What Is Customer Service Quotes

How people themselves perceive what they are doing is not a question that interests me. I mean, there are very few people who are going to look into the mirror and say, 'That person I see is a savage monster'; instead, they make up some construction that justifies what they do. If you ask the CEO of some major corporation what he does he will say, in all honesty, that he is slaving 20 hours a day to provide his customers with the best goods or services he can and creating the best possible working conditions for his employees. But then you take a look at what the corporation does, the effect of its legal structure, the vast inequalities in pay and conditions, and you see the reality is something far different.

We have to start listening to what our ideal customers have to say about our product with an open mind.

What your audience has to say about your product matters more than what you have to say about it.

For getting those customers, you need to first let them know about your business, your product and how your product is exactly what they are looking for. And for that very purpose, you have to advertise your product.

I need to find Meg." I wiped my mouth with a shaky hand. "What would the myrmekes do with her?" "I don't know!" "Tell me or I will not complete your customer service survey.

Your products and services should attract customers like pollen attracts honeybees. The value of what your business offers should be a magnet to customers.

Where's your instruction manual?" I asked him. "What's the baby customer-service number?

To be successful in business, you need to understand what you’re selling and you need to understand the people who are buying. And the more holistic your understanding, the more success the business will experience.

Parent power is not a sign of democracy, it is a sign of barbarism. We are to regard education as a service industry, like a laundry, parents are the customers, teachers the washers, children the dirty linen. Oh dear, oh dear, oh dear. And what in the name of boiling hell do parents know about education? How many educated people are there in the world? I could name seventeen or eighteen.

Profit is good. Profit motivates businesses to be: (a) efficient - to do more with less, to consume fewer resources, to reduce and reuse waste. (b) productive - to allow for bigger profit margins. (c) Valuable - income, and therefore profit is only possible when we add value to our customers lives. When the value of our product or service is worth more to them than what it cost us to provide it, we profit.

When you send out a feedback form to your customers and they share their opinions with you, don’t just ignore them. It’s time for you to make a decision based on what your customers have just shared with you.

At the end of the day, the business needs to be profitable if it's going to keep providing the products or services that the customers love. If you're a customer and you love what you're buying from a business, then you should want that business to be profitable so that you can keep on buying that stuff from them.

Being valuable is the start. But a good business also has to communicate its value to its customers and those customers have to also voluntarily be in agreement with that value. If the customers perceive the value, and determine that the value they obtain from your businesses products or services is greater than the value of the dollars, Renminbi or ETH they have in their wallet… then they will pay for what your business is selling. If not, they won’t.

Oh no!’ replies Monsieur Tuvache indignantly. ‘We’re not murderers, you know. You have to understand that’s prohibited. We supply what is needed but people do the deed themselves. It’s their affair. We are just here to offer a service by selling quality products,’ continues the shopkeeper, leading the customer towards the checkout.

The code-of-ethics playlist: o Treat your colleagues, family, and friends with respect, dignity, fairness, and courtesy. o Pride yourself in the diversity of your experience and know that you have a lot to offer. o Commit to creating and supporting a world that is free of discrimination, harassment, and retaliation. o Have balance in your life and help others to do the same. o Invest in yourself, achieve ongoing enhancement of your skills, and continually upgrade your abilities. o Be approachable, listen carefully, and look people directly in the eyes when speaking. o Be involved, know what is expected from you, and let others know what is expected from them. o Recognize and acknowledge achievement. o Celebrate, relive, and communicate your successes on an ongoing basis.

Profit is good. Profit compells people to be: (a) efficient - to do more with less, to consume fewer resources, to reduce and reuse waste. (b) productive - to allow for bigger profit margins. (c) Valuable - income, and therefore profit is only possible when we add value to our customers lives. When the value of our product or service is worth more to them than what it cost us to provide it, we profit. And there’s no scarcity of possible profits. Every business should be profiting. When every business is profiting, that’s a lot of increased value going around.

But your products and services should attract customers like pollen attracts honeybees. The value of what your business offers should be a magnet to customers.

