Delivering Great Customer Service Quotes

The jogger sighed. He pulled out his phone and my eyes got big, because it glowed with a bluish light. When he extended the antenna, two creatures began writhing around it-green snakes, no bigger than earthworms. The jogger didn't seem to notice. He checked his LCD display and cursed. "I've got to take this. Just a sec ..." Then into the phone: "Hello?" He listened. The mini-snakes writhed up and down the antenna right next to his ear. Yeah," the jogger said. "Listen-I know, but... I don't care if he is chained to a rock with vultures pecking at his liver, if he doesn't have a tracking number, we can't locate his package....A gift to humankind, great... You know how many of those we deliver-Oh, never mind. Listen, just refer him to Eris in customer service. I gotta go.

Going the extra mile is one of the most important things you can do to deliver great customer service. This is when you have ticked all the boxes, yet you still want to do more.

I could not swallow this. I told him that, if the sheep had speech, they would tell a different tale. I felt that the cruel custom ought to be stopped. I thought of the story of Buddha, but I also saw that the task was beyond my capacity. I hold today the same opinion as I held then. To my mind the life of a lamb is no less precious than that of a human being. I should be unwilling to take the life of a lamb for the sake of the human body. I hold that, the more helpless a creature, the more entitled it is to protection by man from the cruelty of man. But he who has not qualified himself for such service is unable to afford to it any protection. I must go through more self-purification and sacrifice, before I can hope to save these lambs from this unholy sacrifice. Today I think I must die pining for this self-purification and sacrifice. It is my constant prayer that there may be born on earth some great spirit, man or woman, fired with divine pity, who will deliver us from this heinous sin, save the lives of the innocent creatures, and purify the temple. How is it that Bengal with all its knowledge, intelligence, sacrifice, and emotion tolerates this slaughter?

Obviously, in those situations, we lose the sale. But we’re not trying to maximize each and every transaction. Instead, we’re trying to build a lifelong relationship with each customer, one phone call at a time. A lot of people may think it’s strange that an Internet company is so focused on the telephone, when only about 5 percent of our sales happen through the telephone. In fact, most of our phone calls don’t even result in sales. But what we’ve found is that on average, every customer contacts us at least once sometime during his or her lifetime, and we just need to make sure that we use that opportunity to create a lasting memory. The majority of phone calls don’t result in an immediate order. Sometimes a customer may be calling because it’s her first time returning an item, and she just wants a little help stepping through the process. Other times, a customer may call because there’s a wedding coming up this weekend and he wants a little fashion advice. And sometimes, we get customers who call simply because they’re a little lonely and want someone to talk to. I’m reminded of a time when I was in Santa Monica, California, a few years ago at a Skechers sales conference. After a long night of bar-hopping, a small group of us headed up to someone’s hotel room to order some food. My friend from Skechers tried to order a pepperoni pizza from the room-service menu, but was disappointed to learn that the hotel we were staying at did not deliver hot food after 11:00 PM. We had missed the deadline by several hours. In our inebriated state, a few of us cajoled her into calling Zappos to try to order a pizza. She took us up on our dare, turned on the speakerphone, and explained to the (very) patient Zappos rep that she was staying in a Santa Monica hotel and really craving a pepperoni pizza, that room service was no longer delivering hot food, and that she wanted to know if there was anything Zappos could do to help. The Zappos rep was initially a bit confused by the request, but she quickly recovered and put us on hold. She returned two minutes later, listing the five closest places in the Santa Monica area that were still open and delivering pizzas at that time. Now, truth be told, I was a little hesitant to include this story because I don’t actually want everyone who reads this book to start calling Zappos and ordering pizza. But I just think it’s a fun story to illustrate the power of not having scripts in your call center and empowering your employees to do what’s right for your brand, no matter how unusual or bizarre the situation. As for my friend from Skechers? After that phone call, she’s now a customer for life. Top 10 Ways to Instill Customer Service into Your Company   1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.   2. Make WOW a verb that is part of your company’s everyday vocabulary.   3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare.   4. Realize that it’s okay to fire customers who are insatiable or abuse your employees.   5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts.   6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well.   7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize.   8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.   9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

