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商业论文写作 The beliefs, vision, as well as practices of management should be appraised and realigned, to be employee and customer centric.
Table of Contents
Introduction……………………………………………………………………………………………………..3
The service profit chain……………………………………………………………………………………..4
Discretionary Effort and Employee Engagement………………………………………………….6
How to achieve it……………………………………………………………………………………………..11
Recommendations…………………………………………………………………………………………..12
References………………………………………………………………………………………………………16
Introduction 商业论文写作
Organizations should focus on people issues that impact upon its service-profit-chain with the intention of instigating change for the better. This paper investigates what Citibank ought to do in order to realize authentic competitive advantage through employee attitudes and skills. This paper will also seek to establish the relationship between indisputably engaged employees and beyond average profits.
With the contemporary business milieu becoming expansive and consumers being offered greater choices, the present day’s clientele demand superior value and will only continue being loyal if they are wholly satisfied. In today’s dynamic business environment, where the Internet has considerably minimized the barriers to entry for numerous industries, the capability to build and maintain a competitive advantage becomes increasingly intricate for organizations. In view of extremely competitive markets as well as shifting buyer behaviors, brought about by increased utilization of Internet media, organizations require recognizing that it is no longer adequate to have barely satisfied clientele. 商业论文写作
Extensive research has demonstrated that, in markets where the competition is severe, there is a remarkable difference amid the loyalty of barely satisfied and wholly satisfied clientele in terms of monetary gains. In view of a high degree of competition in the American retail sector, organizations ought to raise the degree of client satisfaction from barely satisfied to wholly satisfied in order to secure the requisite customer loyalty and create greater long-term economic performance. Consumer procurement behavior reveals that barely satisfying clientele who hold the freedom of preference is not sufficient to secure their loyalty. Wholly satisfied clientele are the only truthfully loyal customers (Woodruffe 2006, p. 6).
Realizing this competitive advantage by means of better-quality customer responsiveness, however, is not simply an issue of deliverance of the same value or through differentiating founded on price (Brooks 2005, p. 50).
Securing loyal and wholly satisfied customers by means of delivering better-quality customer service necessitates engaged employees that are both intellectually and emotionally loyal to the organization. Only engaged human resources exert the requisite levels of discretionary endeavor that achieves loyal customers.
Generating and managing a milieu where employees display high levels of discretionary endeavor in their jobs pose numerous managerial implications. Discretionary endeavor implies the extra effort that engaged employees are enthusiastic to provide. Up to 40% of employee endeavor is discretionary. This however depends on the degree of engagement. This paper outlines and discusses service-profit-chain whereby, a strong and direct relationship between financial performance and employee engagement instigates change for the better. In order to bring the subject matter into perspective, this paper will discuss the challenges and issues that surround employee engagement and discretionary endeavor at the same time as it highlights on the best practices. 商业论文写作
According to Cross and Silvestro (2000, p.36), engagement has a significant influence on employees’ objectives to continue working in an organization. Research has sustained the reality that employee turnover is a credible indicator of employee satisfaction. Therefore, organizations require paying substantial interest to managing turnover by means of engaging their employees, with the intention of managing customer satisfaction.
