Leonard L. Berry



Average rating: 3.99 · 544 ratings · 30 reviews · 15 distinct worksSimilar authors
Discovering the Soul of Ser...

4.04 avg rating — 319 ratings — published 1999 — 8 editions
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Management Lessons from May...

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3.90 avg rating — 199 ratings — published 2008 — 6 editions
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On Great Service: A Framewo...

3.70 avg rating — 10 ratings — published 1995 — 6 editions
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Marketing Services: Competi...

4.44 avg rating — 9 ratings — published 1991 — 7 editions
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Un Buen Servicio Ya No Bast...

4.20 avg rating — 5 ratings — published 2003
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Como Descubrir el Alma del ...

it was amazing 5.00 avg rating — 1 rating — published 2000
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Descobrindo a essência  do ...

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0.00 avg rating — 0 ratings — published 2001
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Marketing and the social en...

0.00 avg rating — 0 ratings — published 1973
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Selling in Banking: Today's...

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Service Quality: A Profit S...

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0.00 avg rating — 0 ratings — published 1988
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More books by Leonard L. Berry…

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“Dr. Victor Trastek, CEO of Mayo Arizona, continually reinforces the principle of “teach, don’t blame.” When something goes wrong, when a mistake occurs, it should be viewed as a teachable moment, an opportunity to get better. Does constructive teaching always supplant blaming? No. However, Dr. Trastek is relentless in articulating a principle that strengthens self-confidence and self-esteem, which paves the way for true collaboration.”
Leonard L. Berry, Management Lessons From Mayo Clinic

“Superior execution is vital to sustaining the success initiated by an innovative service concept. An innovator’s service quality is usually more difficult to imitate than its service concept. This is because quality service comes from inspired leadership throughout an organization, a customer-minded corporate culture, excellent service-system design, the effective use of information and technology, and other factors that develop slowly in a company, if at all.”
Leonard L. Berry, Marketing Services: Competing Through Quality

“Continuing pursuit of the ideal of service and not profit. 2. Continuing primary and sincere concern for the care and welfare of each individual patient. 3. Continuing interest by every member of the staff in the professional progress of every other member.”
Leonard L. Berry, Management Lessons From Mayo Clinic



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