The web nearness of your organization assumes a huge part in the accomplishment of your business. These days, business people like to do online research of your organization and study your site completely before contributing or marking any business contract. Business visionaries who are not usual with web extends and don't know how to choose the ideal website architecture organization regularly arrive up picking the wrong one. Benefiting the administrations of a wrong website architecture firm can deliver pulverizing impacts and influence your business unfavorably. In any case, as indicated by website architecture specialists, there are few focuses which ought to be mulled over while choosing the ideal website architecture organization. Such focuses may include: Website architecture Pricing: Decent quality web architecture guarantees fantastic business openings. In the realm of web outlining, a great quality Designer requests a nice cost, while a minimal effort likens to pitiable quality. In any case, few web organizations offer starting quotes and shroud the genuine cost which in the long run heaps up. In few cases, regularly customer’s grumble of working with "Markdown Web Design Companies" which guarantees of a diminished cost however brings about loss of time alongside cash. Subsequently, choice of web organizations on the premise of estimating ought to be deliberately directed. Search engine optimization Services: Such administrations concentrate on enhancing the positioning of your site in different web indexes like Google and Bing. Higher web search tools draw in the natural leads, which are gotten without paying a penny to Google. On the off chance that the viability of SEO is dismissed, even a pulling in and magnificent showcasing system won't have the capacity to draw in guests to your site.

So, what if you are not naturally funny? Don’t get discouraged. Do your research, gather ideas, and find your fun. Seek ways to laugh. Not only will doing this provide you with new material for making a great first impression, but laughter will bring you personal delight and satisfaction. Putting a smile on someone’s face is one of the best gifts you can deliver.

Harrah’s had committed to finishing the new Octavius hotel tower at Caesars Palace and spent $1.1 billion in capital investments in 2008. By 2010, capital investments had dropped to just $160 million. One bellman at The Paris described the years after the Apollo/TPG takeover: “It felt ugly after the buyout. Before you could service the guest, it was a great place to work before those private equity guys took over.” Attrition and hiring freezes meant that employees were often forced to do the work of two people. Customers were suddenly facing longer lines to check in and have their luggage delivered, which proved stressful both for guests and the remaining staff. Holes in the wall weren’t fixed because maintenance crews were let go, and there was no money for repairs anyway. Duct-taped carpet was evident everywhere. The system for delivering and bussing room service orders broke down, leaving carts of food scraps next to elevators and guest rooms, leading customers to complain and forcing the union to intervene.

The most successful organizations don’t obsess about their competitors. They build great products or deliver great services that solve specific problems at a price their customers believe is fair.

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Granted, employees are a very different type of customer, one that falls outside of the traditional definition. After all, instead of them paying you, you’re paying them. Yet regardless of the direction the money flows, one thing is clear: employees, just like other types of customers, want to derive value from their relationship with the organization. Not just monetary value, but experiential value, too: skill augmentation, career development, camaraderie, meaningful work, a sense of purpose, and so on. If a company or an individual leader fails to deliver the requisite value to an employee, then—just like a customer, they’ll defect. They’ll quit, driving up turnover, inflating recruiting/training expenses, undermining product/service quality, and creating a whole lot of unnecessary stress on the organization. So even though a company pays its employees, it should still provide them with a value-rich employment experience that cultivates loyalty. And that’s why it’s prudent to view both current and prospective employees as a type of customer. The argument goes beyond employee engagement, though. There’s a whole other reason why organizational leaders have a lot to gain by viewing their staff as a type of customer. That’s because, by doing so, they can personally model the customer-oriented behaviors that they seek to encourage among their workforce. How better to demonstrate what a great customer experience looks like than to deliver it to your own team? After all, how a leader serves their staff influences how the staff serves their customers. Want your team to be super-responsive to the people they serve? Show them what that looks like by being super-responsive to your team. Want them to communicate clearly with customers? Show them what that looks like by being crystal clear in your own written and verbal communications. There are innumerable ways for organizational leaders to model the customer experience behaviors they seek to promote among their staff. It has to start, however, by viewing those in your charge as a type of customer you’re trying to serve. Of course, viewing staff as customers doesn’t mean that leaders should cater to every employee whim or that they should consent to do whatever employees want. Leaders sometimes have to make tough decisions for the greater good. In those situations, effectively serving employees means showing respect for their concerns and interests, and thoughtfully explaining the rationale behind what might be an unpopular decision. The key point is simply this: with every interaction in the workplace, leaders have an opportunity to show their staff what a great customer experience looks like. Whether you’re a C-suite executive or a frontline supervisor, that opportunity must not be squandered.

