Presse

In wirtschaftlich schwierigen Zeiten neigen viele Unternehmer und Manager dazu, die Erträge ihrer Firmen durch Personaleinsparungen zu optimieren. Das kann teuer kommen. Denn nur zufriedene, motivierte und engagierte Mitarbeiter tragen dazu bei, die Kunden auf Dauer zufrieden zu stellen. Topmanager von fünf namhaften Konzernen sagen hier, wie ihr Weg zu mehr Mitarbeitermotivation aussieht. Im Anschluss daran erklären die beiden EUCUSA - Geschäftsführer Martin T. Carbon und Harald R. Preyer (EUCUSA steht für European Customer Satisfaction Association), wie Mitarbeiter- und Kundenzufriedenheit gemessen und nachhaltig verbessert werden können.

ISBN 3-200-00516-5

Bestellungen per E-Mail unter office@eucusa.com

Recommended Reading

Dr. rer. publ. Karl Nowak,
DS/EC at Robert Bosch GmbH, Stuttgart

In economically difficult times, company owners and managers tend to optimize profit by cutting their investment in associates. This practice can turn out to be extremely costly. Only motivated and satisfied associates contribute to long-term customer satisfaction.

Top managers of five internationally renowned companies reveal their approaches to increasing associate motivation. Additionally, EUCUSA (European Customer Satisfaction Association)managers, Martin T. Carbon and Harald R. Preyer,  explain how to measure and improve associate satisfaction in the long run. Many business leaders in Europe, Asia, Africa and America have been using the EUCUSA model to achieve a sustainable increase in associate and customer satisfaction. The CEO of EUCUSA, Harald R. Preyer, says about the goal of his company: “If more managers are interested in increasing associate and customer satisfaction, then we have made a big step toward realizing our vision to make the world a little bit better.”  “Highly motivated, dedicated, high performing and business-oriented managers and associates are the base of any company that is successful. Therefore motivating people is one of the key issues for us. As a company that operates globally it is important for us to integrate all associates worldwide – no matter what culture they come from. Values that we all have in common and live out on a daily basis allow us to develop a common understanding. We want to know and to measure to what extent we have already achieved this. This is why we undertake associate surveys, like the one in this book that has been wonderfully described in all its aspects. “