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[Mauricio Villarreal Bravo @01490008]Chapter 15|
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Organizing for Service Leadership
Customer-Led versus Market-Oriented Philosophies of Management
Firms may lose trade leader position if listen too closely to true clients
Service leadership requires curiosity, risk taking
Customer-led businesses focus on catch expressed desires of customers in currently served markets
Market-oriented businesses commit to understand current/ latent customer desires plus competitors plans, capabilities
* Scan market more than broadly, have longer-term focus
* Work closely with lead users (windows to future vs.
anchors to past)
* link traditional research with experimentation, observation
Defining Three Functional Imperatives
trade Imperative
* Target right customers and build relationships
* Offer solutions that visualize their needs
* Define whole step package with competitive advantage
Operations Imperative
* Create, regress specified service to target customers
* Adhere to consistent quality standards
* Achieve high productivity to ensure acceptable costs
kind Resource Imperative
* Recruit and retain the best employees for each railway line
* Train and motivate them to work well together
* Achieve both(prenominal) productivity and customer satisfaction
Reducing Intra-Organizational Tension
* Transfers and cross training
* Cross operable taskforces
* New tasks and new people
* Process management teams
* Gain-sharing programs
From Losers to Leaders: woful Up the Service Performance Ladder
Service Leaders
* Crème de la crème of their respective industries
* Names synonymous with outstanding service, customer delight
Service Professionals
* Clear positioning strategy
* Sustained reputation for conflux customer expectations
Service Non-entities
* Traditional operations mindset
* Rudimentary marketing, ofttimes emphasizing price discounts
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