Uncommon Service

Most companies treat service as a low-priority business operation keeping it out of the spotlight until a customer complains. Then service gets to make a brief appearance - for as long as it takes to calm the customer down and fix whatever foul-up jeopardized the relationship. <p/>In <i>Uncommon Service</i> Frances Frei and Anne Morriss show how in a volatile economy where the old rules of strategic advantage no longer hold true service must become a competitive weapon not a damage-control function. That means weaving service tightly into every core decision your company makes. <p/>The authors reveal a transformed view of service presenting an operating model built on tough choices organizations must make: <p/>- <b>How do customers define excellence in your offering?</b> Is it convenience? Friendliness? Flexible choices? Price? <p/>- <b>How will you get paid for that excellence?</b> Will you charge customers more? Get them to handle more service tasks themselves? <p/>- <b>How will you empower your employees to deliver excellence?</b> What will your recruiting selection training and job design practices look like? What about your organizational culture? <p/>- <b>How will you get your customers to behave?</b> For example what do you need to do to get them to treat your employees with respect? Do you need to make it easier for them to use new technology? <p/>Practical and engaging <i>Uncommon Service</i> makes a powerful case for a new and systematic approach to service as a means of boosting productivity profitability and competitive advantage.