Hundreds of large organizations worldwide have used the groundbreaking Service Profit Chain to improve business performance. Now The Ownership Quotient reveals the next generation of the chain: customer and employee "owners" of your business. Employee-owners exhibit such enthusiasm for their organization that they infect countless customers with similar satisfaction, loyalty, and dedication. Customer-owners are in turn so satisfied with their experience that they relate their stories to others, persuade them to try your product, and provide constructive criticism and new product ideas. As a new generation of managers has been changing the way that products and services are designed and delivered, authors Heskett, Sasser, and Wheeler have followed the evolution of this new ownership model. Case studies from companies as diverse as Harrah's Entertainment, ING Direct, Build-a-Bear Workshop, and Wegmans Food Markets bring home the central principle of engagement - and showcase ways to raise the ownership quotient among both your employees and your customers. With the authors' decades of consulting and research paving the way, you'll learn to identify your customer-owners; consistently exceed their expectations in ways they truly appreciate; and foster, measure, and grow the Ownership Quotient throughout your company. An organization that learns how to cultivate an ownership attitude creates a self-reinforcing relationship between customers and front-line employees. The lifetime value of a customer-owner can be equivalent to that of more than a hundred typical customers. And that makes the lifetime value of an employee who can promote customer ownership priceless. This powerful and practical book shows you how to add that value to your company and delight your employees, customers, and investors. Is your organization ready to make the transition to an ownership state of mind?
This was part of the original competitive strategy of Staples, the office products discounter. Prior to opening business, Staples management had created the informationprocessing capability to support a member card system that enabled ...
strategy of leasing locations at a prodigious pace, then building and opening large “big box” stores of up to 30,000 square feet, particularly in the Southeast and West Coast of the U.S., soon propelled it past Staples in size.
With this book, anyone or or organization can learn to reroute their AQ and hardwire their brain for success." -Daniel Burrus, author, Technotrends. "AQ is one of the more important concepts of our time.
Much of this story is told in Thomas H. Davenport and Brook Manville, Judgment Calls: 12 Stories of Big Decisions and the Teams That Got Them Right (Boston: Harvard Business Review Press, 2012), 143–160. Davenport and Manville, 148.
To get the best answer-in business, in life-you have to ask the best possible question. Innovation expert Warren Berger shows that ability is both an art and a science.
Republican Bob Dornan was first elected in 1984 to one of the six U.S. House districts that are at least partially contained in Orange County. He easily won five reelection bids, usually by margins greater than 15 percent.
The definitive guide to designing digital-first experiences customers love.
And note the tenor of those aspirations: Nike wants to serve every athlete (not just some of them); McDonald's wants to be its customers' favorite place to eat (not just a convenient choice for families on the go). Each company doesn't ...
The Ownership Edge
Entire service businesses have been built around the ideas of Heskett, Sasser, and Schlesinger, pioneers in the world of service.