Exceptional Customer Service Quotes

Exceptional customer service proactively manages your brand and reactively can turn upset customers into raving fans based on how you handled their complaint.

What’s hard is designing a service model that allows average employees—not just the exceptional ones—to produce service excellence as an everyday routine.

The Anglican position, stated clearly in the service of ordination and elsewhere, is that we should require no beliefs except what we are persuaded can be solidly based on the Scriptures, but we are free to adopt beliefs and customs that seem consistent with the scriptural witness even though they may not be directly stated.

When salespeople lead with their product or service, it is impossible to be perceived as consultants or trusted advisors. It makes it as clear as day that the salesperson believes the relationship and sale are centered on his offering, not the customer and its needs. It’s as if the salesperson is begging the customer to put his offering’s features and price on a spreadsheet to be compared against every competitors’ features and price.

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

Does an arbitrary human convention, a mere custom, decree that man must guide his actions by a set of principles—or is there a fact of reality that demands it? Is ethics the province of whims: of personal emotions, social edicts and mystic revelations—or is it the province of reason? Is ethics a subjective luxury—or an objective necessity? In the sorry record of the history of mankind’s ethics—with a few rare, and unsuccessful, exceptions—moralists have regarded ethics as the province of whims, that is: of the irrational. Some of them did so explicitly, by intention—others implicitly, by default. A “whim” is a desire experienced by a person who does not know and does not care to discover its cause. No philosopher has given a rational, objectively demonstrable, scientific answer to the question of why man needs a code of values. So long as that question remained unanswered, no rational, scientific, objective code of ethics could be discovered or defined. The greatest of all philosophers, Aristotle, did not regard ethics as an exact science; he based his ethical system on observations of what the noble and wise men of his time chose to do, leaving unanswered the questions of: why they chose to do it and why he evaluated them as noble and wise. Most philosophers took the existence of ethics for granted, as the given, as a historical fact, and were not concerned with discovering its metaphysical cause or objective validation. Many of them attempted to break the traditional monopoly of mysticism in the field of ethics and, allegedly, to define a rational, scientific, nonreligious morality. But their attempts consisted of trying to justify them on social grounds, merely substituting society for God. The avowed mystics held the arbitrary, unaccountable “will of God” as the standard of the good and as the validation of their ethics. The neomystics replaced it with “the good of society,” thus collapsing into the circularity of a definition such as “the standard of the good is that which is good for society.” This meant, in logic—and, today, in worldwide practice—that “society” stands above any principles of ethics, since it is the source, standard and criterion of ethics, since “the good” is whatever it wills, whatever it happens to assert as its own welfare and pleasure. This meant that “society” may do anything it pleases, since “the good” is whatever it chooses to do because it chooses to do it. And—since there is no such entity as “society,” since society is only a number of individual men—this meant that some men (the majority or any gang that claims to be its spokesman) are ethically entitled to pursue any whims (or any atrocities) they desire to pursue, while other men are ethically obliged to spend their lives in the service of that gang’s desires. This could hardly be called rational, yet most philosophers have now decided to declare that reason has failed, that ethics is outside the power of reason, that no rational ethics can ever be defined, and that in the field of ethics—in the choice of his values, of his actions, of his pursuits, of his life’s goals—man must be guided by something other than reason. By what? Faith—instinct—intuition—revelation—feeling—taste—urge—wish—whim Today, as in the past, most philosophers agree that the ultimate standard of ethics is whim (they call it “arbitrary postulate” or “subjective choice” or “emotional commitment”)—and the battle is only over the question or whose whim: one’s own or society’s or the dictator’s or God’s. Whatever else they may disagree about, today’s moralists agree that ethics is a subjective issue and that the three things barred from its field are: reason—mind—reality. If you wonder why the world is now collapsing to a lower and ever lower rung of hell, this is the reason. If you want to save civilization, it is this premise of modern ethics—and of all ethical

The primary threat to a business today is the perception by customers that all you offer is a replaceable, interchangeable commodity.

