基本信息·出版社：Little, Brown & Company ·页码：192 页 ·出版日期：2006年11月 ·ISBN：0446698482 ·条形码：9780446698481 ·装帧：平装 ·外文书 ...
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Broken Windows, Broken Business: How the Smallest Remedies Reap the Biggest Rewa |
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Broken Windows, Broken Business: How the Smallest Remedies Reap the Biggest Rewa |
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基本信息·出版社：Little, Brown & Company
·页码：192 页
·出版日期：2006年11月
·ISBN：0446698482
·条形码：9780446698481
·装帧：平装
·外文书名：破窗破业
内容简介 Social psychologists and law enforcement officials tend to agree that if a window in a building is broken and left un- repaired, all the rest of the windows will soon be broken and the neighborhood will soon go downhill. According to Levine, the same theory is applicable to the world of business. Examples of this principle in action include: JetBlue, which figured out that giving fliers what they really want (leather seats, personal televisions, etc...) when they travel was the absolute key to success * Google, because of its extraordinary and reliable customer accessibility, was able to break out of the clutter of all the Internet search engines. * On the downside, McDonalds lost its edge in recent years when their "Broken Windows" of sloppy eating areas and unsanitary bathrooms began to drive customers away * Same goes for Kmart, which lost sight of its customer base by trying to go upscale. In BROKEN WINDOWS, BROKEN BUSINESS, Michael Levine offers the theory that all problems in business stem from the tiniest details and by extrapolating all the "small" remedies into a much larger plan, these items can stimulate business growth and keep customers coming back for more.
媒体推荐 书评
From Publishers Weekly Law-and-order criminology inspires this dour, hectoring treatise on the importance of sweating the small stuff in business. PR executive Levine, author of
Guerrilla P.R., combines his professional concern for detailed image control with James Q. Wilson and George L. Kelling''s theory that minor signs of disorder foster a climate of insecurity that causes decent folk to flee. He contends that a company''s metaphorical "broken windows"—a confusing Web site, messy restrooms, peeling paint, nagging inconsistencies like "when the waiter at a Chinese restaurant is named Billy Bob"—signal an indifference to consumer satisfaction that repels customers. His remedies are fairly routine: deploy mystery shoppers to ferret out shortcomings, remember that first impressions are lasting, strive to "exceed expectations." What''s unusual is his fanaticism, his demands that businesspeople cultivate "the obsessive, compulsive, almost violent need to find the flaws," even when others "deny such things exist or insist that they are unimportant and that you are being ridiculous." Such denials may indicate that "more employees should be getting fired," particularly those who don''t smile or are otherwise "coasting, doing their time, merely existing" and infecting other workers with their "virus." Levine is one hard-nosed beat cop, but his strident, repetitive style and emotionally insensitive methods mean that many readers (and certainly their underlings) will find the book more demoralizing than motivating.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
--This text refers to the Hardcover edition. From Booklist In March 1982, criminologists James Q. Wilson and George L. Kelling introduced the "broken windows" theory, which says that upkeep and reduction of petty crimes such as graffiti enhance the livability of a place and reduce the incidence of more violent crimes. Most law-enforcement experts balked at the time, but the theory was borne out in places like New York City, where Rudolph Giuliani put it into practice in the 1990s. Levine applies the same theory to business, where that same attention to detail can be the difference between failure and success. The "broken windows" that turn customers away could be as simple as poorly maintained restrooms, but more likely it''s the customer service problems that slowly degrade a business over time. Levine reminds us that most customers will not even bother to complain when they''re unhappy; they simply walk away. He makes his strongest case with the airline industry, buckling under massive failure because they''ve taken their customers for granted for so long. The examples ring true and the fundamentals apply to any size business.
David SiegfriedCopyright © American Library Association. All rights reserved --This text refers to the Hardcover edition. 编辑推荐 From Publishers Weekly Law-and-order criminology inspires this dour, hectoring treatise on the importance of sweating the small stuff in business. PR executive Levine, author of
Guerrilla P.R., combines his professional concern for detailed image control with James Q. Wilson and George L. Kelling's theory that minor signs of disorder foster a climate of insecurity that causes decent folk to flee. He contends that a company's metaphorical "broken windows"—a confusing Web site, messy restrooms, peeling paint, nagging inconsistencies like "when the waiter at a Chinese restaurant is named Billy Bob"—signal an indifference to consumer satisfaction that repels customers. His remedies are fairly routine: deploy mystery shoppers to ferret out shortcomings, remember that first impressions are lasting, strive to "exceed expectations." What's unusual is his fanaticism, his demands that businesspeople cultivate "the obsessive, compulsive, almost violent need to find the flaws," even when others "deny such things exist or insist that they are unimportant and that you are being ridiculous." Such denials may indicate that "more employees should be getting fired," particularly those who don't smile or are otherwise "coasting, doing their time, merely existing" and infecting other workers with their "virus." Levine is one hard-nosed beat cop, but his strident, repetitive style and emotionally insensitive methods mean that many readers (and certainly their underlings) will find the book more demoralizing than motivating.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
--This text refers to an out of print or unavailable edition of this title. From Booklist In March 1982, criminologists James Q. Wilson and George L. Kelling introduced the "broken windows" theory, which says that upkeep and reduction of petty crimes such as graffiti enhance the livability of a place and reduce the incidence of more violent crimes. Most law-enforcement experts balked at the time, but the theory was borne out in places like New York City, where Rudolph Giuliani put it into practice in the 1990s. Levine applies the same theory to business, where that same attention to detail can be the difference between failure and success. The "broken windows" that turn customers away could be as simple as poorly maintained restrooms, but more likely it's the customer service problems that slowly degrade a business over time. Levine reminds us that most customers will not even bother to complain when they're unhappy; they simply walk away. He makes his strongest case with the airline industry, buckling under massive failure because they've taken their customers for granted for so long. The examples ring true and the fundamentals apply to any size business.
David SiegfriedCopyright © American Library Association. All rights reserved --This text refers to an out of print or unavailable edition of this title.