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Avoiding Chargebacks "Depending on the type of business, the frequency of charge backs will be higher for some businesses and more difficult to defend. Learning15 the proper way to handle a customer chargeback will help the owner and reduce the frequency. Having to pay charge backs can be very costly to the business owner resulting in losses. It could also be very discouraging to a new business owner knowing that he has to pay a penalty, as well as refund services rendered. It would be a good idea to be aware of the things about which your customers complain frequently and make it a goal to correct, improve, or remove it. It would be very unfortunate to learn of a damaging remark about your operation made on the Internet, rather than face- to- face. Make it a point to inquire of your customer whether he was dissatisfied. Make conversation with your customer and if the customer has a complaint, make every effort to resolve it as soon as possible. Charge backs could get very costly and sometimes settling the dispute with the customer could save you money. However, there will be times when the refund should not be given or attempts to settle this on the spot should not be made. The business owner will have to use his own judgment. Jesus counsels us to “Love your enemies, do good to them which hate you, Luke 6:27, (KJV).” No doubt some business owners will have difficulty doing this when the occasion arises, and some may have learned that this is the way to go. But, I encourage you to try this. As you do more and more business, you will find this to be a very necessary way for you to resolve conflicts in your business. It will be easier to do this than to resist, as Jesus said in Matthew 5:25 (KJV), “Agree with thine adversary quickly whilst thou art in the way with him.; lest at any time the adversary deliver thee to the judge, and the judge deliver thee to the officer, and thou be cast into prison.” Being cast into prison may be an extreme outcome, but we can avoid further conflicts if we would just humble ourselves and strive to resolve our conflicts. If it is any consolation, there are rewards for acting with love. Luke 6:35 says, “But love thee your enemies and do good and lend, hoping for nothing again; and your reward shall be great, and ye shall be the children of the Highest: for he is kind unto the unthankful and to the evil.” As one can see, business owners have a higher degree of responsibility because of the number of people with whom he/she interacts.

What does a solid, comfortable, impressive handshake look and feel like? To deliver a great handshake . . . • Extend your right hand out vertically at a comfortable waist level toward the person you are meeting. • Connect hands with web to web contact made between the thumb and index finger. • Be intentional and appropriate by showing mutual respect and teamwork. • Gently squeeze firmly enough to be confident, yet lightly enough to be gracious. Shake a few times for good measure. • Discreetly rotate your wrist so that your hand is slightly on top of theirs when you want to subconsciously convey self-assurance. • Make eye contact and smile to show sincerity. Throw in an acknowledging head nod for good measure. Avoiding eye contact may be interpreted that you are not attentive or have something to hide. • Introduce yourself and when they share their name, repeat it back to them to help you remember it. “It is nice to meet you John.” • When in doubt, mirror their handshake to adapt to what makes them feel comfortable. Customize accordingly to the gender, age, position, personality, and culture of the person you are meeting.

Look for all of the possible missteps in the following scenario. My friend Amy arrived at a consultation with her Hispanic business partner. The African American woman to whom they were delivering their presentation was a long-time friend of her partner’s. Her partner was greeted with a hug and Amy was greeted with a handshake. The meeting was a great success. As it came to a close, the two friends hugged. With enthusiastic affection, Amy went to hug the African American client. The woman took a step, turned her shoulder to block the hug, and looked at Amy with dismissive anger. It was almost a defensive move. Her partner, recognizing this, put her arm around Amy to soften the situation and make light of the inappropriate gesture. Everything turned out fine, but Amy was baffled by the barrier. She was confused by the woman’s reaction since their interaction had been cordial and positive. She wondered if she had been socially insensitive or culturally inappropriate. After much reflection, however, she realized that she had simply been too quick to assume familiarity. Thankfully, she earned and learned the lesson quickly to become more aware. Amy eventually earned the trust of her client and secured her valuable business.