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The new GST: A halfway house In spite of all the favourable features of the GST, it introduces the anomaly of having an origin-based tax on interstate trade he proposed GST would be a single levy. 1141 words From a roadblock during the UPA regime, the incessant efforts of the BJP government have finally paved way for the introduction of the goods and services tax (GST). This would, no doubt, be a major reform in the existing indirect tax system of the country. With a view to introducing the GST, Union finance minister Arun Jaitley has introduced the Constitution (122nd Amendment) Bill 2014 in Parliament. The new tax would be implemented from April 1, 2016. Both the government and the taxpayers will have enough time to understand the implications of the new tax and its administrative nuances. Unlike the 119th Amendment Bill, which lapsed with the dissolution of the previous Lok Sabha, the new Bill will hopefully see the light of the day as it takes into account the objections of the state governments regarding buoyancy of the tax and the autonomy of the states. It proposes setting up of the GST Council, which will be a joint forum of the Centre and the states. This council would function under the chairmanship of the Union finance minister with all the state finance ministers as its members. It will make recommendations to the Union and the states on the taxes, cesses and surcharges levied by the Union, the states and the local bodies, which may be subsumed in the GST; the rates including floor rates with bands of goods and services tax; any special rate or rates for a specified period to raise additional resources during any natural calamity or disaster etc. However, all the recommendations will have to be supported by not less than three-fourth of the weighted votes—the Centre having one-third votes and the states having two-third votes. Thus, no change can be implemented without the consent of both the Centre and the states. The proposed GST would be a single levy. It would aim at creating an integrated national market for goods and services by replacing the plethora of indirect taxes levied by the Centre and the states. While central taxes to be subsumed include central excise duty (CenVAT), additional excise duties, service tax, additional customs duty (CVD) and special additional duty of customs (SAD), the state taxes that fall in this category include VAT/sales tax, entertainment tax, octroi, entry tax, purchase tax and luxury tax. Therefore, all taxes on goods and services, except alcoholic liquor for human consumption, will be brought under the purview of the GST. Irrespective of whether we currently levy GST on these items or not, it is important to bring these items under the Constitution Amendment Bill because the exclusion of these items from the GST does not provide any flexibility to levy GST on these items in the future. Any change in the future would then require another Constitutional Amendment. From a futuristic approach, it is prudent not to confine the scope of the tax under the bindings of the Constitution. The Constitution should demarcate the broad areas of taxing powers as has been the case with sales tax and Union excise duty in the past. Currently, the rationale of exclusion of these commodities from the purview of the GST is solely based on revenue considerations. No other considerations of tax policy or tax administration have gone into excluding petroleum products from the purview of the GST. However, the long-term perspective of a rational tax policy for the GST shows that, at present, these taxes constitute more than half of the retail prices of motor fuel. In a scenario where motor fuel prices are deregulated, the taxation policy would have to be flexible and linked to the global crude oil prices to ensure that prices are held stable and less pressure exerted on the economy during the increasing price trends. The trend of taxation of motor fuel all over the world suggests that these items

When Sanātana Gosvāmī asked Śrī Caitanya Mahāprabhu about the svarūpa of every living being, the Lord replied that the svarūpa or constitutional position of the living being is the rendering of service to the Supreme Personality of Godhead. If we analyze this statement of Lord Caitanya, we can easily see that every living being is constantly engaged in rendering service to another living being. A living being serves other living beings in two capacities. By doing so, the living entity enjoys life. The lower animals serve human beings as servants serve their master. A serves B master, B serves C master and C serves D master and so on. Under these circumstances, we can see that one friend serves another friend, the mother serves the son, the wife serves the husband, the husband serves the wife and so on. If we go on searching in this spirit, it will be seen that there is no exception in the society of living beings to the activity of service. The politician presents his manifesto for the public to convince them of his capacity for service. The voters therefore give the politician their valuable votes, thinking that he will render valuable service to society. The shopkeeper serves the customer, and the artisan serves the capitalist. The capitalist serves the family, and the family serves the state in the terms of the eternal capacity of the eternal living being. In this way we can see that no living being is exempt from rendering service to other living beings, and therefore we can safely conclude that service is the constant companion of the living being and that the rendering of service is the eternal religion of the living being.