译文：
介绍 商业论文写作
组织应关注影响其服务利润链的人员问题，以期促使变革变得更好。本文调查了花旗银行应该做什么才能通过员工的态度和技能实现真正的竞争优势。本文还将寻求建立无可争议的敬业员工与超出平均利润之间的关系。
随着当代商业环境变得越来越广阔，消费者有更多的选择，当今的客户要求更高的价值，只有在他们完全满意的情况下才会继续保持忠诚。在当今瞬息万变的商业环境中，互联网大大降低了众多行业的进入壁垒，建立和保持竞争优势的能力对组织来说变得越来越复杂。鉴于竞争激烈的市场以及因互联网媒体利用率的提高而导致的买方行为的转变，组织需要认识到，仅仅满足客户的需求已不再足够。
广泛的研究表明，在竞争激烈的市场中，在金钱收益方面，勉强满意和完全满意的客户的忠诚度存在显着差异。鉴于美国零售业的高度竞争，组织应该将客户满意度从勉强满意提高到完全满意，以确保必要的客户忠诚度并创造更大的长期经济绩效。消费者采购行为表明，仅仅满足拥有偏好自由的客户不足以确保他们的忠诚度。完全满意的客户是唯一真正忠诚的客户（Woodruffe 2006，第 6 页）。
然而，通过更优质的客户响应来实现这种竞争优势并不是简单地提供相同价值或通过不同的价格建立的问题 (BROOKS 2005, P.)。
通过提供更优质的客户服务来确保忠诚和完全满意的客户需要在智力和情感上都对组织忠诚的员工。只有敬业的人力资源才能发挥必要的自主努力水平，从而获得忠诚的客户。
创造和管理员工在工作中表现出高度自主努力的环境会产生许多管理影响。酌情努力意味着敬业的员工热衷于提供额外的努力。高达 40% 的员工努力是可自由支配的。然而，这取决于参与程度。本文概述并讨论了服务利润链，其中，财务绩效和员工敬业度之间的强大而直接的关系促使变革变得更好。为了使主题更清晰，本文将讨论围绕员工敬业度和自主努力的挑战和问题，同时重点介绍最佳实践。
根据 Cross 和 Silvestro (2000, p.36) 的说法，敬业度对员工继续在组织中工作的目标有重大影响。研究表明，员工流失率是员工满意度的可靠指标。因此，组织需要通过让员工参与来管理营业额，以管理客户满意度。
The service profit chain
The service-profit chain (SPC) is a structure for connecting service operations, customer assessments, and employee assessments, and to an organization’s profitability. The SPC offers an integrative structure for understanding how an organization’s operational investments into the service operations are correlated to customer behaviors and perceptions, and how these convert into profits. For an organization, it offers much needed direction about the intricate interrelationships between customer perceptions, operational investments, as well as the bottom line (Brooks 2005, p. 41).
According to Pritchard and Silvestro’s (2005, p. 125), putting into practice the SPC is a persistent problem amongst the majority of service firms, and numerous efforts have been made to mold various facets of the SPC. The service-profit-chain is a widely acknowledged model that explains the sustainable competitiveness realized by organizations which possess an engaged workforce. This model suggests that profitability and growth are anchored in loyal customers who are wholly satisfied with the perceived worth of the service they obtain. The service value is approximately at all times only generated by engaged employees that demonstrate a high degree of discretionary effort since they benefit from the quality of work life that the organization provides (Hostage 2001, p. 81). 商业论文写作
Quality of work life may be defined by the favorable environments and conditions of a workplace that promote and support employee satisfaction through guaranteeing that rewards, including meaningful work, promotion, compensation, development, and recognition meet or surpass their expectations.
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服务利润链 商业论文写作
服务利润链 (SPC) 是一种连接服务运营、客户评估和员工评估以及组织盈利能力的结构。 SPC 提供了一个综合结构，用于了解组织对服务运营的运营投资如何与客户行为和感知相关联，以及这些如何转化为利润。对于组织而言，它提供了关于客户感知、运营投资以及底线之间错综复杂的相互关系的急需的方向（Brooks 2005，第 41 页）。
根据 Pritchard 和 Silvestro (2005, p. 125) 的说法，将 SPC 付诸实践是大多数服务公司的一个长期问题，并且已经做出了许多努力来塑造 SPC 的各个方面。服务利润链是一个广为人知的模型，它解释了拥有敬业劳动力的组织所实现的可持续竞争力。该模型表明，盈利能力和增长取决于对所获得服务的感知价值完全满意的忠诚客户。服务价值几乎始终仅由表现出高度自主努力的敬业员工产生，因为他们受益于组织提供的工作生活质量（Hostage 2001，第 81 页）。
工作生活质量可以由工作场所的有利环境和条件来定义，这些环境和条件通过保证包括有意义的工作、晋升、薪酬、发展和认可在内的奖励达到或超过他们的期望来促进和支持员工满意度。
According to Heskett et al (1997, p. 25) high quality of work life should produce committed,
satisfied, as well as productive employees who in turn should ignite a chain effect that leads to an organizations profitability and growth. Fundamentally, the service-profit chain hypothesizes that the loyalty and satisfaction of engaged employees transforms into customer loyalty and satisfaction, which sequentially creates enhanced business performance.