CIOs must shift focus from internal customers to external customers. IT must shift focus from providing service to providing value. Everything is moving to the cloud; CIOs must assume a “cloud first” mentality. Innovation is more than new technology—it's also about change management, enabling new processes, and hiring the best talent. CIOs need to work closely with the business to create innovation that drives real value. CEOs expect more from their CIOs than ever before. CIOs must deliver on a higher set of expectations, or they will be replaced. CIOs must shift from a measurement mentality to a value creation mentality. CIOs must shift focus from historical data to real-time information. Today, IT is all about creating real business value. All business is digital. All business. When IT has a bad day, the business has a bad day. IT still matters. It matters to the top line and to the bottom line. IT matters more than ever because IT is everywhere in the business. Without IT, you're out of business. CIOs need to step up, raise the bar, and elevate their game to meet the challenges of the big shift. I hope you enjoy reading this book and find it a useful addition to your library. It's the fourth book I've authored on the topic of

Great service does not cost any more money than average or poor service.

about how quickly they can get a customer off the phone, which in our eyes is not delivering great customer service. Most call centers also have scripts and force their reps to try to upsell customers to generate additional revenue. At Zappos, we don’t measure call times (our longest phone call was almost six hours long!), and we don’t upsell. We just care about whether the rep goes above and beyond for every customer. We don’t have scripts because we trust our employees to use their best judgment when dealing with each and every customer. We want our reps to let their true personalities shine during each phone call so that they can develop a personal emotional connection (internally referred to as PEC) with the customer. Another example of us using the telephone as a branding device is what happens when a customer calls looking for a specific style of shoes in a specific size that we’re out of stock on. In those instances, every rep is trained to research at least three competitors’ Web sites, and if the shoe is found in stock to direct the customer to the competitor.

It doesn’t take a whole lot of energy to give great customer service! Appreciating a customer takes just as much energy as ignoring them. It all boils down to the attitude and the culture of the business. Either the business is completely committed to great customer service or it’s not.

Acquiring managers need to begin by asking, “What is it that really created the value that I just paid so dearly for? Did I justify the price because of its resources—its people, products, technology, market position, and so on? Or, was a substantial portion of its worth created by processes and values—unique ways of working and decision-making that have enabled the company to understand and satisfy customers, and develop, make, and deliver new products and services in a timely way? If the acquired company’s processes and values are the real driver of its success, then the last thing the acquiring manager wants to do is to integrate the company into the new parent organization. Integration will vaporize many of the processes and values of the acquired firm as its managers are required to adopt the buyer’s way of doing business and have their proposals to innovate evaluated according to the decision criteria of the acquiring company. If the acquiree’s processes and values were the reason for its historical success, a better strategy is to let the business stand alone, and for the parent to infuse its resources into the acquired firm’s processes and values. This strategy, in essence, truly constitutes the acquisition of new capabilities.

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Reinforcing the importance of this opportunity, Immelt added: “The Industrial Internet is a win-win for GE and our customers. Our offerings will increase GE’s services margins and boost organic industrial growth, with the potential to drive as much as $20 billion in annual savings across our industries.” There is a word missing in these statements that marks the difference between a great value proposition and a successful ecosystem: partners. This absence is what separates a service business that relies on value-added resellers to move merchandise, and an ecosystem that aligns partners to create new value in a structured way.

The pie includes the long-term value customers enjoy over and above the price they pay, which we’ll call surplus. An enterprise creates surplus by inventing a product that materially improves their lives, providing free after-sales service or not using misleading marketing tactics.

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On the other hand, when a company’s value curve lacks focus, its cost structure will tend to be high and its business model complex in implementation and execution. When it lacks divergence, a company’s strategy is a me-too, with no reason to stand apart in the marketplace. When it lacks a compelling tagline that speaks to buyers, it is likely to be internally driven or a classic example of innovation for innovation’s sake with no great commercial potential and no natural take-off capability. A Company Caught in the Red Ocean When a company’s value curve converges with its competitors, it signals that a company is likely caught within the red ocean of bloody competition. A company’s explicit or implicit strategy tends to be trying to outdo its competition on the basis of cost or quality. This signals slow growth unless, by the grace of luck, the company benefits from being in an industry that is growing on its own accord. This growth is not due to a company’s strategy, however, but to luck. Overdelivery without Payback When a company’s value curve on the strategy canvas is shown to deliver high levels across all factors, the question is, Does the company’s market share and profitability reflect these investments? If not, the strategy canvas signals that the company may be oversupplying its customers, offering too much of those elements that add incremental value to buyers. To value-innovate, the company must decide which factors to eliminate and reduce—and not only those to raise and create—to construct a divergent value curve. Strategic Contradictions Are there strategic contradictions? These are areas where a company is offering a high level on one competing factor while ignoring others that support that factor. An example is investing heavily in making a company’s website easy to use but failing to correct the site’s slow speed of operation. Strategic inconsistencies can also be found between the level of your offering and your price. For example, a petroleum station company found that it offered “less for more”: fewer services than the best competitor at a higher price. No wonder it was losing market share fast.