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Step By Step Guide To Finding A Good Roofing Contractor The local roofing repair contractor you choose should always have a great reputation in the community and a track record of exceptional customer service. When you can't be on site, you need to know that your service provider is doing an excellent job. You also need to be sure that old-fashioned craftsmanship and quality materials are part of the roofing repair contractor's vision for his work. The following are methods to make sure that you hire the right roofing repair contractor. A reliable roofing repair contractor will make an effort to bring you the highest quality results. Well-regarded roofing repair contractors preserve their good reputations by always keeping their promises. Give your roofing repair contractor an appropriate timeline and do not interrupt his work unnecessarily. Discover how the contractual worker arrangements to handle any obligation issues. Once you start seeing bids, do not make the mistake of assuming that a low bid will lead to a similarly low work performance. Check the cost of the needed materials and compare them to the pricing of the low bid. In addition, it's important to think about all the labor costs. Construct a legal contract only when you have determined the price is within reason. Often when you are searching for a local roofing repair contractor with a great reputation and who will provide the very best work, this is usually one of the busier people in his field. If your local roofing repair contractor has a reputation for doing a great job, be prepared to wait to engage his services. There is a downside to roofing repair contractors who are in high demand as they might not be able to focus entirely on your project. The most vital thing in finding a local roofing repair contractor is to trust your instincts. Every time a roofing expert comes to you with a legal contract that requires your signature, read the legal agreement to really ensure all of your requests are present in the legal agreement and the roofing expert recognizes them. If you're taking the time to ensure the legal agreement has everything you and your service provider had agreed on and is put in clear terms, it'll save you much stress and money down the road. Ensure you have posed all questions and concerns to your service provider prior to signing an agreement. If there are any terms or conditions you do not understand, give the legal agreement to a lawyer for clarification. Roofing contractors with excellent reputations consider it good business practice to provide each client with a written quote before starting work on any job. If the info is needed, pronto, your roofing repair contractor might be willing to provide you with a quote over the phone. Inspect the schedule and qualifications of the roofing repair contractor to effectively ensure that the project will be finished exactly how and when you would like it and within your financial requirements. Make sure to ask any questions and address all concerns to your satisfaction before you employee a roofing repair contractor

An effective leader allows exceptions to the rule for exceptional results or when circumstance demands.

Customers want defect-free products and services. You need to design your product or service so that it can be expected to function perfectly within foreseeable boundaries

This “Keep-Your-Systems-Simple” (KYSS) approach is almost always the best one, even in very complex customer contexts.

So focus your language efforts on moments that are known to remain vivid in memory: hellos (make yours unusually warm and personal), good-byes (make them wonderful), and recoveries after service failures (yours should be more graceful than anybody else’s).

customer satisfaction is based on four predictable factors. Customers are satisfied whenever they consistently receive: 1. A perfect product 2. Delivered by a caring, friendly person 3. In a timely fashion … with (because any of those three elements may misfire) 4. The support of an effective problem resolution process

We believe a Ritz-Carlton style “Say This While Avoiding This” language guide optimizes customer satisfaction in most businesses and helps bind staff members into a team. But if it strikes you as too prescriptive (or too much work) to develop scripted phrases and specific word choices for your employees, at least consider developing a brief “Negative Lexicon.” A Negative Lexicon is just a list of crucial Thou Shalt Nots.

The solution is to develop a tracking system that captures each customer’s likes and dislikes, as well as what each customer personally values and is hoping for when doing business with you.

Bad: “Please hold.” Good: “May I briefly place you on hold?” (and then actually listen to the caller’s answer)

Putting together a language handbook is a relatively simple undertaking.

