Competing in a Service Economy: How to Create a Competitive Advantage through Service Development and Innovation

Competing in a Service Economy: How to Create a Competitive Advantage through Service Development and Innovation

Competing in a Service Economy: How to Create a Competitive Advantage through Service Development and Innovation

Competing in a Service Economy: How to Create a Competitive Advantage through Service Development and Innovation

Synopsis

Competing in a Service Economy is a hands-on guide to creating services, with illustrative examples from service-oriented companies including Disney, Ericsson, IKEA, National Association of Convenience Stores, Ritz Carlton, Scandinavian Airline Systems, Sterling Pulp Chemicals, and Telia Mobile. This practical resource for executives, general managers, and managers in marketing, operations, and human resources reveals how to gain a competitive advantage by creating and implementing a strategic plan that will ultimately improve their organization's services. Written by the authors of the best-selling book Improving Customer Satisfaction, Loyalty, and Profit, this important new book will help business professionals to think and plan strategically to dramatically improve services, service development, and service innovation within their organizations.

Excerpt

Welcome to the University of Michigan Business School Management Series. The books in this series address the most urgent problems facing business today. The series is part of a larger initiative at the University of Michigan Business School (UMBS) that ties together a range of efforts to create and share knowledge through conferences, survey research, interactive and distance training, print publications, and news media.

It is just this type of broad-based initiative that sparked my love affair with UMBS in 1984. From the day I arrived I was enamored with the quality of the research, the quality of the MBA program, and the quality of the Executive Education Center. Here was a business school committed to new lines of research, new ways of teaching, and the practical application of ideas. It was a place where innovative thinking could result in tangible outcomes.

The UMBS Management Series is one very important outcome, and it has an interesting history. It turns out that every year five thousand participants in our executive program fill out a marketing survey in which they write statements indicating . . .

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