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| Contents | |
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| Preface | |
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| The Service Profit Chain A Rationale For Excellence | |
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| Setting the Record Straight | |
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| A World of Misleading AdviceToo Much Advice out of Context | |
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| The Tyranny of the Tradeoff | |
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| Emphasis on Symptoms vs. Causes | |
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| The "Trivialization" of Service | |
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| Fixation on Service Process Quality | |
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| The Service Profit Chain and Our Search for Evidence | |
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| Heskett and the Strategic Service Vision | |
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| Sasser and Customer Loyalty | |
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| Schlesinger and Determinants of Employee and Customer Loyalty | |
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| The Service Profit Chain | |
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| The Centrality of Value | |
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| Quality as One Element of Value | |
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| Price Results, Costs, Price, Value, and Profit | |
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| Relationship to Service Profit Chain | |
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| What Difference Does It Make? | |
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| Spreading the Word | |
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| Capitalizing on the Service Profit Chain | |
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| The Service Profit Chain | |
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| Managing for Results at Southwest Airlines and American Express | |
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| Profit and Growth Are Linked to Customer Loyalty | |
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| Customer Loyalty Is Linked to Customer Satisfaction | |
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| Customer Satisfaction Is Linked to Service Value | |
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| Service Value Is Linked to Employee Productivity | |
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| Employee Productivity Is Linked to Loyalty | |
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| Employee Loyalty Is Linked to Employee Satisfaction | |
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| Employee Satisfaction Is Linked to Internal Quality of Work Life | |
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| Comprehensively Relating Links in the Chain | |
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| Implications of the Service Profit Chain for Management | |
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| Measuring Across Operating Units | |
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| Communicating Results of the Self-Appraisal | |
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| Developing a "Balanced Scorecard" | |
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| Designing Efforts to Enhance Performance | |
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| Tying Recognition and Rewards to Measures | |
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| Communicating Results | |
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| Encouraging Internal "Best Practice" Exchanges | |
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| Questions for Management | |
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| Getting on with the Job: An Important Caveat | |
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| Managing by the Customer Value Equation | |
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| The Customer Value Equation | |
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| Results Produced for Customers | |
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| Process Quality | |
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| Price and Acquisition Costs | |
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| Customer Value Equation Relationships | |
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| Managing by the Customer Value Equation: What It Requires | |
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| USA | |
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| A British Airways | |
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| Requirements of Those Who Manage by the Customer Value Equation | |
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| Linking the Strategic Service Vision and the Service Profit Chain | |
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| Questions for Management | |
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| Building Profit Chain Capability | |
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| Rethinking Marketing: Building Customer Loyalty | |
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| Defining the "New" Marketing: Adding the Three Rs to the Four Ps | |
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| Estimating the Lifetime Value of a Customer | |
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| Retention | |
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| Related Sales of New Products and Services | |
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| Referrals | |
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| Managing by the Three Rs | |
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| Measuring and Communicating the Lifetime Value of Customers | |
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| Identifying, Creating, and Enhancing Listening Posts | |
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| Recognizing and Creating Incentives to Build Customer Loyalty | |
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| Utilizing Customer Defections as Learning Opportunities Potential-Based Marketing | |
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| Identifying Share of Loyal Customers | |
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| Calculating Economic Impact of Customer Behavior Change | |
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| Lengthening Customer Relationships | |
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| Overall Impact of Potential-based Marketing | |
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| Implementing a Potential-based Marketing Effort | |
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| Mining Customer Data to Achieve Mass Customization | |
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| Achieving Mass Customization on a "Vertical" Data base | |
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| Achieving Mass Customization on a "Horizontal" Data base | |
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| Organizational Implications of the New Marketing | |
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| Questions for Management | |
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| Attaining Total Customer Satisfaction | |
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| Not Whether but When The Xerox Experience | |
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| The Total Customer Satisfaction Imperative | |
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| Relationship of Customer Satisfaction and Loyalty | |
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| Relationship of Customer Satisfaction and Profitability | |
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| Total Satisfaction for Captive Customers | |
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| The Importance of Focus | |
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| The Tyranny of Averages | |
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| Satisfying Targeted Segments | |
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| The Ultimate Source of Focus: Affinity Groups | |
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| Measuring Customer Satisfaction and Loyalty | |
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| Customer Surveys | |
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| Customer Feedback | |
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| Marketing Research | |
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| Feedback from Frontline Personnel | |
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| Complementarity of Methods | |
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| Addressing Customer Satisfaction at the Limits: Apostles and Terrorists | |
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| The Economics of the Extreme | |
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| Investing in Existing versus New | |