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服务管理(第3版):服务企业的战略与领导

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《服务管理(第3版):服务企业的战略与领导》是服务管理方面的经典著作。本书以服务管理系统为框架,论述了企业的目标顾客、服务概念、服务提供系统、形象,以及文化和主导思想的动态关系与管理方法,考察了服务业的特征和成功的服务管理所必须具备的条件。书中观点影响深远,行之有效。该书目前已被翻译成多种文字,一直以来都作为众多管理人员的阅读材料和许多大学以及商学院的教材。
《服务管理(第3版):服务企业的战略与领导》全书共分16章,分别介绍了服务社会的神话与现实、新经济等式、服务管理系统、动态判断、战略性人力资源开发、员工成长、客户服务技术工具、环境、形象、定价的科学与艺术、服务的创造、复制与重新界定、服务多样化与国际化、服务质量,以及作为管理手段的文化与主导思想,变革与领导等方面的内容。
《服务管理(第3版):服务企业的战略与领导》对于企业家、公司高层管理者有着重大的理论指导意义,尤其为有意开拓全球市场的管理者和跨国公司的部门主管,提供了丰富的实践经验和技巧;同时也可作为高等院校工商管理专业教师、MBA、研究生和本科生的教学参考书。
Author Description

理查德·诺曼服务管理集团(service Management Group,SMG)主席。他在瑞典隆德大学(University of Lund)获得博士学位,并在该校担任临时教授和顾问工作。早在1980年建立服务管理集团之前,他便出任北欧工商管理研究学会(ScandinavianInstitutes forAdministrative Research,SIAR)主席,现居住于巴黎。
理查德·诺曼主要在欧洲与美国两地从事公司与战略业务发展方面的管理顾问工作。近年来,他还致力于国家和地区竞争力研究。此外,医疗保健系统也是他最近的研究重点。
他在美国、日本、澳大利亚、阿拉伯国家,以及欧洲等地都承担着重要的咨询工作。同时,他还是哈佛商学院的客座研究员。
1983年,理查德·诺曼出版了世界上首部介绍服务企业管理整体框架的著作。
诺曼博士的研究兴趣在于服务于知识导向型组织的战略变革与业务发展。他所领导的服务管理集团正体现了这一宗旨。
Comments

相信本书对服务领域的管理人员和学者具有很大的参考与实用价值。在今天所处的这个服务时代里,每一个阅读过本书的人一定都会受益匪浅。
——本书译者

本书紧随时代的发展,例证生动翔实,具有很高的可读性。无论是对于工商管理学院的专业学生,还是对于企业的高层管理者来说,都是一本非常具有启发意义的读物。
——本书责任编辑