Coaching is the only thing where the more someone else practices, the better you get. That’s my kind of hard work. People always ask me, "Jarod, how come you don't have a Guinness World Record for getting others to do what you aren't capable of doing?" I tell them I don't worry about awards, because I'm a buy-my-own-trophies kind of guy. Plus, I'm too busy being the greatest duck farmer in history. Then I give them the customer service number to call at Guinness, because that's a good question that demands to be answered.

People will forget what you say, they will forget what you do, but they never will forget how you make them feel.” —Dr. Maya Angelou

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.

Once you’ve isolated what is teachable, what your customers value, and what they need most often, document your process for delivering this type of product or service.

lawyer and technology writer Richard Koman, argued that Google “has become a true believer in its own goodness, a belief which justifies its own set of rules regarding corporate ethics, anti-competition, customer service and its place in society.

The Call of the Wild They have cradled you in custom, they have primed you with their preaching, They have soaked you in convention through and through; They have put you in a showcase; you're a credit to their teaching– But can't you hear the wild?–it's calling you. Let us probe the silent places, let us seek what luck betide us; Let us journey to a lonely land I know. There's a whisper on the night-wind, there's a star agleam to guide us, And the wild is calling, calling . . . . let us go.

When people ask me that question that everyone asks: "What do you do?" I'd say, "I'm in customer service," which was true. To me, it's nice day's work when you make a lot of people smile. I know that sounds too earnest, but it's true. I mean, I would rather be a librarian, but I worry about the job security. Books may be temporary; dicks are forever.

Know what your customers want most and what your company does best. Focus on where those two meet.

What you personally think about your products, services, and marketing is almost irrelevant. All that matters is how your target customers perceive them.

In this fast-paced digitally connected world, your competitor is only a WhatsApp message away. Be reachable by every medium possible

three questions that are fundamental to any company’s ability to create economic value: Who will we target as customers? What product or service will we offer? How will we provide this product at a profit?

CUSTOMER: Is your poetry section split up into rhyming and non-rhyming sections? BOOKSELLER: No, it’s just in alphabetical order. What kind of poetry are you looking for? CUSTOMER: Rhyming. Preferably iambic pentameter, in poems of no more than ten lines, by a female poet. But, other than that, I don’t mind.

80 percent of profits are produced by only 20 percent of the employees, 80 percent of customer service problems are created by only 20 percent of consumers, 80 percent of decisions are made during 20 percent of meeting time, and so on. It

You will get exactly what you deserve Polly,” comes the firm reply, “you can trust me on that… But if you do – trust me I mean – I promise you an unparalleled climax.” She pauses, gazing deep into my frightened green eyes. “It’s your call Polly, all yours.” I allow my aching body to decide for me . “Punish me please, mistress,” I say in a very small voice.

Don’t reinvent the wheel. Focus on winning one customer at a time. Be honest and sincere. Do what’s right. There’s nothing magical about this.’ That’s been my guiding principle. To make it work, you have to live it every day. Make it your mind-set.

Delta Airlines recently proposed giving frequent flyers a controversial perk: the option of paying $5 extra to speak to a customer service agent in the United States, rather than be routed to a call center in India. Public disapproval led Delta to abandon the idea.

If marketing is taking up 1/3 of your revenues or more, something is wrong. Yes you’ve gotta get the word out about your products and services, especially if you’re in a saturated market. But your products and services should attract customers like pollen attracts honeybees. The value of what your business offers should be a magnet to customers. You shouldn’t be chasing after customers begging them to do business with you.

When it first emerged, Twitter was widely derided as a frivolous distraction that was mostly good for telling your friends what you had for breakfast. Now it is being used to organize and share news about the Iranian political protests, to provide customer support for large corporations, to share interesting news items, and a thousand other applications that did not occur to the founders when they dreamed up the service in 2006. This is not just a case of cultural exaptation: people finding a new use for a tool designed to do something else. In Twitter's case, the users have been redesigning the tool itself. The convention of replying to another user with the @ symbol was spontaneously invented by the Twitter user base. Early Twitter users ported over a convention from the IRC messaging platform and began grouping a topic or event by the "hash-tag" as in "#30Rock" or "inauguration." The ability to search a live stream of tweets - which is likely to prove crucial to Twitter's ultimate business model, thanks to its advertising potential - was developed by another start-up altogether. Thanks to these innovations, following a live feed of tweets about an event - political debates or Lost episodes - has become a central part of the Twitter experience. But for the first year of Twitter's existence, that mode of interaction would have been technically impossible using Twitter. It's like inventing a toaster oven and then looking around a year later and discovering that all your customers have, on their own, figured out a way to turn it into a microwave.

