How to Sell Services More Profitably (Record no. 29475)

MARC details
000 -LEADER
fixed length control field 02472pab a2200205 454500
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 140923b0 xxu||||| |||| 00| 0 eng d
040 ## - CATALOGING SOURCE
Transcribing agency Welingkar Institute of Management Development & Research, Mumbai
Original cataloging agency Welingkar Institute of Management Development & Research, Mumbai
041 ## - LANGUAGE CODE
Language code of text/sound track or separate title ENG
082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER
Classification number
Item number Rei
100 ## - MAIN ENTRY--PERSONAL NAME
Personal name Reinartz Werner
245 ## - TITLE STATEMENT
Title How to Sell Services More Profitably
250 ## - EDITION STATEMENT
Edition statement 5
260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT)
Place of publication, distribution, etc.
Name of publisher, distributor, etc. May 2008
Date of publication, distribution, etc. 0
300 ## - PHYSICAL DESCRIPTION
Extent 90-96 Pp.
490 ## - SERIES STATEMENT
Volume/sequential designation 86
520 ## - SUMMARY, ETC.
Summary, etc. When products become commodities, manufacturing companies may seek to differentiate themselves with value-added services -- a potentially profitable strategy. Unfortunately, companies often stumble in the effort. Reinartz and Ulaga conducted in-depth studies of 18 leading companies in a broad variety of product markets to learn what distinguished the successes from the rest. They discovered four steps to developing a profitable services capability. Recognize that you already have a service company. You can identify and charge for simple services -- as Merck did when it stopped quietly absorbing shipping costs. Switching services from free to fee clarifies their value for managers as well as for customers. Industrialize the back office. To prevent delivery costs from eating up service-offering margins, build flexible service platforms, closely monitor process costs, and exploit new technologies that enable process innovations. The Swedish bearings manufacturer SKF provided off-site access to an online monitoring tool that could warn of potential failure in customers' machines. Create a service-savvy sales force. Services require longer sales cycles and, often, decisions from high up in a customer's hierarchy; what's more, product salespeople may be inimical to change. Schneider-Electric did a major overhaul of its sales organization and trained its people to switch from cost-plus pricing to value-based pricing. Focus on customers' processes and the opportunities they afford for new service offerings. You may need to acquire new capabilities to take advantage of those opportunities: The industrial coatings specialist PPG had to learn how painting robots function after it offered to take over Fiat's Torino paint shop. Services can both lock in customers and help acquire new accounts. They should be developed with care and attention.
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name as entry element Services,
856 ## - ELECTRONIC LOCATION AND ACCESS
Uniform Resource Identifier <a href="http://192.168.6.13/libsuite/mm_files/Articles/AR9600.pdf">http://192.168.6.13/libsuite/mm_files/Articles/AR9600.pdf</a>
906 ## - LOCAL DATA ELEMENT F, LDF (RLIN)
a 28352
Holdings
Withdrawn status Lost status Damaged status Not for loan Home library Current library Date acquired Cost, normal purchase price Total Checkouts Full call number Barcode Date last seen Cost, replacement price Price effective from Koha item type
        Main Library Main Library 09/06/2008 0.00   Rei AR9600 23/09/2014 0.00 23/09/2014 Articles

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