Figure 1. The service profit chain
Heskett et al. (1997) carried out studies that gathered empirical evidence from twenty large organizations. The studies gave support and credibility to several of the relationships in the chain, particularly the link between customer and employee satisfaction. Nevertheless, it was not until the investigative study carried out by Cross and Silvestro (2000) that focused on the strength of the linkages, that organizations were subjected to an investigation of all of the relationships in the service-profit chain. The whole model was applied to a leading grocery retailer in the UK’s in order to question the fundamental postulation of the service-profit chain. This was that engaged employees sequentially create customer loyalty and satisfaction. The results revealed definite and real correlations between customer loyalty, customer satisfaction, service value, productivity, internal service quality, profit, and output quality. 商业论文写作
Another independent study carried out by Lau (2002) investigated a section of the Heskett et al.’s model.
The Lau’s research did not endeavor to present any statistical evidence for the purposes of validating every individual linkage; but instead it investigated the direct linkage connecting quality of work life, and performance in growth as well as profitability.
This is a surrogate for engaged employees in regard to the service-profit chain model. The research conducted by Lau specified that, engaged employees, and quality of work life had a momentous influence on profitability and growth. The research contrasted the performance of organizations with a repute of high quality of work life against a control cluster of S&P 500 companies. The research outcomes demonstrated that the organizations with a repute of high quality of work life indeed experienced higher growth rates in comparison to the control cluster of S&P 500 companies. The results also revealed that, these disparities are statistically important.
译文：
根据 HESKETT 等人 (1997, P. 25) 高质量的工作生活应该产生承诺，
满意，以及生产性员工，他们反过来应该点燃导致组织盈利能力和增长的连锁效应。从根本上讲，服务利润链假设敬业员工的忠诚度和满意度会转化为客户忠诚度和满意度，从而依次提高企业绩效。
图 1. 服务利润链
赫斯基特等人。 (1997) 开展的研究收集了 20 个大型组织的经验证据。这些研究为链条中的几个关系提供了支持和可信度，特别是客户和员工满意度之间的联系。然而，直到 Cross 和 Silvestro (2000) 进行的侧重于联系强度的调查研究，组织才接受了对服务-利润链中所有关系的调查。整个模型被应用于英国一家领先的杂货零售商，以质疑服务利润链的基本假设。这就是敬业的员工依次创造客户忠诚度和满意度。结果揭示了客户忠诚度、客户满意度、服务价值、生产力、内部服务质量、利润和产出质量之间的明确和真实的相关性。
Lau (2002) 进行的另一项独立研究调查了 Heskett 等人模型的一部分。
Lau 的研究并未试图提供任何统计证据来验证每个单独的联系；但相反，它调查了工作生活质量、增长绩效和盈利能力之间的直接联系。
这是在服务利润链模型方面对敬业员工的替代。 Lau 进行的研究表明，敬业的员工和工作生活质量对盈利能力和增长有重大影响。该研究将具有高质量工作生活声誉的组织的绩效与标准普尔 500 指数公司的控制集群进行了对比。研究结果表明，与标准普尔 500 指数公司的控制集群相比，享有高质量工作生活声誉的组织确实经历了更高的增长率。结果还表明，这些差异在统计上很重要。
Generally, the organizations that have engaged employees experience an average growth rate in sales in the range of 23.1%, while control cluster companies experienced merely 14.5%.
