Service Management: Strategy and Leadership in Service Business
Examines the special characteristics that make services and the management of service organizations successful. Provides a comprehensive framework for service oriented businesses that stresses a streamlined service management system, the key components of which are market segment, service concept, service delivery system, image, and culture. Growth strategies and the nature of innovation are analyzed and amply illustrated. The role and principles of good leadership in service organizations form a crucial area of discourse. Topics such as the use of image and culture as management instruments, effective and persuasive communications, and ``high social technology'' are also explored.
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The myth and reality of service society
Forging the new profit equation
Service management systems
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achieve activities advertising airline bank basic become behaviour chapter client company's components consulting contact personnel context core service cost create crucial culture customer's diversification driving force employees example experience Federal Express financial services formula functions growth human energy IKEA important increase individual informal economy information technology insurance companies intangible interaction internal internationalization Jean-Claude Decaux kind knowledge linkages logic maintenance manufacturing market segment McDonald's McKesson motivation needs network effects Normann participation particular performance peripheral services personnel idea physical positive circle possible potential problems programs prosumer recruitment reinforce relationship reproduction restaurant role Scandinavian Airlines System service business service company service concept service delivery system service economy service industries service management system service operation service organizations service package situation skills social innovation staff standards strategy structure successful service tend Troisgros types un-bundled vicious circle