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Customer culture [Recurso electrónico] : how Fed Ex and other great companies put the customer first every day / Michael D. Basch.

Basch, Michael D.
Material type: materialTypeLabelBook; Format: electronic available online remoteSeries: Financial Times Prentice Hall books.Publisher: Upper Saddle River, NJ : Prentice Hall PTR, c2002Description: xxv, 274 p. : ill. ; 24 cm.Subject(s): Corporate culture -- Case studies | Corporate culture | Customer loyalty | Organizational effectiveness -- Case studies | Organizational effectiveness | Quality of work lifeAdditional physical formats: No titleDDC classification: 658 Online resources: Texto completo Available also in a print edition.
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Includes index.

Machine generated contents note: PART I THE THEORY 1 -- CHAPTER 1 AMERICA, YOU HAVE A NEW AIRLINE -- ANDA NEW STANDARD OF SERVICE 3 -- CHAPTER 2 SYSTEMS DRIVE PEOPLE 21 -- A UPS SYSTEMS EXAMPLE: REDUCING -- TRANSACTION COSTS 28 -- BACKGROUND 28 -- PROBLEM 29 -- SYSTEMIC CAUSE 30 -- SOLUTION 30 -- RESULT 31 -- POSTSCRIPT 3 1 -- ANOTHER UPS EXAMPLE: AN ELEGANT SOLUTION -- TO REDUCE MIS-SORTS 32 -- BACKGROUND 32 -- PROBLEM 33 -- SYSTEMIC CAUSE 33 -- SOLUTION 34 -- RESULT 36 -- POSTSCRIPT 36 -- A FEDERAL EXPRESS EXAMPLE: ON-TIME -- DEPARTURE 36 -- BACKGROUND 36 -- PROBLEM 37 -- SYSTEMIC CAUSE 37 -- RESULTS 38 -- POSTSCRIPT 38 -- CHAPTER 3 VISION 41 -- THE FIRST NEED OF PEOPLE IS TO HAVE THEIR -- PHYSICAL NEEDS MET 43 -- STAGE TWO IS MEETING INFORMATIONAL NEEDS 45 -- STAGE THREE IS MEETING EMOTIONAL NEEDS 47 -- STAGE FOUR IS SPIRITUAL NEEDS 50 -- CHAPTER 4 VALUES AS WORDS VERSUS VALUES AS -- ACTIONS 53 -- CHAPTER 5 GOALS 63 -- CHAPTER 6 RELEVANCE 73 -- YOU GET WHAT YOU RECOGNIZE 83 -- INVENTION OF THE EAGLE CARD 85 -- LEGENDARY STORIES ENCOURAGE LEGENDARY -- BEHAVIORS 8 -- CHAPTER 7 You CAN'T MANAGE OR INNOVATE WHAT -- YOU CAN'T MEASURE 95 -- A GOOD EXAMPLE WHERE FEEDBACK HAS BEEN -- LOST IS THE U.S. HEALTHCARE SYSTEM 1 03 -- CHAPTER 8 EXTRAORDINARY SERVICE IS DELIVERED -- BY ITS CREATORS 1 09 -- PART 2 THE APPLICATION 1 21 -- CHAPTER 9 THE PHOENIX DOG PISS THEORY 1 23 -- CHAPTER 10 BIG COMPANIES ARE LIKE BIG SHIPS- -- SLOW TO MOVE AND SLOW TO CHANGE 131 -- CHAPTER 11 SYSTEMIZE THE ROUTINE; HUMANIZE -- THE EXCEPTION 141 -- YOU CAN TURN ANGRY CUSTOMERS INTO RAVING -- FANS SIMPLY BY SOLVING THEIR PROBLEMS 142 -- CHAPTER 12 THE SINGLE EGG ORGANIZATION 151 -- THE SINGLE EGG ORGANIZATION 1 54 -- FEDERAL EXPRESS CREATES FEDEX SERVICES 156 -- LARSON-JUHL COMBINES SALES AND SERVICE -- LOCALLY 158 -- BELL SPORTS SETS UP SEPARATE COMPANIES 159 -- CHAPTER 13 THE HIERARCHY OF HORRORS 161 -- CHAPTER 14 THE SEVEN DYNAMICS OF CHANGE 171 -- DYNAMICS OF CHANGE EXERCISE 172 -- HOW TO DEAL WITH THE DYNAMICS OF CHANGE 176 -- THE TWO INGREDIENTS TO INNOVATIVE SUCCESS 181 -- WHAT Is THE PROCESS AND HOW IS IT -- COMPATIBLE WITH SYSTEMS THINKING? 182 -- REDUCING THE WORKFORCE 184 -- THE HUDSON RIVER RUNWAY 185 -- PART 3 THE RESULTS 1 89 -- CHAPTER 15 THE PADDI LUND STORY 191 -- THE COURTESY SYSTEM 206 -- CHAPTER 16 ANATOMY OF A START-UP: INNOVATION -- IN ACTION 209 -- CHAPTER 17 ANATOMY OF A TURNAROUND: CUSTOMER -- CULTURE IN TRANSITION 223 -- APPENDIX A THE VISION OF THE IDEAL AT A FEDERAL -- EXPRESS STATION 241 -- THE FEDERAL EXPRESS STATION: AN IDEAL 243 -- THE IDEAL STATION 243 -- POSTSCRIPT 249 -- APPENDIX B THE UPS PHILOSOPHY AS STATED BY -- ITS FOUNDER 251 -- QUOTES 254 -- DETERMINED MEN 258.

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Electronic reproduction. Boston, MA : Safari, 2002. Available via World Wide Web.

Modo de acceso: World Wide Web.

Made available through: Safari Books Online, LLC.

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