Six Telltale Signs of a Winning Strategy 1) An activity system that looks different from any competitor's system. It means you are tempting to deliver value in a distinctive way. 2) Customers who absolutely adore you, and noncustomers who can't see why anybody would buy from you. This means you have been choiceful. 3) Competitors who make a good profit doing what they are doing. It means your strategy has left where-to-play and how-to-win choices for competitors, who don't need to attack the heart of your market to survive. 4) More resources to spend on an ongoing basis than competitors have. This means you are winning the value equation and have the biggest margin between price and costs and best capacity to add spending to take advantage of an opportunity to defend your turf. 5) Competitors who attack one another, not you. It means that you look like the hardest target in the (broadly defined) industry to attack. 6) Customers who look first to you for innovations, new products, and service enhancement to make their lives better. This means that your customers believe that you are uniquely positioned to create value for them.

Value can’t be created without understanding what people want (market research). Attracting customers first requires getting their attention, then making them interested (marketing). In order to close a sale, people must first trust your ability to deliver on what’s promised (value delivery and operations). Customer satisfaction depends on reliably exceeding the customer’s expectations (customer service). Profit sufficiency requires bringing in more money than is spent (finance).

One of the main cyber-risks is to think they don’t exist. The other is to try to treat all potential risks. Fix the basics, protect first what matters for your business and be ready to react properly to pertinent threats. Think data, but also business services integrity, awareness, customer experience, compliance, and reputation.

I've been living like this for a long time - about twenty years. I'm forty now. I used to be in the civil service; I no longer am. I was a wicked official. I was rude, and took pleasure in it. After all, I didn't accept bribes, so I had to reward myself at least with that. (A bad witticism, but I won't cross it out. I wrote it thinking it would come out very witty; but now, seeing for myself that I simply had a vile wish to swagger - I purposely won't cross it out!) When petitioners would come for information to the desk where I sat - I'd gnash my teeth at them, and felt an inexhaustible delight when I managed to upset someone. I almost always managed. They were timid people for the most part: petitioners, you know. But among the fops there was one officer I especially could not stand. He simply refused to submit and kept rattling his sabre disgustingly. I was at war with him over that sabre for a year and a half. In the end, I prevailed. He stopped rattling. However, that was still in my youth. But do you know, gentlemen, what was the main point about my wickedness? The whole thing precisely was, the greatest nastiness precisely lay in my being shamefully conscious every moment, even in moments of the greatest bile, that I was not only not a wicked but was not even an embittered man, that I was simply frightening sparrows in vain, and pleasing myself with it. I’m foaming at the mouth, but bring me some little doll, give me some tea with a bit of suger, and maybe I’ll calm down. I’ll even wax tenderhearted, though afterwards I’ll certainly gnash my teeth at myself and suffer from insomnia for a few months out of shame. Such is my custom. And I lied about myself just now when I said I was a wicked official. I lied out of wickedness. I was simply playing around both with the petitioners and with the officer, but as a matter of fact I was never able to become wicked.

