Product plus: how product + service = competitive advantage
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York [u.a.]
McGraw-Hill
1994
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIV, 382 S. graph. Darst. |
| ISBN: | 0070387982 |
Internformat
MARC
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| 245 | 1 | 0 | |a Product plus |b how product + service = competitive advantage |c Christopher Lovelock |
| 264 | 1 | |a New York [u.a.] |b McGraw-Hill |c 1994 | |
| 300 | |a XIV, 382 S. |b graph. Darst. | ||
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Datensatz im Suchindex
| _version_ | 1804124610457763840 |
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| adam_text | Preface xii
Acknowledgments xiv
1. The Little Airline That
Could 1
Customer dissatisfaction with two
existing carriers gave the creators of
Southwest Airlines a chance to
launch an airline that loves its pas¬
sengers and has grown to become
America s seventh largest.
The Creation of Southwest Airlines 2
In Pursuit of Product Plus
Management 8
2. What Type of Service Are
Ton Offering? 9
Some managers tend to overlook
innovations and strategies that arise
outside their own industry. Yet seem¬
ingly different services may share
common operational and marketing
characteristics, depending on whether
they are processing people, physical
objects, or information.
Service as a Process 10
Distinctive Problems Paced by
Different Service Categories 15
The Core Product as Foundation 19
vi
3. Every Business Competes
on Service 21
X Do or DMllfM
If a business can t perform well on its
core product, its chances of survival
are bleak. But innovations on the
core are often quickly copied. For
customers, the product plus of differ¬
entiation and added value comes
from a whole bundle of supplemen¬
tary services that enhance the appeal
of the core product.
Core and Supplementary Services 24
Where s the Leverage? 29
4. User Friendly versus
User Hostile 32
An operations driven business risks
presenting a hostile face to customers.
Yet efficiency, cost control, and
employee well being are important.
Can there be a happy meeting of minds
between operations and marketing?
Get Rid of the Customer and the
System Runs Fine 34
Conflict and Compromise in Service
Businesses 35
Key Operational Issues 37
Creative Thinking and Practical
Solutions 48
Contents
5. Product Plus
Management: In Pursuit of
Compatible Goals 50
Organizations succeed in the long
term by offering customers better
value than do competitors; by em¬
ploying people and suppliers who see
value in their relationship with the
organization; and by creating value
for their owners. Reducing costs may
be as important as adding benefits.
The Search for Compatibility 51
The Value Imperative 57
In Search of Value 66
6. The Search for Synergy
in Service Management 67
dip
Successful service businesses create
operations and delivery systems that
simultaneously appeal to their target
customers, are well matched to the
capabilities of a willing work force,
and allow the firm to operate effi¬
ciently. We contrast approaches at
Firstdirect, the all telephone bank,
which has reengineered traditional
banking procedures, and Southwest
Airlines, which takes a contrarian
approach to airline operations.
A Mismatch Between Service
Experience and Customer
Preferences 68
Firstdirect: The Branchless Bank 70
Swimming Profitably Against the
Tide at Southwest Airlines 78
Key Insights 84
7. Service as an Art
Form 86
JJ ®l_SiJ»ICE,
The theater provides a good analogy
for service delivery, with actors, stage
sets, scripts, costumes, and even
music. Backstage activities (which
the customer doesnt see) exist only to
create and support good perfor¬
mances front stage, where service is
delivered.
Staging the Service Drama 88
Service Delivery Systems 90
Why the Customer s Viewpoint Is
Important 93
About the Actors... 95
8. Who Defines Quality: Ton
or the Customer? 97
Historically, quality was defined by
operations managers. Only recently
has quality come to be defined with
reference to customer needs and
expectations. Many quality improve¬
ment programs have disappointed;
we consider some of the reasons why.
Defining and Measuring Quality 98
A Short History of Quality 101
Why TQM Programs Fail 107
Understanding Service Quality 110
The Way Ahead 115
9. Absolutely, Positively:
Systemic Quality at
Federal Express 119
Few service firms have made such
concerted efforts to improve quality
on a companywide basis as Federal
Express. We look at how FedEx s
highly systemic operation works, see
how information parallels physical
movements, and review lessons from
its award winning quality program.
