Service Profit Chain Ch. 11 Measuring for Effective Management

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Service Profit Chain Ch. 11Measuring for
Effective Management

1. Estimating the Lifetime Value of a Customer
2. Increased Purchase
3. Added Products
4. Reduced Overhead
5. Referrals
6. Design of the Measurement System
7. Fitting Measurement to the Business
8. Fitting Measurement to Purpose Comparison or
   Evaluation and Compensation?
9. Taking Process into account Measure Process as
   well as Outcomes

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Service Profit Chain Ch. 11Measuring for
Effective Management

• III. Other Criteria for Evaluating Measures and
  Methods
• 1. Simple
• 2. Consistent
• 3. Timely
• 4. Fair
• IV. Designing the Balanced Scorecard
• 1. People Value-added (PVA)
• 2. Customer Value-added (CVA)
• 3. Economic Value-added (EVA)

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Service Profit Chain Ch. 12Reengineering the
Service Organization for Capability

• The Theory of Managing Change
• (D x M x P) gt C
• D Dissatisfaction with the status quo
• M Existence of a Model or Vision for Change
• P Availability of a Process for Change
• C Cost of Change to Various Participants
• II. Organization Reengineering without a Crisis
• 1. Taco Bell (Actions Gains Pains)
• 2. NYPD (Actions Gains Pains)
• 3. Sears (Actions Gains Pains)

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Service Profit Chain Ch. 12Reengineering the
Service Organization for Capability
III. Putting Organization Reengineering in
Context 1. Applying cosmetics 2. Picking
Movers and Shakers 3. Creating a Sense of
Urgency 4. Choosing the Theme and Vehicle 5.
Preparing People 6. Getting the Facts Straight
and Fast 7. Restructuring the Organization 8.
Undertaking the New Initiatives 9. Widening the
Competitive Gap Sustaining Effort