The discrepancies suggested that the organizations with repute of high quality of work life were growing close to 60% faster in comparison to the control cluster of S&P500 companies (Lau 2002, p. 23). Additionally, the organizations with repute of high quality of work life experienced 7.9% growth per annum for their Return on Assets (ROA), while the control cluster of S&P500 companies experienced only a 3.7% growth. This discrepancy indicated that profitability in organizations with quality work life was growing more 200% above the companies in the control cluster of S&P500 companies. This research provides great support to Heskett et al.’s concept that postulates that quality of work life, that develops engaged human resources, generates a chain effect that brings about increased profitability and growth. 商业论文写作
A research carried out by Pritchard and Silvestro’s (2005) investigating the service-profit chain endeavored to test the relationship between customer perceptions and behavior, employee perceptions and performance, as well as financial performance. The research was based on a home improvement store chain in the UK. Measures on the linkages between every one of the variables in the service-profit chain were gathered and scrutinized through the use of the Pearson’s correlation coefficient. According to Pritchard and Silvestro’s (2005, p. 130), the outcomes indicated that, service quality and value were positively correlated with employee satisfaction. This finding suggested that, human resources that are loyal and committed demonstrate higher degree of discretionary effort, considering that engaged employees generate higher degree of service value.
译文：
一般来说，雇佣员工的组织的销售额平均增长率在 23.1% 之间，而控制集群公司的平均增长率仅为 14.5%。
这些差异表明，与标准普尔 500 指数公司的控制集群相比，以高质量工作生活着称的组织的增长速度接近 60%（Lau 2002，第 23 页）。此外，享有高质量工作生活的组织的资产回报率 (ROA) 每年增长 7.9%，而标准普尔 500 指数公司的控制集群仅增长 3.7%。这种差异表明，与标准普尔 500 指数公司控制集群中的公司相比，拥有优质工作生活的组织的盈利能力增长了 200% 以上。这项研究为 Heskett 等人的概念提供了极大的支持，该概念假设工作生活质量，开发敬业的人力资源，产生连锁效应，带来增加的盈利能力和增长。
Pritchard 和 Silvestro (2005) 对服务利润链进行的一项研究试图检验客户认知和行为、员工认知和绩效以及财务绩效之间的关系。该研究基于英国的一家家居装修连锁店。通过使用 Pearson 相关系数，收集并审查了服务利润链中每个变量之间联系的措施。根据 Pritchard 和 Silvestro (2005, p. 130)，结果表明，服务质量和价值与员工满意度呈正相关。这一发现表明，考虑到敬业的员工产生更高程度的服务价值，忠诚和忠诚的人力资源表现出更高程度的可自由支配的努力。
It is essential to note that, the research found that service value was robustly positively correlated with customer loyalty and satisfaction.
In addition, stores that demonstrated highest levels of loyalty were found also to generate the greatest perceived service value. The finding supports and validates the central postulation of the model. This means that, quality of work life produces engaged employees, which sequentially promotes loyal and satisfied customer. Consequently, this translates into profitability and growth. The most noteworthy finding of the research was the strong positive relationship between growth and employee satisfaction. This suggests that empowerment of employees and the establishment of a positive working milieu will produce financial benefits (Pritchard & Silvestro 2005, p. 135).
In wrapping up, it would be deficient of any argument in regard to the service-profit chain to disregard some potential cautions to Heskett et al.’s (1997) research as well as findings. Of primary consideration would be the danger that a full focus on the service-profit chain to the omission of all else may hamper managements understanding of every complexity of performance. Any generic model requires being adapted to take into consideration company size, trading conditions, and industry (Valarie 2003, p. 65) 商业论文写作
Nevertheless, what is evident is that studies have demonstrated numerous important performance linkages connecting variables in the service-profit chain model by Heskett et al (1997). The studies have also sensitized on the significance of promoting the cooperative initiatives between employers and employees. These partnership interactions have been depicted as having dramatic influence in improving competitiveness and financial performance. This demonstrates the value fostering partnership linkages between employees and the organization’s management.
