Service Management Strategy and Leadership

Of great value to managers and academics involved in the service industry this practical book, which has been translated into eight languages, will stimulate people to analyse and act on their situations.

Richard Normann, SMG France.

About the Author

ix

Acknowledgements to the second edition

xi

Preface to the second edition

xv

Preface to the third edition

xvii

The myth and reality of a service society

1

(23)

Are we moving towards a service society?

An interpretation of the macro trends

New ideas about manufacturing companies

The industrialization of services

The positioning of this book

The status problem of the service industries

Internationalization

Is the management of services different from manufacturing management?

The moment of truth

Personality intensity

The new economic equation

24

(22)

The substance of innovation

The driving forces for innovation

Results come from customer relationships

The knowledge explosion

Service loading

Relationing

Broadening

Unbundling and re-bundling

Enabling and relieving

Service management systems

46

(15)

Introduction

Product, production and production system

Service systems as innovative linkages between human capacities

Client management and client participation

Management, structure and culture

Effective service systems are reproducible

Service management systems

Dynamic diagnosis: virtuous circles and vicious circles

61

(14)

Mechanisms behind the circles

The ecology of microcircles and macrocircles

The moment of truth: the microcircle

The macrocircle

The `internal service' circle

Relationships between three levels

Circle or spiral

A comment on concepts

The service concept

75

(14)

The service package: core and peripherals

The composition of the package

Four important ingredients of a service package

The service concept and the service delivery system

Why strategic human resource development?

89

(17)

The personnel idea: the key to the service delivery system

Definition of the idea

Blocked social mobility

Blocked professional career ladders

The energy of a life-stage transition

People who have `fallen between two stools'

Complements to basic careers

Emancipation from unrewarding environments

Ideas of temporary personnel: a common phenomenon

Business problems solved by focused ideas of personnel

Personnel ideas may need to change

The personnel idea as a tool for business improvement

The moral dilemma

Getting people to grow

106

(9)

Training

The goals of training

Tailored training programs

Follow-up and reinforcement

Job design and role design

Career design

Personnel: summary

The client as customer---the client as coproducer

115

(20)

Client participation in service operations

Relieving logics and enabling logics

Making the client productive

Creating customers

Market segmentation

Individualising services

Technology, tools and setting

135

(14)

The power of information technology

Cost rationalization

More effective quality control

Making higher quality possible

Closer link-up with the customer

Technology and design as a factor affecting behaviour

The Internet and the future

Introducing new technology

Image

149

(12)

Image as a management tool

What makes the image?

Functions and target groups

Internal marketing

The art and science of pricing

161

(8)

Why is pricing difficult?

The philosophy behind pricing as a management tool

Typical elements in pricing strategies

Pricing strategy and pricing tactics

Creating, reproducing and refining business ideas

169

(12)

The business lifecycle

Reproduction

Redefinition and continuous development

Diversification and internationalization

181

(16)

The delicate balance of the service management system

Some diversification strategies

Internationalization of services in a macro perspective

Quality

197

(17)

Two basic philosophies

A systems view

Starting from the moment of truth

Designing quality into the service management system

Quality, cost and profitability

Common reasons for failure in quality management

Some points to consider in setting up a quality program

Culture and dominating ideas as management tools

214

(7)

The origins and functions of culture

`New culture' companies

Change and leadership

221

(8)

Diagnosis and overall intervention strategy

Boosting efficiency and the quality of operations (the `industrial model')

Culture shock and `lift'

Development of the service management system: a structural approach

Strategic growth

Leaders and leadership styles

Transforming the vicious circle into a virtuous one: the role of management

References

229

(2)

Index

231

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Service Management Strategy and Leadership in Service Business

Summary

Author Biography

Table of Contents

Supplemental Materials