Leonard L. Berry
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Discovering the Soul of Service: The Nine Drivers of Sustainable Business Success
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published
1999
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8 editions
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Management Lessons from Mayo Clinic: Inside One of the World's Most Admired Service Organizations
by
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published
2008
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6 editions
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On Great Service: A Framework for Action
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published
1995
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6 editions
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Marketing Services: Competing Through Quality
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published
1991
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7 editions
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Un Buen Servicio Ya No Basta: Cuatro Principios del Servicio Excepcional al Cliente
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published
2003
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Como Descubrir el Alma del Servicio: Los Nueve Motores del Exito Empresario Sostenido
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published
2000
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Descobrindo a essência do serviço: os novos geradores de sucesso sustentável no negócios
by
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published
2001
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Marketing and the social environment: A readings text
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published
1973
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Selling in Banking: Today's Reality, Tomorrow's Opportunity
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Service Quality: A Profit Strategy for Financial Institutions
by
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published
1988
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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.”
― Management Lessons From Mayo Clinic
― 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.”
― Marketing Services: Competing Through Quality
― 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.”
― Management Lessons From Mayo Clinic
― Management Lessons From Mayo Clinic
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