The Federal Express System 121
Backstage at the SuperHub 125
Setting Goals for
People Service Profits 127
An Appraisal 138
10. Process and Progress:
Understanding the
Customer Experience 142
To obtain the benefits they want from
a particular service, customers move
through a series of steps. By flow¬
charting the process from start to fin¬
ish, managers can understand how a
particular type of customer experi¬
ences the service drama. We see how
Boston s Beth Israel Hospital has
used this approach to redesign the
hospital s emergency unit and im¬
prove the service that staff provide to
patients.
Experiencing a Hospital Emergency
Unit 144
The Rationale for Flowcharting 153
Back to the Drawing Board 159
11. From Turn Offs to
Tnrn Ons 160
At each step in the unfolding of the
service drama, any firm has numer¬
ous opportunities to turn off its cus¬
tomers. But those same customers
also have an ideal scenario in mind
of what they would like the process
and output to be. Restaurants pro¬
vide a fertile example. We follow two
diners to see what can go wrong—and
how to do it right.
OTSUs and ISSOs 161
Act I of a Three Act Drama 161
Experiencing the Core Product
in Act II 167
The Final Act 170
Critics Corner 171
Improving and Reengineering
Service Processes 175
Cafitents
12. Product Plus Service:
Like Petals on
a Flower 177
Information
PnvmeM , Consultation
Baling I ^^^^»L ) Ort TBWng
Exceptions V / Hospttallty
Core products vary widely from one
type of business to another, but sup¬
plementary services are often com¬
mon to a great many different indus¬
tries. These supplementary services
can be clustered into eight groups.
Eight Groups of Supplementary
Services 178
Let Service Flourish! 188
13. Cultivating the Flower
of Service 191
In today s economy, manufacturing
firms are hybrids. Not only must
they excel at the physical aspects of
production, they also have to be
skilled service providers. Some firms
subcontract key service tasks, but
outsourcing is not for everyone, espe¬
cially if, like White Flower Farm,
you want to control the complete
package presented to customers.
An Integrated Manufacturing and
Service Business 192
The White Flower of Service 197
What Can We Learn from White
Flower Farm? 203
I*
14. Problem Solving and
Service Recovery 2O6
Losing customers hurts profits. The
art of service recovery focuses on fix¬
ing problems in ways that retain cus¬
tomer loyalty. Managers also need to
make sure that problems don t recur.
This means getting to the root cause,
not just treating the symptoms.
Complaining Behavior and
Complaint Handling 207
Getting Flights Out on Time 215
A New Quality Goal: Zero
Defections 221
15. Sometimes the
Customer Is Wrong 223
Nobody really believes that the cus¬
tomer is always right—and they
shouldn t. One type of wrong cus¬
tomer simply doesn t fit the firm s
capabilities; another meets the target
market profile but behaves badly
toward the business, its personnel
and facilities, and even other cus¬
tomers.
The Wrong Customer 224
Jaycustomers 228
Some Final Words on the Topic of
Wrongness 237
¦¦¦¦¦¦¦¦¦¦¦¦¦¦¦¦¦i i
16. Getting the Most Out
of Tour Productive
Capacity 239
Most service operations have upper
limits to their productive capacity.
Under conditions of fluctuating
demand, management needs to bal¬
ance supply and demand in ways
that ensure that the firm s human
and physical assets are being utilized
in the most profitable way.
From Excess Demand to Excess
Capacity 241
Measuring Capacity 243
Understanding the Patterns and
Determinants of Demand 245
Strategies for Managing Demand 248
Inventorying Demand Through
Waiting and Reservations 251
Conclusion 260
17. Technology: Servant or
Master? 262
Product plus performance today
depends on intelligent use of technol¬
ogy—especially information technol¬
ogy. New developments often gener¬
ate the most interest, but service
firms should focus their attention on
)• ; •. • Contents
how to integrate technology s capabil¬
ities with customer needs and corpo¬
rate goals.