THE VARIOUS GAINS OF FLIGHT DELAY DAMAGES Travelling byair is one of the handiest means to get from one point to another. It's quick, safe, and hassle-free. Obviously, hassle-free is a subjective term as some folks find all the safety precautions cumbersome. Since there are much fewer plane accidents when compared with automobile accidents however, it's a good deal better mathematically talking. Naturally, travel issues are not merely limited to injuries and crashes; occasionally, the ones that are most problematic are the small things that eventually become larger. Having the flight postponed for 5 - 10 minutes does not seem much to most folks. However, for people who will be catching a connecting flight after, this really is an extremely large difficulty. They need to run across the next airport simply to make it in time or they will need to get it rescheduled and watch for the next available flight. Either way, it's a very big hassle and it all came from a 5 minute delay. What You Can Get That is why you should be aware of the many benefits that you can get. Flight delay compensation isn't a simple thing that airlines give just to keep customers satisfied; the law requires to give damages for faulty service as mandated them. Different areas have different laws regarding this but it usually means that if your flight got delayed, the airline must help you during that time. If, for example, you may end up late to your connecting flight, then you can certainly ask aid from the airline to assist you look for an accessible connecting flight, have it reserved, and even request financial compensation as you need to wait for the brand new boarding time if it's a few hours more. Typically, you can demand help for the amount of money you are going to be spending simply because your flight was delayed. This can happen whether the flight was delayed for a very long time due to technical issues. That those can get somewhere to sleep in, some airports will open up the VIP lounge. Also, they are going to be given free food and drinks especially if they must stay for more than one night. Inclusions and Exceptions Flight delay settlement is all about getting compensated for hassle and all the trouble that an undue delay has brought on. Delays caused by neglect or some other reason which was a result of the airline can be deemed as such. This implies that if they couldn't have prevented the issue no matter what, you won't be able to seek damages. For example, if the weather suddenly took a turn for the worse and the whole airport was locked down and no airplanes are permitted to fly, then this is a problem that they couldn't avert. It would not be safe to fly with such conditions and no one can do anything about it. Naturally, you can still seek assistance but remember that they have no obligation to do so and you've got no right to demand money as reimbursement for the delay. In the end, the biggest difference between force of nature accidents and those due to negligence is that you can ask for aid but they're just required to do so during the latter. They have to give money for the hassle to you as well if it was their fault.

identify your employee adjectives, (2) recruit through proper advertising, (3) identify winning personalities, and (4) select your winners. Step One: Identify Your Employee Adjectives When you think of your favorite employees in the past, what comes to mind? A procedural element such as an organized workstation, neat paperwork, or promptness? No. What makes an employee memorable is her attitude and smile, the way she takes the time to make sure a customer is happy, the extra mile she goes to ensure orders are fulfilled and problems are solved. Her intrinsic qualities—her energy, sense of humor, eagerness, and contributions to the team—are the qualities you remember. Rather than relying on job descriptions that simply quantify various positions’ duties and correlating them with matching experience as a tool for identifying and hiring great employees, I use a more holistic approach. The first step in the process is selecting eight adjectives that best define the personality ideal for each job or role in your business. This is a critical step: it gives you new visions and goals for your own management objectives, new ways to measure employee success, and new ways to assess the performance of your own business. Create a “Job Candidate Profile” for every job position in your business. Each Job Candidate Profile should contain eight single- and multiple-word phrases of defining adjectives that clearly describe the perfect employee for each job position. Consider employee-to-customer personality traits, colleague-to-colleague traits, and employee-to-manager traits when making up the list. For example, an accounting manager might be described with adjectives such as “accurate,” “patient,” “detailed,” and “consistent.” A cocktail server for a nightclub or casual restaurant would likely be described with adjectives like “energetic,” “fun,” “music-loving,” “sports-loving,” “good-humored,” “sociable conversationalist,” “adventurous,” and so on. Obviously, the adjectives for front-of-house staff and back-of-house staff (normally unseen by guests) will be quite different. Below is one generic example of a Job Candidate Profile. Your lists should be tailored for your particular bar concept, audience, location, and style of business (high-end, casual, neighborhood, tourist, and so on). BARTENDER Energetic Extroverted/Conversational Very Likable (first impression) Hospitable, demonstrates a Great Service Attitude Sports Loving Cooperative, Team Player Quality Orientated Attentive, Good Listening Skills SAMPLE ADJECTIVES Amazing Ambitious Appealing Ardent Astounding Avid Awesome Buoyant Committed Courageous Creative Dazzling Dedicated Delightful Distinctive Diverse Dynamic Eager Energetic Engaging Entertaining Enthusiastic Entrepreneurial Exceptional Exciting Fervent Flexible Friendly Genuine High-Energy Imaginative Impressive Independent Ingenious Keen Lively Magnificent Motivating Outstanding Passionate Positive Proactive Remarkable Resourceful Responsive Spirited Supportive Upbeat Vibrant Warm Zealous Step Two: Recruit through Proper Advertising The next step is to develop print or online advertising copy that will attract the personalities you’ve just defined.

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Weinzweig and Saginaw would be able to grow the business, and to do it in a way that would let them preserve the attributes that had led them to start the company in the first place—close contact with a community, intimacy with customers, team spirit among employees, exceptional quality of food and service. However much Zingerman’s grew in the next fifteen years, it would remain a local operation—a collection of small local businesses, each striving to be the best at what they do.