Catalogue

第1章 服务社会的神话与现实
我们正在走向服务社会吗?
宏观趋势的含义
有关制造企业的新观念
服务的工业化
本书的定位
服务业的声望问题
服务的国际化
服务管理与制造业管理有所不同吗?
关键时刻
个性密集型企业
第2章 新经济等式
创新的本质
创新的动力
客户关系的重要性
知识爆炸
服务收费
建立关系
业务拓展
非捆绑销售与再捆绑销售
“驱动”与“援助”
小结
第3章 服务管理系统
介绍
产品、生产与生产系统
连接各种资源的服务系统
客户管理与客户参与
管理、结构与文化
有效的服务系统是可复制的
服务管理系统
第4章 动态诊断:良性循环与恶性循环
循环的机制
微观层面与宏观层面循环的平衡
关键时刻:微观层面循环
宏观层面循环
“内部服务”循环
三层面循环之间的关系
“循环”或“螺旋”:对两个概念的评述
第5章 服务的概念
服务包:核心服务与辅助性服务
服务包的构成
服务包的4项重要因素
服务的概念与服务提供系统
第6章 为什么要进行战略性人力资源开发
用人观念:服务提供系统的关键
用人观念的定义
社会流动性受阻
职业停滞
人生过渡期的潜能
无法两全其美的人
基本的职业满足
摆脱不如意的环境
临时雇佣观念:一种普遍的现象
有针对性的用人观念可以帮助企业解决问题
用人观念需要与时俱进
用人观念可以作为完善服务的手段
道德困境
第7章 使员工成长
培训
培训目标
量身定制的培训计划
后续培训与强化
工作设计与角色设计
职业生涯设计
员工:总结
第8章 客户
——服务的消费者及合作性的服务提供者
客户对服务的参与
援助逻辑与驱动逻辑
发挥客户的潜能
客户的产生
市场细分
个性化服务
第9章 服务技术、服务工具与服务环境
信息技术的作用
成本合理化
更有效的质量控制
使质量的提高成为可能
与客户的紧密联系
技术与设计是影响行为的因素
互联网与未来
为服务管理系统引入新技术
第1O章 形象
形象是一种管理工具
形象是由什么构成的?
形象的功能及目标群体
内部营销
第11章 定价的艺术与科学
定价为何如此困难?
作为管理工具的定价哲学
定价策略中的主要考虑因素
定价策略及定价技巧
第12章 服务的创造、复制与重新界定
企业生命周期
服务的复制
服务的重新界定与持续发展
第13章 服务多样化与国际化
服务管理系统的平衡
多样化战略
宏观视角下的服务国际化
企业的国际化问题
第14章 质量
2种基本哲学
系统观点
服务质量从“关键时刻”开始
在服务管理系统中设计质量
质量、成本与盈利能力
质量管理失败的常见原因
制定质量计划的要点
第15章 作为管理手段的文化与主导思想
文化的来源与功能
“新文化”企业
第16章 变革与领导
问题诊断与整体的干预战略
提高运营效率与运营质量
文化休克疗法与“提升疗法”
服务管理系统的开发:一种结构化方法
战略性成长
领导者与领导方式
管理的作用:将恶性循环转变为良性循环
索引
Book Abstract

人们大都认为与制造业相比,服务业需要的劳动力更多--人员管理是服务企业成功的关键。然而,虽然有时这是事实,但如果因此就认为服务业更倾向于劳动密集型或人员密集型却是错误的,或者至少没有抓住服务的本质。
实际上,许多服务企业正在成为资本密集型企业。除了航空公司这种传统上以大量固定资产和设备为后盾的企业外,保安业与银行业也越来越依靠先进的技术和设备。不仅如此,人与人之间的直接接触仍将是这些企业的重要服务元素。此外,在其他一些服务企业,即使顾客与服务人员没有面对面的接触,“关键时刻”的逻辑也是适用的。比如当人们在一家有名的餐馆进餐或者乘坐一架大型喷气式飞机时,虽然可能见不到厨师或飞行员,但却能真切感受到他们的存在。
把服务企业归类为“个性密集型企业”而非资本密集型或人员密集型企业,可能会更恰当。由于顾客感知的服务质量取决于特定情况下服务人员的表现,因此大部分服务企业都是个性密集型企业(无论企业是否拥有大量资本和设备)。
服务人员的表现决定着企业的服务质量和绩效,所以企业应当给予他们较大的自主决定权。即使是麦当劳这样标准化程度很高的服务企业,其经营也在很大程度上依赖员工的表现。购买轿车时,你不会在意轿车生产线的工人是否对你微笑或是否对他的工作充满自豪感,你也不会对他的穿着和人品感兴趣;但是从麦当劳的“生产线”上购买汉堡包时就另当别论了,所有上述因素都会影响你。
员工的个人表现对企业的日常服务质量影响很大,每个员工的工作好坏会立即影响到顾客感知的服务质量。一旦员工在服务中缺乏热情或表现不佳,其后果和不良影响就会很快显现出来,并且难以弥补。
我和同事的一项名为“基于社会创新(social innovation)的有效服务企业”的研究就是建立在“个性密集型企业”的基础上的。为员工设计合适的岗位,想办法使他们发挥聪明才智、鼓足干劲,快速掌握工作技能并保持职业发展的热情和激情,这些都属于社会创新。社会创新是一种既可提高质量又能节约成本的方法。在接下来的章节里,我们还会看到一些关于如何发挥员工潜能的社会创新的例子。
……

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