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需要注意的是，研究发现服务价值与客户忠诚度和满意度呈显着正相关。
此外，还发现表现出最高忠诚度的商店也能产生最大的感知服务价值。这一发现支持并验证了模型的中心假设。这意味着，工作生活质量会产生敬业的员工，从而促进忠诚和满意的客户。因此，这转化为盈利能力和增长。该研究最值得注意的发现是成长与员工满意度之间存在很强的正相关关系。这表明赋予员工权力和建立积极的工作环境将产生经济利益（Pritchard & Silvestro 2005，第 135 页）。
最后，如果不考虑 Heskett 等人（1997）的研究和发现的一些潜在警告，就没有任何关于服务利润链的论点。首要考虑的危险是，完全关注服务利润链而忽略所有其他因素可能会妨碍管理层了解绩效的每一个复杂性。任何通用模型都需要根据公司规模、交易条件和行业进行调整（Valarie 2003，第 65 页）
然而，显而易见的是，研究已经证明了 Heskett 等人（1997）在服务利润链模型中连接变量的许多重要的绩效联系。这些研究还使人们意识到促进雇主和雇员之间合作倡议的重要性。这些伙伴关系互动被描述为对提高竞争力和财务绩效具有巨大影响。这证明了在员工和组织管理层之间建立伙伴关系的价值。
Discretionary Effort and Employee Engagement
The employee-customer profit chain theory was initially developed in the 1990s. This theory continues being a standard for evaluating organizational performance in modern day management. The theory postulates that employee attitudes bear direct impact the company’s bottom line. The theory specifically focuses on the chain reaction in regard to employee behavior and its impact on customer behavior, which consequently impacts financial performance. 商业论文写作
According to Norman and Ramirez (2000, p. 61), a meta-analysis carried out by the Gallup Organization found out that that the most lucrative divisions in organizations are those which have the human resources doing what they are best at, with persons they like, as well as with a well-built sense of psychological possession for the results of their work. Employee engagement, meaning where human resources are intellectually and emotionally dedicated to the organization, is a noteworthy predictor of desirable organizational outcomes. These desirable outcomes include customer satisfaction, retention, profitability, and productivity. With vast empirical verification of employee engagement that leads to desirable organizational results, organizations require to recognize the value of generating and sustaining employee engagement.
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自主努力和员工参与 商业论文写作
员工-顾客利润链理论最初是在 1990 年代发展起来的。该理论继续成为评估现代管理中组织绩效的标准。该理论假设员工的态度直接影响公司的底线。该理论特别关注关于员工行为的连锁反应及其对客户行为的影响，从而影响财务绩效。
根据 Norman 和 Ramirez (2000, p. 61) 的说法，盖洛普组织进行的一项荟萃分析发现，组织中最有利可图的部门是那些让人力资源做他们最擅长的工作，与他们一起工作的人喜欢，以及对他们的工作成果具有良好的心理占有感。员工敬业度，意味着人力资源在智力和情感上都为组织服务，是理想的组织结果的重要预测指标。这些理想的结果包括客户满意度、保留率、盈利能力和生产力。通过对员工敬业度进行大量实证验证以取得理想的组织结果，组织需要认识到产生和维持员工敬业度的价值。
Corporate Executive Board (2004) carried out a survey of approximately 50,000 employees in 59 organizations globally.
The study revealed that, employee engagement plays a considerable role in the degree of discretionary effort demonstrated by employees as well as their intention to stay with their organization. As depicted in figures 3 and 4 below, the engaged employees exhibit up to 57% increased discretionary effort as well as up to 87% decrease in the desire to depart from the company.
Figure 3. Influence of engagement on the likelihood of departure
Source: Corporate Executive Board, 2004
Figure 4. Influence of engagement on the discretionary effort
Source: Corporate Executive Board, 2004
According to Lau (2000, p.22), with the remarkable influence that engaged employees have on the financial performance and growth, clearly established by the service-profit chain,
it is evident why employees and the manner by which they are managed deserve increased consideration. Particularly, American retailers who are experiencing progressively more competitive markets should start investing critically in their foundational assets. These foundational assets are human resources. Human resources play a fundamental role in an organization’s transformation. Motivating the human resources to put in their best knowledge and ability to work requires nurturing and clear policies. However, usually the management fails to provide adequate quality work life.
Organizations should understand that the involvement and development they provide to their human resources will make them extra valuable, and also a powerful inducement for them to remain in the organization (Woodruffe 2006, p. 3). Evidently there is constantly the risk that employees may leave, and hence take with them the new skills. However, management needs to recognize that human resources are increasingly inclined to leave the organization if they are denied development. Finding ways for employees to want to do on working at an organization is fundamental to generating an engaged human resource. Engaging talented human resources should be of highest value since they are the people who will keep the customers completely loyal and satisfied.