The glaring exception to that custom was the United States, even before the Trump-era retreat from the international community. The National Weather Service sent not its director but its deputy director, a gesture universally understood as a slight to the weather community as a whole. To compensate, or maybe rather to reiterate the arrogance of the gesture, the United States contributes 20 percent of the WMO’s budget, double the next largest member (Japan) and three times the amount from G7 states like France and Germany. (The formula is determined in parallel with funding to the United Nations as a whole.)

Elizabeth Green’s New York Times article “Why Do Americans Stink at Math?” is funny and not so funny. In it, she recounts how, in the 1980s, A. Alfred Taubman, owner of the A&W chain, attempted to win over customers from McDonald’s. To lure customers from McDonald’s Quarter Pounder hamburger, he advertised the A&W better-tasting burger that was, in contrast to the McDonald’s Quarter Pounder, a full one-third pounder. One-third of a pound versus one-quarter of a pound and at the same price! Great idea, right? Well, not if you don’t know one-third is more than one-fourth! Taubman called in his cutting-edge marketing firm, Yankelovich, Skelly & White, to find out why the A&W campaign was failing. A study had shown that, without question, respondents preferred the taste of A&W’s burger over McDonald’s. Except for one small glitch. “Why,” respondents asked, “should we pay the same amount for a third of a pound of meat at A&W as we do for a fourth of a pound at McDonald’s?” Since three is less than four, reasoned more than half of those questioned, A&W was really ripping them off! And the problem is not confined to hamburger connoisseurs. Medical professionals, it turns out, aren’t immune to fallacious math either. Doctors and nurses have also been known to err when calculating dosages for medications. The problem is prevalent enough, in fact, to support services that help simplify math for doctors and nurses, including Broselow.com, whose tagline is “Taking the math out of medicine.

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Rules, no matter how enveloping, will never deliver an exceptional customer experience. Colleen Barrett, who in her forty-seven-year career at Southwest served as head of marketing, customer service, people, and operations, describes the airline’s approach to rules: “The rules are guidelines. I can’t sit in Dallas, Texas, and write a rule for every single scenario you’re going to run into. You’re out there. You’re dealing with the public. You can tell in any given situation when a rule should be bent or broken. You can tell because it’s simply the right thing to do in the situation you are facing.” 17 Backing up this freedom is a concerted effort to ensure every team member has the information needed to think and act like an owner. At Southwest, training programs cover industry economics, financial ratios, profitability drivers, and more. By investing in the judgment of its people, Southwest creates a business that is smarter, more innovative, and more profitable.

To rebuild Detroit, we have to think of a new mode of production based upon serving human needs and the needs of the.… community and not on any get-rich-quick schemes.… If we are going to create hope especially for our young people, we have to stop seeing the city as just a place to which you come for a job or to make a living and start seeing it as the place where the humanity of people is enriched because they have the opportunity to live with people of many different ethnic and social backgrounds. The foundation of our city has to be people living in communities who realize that their human identity or their Love and Respect for Self is based on Love and Respect for others and who have also learned from experience that they can no longer leave the decision as to their present and their future to the market place, to corporations or to capitalist politicians, regardless of ethnic background. We, the People, have to see ourselves as responsible for our city and for each other, and especially for making sure that our children are raised to place more value on social ties than on material wealth.… We have to get rid of the myth that there is something sacred about large-scale production for the national and international market.… We have to begin thinking of creating small enterprises which produce food, goods and services for the local market, that is, for our communities and our city. Instead of destroying the skills of workers, which is what large-scale industry does, these small enterprises will combine craftsmanship, or the preservation and enhancement of human skills, with the new technologies which make possible flexible production and constant readjustment to serve the needs of local customers.… In order to create these new enterprises we need a view of our city which takes into consideration both the natural resources of our area and the existing and potential skills and talents of Detroiters.… We also need a fundamental change in our concept of Schools. Since World War II our schools have been transformed into custodial institutions where our children are housed for 12 years with no function except to study and get good grades so that they can win the certificates that will enable them to get a job.… We have to create schools which are an integral part of the community, in which young people naturally and normally do socially necessary and meaningful work for the community, for example, keeping the school grounds and the neighborhood clean and attractive, taking care of younger children, growing gardens which provide food for the community, etc., etc.5

Considerations & Exceptions for Impressive Handshakes • Be mindful of a person’s age; be tender with arthritic hands. In that case, a loose and gentler handshake is a gesture of sensitivity and compassion. • Show interest; even if your right hand is full, offer your left hand. • Demonstrate respect when you are caught in an introduction while seated; try to stand. • Be instinctive about when to allow the length of your handshake to linger to express unity, connection, or sympathy.

