CiNii Books - The value profit chain : treat employees like customers and customers like employees

Drawing on research at the Harvard Business School dating back to 1974, Heskett, Sasser, and Schlesinger demonstrate how any company - whether manufacturing or service firm, profit or not-for-profit-- can achieve outstanding profit and growth by adopting their revolutionary organising framework, the Value Profit Chain. Building on research in more than 200 large corporations, they show how a quantifiable set of relationships exists between the loyalty, trust, and satisfaction of customers, employees, partners, and investors that is linked to profit and growth. The authors introduce a number of helpful concepts, including the "performance trinity," the starting point for changing the organisation, and the "strategic value vision," which will enable any manager to build more focused operations and results-oriented management capabilities. Of particular significance is a simple but powerful concept they call the "value exchange": what a company gets in return for its efforts to relate to customers, employees, partners, and investors. Written in clear non-technical prose, The Value Profit Chain will be received as a tour de force: timely, relevant, and essential reading.

Table of Contents

Contents Preface Introduction PART I Achieving Value-Centered Change 1. The Value Profit Chain 2. Rethinking the Business Using Value-Centered Concepts PART II Getting Management's Attention 3. Measuring and Communicating Customer Lifetime Value 4. Measuring and Communicating Employee Value 5. Mobilizing for Change: Challenging Strong Cultures PART III Engineering Value Profit Change 6. The Performance Trinity and the Value Profit Chain 7. Employee Relationship Management Treating Employees Like Customers 8. Customer Relationship Management Treating Customers Like Employees 9. Managing by Value Exchange 10. Leveraging Value over Cost PART IV Cementing the Gains 11. Identifying and Revisiting Core Values 12. Developing Value-Centered Measurement and Recognition 13. Hardwiring Performance 14. Leading the Organization to Learn and Innovate Afterword Appendix A: Compendium of Value Profit Chain Research Appendix B: The Value Profit Chain Audit Appendix C: Calculating the Lifetime Value of a Customer Notes Index

Volume: : [pbk.] ISBN 9781476799988

Description

James Heskett, Earl Sasser, and Leonard Schlesinger reveal powerful new evidence that paying close attention to the employee-customer relationship will enable any organization to be a low-cost provider and achieve superior results -- proving that you can have it all, a goal thought inadvisable just a few short years ago. At the heart of this bold assertion is the authors' indisputable conclusion supported by thirty-one years of groundbreaking research: today's employee satisfaction, loyalty, and commitment strongly influences tomorrow's customer satisfaction, loyalty, and commitment and ultimately the organization's profit and growth -- a quantifiable set of associations the authors call the value profit chain. In what may be the most far-reaching study ever undertaken of the strategic importance of the employee-customer relationship, Heskett, Sasser, and Schlesinger offer profound new insights into the life-long value of both employees and customers and the increasingly important concept of employee-relationship management. Readers will discover how organizations as diverse as aluminum maker Alcoa, travel agency Rosenbluth International, and the Willow Creek Community Church treat employees like customers (in the case of Willow Creek, volunteers as well). Conversely, the authors show how advertising agency Merkley Newman Harty and financial services provider ING Direct treat customers like employees, pursuing the ones they want most. At the Vanguard Group, Cisco Systems, and Southwest Airlines, both practices are common. The authors explain how these organizations and many others -- whether large or small, public or private, or not-for-profit -- achieve profitability and growth or the equivalent by leveraging results and process quality to deliver differentiated products and services at the lowest cost. Timely, essential, and important reading, The Value Profit Chain should be readily accessible on the desk of every forward-thinking manager.

Table of Contents

Contents Preface Introduction PART I Achieving Value-Centered Change 1. The Value Profit Chain 2. Rethinking the Business Using Value-Centered Concepts PART II Getting Management's Attention 3. Measuring and Communicating Customer Lifetime Value 4. Measuring and Communicating Employee Value 5. Mobilizing for Change: Challenging Strong Cultures PART III Engineering Value Profit Change 6. The Performance Trinity and the Value Profit Chain 7. Employee Relationship Management Treating Employees Like Customers 8. Customer Relationship Management Treating Customers Like Employees 9. Managing by Value Exchange 10. Leveraging Value over Cost PART IV Cementing the Gains 11. Identifying and Revisiting Core Values 12. Developing Value-Centered Measurement and Recognition 13. Hardwiring Performance 14. Leading the Organization to Learn and Innovate Afterword Appendix A: Compendium of Value Profit Chain Research Appendix B: The Value Profit Chain Audit Appendix C: Calculating the Lifetime Value of a Customer Notes Index

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The value profit chain : treat employees like customers and customers like employees

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