if you wanted to provide the best overall solution, you took yet another course, becoming “customer intimate,” that is, developing products flexible enough to serve a wide variety of customer needs and working closely and collaboratively with customers to give them what they wanted. To do that and still earn a profit, you had to structure the whole company around the customer-intimate discipline. Not that you wouldn’t strive to be as efficient and innovative as possible, but you would always do so with an eye toward enhancing your ability to deliver products and services that would help you meet the unique needs of individual customers in a cost-effective manner.

Top 10 Ways to Instill Customer Service into Your Company 1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top. 2. Make WOW a verb that is part of your company’s everyday vocabulary. 3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare. 4. Realize that it’s okay to fire customers who are insatiable or abuse your employees. 5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts. 6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well. 7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize. 8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company. 9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

The Good Electrician is a company that specializes in residential and commercial electrical services throughout Malaysia. We are a team of local electricians based in Malaysia that are committed to delivering the highest standards of service and customer satisfaction. We take great pride in our work and have a reputation for being honest, reliable and knowledgeable.

What is Next.js and Why Should You Use It? Next.js is a popular React-based framework for building fast, SEO-friendly web applications. It allows server-side rendering (SSR) and static site generation (SSG), ensuring that your web pages load quickly, are search engine optimized, and offer a seamless user experience. Whether you’re building a simple landing page or a complex enterprise-level application, Next.js ensures that your website performs at its best. The framework is built for flexibility and ease of use, making it a favorite among developers for creating highly interactive and performant web applications. However, to fully tap into the potential of Next.js, you need developers who understand both the technical nuances of the framework and how it integrates with other technologies. Why Hire Dedicated Next.js Developers? Hiring dedicated Next.js developers can give your business several advantages: 1. Expertise and Experience: Dedicated developers specialize in Next.js and will bring years of experience to your project. With their in-depth knowledge, they can help you avoid common pitfalls and make smart decisions to ensure the success of your web app. 2. Customization and Flexibility: Dedicated developers are flexible enough to work on projects of any scale. Whether you are looking for an eCommerce platform, a content management system, or a complex enterprise application, dedicated Next.js developers can provide custom solutions tailored to your needs. 3. Focus on Your Core Business: By outsourcing your development needs to dedicated Next.js developers, you can focus on other important aspects of your business, knowing that your web application is in the hands of skilled professionals. 4. Faster Time to Market : With a team of dedicated Next.js developers, your project can be completed faster, enabling you to launch your web application quickly and stay ahead of your competitors. TypeScript Development Services: A Perfect Complement to Next.js When developing with Next.js,TypeScript is an excellent tool to enhance the robustness of your application.TypeScript development services offer benefits like type safety, improved error handling, and better maintainability, which is especially useful when working on large-scale applications. By combining Next.js with TypeScript, you can ensure your project has strong typing, reducing runtime errors and improving the overall stability of your web app. When you hire dedicated Next.js developers, you can also request that they implement TypeScript to improve the reliability of your project. Their expertise in both technologies will allow them to deliver solutions that are not only scalable but also error-free. Hire Remote Developers in India: A Cost-Effective Solution In the era of remote work, you can hire dedicated Next.js developers from anywhere in the world. One of the most cost-effective options is to hire remote developers in India. India is home to a large pool of highly skilled tech professionals with expertise in Next.js, TypeScript, and many other modern technologies. By outsourcing to India, you can access top talent without breaking the bank, making it an ideal solution for startups and businesses looking to optimize costs while still delivering high-quality products. Remote developers in India offer the advantage of working in different time zones, allowing for faster turnaround times and 24/7 support. Furthermore, the cultural and linguistic alignment with Western businesses means there’s no barrier in communication, ensuring smooth collaboration on every project. Hire Chatbot Developers to Enhance User Experience Incorporating a chatbot into your web application can greatly improve the user experience. Chatbots allow for instant communication with users, providing support and assistance without the need for human intervention.