Published by:
Harvard Business Publishing
Length: 12 pages
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Abstract
For teaching purposes, this is the commentary-only version of the HBR case study. Shortly after installing a new computer system designed to provide quick and accurate service, the president of Presto Cleaner received an angry letter from a customer whose laundry had been lost by the system. The case study looks at the questions: How much service does a company or store owe a customer? Is the customer always right? In 90304 and 90316, four authorities on customer service - Leonard A Schlesinger, associate professor at the Harvard Business School; Dinah Nemeroff, corporate director of customer affairs at Citicorp/Citibank; Ron Zemke, president of Performance Research Associates; and Claus Moller, president of Time Management International - consider Presto Cleaner's customer complaint.
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Abstract
For teaching purposes, this is the commentary-only version of the HBR case study. Shortly after installing a new computer system designed to provide quick and accurate service, the president of Presto Cleaner received an angry letter from a customer whose laundry had been lost by the system. The case study looks at the questions: How much service does a company or store owe a customer? Is the customer always right? In 90304 and 90316, four authorities on customer service - Leonard A Schlesinger, associate professor at the Harvard Business School; Dinah Nemeroff, corporate director of customer affairs at Citicorp/Citibank; Ron Zemke, president of Performance Research Associates; and Claus Moller, president of Time Management International - consider Presto Cleaner's customer complaint.