译文：
企业执行委员会 (2004) 对全球 59 个组织的大约 50,000 名员工进行了调查。
研究表明，员工敬业度在员工表现出的可自由支配的努力程度以及他们留在组织中的意愿方面起着相当大的作用。如下图 3 和图 4 所示，敬业的员工的自主努力增加了 57%，离开公司的愿望减少了 87%。
图 3. 参与度对离开可能性的影响
资料来源：企业执行委员会，2004 年
图 4. 参与对可自由支配努力的影响
资料来源：企业执行委员会，2004 年
Lau (2000, p.22) 认为，敬业的员工对财务绩效和增长的显着影响，由服务利润链明确建立，
很明显，为什么员工及其管理方式值得更多考虑。特别是，正在经历竞争日益激烈的市场的美国零售商应该开始对其基础资产进行批判性投资。这些基础资产是人力资源。人力资源在组织转型中发挥着重要作用。激励人力资源发挥他们最好的知识和工作能力需要培养和明确的政策。然而，管理层通常无法提供足够优质的工作生活。
组织应该明白，他们为人力资源提供的参与和发展将使他们变得更加有价值，同时也是他们留在组织中的有力诱因（Woodruffe 2006，第 3 页）。显然，员工可能会离开并因此带走新技能的风险一直存在。然而，管理层需要认识到，如果人力资源被拒绝发展，他们将越来越倾向于离开组织。为员工寻找在组织中工作的方式是产生敬业的人力资源的基础。聘请有才华的人力资源应该具有最高价值，因为他们是使客户完全忠诚和满意的人。
How to achieve it 商业论文写作
Monetary benefits are characteristically not the most important contributing aspect to employee loyalty or satisfaction. However, it plays a considerable role in realizing the same. Woodruffe, (2006, p. 4), suggests that the principal factors for employee engagement and commitment are normally non-financial. A synopsis of best practice for engaging and retaining employees stipulates that, the key is the ability to implement an all-inclusive strategy, and capability to measure and correct every component in terms of its contribution towards improved profitability (Silvestro 2001, p. 240).
The five points below provide the most appropriate way in which the organization would achieve this.
a)Providing the employees with the feeling of executing challenging and useful tasks. Employees who that experience worthlessness or meaninglessness in their jobs are increasingly more probable to leave an organization.
b)Offering genuine commitment and trust to employees. Affective commitment and trust is imperative in building relationships. Human resources that sense trust from the management are increasingly liable to feel helpful and are increasingly probable to bestow loyalty to an organization. 商业论文写作
c)Offering development opportunities as well as good training. Human resources that are undeveloped are increasingly probable to leave an organization.
d)Rewarding and recognizing. Human resources like to be recognized and valued.
e)Implementing strategies that encourage positive workplace relationships. Human resources that have good relationships amongst themselves as well with the management are increasingly loyal than those who do not.
Lau (2000, p.63) posits that while these are effective foundations for engaging employees, these resolutions are only a start. Realizing an engaged workface is usually not an easy charge. It necessitates the efforts and commitment of management, and a legitimate passion for their staff as well as customers (Valarie 2003, p. 90)
译文：
如何实现 商业论文写作
货币福利通常不是影响员工忠诚度或满意度的最重要因素。然而，它在实现这一目标方面发挥了相当大的作用。 Woodruffe (2006, p. 4) 指出，员工敬业度和承诺的主要因素通常是非财务方面的。聘用和留住员工的最佳实践概要规定，关键是能够实施全包战略，以及衡量和纠正每个组成部分对提高盈利能力的贡献的能力（Silvestro 2001，第 240 页） .