What is the use of beauty in woman? Provided a woman is physically well made and capable of bearing children, she will always be good enough in the opinion of economists. What is the use of music? -- of painting? Who would be fool enough nowadays to prefer Mozart to Carrel, Michael Angelo to the inventor of white mustard? There is nothing really beautiful save what is of no possible use. Everything useful is ugly, for it expresses a need, and man's needs are low and disgusting, like his own poor, wretched nature. The most useful place in a house is the water-closet. For my part, saving these gentry's presence, I am of those to whom superfluities are necessaries, and I am fond of things and people in inverse ratio to the service they render me. I prefer a Chinese vase with its mandarins and dragons, which is perfectly useless to me, to a utensil which I do use, and the particular talent of mine which I set most store by is that which enables me not to guess logogriphs and charades. I would very willingly renounce my rights as a Frenchman and a citizen for the sight of an undoubted painting by Raphael, or of a beautiful nude woman, -- Princess Borghese, for instance, when she posed for Canova, or Julia Grisi when she is entering her bath. I would most willingly consent to the return of that cannibal, Charles X., if he brought me, from his residence in Bohemia, a case of Tokai or Johannisberg; and the electoral laws would be quite liberal enough, to my mind, were some of our streets broader and some other things less broad. Though I am not a dilettante, I prefer the sound of a poor fiddle and tambourines to that of the Speaker's bell. I would sell my breeches for a ring, and my bread for jam. The occupation which best befits civilized man seems to me to be idleness or analytically smoking a pipe or cigar. I think highly of those who play skittles, and also of those who write verse. You may perceive that my principles are not utilitarian, and that I shall never be the editor of a virtuous paper, unless I am converted, which would be very comical. Instead of founding a Monthyon prize for the reward of virtue, I would rather bestow -- like Sardanapalus, that great, misunderstood philosopher -- a large reward to him who should invent a new pleasure; for to me enjoyment seems to be the end of life and the only useful thing on this earth. God willed it to be so, for he created women, perfumes, light, lovely flowers, good wine, spirited horses, lapdogs, and Angora cats; for He did not say to his angels, 'Be virtuous,' but, 'Love,' and gave us lips more sensitive than the rest of the skin that we might kiss women, eyes looking upward that we might behold the light, a subtile sense of smell that we might breathe in the soul of the flowers, muscular limbs that we might press the flanks of stallions and fly swift as thought without railway or steam-kettle, delicate hands that we might stroke the long heads of greyhounds, the velvety fur of cats, and the polished shoulder of not very virtuous creatures, and, finally, granted to us alone the triple and glorious privilege of drinking without being thirsty, striking fire, and making love in all seasons, whereby we are very much more distinguished from brutes than by the custom of reading newspapers and framing constitutions.

We need to focus not only on what we provide to the customer, but on how we provide it.

quality is not what you put into your product or service but what your customers get out of it.

5. The Model Will Provide a Uniformly Predictable Service to the Customer

Be absorbed in what your customer is saying; be inspired by what your customer is meaning.

Never assume you know what your customers value or that their preferences will remain static.

When you have a strong company culture it will shine through your brand and you can authentically say, “This is what our brand is about.

Our ultimate purpose in life lies in selfless service to others. Selflessly giving of ourselves to our spouses, our children, our friends, our community, our employers and or our customers unlocks a treasure chest of priceless gifts for both the recipient and you. Let's go the extra mile, in all we do, this week and see what riches we can discover. ~Jason Versey

In plain words, pricing this way means you are providing a service at just above what it costs for you to stay above water. We are not trying to stay barely above water. We are trying to make egregious amounts of money that will have your relatives asking if what you are doing is legal. Again, we are not trying to get the most customers. We are trying to make the most money.

Trust does not emerge simply because a seller makes a rational case why the customer should buy a product or service, or because an executive promises change. Trust is not a checklist. Fulfilling all your responsibilities does not create trust. Trust is a feeling, not a rational experience. We trust some people and companies even when things go wrong, and we don’t trust others even though everything might have gone exactly as it should have. A completed checklist does not guarantee trust. Trust begins to emerge when we have a sense that another person or organization is driven by things other than their own self-gain. With trust comes a sense of value—real value, not just value equated with money. Value, by definition, is the transference of trust. You can’t convince someone you have value, just as you can’t convince someone to trust you. You have to earn trust by communicating and demonstrating that you share the same values and beliefs. You have to talk about your WHY and prove it with WHAT you do.

As manufactured products have become increasingly commoditylike, and therefore less valuable to customers, GE has not been alone in discovering that often more money can be made from the services related to a product

Think about this for a moment. If the financial services industry is forced to take the time to find out what their customers’ best interests are and then act on them, the industry doesn’t have a viable business model.