The only people in any enterprise who ever describe anyone except the people who buy the enterprise’s products and services as “customers” are IT personnel. The only people in the enterprise who ever talk about “aligning with the business” are IT personnel. (Maybe the head of sales has talked about aligning her function with a new strategy or a new value proposition, or the head of manufacturing has talked about aligning with new key performance indicators—but aligning with the business?) That view can’t be good for IT. It is a legacy of the

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Hire and Develop the Best: Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards: Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Think Big: Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Bias for Action: Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking. Frugality: Accomplish more with less. Constraints breed resourcefulness, self-sufficiency and invention. There are no extra points for growing headcount, budget size or fixed expense.

Applying a value lens to stakeholder capitalism, two ideas strike me as particularly important. First, business creates substantial value for customers, employees, and suppliers even if its only goal is to maximize financial returns. Think of all the stories in this book—Best Buy, Apple, Michelin, Quest, Intel, Tommy Hilfiger, and many more. Every one of them is testament to the ability of business to create significant customer delight, employee satisfaction, and supplier surplus. Competition is our best assurance that companies continue to innovate in service to these stakeholders. Second,

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Today’s second wave of customer service as practiced by some organizations — and it should be the customer service delivered by all companies of one — focuses on emotion and ease. A study from McKinsey showed that 70 percent of buying experiences are based more on how customers feel they are treated and less on the tangibles of a product. The feeling of being treated exceptionally well can only increase in the context of a second purchase or a subscription renewal, because the customer has already developed a feeling about how the first purchase went or how any support requests were handled.

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Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Think Big. Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Bias for Action. Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk-taking. Frugality. Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size, or fixed expense. Earn Trust. Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best.

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.

Walt’s fundamentals for success still ring true. You build the best product you can. You give people effective training to support the delivery of exceptional service. You learn from your experiences. And you celebrate success. You never stop growing. You never stop believing.

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You can subscribe to a Volvo XC40 (their compact SUV) for $600 a month, and that includes concierge services like packages delivered straight to your vehicle. Everything is covered except the gas: insurance, maintenance, wear-and-tear replacements, 24/7 customer care. Volvo’s CEO expects that one out of every five of the company’s vehicles will be delivered via subscription by 2023, and the company is working on its own ridesharing network that will allow users to loan or rent its cars for profit. Jim Nichols, product and technology communications manager at Volvo USA, told Consumer Reports, “Our research has shown that many customers are looking for a hassle-free, fixed-rate experience that mirrors the many subscriptions they currently have, such as Netflix or Apple’s iPhone [upgrade] program.

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Here is a stark example. If you have time, I suggest watching the YouTube video of the January 2000 presentation by the president of Enron, Jeffrey Skilling, and his senior management on the launch of Enron Broadband.2 I dare you not to be impressed. The guys are poised, confident, and, at least to my eyes, extremely competent. It is hard to find fault with their strategy or vision, and their execution plan for broadband services seems spot on. However, in less than two years after this impressive presentation, Enron went bankrupt, and in 2006 Skilling was sent to prison for perpetrating a massive fraud.3 Except for a few short sellers, no professional analysts or investors could have guessed what was going on at Enron even though the management was quite open to the media and regularly gave interviews. I know what you are thinking. Am I building my entire case on an outlier like Enron? Let’s look at it another way. I assume you have read the interviews of many CEOs or company presidents. Did any mention that they don’t care for the customer, that they have stopped innovating, or that they hire people who have been rejected by other companies? Have you ever heard a company leader disparage their products or services or admit that their competition is doing a better job or that they are sick and tired of company politics?

