000 04194nam a2200685 i 4500
001 11380085
003 CaPaEBR
005 20241023114851.0
006 m eo d
007 cr cn |||m|||a
008 170507s2017 nyua foa 001 0 eng d
020 _a9781631576652
_qe-book
035 _a(BEP)4850722
035 _a(OCoLC)986634653
035 _a(CaBNVSL)swl00407340
040 _aCaBNVSL
_beng
_erda
_cCaBNVSL
_dCaBNVSL
050 4 _aHF5415.55
100 1 _aLowenstein, Michael W.,
_d1942-,
_eauthor.
245 1 0 _aEmployee ambassadorship :
_boptimizing customer-centric behavior from the inside-out and outside-in /
_cMichael W. Lowenstein.
250 _aFirst edition.
264 1 _aNew York, New York (222 East 46th Street, New York, NY 10017) :
_bBusiness Expert Press,
_c[(c)2017.]
300 _a1 online resource (xviii, 211 pages) :
_billustrations.
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
347 _adata file
_2rda
490 1 _aMarketing strategy collection,
_x2150-9662
500 _aIncludes index.
505 0 _aForeword: for employees and customers, should the goal be higher engagement or higher experience value? --
_tIntroduction: do you really wanna work here? Are you happy? Are you aligned? Are you productive? --
_t1. The evolving role(s) and needs of employees and how to stay in front of them --
_t2. Customer centricity and stakeholder centricity, and the "people-first" employee experience --
_t3. Challenges (and opportunities) represented by focus on employee satisfaction and engagement --
_t4. The linkages between employee commitment and the customer experience --
_t5. Building to employee ambassadorship: concept scoping and enterprise value --
_t6. Customers and employees, and the emotional drivers they share as stakeholders --
_t7. Measuring the macro (enterprise and group) level of employee ambassadorship --
_t8. Addressing and assessing the impact of employee negativism and how a stakeholder-centric culture can fix this --
_t9. The employee life cycle of the future and ambassadorship in practice --
_tAfterword: eyes on the stakeholder experience value prize --
_tIndex.
506 _aAccess restricted to authorized users and institutions.
520 3 _aThere have been a number of professional and academic studies, in multiple industries, linking employee attitudes and behaviors with the value customers perceive in their experiences. Through targeted research, and resultant training, communication, process, and reward and recognition programs, what we define as ambassadorship formalizes the direction in which employee engagement has been trending toward for years. Simply, the trend is optimizing employee commitment to the organization and its goals, to the company's unique value proposition, and to the customer. This is employee ambassadorship, a state beyond satisfaction and engagement where all employees are focused on, and tasked with, delivering customer value as part of their job description, irrespective of location, function or level.
530 _a2
_ub
530 _aAlso available in printing.
538 _aMode of access: World Wide Web.
538 _aSystem requirements: Adobe Acrobat reader.
588 _aTitle from PDF title page (viewed on May 7, 2017).
650 0 _aRelationship marketing.
650 0 _aEmployees
_xAttitudes.
653 _aadvocacy
653 _aambassadorship
653 _abehavior
653 _acommunication
653 _aculture
653 _acustomer experience
653 _aemotions
653 _aemployee experience
653 _aempowerment
653 _ahuman resources
653 _aleadership
653 _ametrics
653 _arelationships
653 _astakeholder
653 _atrust
655 0 _a[genre]
655 0 _aElectronic books.
776 0 8 _iPrint version:
_z9781631578137
830 0 _aMarketing strategy collection.
_x2150-9662
856 4 0 _uhttps://go.openathens.net/redirector/ciu.edu?url=https://portal.igpublish.com/iglibrary/search/BEPB0000594.html
942 _2lcc
_bCIU
_cOB
_eBEP
_QOL
_zBEP11380085
999 _c73680
_d73680
902 _c1
_dCynthia Snell