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Management article
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Reference no. 91511
Authors: James L Heskett (Harvard Business School); Leonard Schlesinger (Harvard Business School)
Published by: Harvard Business Publishing
Published in: "Harvard Business Review", 1991
Length: 19 pages
Topics: Corporate strategy; Customer service; Employee training; Organizational development; Service industries; Service management; Services
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Abstract

For more than 40 years, service companies like McDonald''s prospered with organizations designed according to the principles of traditional mass-production manufacturing. Today that model is obsolete, and companies like Taco Bell, Dayton Hudson, and ServiceMaster have chosen to reverse the cycle of failure by putting workers with customer contact first and designing the business around them. They are developing a model that replaces the logic of industrialization with a new service-driven logic.
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Abstract

For more than 40 years, service companies like McDonald''s prospered with organizations designed according to the principles of traditional mass-production manufacturing. Today that model is obsolete, and companies like Taco Bell, Dayton Hudson, and ServiceMaster have chosen to reverse the cycle of failure by putting workers with customer contact first and designing the business around them. They are developing a model that replaces the logic of industrialization with a new service-driven logic.

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Sorry, this product has no related items.