Richard Joseph’s seminal work on Nigerian governance—to which this book owes an intellectual debt—appeared in 1987 and a lively academic discussion of “prebendalism,” its core idea, continues right up to the present, though mostly in academic rather than policy circles.[5] Prebendalism and neopatrimonialism can exist anywhere; their essence is the privatization and exploitation of public resources by those who control the government and its bureaucracy.[6] By origin, “prebendal” refers to Anglican and Roman Catholic clergy assigned to cathedrals that were entitled to a share of the foundation’s income by virtue of their position—not as a return for the services they might or might not perform. The income itself is called a “prebend” and the recipient is called a “prebendary.” In the Nigerian context, prebendal describes the behavior of elites that access and share the government’s oil revenue, not because of their services to the state, but because they are entitled to do so. There is the expectation that prebendal beneficiaries will share their prebend with their patrons and their clients. This relationship, in which patrons distribute wealth to their clients, is often described as neopatrimonial.[7] Hence, prebendalism is intimately related to the neopatrimonial patronage-clientage organization of Nigerian society. Prebendal behavior is most salient among elites, but its spirit and that of neopatrimonialism extend throughout society. A policeman at a checkpoint is salaried. But because he controls the checkpoint, he is entitled to ask for a bribe, and does so: “What do you have for me today?” He is expected to share a portion of the bribe he receives with his boss or patron and with subordinates and family. The system is partly a product of poverty: the policeman at the checkpoint may not have received his salary for months, and, if he had, it is too small to support a family. So, his bribe collection is part of a system of work-arounds. This system of entitlements and sharing is unregulated except by various local customs and wide open to abuse.

Do you have a deep understanding of the reasons why some individuals do not consider your products or services? Near-customers can represent a significant business opportunity, but they are easy to overlook because addressable-market analyses and existing marketing initiatives typically provide little information about these groups.

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Willingness-to-pay (WTP) sits at the top end of the value stick. It represents the customer’s point of view. More specifically, it is the most a customer would ever pay for a product or service. If companies find ways to improve their product, WTP will increase. Willingness-to-sell (WTS), at the bottom end of the value stick, refers to employees and suppliers. For employees, WTS is the minimum compensation they require to accept a job offer.

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service, it is impossible to be perceived as consultants or trusted advisors. It makes it as clear as day that the salesperson believes the relationship and sale are centered on his offering, not the customer and its needs. It’s as if the salesperson is begging the customer to put his offering’s features and price on a spreadsheet to be compared against every competitors’ features and price.

For example, consider one of Intuit’s flagship products. Because TurboTax does most of its sales around tax season in the United States, it used to have an extremely conservative culture. Over the course of the year, the marketing and product teams would conceive one major initiative that would be rolled out just in time for tax season. Now they test over five hundred different changes in a two-and-a-half-month tax season. They’re running up to seventy different tests per week. The team can make a change live on its website on Thursday, run it over the weekend, read the results on Monday, and come to conclusions starting Tuesday; then they rebuild new tests on Thursday and launch the next set on Thursday night. As Scott put it, “Boy, the amount of learning they get is just immense now. And what it does is develop entrepreneurs, because when you have only one test, you don’t have entrepreneurs, you have politicians, because you have to sell. Out of a hundred good ideas, you’ve got to sell your idea. So you build up a society of politicians and salespeople. When you have five hundred tests you’re running, then everybody’s ideas can run. And then you create entrepreneurs who run and learn and can retest and relearn as opposed to a society of politicians. So we’re trying to drive that throughout our organization, using examples which have nothing to do with high tech, like the website example. Every business today has a website. You don’t have to be high tech to use fast-cycle testing.” This kind of change is hard. After all, the company has a significant number of existing customers who continue to demand exceptional service and investors who expect steady, growing returns. Scott says, It goes against the grain of what people have been taught in business and what leaders have been taught. The problem isn’t with the teams or the entrepreneurs. They love the chance to quickly get their baby out into the market. They love the chance to have the customer vote instead of the suits voting. The real issue is with the leaders and the middle managers. There are many business leaders who have been successful because of analysis. They think they’re analysts, and their job is to do great planning and analyzing and have a plan.

extraordinary,

It’s simple: Happy customers reward you with their loyalty. Exceptional customer service converts into customer loyalty. It converts into raving fans who will praise your team on Twitter, and Facebook, and talk about their experience over lunch with friends. There is no greater marketing for your product than happy, surprised, raving fans, and no reason you can’t start now.

