Module 12 – ADMN 3127
1. Course wrap up. Review term marks.
2. Chapter 15: Building a World-Class Service Organization
3. Exam review and study guide – separate Video.
Chapter 15: Building a World-Class Service Organization
Objectives:
15.1 Know the characteristics of world class service organizations and be familiar with the four
levels of service performance.
15.2 Understand what is required for transforming a service firm from a service loser to a
service leader.
15.3 Know the long-term impact of customer centricity on profitability and shareholder value.
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This last chapter describes a world class service organization (Singapore Airlines) and its
characteristics (in 12 categories) against three less desirable service organizations and their
features. Please be aware of the features of a world class organization and where to find
research on such companies (Malcolm Baldrige Quality Awards, Canada Awards for
Excellence, The American Customer Satisfaction Index for a start). Dr. Peter
1. There are four levels of service performance, and only the last two follow the key lessons from
this book:
(i) Service losers. They are poor performers in marketing, operations, and HRM. Service
losers survive because monopoly situations give customers little choice other than to buy
from them.
(ii) Service non-entities. Their performance leaves much to be desired, but they have eliminated
the worst features of service losers.
(iii) Service professionals. They have a clear market position, and customers in target segment
seek them out on the bases of their sustained reputation for meeting expectations They are solid
performers in marketing, operations, and HR, and the functions are tightly integrated.
(iv) Service leaders. They are the breakthrough service champions that are regarded as the
creme de la creme of their respective industries. Their company names are synonymous with
service excellence and an ability to delight customers.
2. We contrasted the description and actions of a service leader against professionals, non-
entities, and losers along the three functional areas in Table 15.1 Service leadership requires
high performance across a number of dimensions. These may include the use of sophisticated
marketing, the management and motivation of employees, and the continuous improvement of
service quality and productivity.
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3. It requires human leaders at all levels of an organization to take a service firm in the right
direction and ensure that the relevant strategies are implemented throughout the organization.,
We have discussed ways of achieving these goals in the various chapters throughout this book.
You now have the tools, concepts, and theories that will help you become an agent of change in
your organization.
4. A service leader's adoption of a long-term perspective: and customer centricity pay off
financially. There is solid empirical evidence that high customer satisfaction (compared to an
organization's peer group) leads to super or financial returns.
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