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Service Profit Chain Ch. 5 Attaining Total Customer Satisfaction

Service Profit Chain Ch. 5 Attaining Total Customer Satisfaction. The Xerox Experience: Figure 5-2 II. Relationship between Satisfaction and Loyalty - Competition and Differentiation - Level of Involvement (Figure 5-3: terrorists , mercenaries, hostages, apostles )

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Service Profit Chain Ch. 5 Attaining Total Customer Satisfaction

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  1. Service Profit Chain Ch. 5Attaining Total Customer Satisfaction • The Xerox Experience: Figure 5-2 • II. Relationship between Satisfaction and Loyalty • - Competition and Differentiation • - Level of Involvement (Figure 5-3: terrorists, mercenaries, hostages, apostles) • III. Satisfaction and Profitability • - Two most important groups

  2. Service Profit Chain Ch. 5Attaining Total Customer Satisfaction IV. The Importance of Focus 1. Forget averages and focus on extremes 2. Ex) Starbucks Case V. Addressing Satisfaction at the Limits 1. Neutralizing Terrorists* (internet) 2. Preserving and Creating Apostles 3. Focused Investment on…

  3. Service Profit Chain Ch. 6Managing The Customer-Employee “Satisfaction Mirror” • Why the Satisfaction Mirror Occurs • Nature of Service • Boundary Spanning Role • Preventing Cracks in the Mirror* • Hiring and Training • Right Incentives* • Attract “Right” Customers

  4. Service Profit Chain Ch. 6Managing The Customer-Employee “Satisfaction Mirror” • III. From Service Encounter to Relationship • 1. Achieving Consistency in Service • 2. Enlisting the Customer in Relationship Building* • IV. Engineering An Organization for Customer Relationships • 1.Increase Employee Continuity • 2. Developing Service Relationship Triangle* • 3. Identifying Relationship-critical Jobs • - Dedicated Servers or Not? • - Service Teams or Not?

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