Suchergebnisse

Exzellenter Service entsteht nicht von selbst. Weltweit nutzen Best-in-Class-Unternehmen Konzepte, die sich unter dem Label "Service Excellence" etabliert haben. Der Herausgeberband "Erfolgreiche Wege zur Service Excellence – Von Service-Champions das 1 x 1 exzellenter Services erfahren" widmet sich entsprechend der zentralen Fragestellung, wie Service Excellence von und in erfolgreichen Unternehmen umgesetzt und gelebt wird. Dabei orientiert sich das Fachbuch strukturell an dem Modell der Service Excellence, wie es in der neuen ISO-Norm 23592 verankert ist. Hierzu werden von ausgewiesenen Experten aus den unterschiedlichsten Branchen Best Practices vorgestellt, die erfolgreiche Wege zur Umsetzung von Service Excellence aufzeigen. Mit Beiträgen von Dr. Ferri Abolhassan, Dr. Björn Becker, Sabine Börnsen, Philippe Clarinval, Svenja Daniel, Prof. Dr. Matthias Gouthier, Enrico Jensch, Juliane Köninger, Michael Moritz, Christian Polenz, Christopher Rastin, Carsten K. Rath, Matthias Raquet und Dr. Kristina Rodig.

We conduct a systematic exploratory investigation of the effects of firms' existing service productivity on the success of their new service innovations. Although previous research extensively addresses service productivity and service innovation, this is the first empirical study that bridges the gap between these two research streams and examines the links between the two concepts. Based on a comprehensive data set of new service introductions in a financial services market over a 14-year period, we empirically explore the relationship between a firm's existing service productivity and the firm's success in introducing new services to the market. The results unveil a fundamental service productivity-service innovation dilemma: Being productive in existing services increases a firm's willingness to innovate new services proactively but decreases the firm's capabilities of bringing these services to the market successfully. We provide specific insights into the mechanism underlying the complex relationship between a firm's productivity in existing services, its innovation proactivity, and its service innovation success. For managers, we not only unpack and elucidate this dilemma but also demonstrate that a focused customer scope and growth market conditions may enable firms to mitigate the dilemma and successfully pursue service productivity and service innovation simultaneously.

The new public service through the Mall Public Service is the answer to the wishes of the public about fast, easy, safe, comfortable and integrated services. It takes high morale and fighting power to bring all Human Resources personnel to the level of change Mall Public Service l is an integration of business processes, operational mechanisms, data sharing, management of Human Resources, infrastructure facilities that support the convenience of each visitor, especially for vulnerable groups, cooperation between the central government, regional governments, and the private sector A total of 24 agencies both central, regional, State-Owned Enterprises (BUMN), Regional-Owned Enterprises (BUMD) joined in this Public Service Mall. From here also, 168 types of services can be directly arranged, starting with police services, Social Security Administering Agency (BPJS) Health, labor, taxation, immigration, MSME galleries, banking, prosecutors, State electricity companies (PLN), Regional Water Companies (PDAM) ), including licensing for Micro, Small and Medium Enterprises (UMKM). So, people do not need to go back and forth to many places to take care of many things. But, it is enough to come in one place, and the officers assigned at the Sidoarjo Mall Public Service are officers who are already trained, professional, and always friendly in serving. The goal is that the community is truly maximized when they receive services. As the existing program, namely prioritizing community satisfaction in service. So the officers stationed here are friendly people in serving the community. Where a good government is a government that serves, not ask to be served.

Services employing virtual channels of delivery such as the Internet are typically multichannel. Service quality research in traditional services and, more recently, in e-services tends to take a single-channel perspective. This article argues that a multichannel setting introduces a set of complexities that call for a broader conceptualization of service quality, recognizing that customer experience is formed across all moments of contact with the firm through several channels. Building on existing research, the article develops a framework for conceptualizing multichannel service quality, distinguishing between virtual, physical, and integration quality. Integration quality is identified as a key new service quality component. The framework also addresses how the three components of service quality are delivered by the different parts of the service delivery system and identifies the associated challenges for providing good levels of service quality. A number of research and managerial implications as well as future research needs are put forward.