Service–Profit Chain

The desired business and financial results are not accidental. They cannot be achieved at one’s behest too. Reaching business results is a systemic process of dependent events that are interconnected and entail the development of a company and a certain level of its profitability. Working with our customers we use the so-called Service–Profit Chain (see: James L. Heskett, Thomas O. Jones, Gary W. Loveman, W. Earl Sasser, Jr., Leonard A. Schlesinger Putting the Service–Profit Chain to Work, HBR). It shows how leadership actions affect at first employees’ behaviors and then customers’ experiences as well as the resulting level of their loyalty. This, in turn, contributes to the development or decline of a particular enterprise.

The Service profit chain is a systemic process, connecting quality of leadership, employees behavior, customer experience with customer loyalty, in order to achieve desired business goals: growth and increased profitability.

It is a truth universally acknowledged that a chain is only as strong as its weakest link. In Executive-Conversation we:

  • support identifying the strongest and weakest elements of both the inner world of a particular enterprise (the alignment level) and its customers’ world (the level of satisfaction, loyalty and willingness to recommend, key purchasing factors, etc.)
  • develop and recommend the best solution
  • bring about the implementation of the proposed actions together with a customer (totally unlike in the following joke):

In Executive-Conversation we take full responsibility for the implementation of our solutions!

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