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Oa:Contents
Introduction: WHAT THIS BOOK WILL DO FOR YOU.
Chapter 1 EXCEPTIONAL SERVICE: THE SECRET.
WEAPON: Making Money With
Customer Service
Chapter 2, WORLD CLASS SERVICE ROLE MODELS:
‘Modeling the Best
Chapter3_ IN THE BEGINNING WAS... THE PLAN:
Removing the Blindfold
Chapter LET'S GET ORGANIZED: How to Get There.
from Here
Chapter $ LET ME INTRODUCE YOU TO... YOUR.
CUSTOMER: Service Is What Your
Customer Says it Is
Chapter DON’T HIRE EMPLOYEES WHO HATE
CUSTOMERS: They Are Untrainable
Chapter7_ CARROTS ARE MOTIVATIONAL FOR...
EMPLOYEES: Break Your Stick
Chapter 8 KNOWLEDGE IS POWER—PROFIT POWER:
‘Tactics and Strategy in Quality Service
Chapter 9 LITTLE THINGS MAKE A BIG DIFFERENCE...
Culture and Consensus in Customer Service
Chapter 10 TURNING YOUR BUSINESS INTO A rns
‘SHOPPING SERVICE: Ban Banker's Hours!
Chapter 11 MY CUSTOMER, MY FRIEND: How to Keep...
Your Friends
Chapter 12. WIN BY LOSING: A COMPLAINTS AN..
OPPORTUNITY: So, Solicit Complaints
Chapter 13 CUSTOMER SERVICE PROS ARE MADE...
‘NOT BORN: Train Front-Liners and
Executives AlikeIntroduction
WHAT THIS BOOK WILL DO FOR YOU
If you've heard and read all you want to know about how
bad service is in the world and how important service is to
customers and to your bottom line, you may be ready for a little
action. This is the 10" edition and has been updated with 2014
information,
After many recent articles and books dealing with the need
for quality service, few business managers remain unconvinced.
Many, however, remain unequipped to express their commitment
in action. The mission of this book is to equip the already
convinced to implement the already proved: service is a strategy
as powerful as marketing and as potent as a quality product itself
in the ongoing effort to realize the full profit potential of a
company.
This book gives you detailed, step-by-step knowledge that
you can use in establishing profitable customer service strategies.
The profit-producing capability of an organization derives
from impressions made by all employees on the organization's
customers. The means of creating these impressions are the
quality and efficacy of the product or service that the employees
i the quality, accuracy, dependability, and speed of their
service — and the warmth of their human relationships with
customers. All employees, from CEQs to minimum-wage hourly
workers (some more than others), influence a company’s
reputation and form the attitudes of customers both internal and
external. Therefore, these employees — especially front-line
service employees —— must be trained to deliver service. The
service mentality and the desire to provide service are not native
traits. Once trained, employees’ motivation (commitment) must be
renewed,Iii 1979, long before customer service came into vogue, I
designed a customer service training program that organizations
could use to change the attitudes and the behavior of employees.
This was my ninth year in the consulting and training business.
1 saw organizations spend millions on advertising, trying
to attract customers. But then they used baseball bats
(figuratively) to drive them away. This was bizarre behavior, I
felt. If these organizations would just provide good service,
making their customers feel special, wanted, and appreciated, they
would keep the customers their advertising attracted.
The learning system I developed in 1979 has been used by
millions of people throughout the world. It is cost effective and
user friendly, and it is written to be understood by the employee
participants, not just management and trainers.
This book is written for managers — for senior and middle
managers who influence the service quality of a company by
deciding what employees who deal directly with customers will
do, how they will do it, and, initially, whether they will do it at all,
They tell employees what is expected of them in terms of
customer service; and they evaluate and report to them their
service performance.
Service leaders and champions of service can use this book
to drive a service strategy. Entrepreneurs who want to grow their
businesses through a service culture will find these ideas valuable.
But, to imply from the significance of management in the
service scheme that only management needs training would
constitute a significantly counterproductive oversight, no matter
how elegant the rationalization supporting it. The reason is that an
estimated 95 percent of the factors that determine reputation of a
company among customers and prospects are in the hands of
front-line service employees. Even though a manager may harbor
low esteem for the personal qualities of front-line workers, a
grossly uninformed and unfair view, the fact remains that they still
are primarily responsible for delivering service. They create
impressions that form