ISS: Developing a breakthrough service strategy to drive profit and growth (B)
This case is a follow up to “ISS: Developing a Breakthrough Service Strategy to Drive Profit and Growth (A)”. Two years after writing case A, the authors interviewed ISS’ CEOs in Denmark and in Sweden and asked them to comment on the differences in customer satisfaction and in employee satisfaction in their respective countries. Rather than explaining the differences, both CEOs said that an international comparison of satisfaction results is not possible. The case describes some of their arguments and serves as a basis for discussion on whether surveys and comparisons of customer and employee satisfaction on an international scale are relevant and if so, under which conditions.
Cranfield University
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Harvard Business School Publishing
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NUCB Business School
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- ISS: Developing a breakthrough service strategy to drive profit and growth (A)
- ISS: Developing a breakthrough service strategy to drive profit and growth (B)
- ISS: Developing a breakthrough service strategy to drive profit and growth (C) (Video case)
- ISS: Developing a breakthrough service strategy to drive profit and growth (A)
- ISS: Developing a breakthrough service strategy to drive profit and growth (B)
- ISS: Developing a breakthrough service strategy to drive profit and growth (C) (Video case)
Case reference: IMD-5-0624 ©2003
Research Information & Knowledge Hub for additional information on IMD publications
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in Harvard Business Review March-April 2024, vol. 102, issue 2, pp. 80-87
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