以下五点提供了组织实现这一目标的最合适的方式。
a) 为员工提供执行具有挑战性和有用的任务的感觉。在工作中感到毫无价值或毫无意义的员工越来越有可能离开组织。
b) 向员工提供真正的承诺和信任。有效的承诺和信任对于建立关系是必不可少的。感受到来自管理层的信任的人力资源越来越容易感到有帮助，并且越来越可能对组织产生忠诚度。
c) 提供发展机会和良好的培训。未开发的人力资源越来越有可能离开组织。
d) 奖励和认可。人力资源喜欢被认可和重视。
e) 实施鼓励积极工作场所关系的策略。与管理层保持良好关系的人力资源比那些没有的人更忠诚。
Lau (2000, p.63) 认为，虽然这些是吸引员工的有效基础，但这些决议只是一个开始。实现敬业的工作人员通常不是一件容易的事。它需要管理层的努力和承诺，以及对员工和客户的合理热情（Valarie 2003，第 90 页）
Recommendations
The foundation is an obligation on behalf of management to put into practice a long-term strategy whose core focus is on its customers and staff. According to Norman and Ramirez (2000, p. 67), what is requisite is a genuine enthusiasm for both customers and staff, which is sustained by specific practices.
Figure 5. Retail Linkages
In figure 5, the interrelationships between customers, employees, and management are marked A, B and C. Conventionally organizations usually place their focus on the relationships A and B. Relationship C is normally ignored as organizations fail to identify the significance of involving and developing their staff. However, according to Lau (2000, p.75) as research has demonstrated, fostering a partnership linkage between employees and management produces momentous benefits in terms of financial growth and performance. 商业论文写作
In my opinion, experience shows that so as to be at π and realize increased growth and profits, the organization needs to compute, manage and continuously improve these interactions. There is an intelligent chain to the correct practices and events. Everything begins with diagnosis, whereby a process is designed to figure out where the organization is with a clear view in terms of where the organization needs to be. Subsequently, specific recommendations in relation to recruitment solutions, procedural and policy structures, auditing and measuring tools, service and sales models, as well as feedback mechanisms may be prepared in order to develop a comprehensive program design (Silvestro 2001, p. 251).
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建议 商业论文写作
基金会有义务代表管理层实施以客户和员工为核心的长期战略。根据 Norman 和 Ramirez (2000, p. 67) 的说法，需要的是对客户和员工的真正热情，而这种热情是通过特定实践来维持的。
图 5. 零售链接
在图 5 中，客户、员工和管理层之间的相互关系被标记为 A、B 和 C。传统上，组织通常将重点放在关系 A 和 B 上。关系 C 通常被忽略，因为组织未能识别参与和发展的重要性他们的员工。然而，根据 Lau (2000, p.75) 的研究表明，在员工和管理层之间建立伙伴关系会在财务增长和绩效方面产生巨大的好处。
在我看来，经验表明，为了达到 π 并实现增长和利润的增长，组织需要计算、管理和不断改进这些交互。有一条通往正确做法和事件的智能链。一切都从诊断开始，由此设计了一个流程来确定组织所处的位置，并清楚地了解组织需要在哪里。随后，可以准备与招聘解决方案、程序和政策结构、审计和衡量工具、服务和销售模式以及反馈机制有关的具体建议，以制定全面的计划设计（Silvestro 2001，第 251 页）。
Planning of the process of implementation follows after the recommendations.
The beliefs, vision, as well as practices of management should be appraised and realigned, to be employee and customer centric. The best performing employees are acknowledged and nominated, once a customized procedure is developed, a launching strategy is established. In order for the implementation phase to be effective, it is critical that communication is available throughout the entire process. In this regard, it is essential to understand and develop the attitude of the employees. Attitude reviews are used constantly to provide comparisons and append valuable insight (Hostage 2001, p. 90). 商业论文写作
The s rollout strategy’s performance needs to be constantly evaluated and reviewed to detect which areas require modification and what may not be working. The management as well as the staff requires being involved in the process to identify which components of the process require improvement. According to (Woodruffe 2006, p. 9), external and internal marketing requires to be evaluated to guarantee that the two are congruent. The human resources need to be suitably recognized and awarded. To sustain this strategy the management and employees should be fully dedicated. The power of this dedication is ultimately demonstrated when the organization uses its employee linkages as a powerful public relations tool and a focal point for its executives’ contact with the media.
Figure 6. The employee-customer-profit chain
Source: Cross and Silvestro (2000, p.45).
