Delivering consistently good service quality is difficult but profitable for service organizations. Understanding why it is so difficult and how it might be facilitated is the purpose of the articl...

Communication and control processes in the delivery of service quality

Why are a select few service firms better at what they do - year in and year out - than their competitors? For most senior managers, the profusion of anecdotal "service excellence" books fails to address this key question. In this pathbreaking book, world-renowned Harvard Business School service firm experts James L. Heskett, W. Earl Sasser, Jr. and Leonard A. Schlesinger reveal that leading companies stay on top by managing the service profit chain. Based on five years of painstaking research, the authors show how managers at American Express, Southwest Airlines, Banc One, Waste Management, USAA, MBNA, Intuit, British Airways, Taco Bell, Fairfield Inns, Ritz-Carlton Hotel, and the Merry Maids subsidiary of ServiceMaster employ a quantifiable set of relationships that directly links profit and growth to not only customer loyalty and satisfaction, but to employee loyalty, satisfaction, and productivity. The strongest relationships the authors discovered are those between (1) profit and customer loyalty; (2) employee loyalty and customer loyalty; and (3) employee satisfaction and customer satisfaction. Moreover, these relationships are mutually reinforcing; that is, satisfied customers contribute to employee satisfaction and vice versa. Here, finally, is the foundation for a powerful strategic service vision, a model on which any manager can build more focused operations and marketing capabilities. For example, the authors demonstrate how, in Banc One's operating divisions, a direct relationship between customer loyalty measured by the "depth" of a relationship, the number of banking services a customer utilizes, and profitability led the bank to encourage existing customers to further extend the bank services they use. Taco Bell has found that their stores in the top quadrant of customer satisfaction ratings outperform their other stores on all measures. At American Express Travel Services, offices that ticket quickly and accurately are more profitable than those which don't. With hundreds of examples like these, the authors show how to manage the customer-employee "satisfaction mirror" and the customer value equation to achieve a "customer's eye view" of goods and services. They describe how companies in any service industry can (1) measure service profit chain relationships across operating units; (2) communicate the resulting self-appraisal; (3) develop a "balanced scorecard" of performance; (4) develop a recognitions and rewards system tied to established measures; (5) communicate results company-wide; (6) develop an internal "best practice" information exchange; and (7) improve overall service profit chain performance. What difference can service profit chain management make? A lot. Between 1986 and 1995, the common stock prices of the companies studied by the authors increased 147%, nearly twice as fast as the price of the stocks of their closest competitors. The proven success and high-yielding results from these high-achieving companies will make The Service Profit Chain required reading for senior, division, and business unit managers in all service companies, as well as for students of service management.

The Service Profit Chain: How Leading Companies Link Profit and Growth to Loyalty, Satisfaction, and Value (Цепочка создания прибыли в сфере услуг: как ведущие компании связывают прибыль и рост с лояльностью, удовлетворением и ценностью)

Over the past two decades, scholarly interest in employer branding has strongly increased. Simultaneously, however, employer branding research has developed into a fragmented field with heterogeneous interpretations of the employer branding concept and its scope, which has impeded further theoretical and empirical advancement. To strengthen the foundation for future work, this paper takes a brand equity perspective to review the extant literature and create an integrative model of employer branding. Using an analytical approach, the authors identify 187 articles, which they integrate along different employer brand dimensions and branding strategies: (i) conceptual; (ii) employer knowledge dimensions; (iii) employer branding activities and strategies. On the basis of this review, the authors develop an employer branding value chain model and derive future research avenues as well as practical implications.

https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=6773&context=lkcsb_research

Employer branding: A brand equity-based literature review and research agenda

This study reviewed and analysed the phenomenon of employer branding. We began with a review of recent research in employer branding. Next, drawing the theoretical knowledge from OB, HRM, and marketing, a framework is developed depicting the antecedents of employer branding and its impact on the company performance. For this, primary data were collected administering a questionnaire survey on 347 top-level executives in 209 companies in India, and secondary data were collected on financial performance. The results revealed that realistic job previews, perceived organizational support, equity in reward administration, perceived organizational prestige, organizational trust, leadership of top management, psychological contract obligations, and corporate social responsibility influence employer branding, which in turn impact non-financial and financial performance of companies. Furthermore, leadership of top management is the most potent predictor of employer branding. Greater deviation of the existing state from the ideal state of antecedents adversely affects employer branding. Management can use this framework for developing strategy towards implementation of employer branding.

Antecedents and Consequences of Employer Branding

The employment environment, nowadays, is becoming increasingly competitive. In such competitive environment, employer branding is fast emerging as a long-term human resource (HR) strategy to attrac...

Exploring the Relationship between Employer Branding and Employee Retention

Purpose – There is scientific consensus that employees' attitudes have a fundamental impact on customers' experiences. This paper seeks to focus on how to create favourable employee attitudes that are relevant for the creation of the service brand. In this context, the aim is to develop a framework that combines the concept of the perceived employer brand with employee outcomes that are relevant for service branding.Design/methodology/approach – Empirical data were collected from a sample (n=2,189) of a worldwide operating insurance company. Data analysis was performed using structural equation modelling.Findings – First, the findings underpin the idea of a relationship between the perceived employer brand and service branding. Second, the influence of particular drivers for employee attitudes is determined.Research limitations/implications – Research is based on data from only one company. Furthermore, customer outcomes are not investigated directly. Thus, research needs to be taken further by investigat...

The influence of the employer brand on employee attitudes relevant for service branding: an empirical investigation

Hohe Erwartungen : Die Befragung von Mitarbeitern eines Schweizer Unternehmens hilft die Struktur des Employer Brands aufzuschlüsseln

Employer branding (EB) has become an important toolkit for human resources. It focuses communicating an attractive employer image to current and potential employees by integrating marketing concepts into HR activities. Marketing researchers have established the relationship between employee satisfaction and loyalty, and customer satisfaction, and company profit by investigating the Service Profit Chain (SPC). Furthermore, Internal Branding (IB) is a concept to align employees' behavior in order to generate a competitive advantage. We now use a very crucial concept to marketing, the customer value (CV) concept for combining EB, the SPC and IB. More detailed, we apply the CV concept to further research the link between a company's ability to create value for their employees and the employee's job satisfaction and identification. Hereby, an EB model constituting of five dimensions is established and verified across genders to examine different satisfaction and identification patterns between the employer brand dimensions. The analysis employs a quantitative survey that encompassed 2,189 employees of an insurance company. The results indicate a positive relationship between the employer branding dimensions and employees' satisfaction and identification with the company.

Integrating marketing and human resources : The link between employee's job satisfaction, identification with the company and employer branding

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The influence of the employer brand on employee attitudes relevant for service branding: an empirical investigation

Hohe Erwartungen : Die Befragung von Mitarbeitern eines Schweizer Unternehmens hilft die Struktur des Employer Brands aufzuschlüsseln

Integrating marketing and human resources : The link between employee's job satisfaction, identification with the company and employer branding