fromanalyses of successful service organizations,
puts “hard” values on “soft” measures. It helpsJustine Beckett
EDITOR’S NOTE: This articlesets out a simple, elegant, and
ultimately tough-minded wayto build profi tability in a servicebusiness. Originally publishedin 1994, it offers as much todayas it did then and is a perennialbest seller.managers target new investments to developservice and satisfaction levels formaximum competitive impact, wideningthe gap between service leaders andtheir merely good competitors.The Service-Profi t ChainThe service-profi t chain establishes relationshipsbetween profi tability, customerloyalty, and employee satisfaction,loyalty, and productivity. The links inthe chain (which should be regarded aspropositions) are as follows: Profi t and
growth are stimulated primarily by customerloyalty. Loyalty is a direct resultof customer satisfaction. Satisfaction islargely infl uenced by the value of servicesprovided to customers. Value is createdby satisfi ed, loyal, and productiveemployees. Employee satisfaction, in
turn, results primarily from high-qualitysupport services and policies that enableemployees to deliver results to customers.(See the exhibit “The Links in theService-Profi t Chain.”)
The service-profi t chain is also defi nedby a special kind of leadership. CEOs ofexemplary service companies emphasize
the importance of each employeeand customer. For these CEOs, the focus
on customers and employees is noempty slogan tailored to an annual managementmeeting. For example, HerbertKelleher, CEO of Southwest Airlines,can be found aboard airplanes, on tarmacs,and in terminals, interacting withemployees an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。