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Titlebook: Service is Front Stage; Positioning Services James Teboul Book 2006 Palgrave Macmillan, a division of Macmillan Publishers Limited 2006 int

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书目名称Service is Front Stage
副标题Positioning Services
编辑James Teboul
视频video
丛书名称INSEAD Business Press
图书封面Titlebook: Service is Front Stage; Positioning Services James Teboul Book 2006 Palgrave Macmillan, a division of Macmillan Publishers Limited 2006 int
描述This book contains a simple but powerful definition of services based upon a separation between back-stage and front-stage activities. Services deal with front interactions, production and manufacturing with back-stage operations. Teboul uses this distinction to systematically explore the important issues of the field.
出版日期Book 2006
关键词interaction; manufacturing; production; service
版次1
doihttps://doi.org/10.1057/9780230579477
isbn_softcover978-1-349-28249-4
isbn_ebook978-0-230-57947-7Series ISSN 2947-7727 Series E-ISSN 2947-7735
issn_series 2947-7727
copyrightPalgrave Macmillan, a division of Macmillan Publishers Limited 2006
The information of publication is updating

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Introduction,ure and industry. Its dominance, the variety of services offered and the multiplicity of cross-functional management issues it raises have rendered the classic paradigm of a three-sector economy obsolete and misleading.
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Conclusion,uct and operations in the back stage and the other on the market and the customer relationship in the front stage. When the two lenses are well focused, they give an integrated view, a relief map of the business, and the key issues appear more distinctly. Obviously, I have centered my attention on t
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Managing the Change Process,create value to move the organization out of the troubled seas of intense competition to calmer waters or to a niche harbor. Tools such as the service-intensity matrix and the value creation cycle are useful in this quest for a solid and sustainable superiority.
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Balancing Supply and Demand,erved that the hourly trading volume can be three times the average daily volume. But a spike in demand can be three times the average hourly volume. On a spiked day, the daily capacity should be multiplied by nine.
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