As shown in figure 6, the organization ought to implement the service-profit chain concept and adapt it to generate a range of measures,
tools, training interventions, as well as management practices that would give it an intelligent implementation approach. The parts in grey represent the areas that would be statistically computed and are utilized as the fundamental drivers of growth. The parts in white represent the areas that would be developed and evaluated by means of other forms of data capture. 商业论文写作
Citibank ought to recognize that it requires generating a compelling workplace, prior to any of the mentioned initiatives driving service levels that generate above average profitability and growth in the industry. It is essential to mention that in order for Citibank to benefit from the people issues that impact upon its service-profit-chain, it must implement the recommendation of this paper.
译文：
实施过程的规划是在建议之后进行的。
应该评估和重新调整管理的信念、愿景和实践，以员工和客户为中心。表现最好的员工会得到认可和提名，一旦制定了定制的程序，就会建立启动策略。为了使实施阶段有效，在整个过程中进行沟通是至关重要的。在这方面，了解和培养员工的态度至关重要。态度评论经常用于提供比较和附加有价值的见解（Hostage 2001，第 90 页）。
需要不断评估和审查推出策略的性能，以检测哪些区域需要修改，哪些可能不起作用。管理层和员工需要参与流程以确定流程的哪些组成部分需要改进。根据 (Woodruffe 2006, p. 9)，需要对外部和内部营销进行评估，以确保两者是一致的。人力资源需要得到适当的认可和奖励。为了维持这一战略，管理层和员工应该全力以赴。当组织将其员工联系作为强大的公共关系工具和高管与媒体联系的焦点时，这种奉献精神的力量最终得到了证明。
图 6. 员工-客户-利润链
资料来源：Cross 和 Silvestro（2000 年，第 45 页）。
如图 6 所示，组织应该实施服务-利润链概念并对其进行调整以产生一系列措施，
工具、培训干预以及管理实践，可以为其提供明智的实施方法。灰色部分表示将进行统计计算并用作增长的基本驱动因素的区域。白色部分代表将通过其他形式的数据捕获来开发和评估的区域。
花旗银行应该认识到，在任何上述举措推动服务水平产生高于行业平均水平的盈利能力和增长之前，它需要创造一个引人注目的工作场所。值得一提的是，为了让花旗银行从影响其服务利润链的人员问题中受益，它必须执行本文的建议。
References 商业论文写作
Brooks, P 2005, “Why Loyal Customers and Employees Enhance the Bottom Line”, Journal of Quality and Participation, vol. 3, no.2, pp. 41-50.
Corporate Executive Board Company, 2004, Performance and Retention through Employee Engagement, Corporate Executive Board, Melbourne.
Cross, T & Silvestro, P 2000, ‘Application of service profit chain in a retail environment”, International Journal of Service Industry Management, vol. 5, no. 3, pp. 36- 45.
Heskett, J, Sasser Jr, W & Schlesinger, L 1997, The Service Profit Chain: How Leading Companies Link Profit & Growth to Loyalty, Satisfaction & Value, Free Press, NY.
Hostage, R 2001, “Quality Control in Service Businesses”, Harvard Business Review, vol. 21, no. 4, pp. 81-90.
Lau, S 2002, ‘Performance & Quality of work life’, International Journal of Service Industry Management, vol. 11, no. 5, pp. 22-75.
Norman, F, & Ramirez, T 2000, “Designing an Interactive Strategy”, Harvard Business Review vol. 6, no. 2, pp. 61-67.
Pritchard, A & Silvestro, R 2005, ‘Applying service profit chain to analyze retail performance”, International Journal of Service Industry Management, vol. 15, no. 4, pp. 125- 134.
Silvestro, R 2001, “Applying Service Profit Chain in Retail Environments”, International Journal of Service Industry Management, vol. 6, no. 3, pp. 240-251.
Valarie, A 2003, Integrating Customer Focus, Across Organizations, McGraw-Hill, N.Y.
Woodruffe, C 2006, ‘The crucial importance of employee engagement’, Human Resource Management International Digest, vol. 14, no. 1, pp. 6-9.
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