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Quality and excellence

During the 1950s and 1960s, quality was the word which was reserved for the very best, the most luxurious, the most expensive. Organisations, such as Rolls Royce, Daimler and Bentley; Chanel and Worth; and Cartier were associated with producing quality products. Establishments such as hotels like the Savoy and Claridges in London were similarly renowned for providing quality service.

Consequently, for most people, quality was something to which the might aspire but which they would probably never be able to afford. Customer satisfaction, for most customers, resulted from having a product which worked, more or less, in the way it was supposed to without actually breaking down. Similarly, any service which provided, more or less, what it advertised, was gratefully accepted by a public which was recovering from the harsh reality of the Second World War.

Up until the early 1980s, customers bought what was on offer and if the product or service was less than good they generally paid up without comment or complaint.

However, in 1980 the quality revolution began and has grown from strength to strength. Customers are now sophisticated consumers who demand and expect the very best. As a result, the only businesses which are likely to survive are those organisations which build quality and excellence into every strand and layer of their company, product or service.

Excerpts from The University of Leicester Diploma in Management Resource Development International (RDI) Jamaica.
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