When terrorists attacked the Indian city of Mumbai in 2008, employees of the Taj Mumbai hotel displayed uncommon valor. They placed the safety of guests over their own well-being, thereby risking--and, in some cases, sacrificing--their lives. Deshpande, of Harvard Business School, and Raina, of the HBS India Research Center in Mumbai, demonstrate that this behavior was not merely a crisis response. It was instead a manifestation of the Taj Group's deeply rooted customer-centric culture that, the authors argue, other companies can emulate, both in extreme circumstances and during periods of normalcy. The key ingredients of this Taj-style customer centricity include: 1) a values-driven recruitment system that emphasizes integrity and duty over talent and skills; 2) training of customer ambassadors who serve the guest first and the company second; and 3) a recognition-as-reward system that values well-earned plaudits--from customers, colleagues, and immediate supervisors--over money and advancement. Each of the three elements has important features and nuances, which the authors explore in detail so that your company can take its cues.

【書誌情報】

ページ数：6ページ

サイズ：A4

商品番号：HBSP-R1112J

発行日：2011/12/1

登録日：2011/12/5