- Hardcover: 312 pages
- Publisher: McGraw-Hill Education; 1 edition (June 9, 2008)
- Language: English
- ISBN-10: 0071590730
- ISBN-13: 978-0071590730
- Product Dimensions: 6.2 x 1.1 x 9.2 inches
- Shipping Weight: 1.3 pounds (View shipping rates and policies)
- Average Customer Review: 67 customer reviews
- Amazon Best Sellers Rank: #289,030 in Books (See Top 100 in Books)
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Management Lessons from Mayo Clinic: Inside One of the World’s Most Admired Service Organizations Hardcover – June 9, 2008
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From the Back Cover
Prescriptions for Service Success
“Quite possibly the most important management book to appear in more than a decade…essential reading for the leaders of any type of organization.”-Gerald Zaltman, PhD, author of How Customers Think
“This book reads like a thriller taking you into the heart of a great organization and peeling off, layer by layer, the secrets of creating incomparable performance for your customers and your partners. It should be read by everyone in business.”-Philip Kotler, Ph.D., S.C. Johnson & Son Distinguished Professor of International Marketing, Kellogg School of Management, Northwestern University
“A landmark. Through deep study, respectful listening, and eloquent reporting, the authors connect 'service success' to the very core of healthcare's mission and to the very soul of the healthcare workforce.”-Donald M. Berwick, M.D., MPP, president and CEO, Institute for Healthcare Improvement
“This book is an essential read for those managing labor-intensive, highly interactive service businesses, and offers thought provoking guidance to anyone seeking to build a customer-focused culture.”-George Day, Ph.D., Geoffrey T. Boisi Professor and codirector, Mack Center for Technological Innovation, Wharton School, University of Pennsylvania
“Berry and Seltman have now defined a new gold standard for service with their extraordinary assessments of the prestigious Mayo Clinic's service culture and management.”-James D. Rogers, chairman/CEO, Kampgrounds of America Inc.
“An extraordinary book that provides wonderful lessons in how to build and sustain service excellence in any business organization. It also offers superb insights on how unshakable core values can drive a successful culture.”-Stephen W. Brown, Ph.D., Executive Director, Center for Services Leadership, W.P. Carey School of Business, Arizona State University
About the Author
Leonard Berry, PhD, is Distinguished Professor of Marketing, and holds the M.B. Zale Chair in Retailing and Marketing Leadership in the Mays Business School at Texas A&M University. He is also Professor of Humanities in Medicine, College of Medicine, Texas A&M Health Science Center. Dr. Berry is the author of several service quality bestsellers and the recipient of the 2007 American Marketing Association/Irwin/McGraw-Hill Distinguished Marketing Educator Award and the 2008 Paul D. Converse Award.
Kent Seltman, PhD, served as director of marketing at Mayo Clinic from 1992 through 2006. With more than 25 years of experience in healthcare marketing, Dr. Seltman writes and lectures frequently on marketing and branding. He also served as editor of Marketing Health Services, published by the American Marketing Association.
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Then I came across THIS title: Management Lessons From Mayo Clinic, a clinic "referenced" in the above-mentioned book. Mayo has been my family's clinic for over 30 years, and I can attest to the accolades bestowed upon this organization! In 30+ years, I have come in contact with only 2-3 employees I found unacceptable in the field of service! I'm thinking that's a near-impossible feat!
So I found and bought this one, as well, right here on Amazon - my favorite site from which to make purchases.
- Intangible core benefit; it comes from a performance, and customers incur an expense rather than acquire tangible assets (except for outsourced billing),
- High risk service. Under-performance carries severe consequential damages,
- Labor- and skill-intensive performance, contributing to considerable variability between service providers,
- Physical presence of the customer receiving the service, requiring time and place synchronization with service provider,
- Perishable service. When the resources available to deliver the service are unused, the value that they might have created, perishes,
- Customer demand for the service is unevenly distributed and sometimes urgent,
- Diverse customer needs and preferences, requiring the service provider to maintain a portfolio of skills and resources,
- Multiple resources contribute to the customer experience, necessitating coordination of their performances,
- Complex service chain with numerous interdependent components,
- Service reliability - accuracy and dependability - are essential for success.
The key question for any manager is: "if our organization were to disappear overnight, would customers really miss us?" For Mayo Clinic, the answer is yes, and that's why it attracts and retains talented people and inspires their efforts. Mayo offers the court of last resort for many patients. A career at Mayo clinic provides a daily opportunity to apply their core values.
The Mayo Clinic model is built on three core values: place the interests of the patient above all other interests, pool talent to create teams of specialists working together, and deliver clinical care with time-condensed efficiency. At Mayo Clinic, the core strategies and core values converge - the strategies are so embedded that they become core values. Its most impressive accomplishment is how well they execute these strategies for more than a century.
In organizations that deliver consequential, complex, variable, and personal service, the performance is critically important. The brand comes as the by-product of consistent focus on the service experience of patients. Customers become marketers and the conveyors of information that can help those they know. A labor-intensive service brand can be only as good as the people creating the experience that forms brand meaning. The Mayo Clinic has created its brand through emphasis on operations. They created a world-class service organization we performing well for one customer at a time and relying EXCLUSIVELY on the word of mouth - for nearly a century, they had no marketing department. An astonishing 91 percent of patients praise the clinic to an average of 40 other patients and generates on average five new patients.
Mayo Clinic brand heroes are the industrial engineers who design the service processes and the line employees who perform their services one patient at a time. They design their processes by paying a special attention to customer perception, by orchestrating the clues for quality. They understand that customers act as detectives continuously looking for clues in order to form an opinion about their experiences. For example, does a service experience make customer feel safe, confident, efficient, smart, respected. or worthy, or does it have the opposite effects?
This book is required reading for anybody who wants to create and manage a service organization with a Mayo Clinic reputation.
If you are in the service industry, then you know that product features are defined by the service experience, and the benefits are determined by customer satisfaction. Both are intangibles.
Mayo Clinic has applied manufacturing process improvement (Six Sigma, LEAN, et al) to healthcare systems to improve the patient experience. For in the end, Mayo's management understands that the patient outcomes define product quality, and patient satisfaction is the promotion.
With all the hoopla today surrounding social media and marketing, an interesting sidebar to this book is the realization that Mayo's brand was built entirely through social networks; patients travel around the world for treatment at the clinic, and return home to tell the tale to friends and family. Quite obviously, the majority of the stories told have been positive. This book helps us to understand why.