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While I struggled with the menu, a handsome middle-aged guy from a nearby table came over to help. "You like sashimi? Cooked fish? Sushi?" he asked. His English was excellent. He was originally from Okinawa, he said, and a member of Rotary International. I know nothing about the Rotarians except that it's a service organization; helping befuddled foreigners order food in bars must fall within its definition of charitable service. Our service-oriented neighbor helped us order pressed sweetfish sushi, kisu fish tempura, and butter-sauteed scallops. Dredging up a vague Oishinbo memory, I also ordered broiled sweetfish, a seasonal delicacy said to taste vaguely of melon. While we started in on our sushi, our waitress- the kind of harried diner waitress who would call customers "hon" in an American restaurant- delivered a huge, beautiful steamed flounder with soy sauce, mirin, and chunks of creamy tofu. "From that guy," she said, indicating the Rotarian samaritan. We retaliated with a large bottle of beer for him and his friend (the friend came over to thank us, with much bowing). What would happen at your neighborhood bar if a couple of confused foreigners came in with a child and didn't even know how to order a drink? Would someone send them a free fish? I should add that it's not exactly common to bring children to an izakaya, but it's not frowned upon, either; also, not every izakaya is equally welcoming. Some, I have heard, are more clubby and are skeptical of nonregulars, whatever their nationality. But I didn't encounter any places like that. Oh, how was the food? So much of the seafood we eat in the U.S., even in Seattle, is previously frozen, slightly past its prime, or both. All of the seafood at our local izakaya was jump-up-and-bite-you fresh. This was most obvious in the flounder and the scallops. A mild fish, steamed, lightly seasoned, and served with tofu does not sound like a recipe for memorable eating, but it was. The butter-sauteed scallops, meanwhile, would have been at home at a New England seaside shack. They were served with a lettuce and tomato salad and a dollop of mayo. The shellfish were cooked and seasoned perfectly. I've never had a better scallop.

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My task was nothing less than the moulding of the cultural sense of the nation, and it had two main heads. I had to guide taste into the right channels and I had to see that no one else guided it into the wrong. Thus it was just as important to discourage bad influence as to encourage good. To send a promising and impecunious young painter to an Art School with a Government grant was in itself a praiseworthy act ; but it was useless from the national point of view if it was not accompanied by drastic measures to keep the most suggestive sorts of French literature from entering our ports. To help a young genius to Valhalla was one thing. But it was almost as important, from the national point of view, to see that our youth was not brought into contacts with those packets of French postcards which are labelled, “Très rare, très curieux. Discrétion.” I take a good deal of credit to myself—though, of course, Pettinger got the kudos at the time—for tightening up the administration of the Customs so that such authors as Joyce, whose name was either James or John—I forget which—Stein, Baudelaire, Louÿs, Anatole France, Proust, Freud, Jung, Rolland, and others, were intercepted at the ports by the special Pornographie section of the Constabulary which I created with men borrowed from the uniformed branch of the Metropolitan Police. These men, ail of whom could read and write English fluently, performed admirable service in the détection of immoral literature. Art Exhibitions also came within the scope of my department, and I closed at least a dozen objection-able ones which contained nudes and other suggestive subjects. It was always a matter of regret to me that I was unable to take strong action about Epstein’s “Genesis.” But the Marchioness of Risborough—a leader of taste and fashion, who was not only persona gratissima in exalted circles, but also the daughter of a millionaire steelmaker—had publicly declared her admiration of it, and so there was nothing for me to do except to déclaré mine. And now, looking back on it, I realize how right I was to choose Lady Risborough’s opinion rather than the small advantages to be obtained from Epstein’s gratitude. Small tradesmen who tried to sell miniature replicas of the “Genesis” were ruthlessly prosecuted, however, by my department on the charge of exhibiting, or causing to be exhibited, indécent figures.

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The goal of every business should be to make every customer feel valued, important, liked, and special with every interaction, with every employee, on every day. The number-one reason a customer will leave a business is that they feel unappreciated.

Customer service has a huge influence on sales and cash flow. Customer service directly affects the attitude and actions of the team running the business. Customer service directly affects a business’s competitive advantage.

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.

It is much more expensive to acquire a new customer than to keep an old one. Yet many businesses will never recognize and change the things that cause them to lose their customers. They only focus on tactics to bring the new customer in the door to make enough profit for that month. I cannot stress enough the importance of focusing on retaining customers, which directly correlates to incredible growth and profits for the business. Providing exceptional customer service dramatically increases retention, which leads to increased referrals, which leads to dramatically increased profits and income.