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Provides a comprehensive model for managing the service business, from strategy development through productivity measurement. Shows managers how to respond to the unique demands the service orientation places on each of the four main management functions: strategy, organization and human resources planning, operations management, and marketing. Defines the role of each functional area in contributing to service quality and making sure service quality is apparent to customers. Shows how to achieve the level of coordination between functions that is necessary in an organization where employees from many departments have direct contact with customers. Case examples include IBM, Federal Express, Humana, McDonalds, and American Airlines.
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