The Meaning of Technology 264
Technology in the Service Sector 267
Supplementary Services and
Information Technology 269
Using Technology to Create a
Product Plus 274
Pursuing Desirable Outcomes 279
Conclusion 282
18. 24 365 Global: Service
Anywhere, Anytime 283
As companies expand their market¬
ing horizons from local to regional to
continental to global, customers
increasingly expect to be able to
obtain information, place orders, and
resolve problems 2k hours a day, 365
days a year, wherever they may be.
We see how Hewlett Packard obliges.
Extending the Hours and Days of
Service 284
Worldwide Customer Support at
Hewlett Packard 288
Going Global 294
Contents
19. Parlez Vous Francais?
B^fH tt HT»*. 295
Doing business only in English may
become a product minus as societies
become more multicultural, as people
travel more, and as markets become
more international. Fortunately,
many solutions are available to help
firms solve the language problem.
The Divisive Power of Language 296
Going Multilingual 301
Next Steps 309
20. Sustaining the Human
Side of the Enterprise 315
Despite advances in technology and
self service, many businesses still
depend heavily on employees to serve
customers directly or to work back¬
stage in support of front stage activi¬
ties. Current thinking from both aca¬
demic research and innovative
companies offers insights.
Cycles of Failure and Success 316
id
Recruiting the Right People 322
Recruiting Service Workers for
Technology Based Jobs 327
Empowerment of Employees and
the Sociology of the Workplace 329
Stress and Burnout 334
Leadership and Role Modeling 337
21. The Strategic Route
to Product Plus
Management 340
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Becoming and remaining a product
plus organization can t be accom¬
plished through a series of tactical
moves. There has to be an overarch¬
ing strategy that reflects holistic
thinking and involves integration of
the marketing, operations, and
human resource functions.
Selecting a Service Strategy 341
Becoming and Remaining a Product
Plus Organization 344
The Change Oriented Organization 353
The Strategic Role of Information
Technology 356
A Final Word About Strategy 358
Notes 360
Index 374
|
| any_adam_object | 1 |
| author | Lovelock, Christopher H. 1940-2008 |
| author_GND | (DE-588)133426262 |
| author_facet | Lovelock, Christopher H. 1940-2008 |
| author_role | aut |
| author_sort | Lovelock, Christopher H. 1940-2008 |
| author_variant | c h l ch chl |
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| bvnumber | BV010205494 |
| classification_rvk | QP 600 QP 620 |
| ctrlnum | (OCoLC)455922614 (DE-599)BVBBV010205494 |
| discipline | Wirtschaftswissenschaften |
| format | Book |
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| id | DE-604.BV010205494 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T17:48:24Z |
| institution | BVB |
| isbn | 0070387982 |
| language | English |
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| physical | XIV, 382 S. graph. Darst. |
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| publishDateSort | 1994 |
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| spelling | Lovelock, Christopher H. 1940-2008 Verfasser (DE-588)133426262 aut Product plus how product + service = competitive advantage Christopher Lovelock New York [u.a.] McGraw-Hill 1994 XIV, 382 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Wettbewerbsvorteil (DE-588)4219652-8 gnd rswk-swf Kundendienst (DE-588)4135134-4 gnd rswk-swf Kundendienst (DE-588)4135134-4 s Wettbewerbsvorteil (DE-588)4219652-8 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=006780842&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Lovelock, Christopher H. 1940-2008 Product plus how product + service = competitive advantage Wettbewerbsvorteil (DE-588)4219652-8 gnd Kundendienst (DE-588)4135134-4 gnd |
| subject_GND | (DE-588)4219652-8 (DE-588)4135134-4 |
| title | Product plus how product + service = competitive advantage |
| title_auth | Product plus how product + service = competitive advantage |
| title_exact_search | Product plus how product + service = competitive advantage |
| title_full | Product plus how product + service = competitive advantage Christopher Lovelock |
| title_fullStr | Product plus how product + service = competitive advantage Christopher Lovelock |
| title_full_unstemmed | Product plus how product + service = competitive advantage Christopher Lovelock |
| title_short | Product plus |
| title_sort | product plus how product service competitive advantage |
| title_sub | how product + service = competitive advantage |
| topic | Wettbewerbsvorteil (DE-588)4219652-8 gnd Kundendienst (DE-588)4135134-4 gnd |
| topic_facet | Wettbewerbsvorteil Kundendienst |
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