Customer service was my number one priority. A lot of people run their businesses like their customers are dummies. This is a mistake. If you're just out to take their money, they know it. But if you genuinely care about what you're doing, they will respond.

Where-to-play choices occur across a number of domains, notably these: Geography. In what countries or regions will you seek to compete? Product type. What kinds of products and services will you offer? Consumer segment. What groups of consumers will you target? In which price tier? Meeting which consumer needs? Distribution channel. How will you reach your customers? What channels will you use? Vertical stage of production. In what stages of production will you engage? Where along the value chain? How broadly or narrowly?

It doesn't happen to me anymore, because a fresh generation of Africans and Asians has arisen to take over the business, but in my early years in Washington, D.C., I would often find myself in the back of a big beat-up old cab driven by an African-American veteran. I became used to the formalities of the mise-en-scène: on some hot and drowsy Dixie-like afternoon I would flag down a flaking Chevy. Behind the wheel, leaning wa-aay back and relaxed, often with a cigar stub in the corner of his mouth (and, I am not making this up, but sometimes also with a genuine porkpie hat on the back of his head) would be a grizzled man with the waist of his pants somewhere up around his armpits. I would state my desired destination. In accordance with ancient cabdriver custom, he would say nothing inresponse but simply engage the stickshift on his steering wheel and begin to cruise in a leisurely fashion. There would be a pause. Then: 'You from England?' I would always try to say something along the lines of 'Well, I'm in no position to deny it.' This occasionally got me a grin; in any case, I always knew what was coming next. 'I was there once.' 'Were you in the service?' 'I sure was.' 'Did you get to Normandy?' 'Yes, sir.' But it wasn't Normandy or combat about which they wanted to reminisce. (With real combat veterans, by the way, it almost never is.) It was England itself. 'Man did it know how to rain… and the warm beer. Nice people, though. Real nice.' I would never forget to say, as I got out and deliberately didn't overtip (that seeming a cheap thing to do), how much this effort on their part was remembered and appreciated.

Teenagers often simply don't recognise when they have low blood sugar, or that they're hungry, or tired. It's not actually the end of the world - it's just the end of the day. Feed them. Also, remember that you often still don't know when you've got low blood sugar, and have meltdowns exactly like this, and you're fourty-four. Really, Fitbits should be telling all of us this shit. What's the point of having robot overlords if they aren't telling you, at the point where you start crying to EE Customer Services because your 4G is 'feeble', that it's really time for a brew?

The man behind the counter seemed to have stopped listening to him. He slid a room key across the fake-wood-grain counter and returned to his scribbled lorem ipsums. Neethan could have gone on for hours with this guy, chatting him up about music made by mentally handicapped people and the myriad challenges of international aid organizations, but this was a person programmed to hand out room keys and swipe credit cards and engage in only the amount of conversation needed to keep such transactions rolling along smoothly. If that meant asking about a guest's gigantic celestial head, then that's just what good customer service was all about.

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.

The first problem the corporate culture of customer service creates is humans who are like time bombs ready to explode at any moment. It creates people with double or multiple standards, who say what they do not mean and mean what they do not say. People who hate having to act 'nice' eight hours a day, when they really do not want to.

I know you,” he added, helping to arrange the blanket over my shoulders. “You won’t drop the subject until I agree to check on your cousin, so I’ll do it. But only under one condition.” “John,” I said, whirling around to clutch his arm again. “Don’t get too excited,” he warned. “You haven’t heard the condition.” “Oh,” I said, eagerly. “Whatever it is, I’ll do it. Thank you. Alex has never had a very good life-his mother ran away when he was a baby, and his dad spent most of his life in jail…But, John, what is all this?” I swept my free hand out to indicate the people remaining on the dock, waiting for the boat John had said was arriving soon. I’d noticed some of them had blankets like the one he’d wrapped around me. “A new customer service initiative?” John looked surprised at my change of topic…then uncomfortable. He stooped to reach for the driftwood Typhon had dashed up to drop at his feet. “I don’t know what you mean,” he said, stiffly. “You’re giving blankets away to keep them warm while they wait. When did this start happening?” “You mentioned some things when you were here the last time….” He avoided meeting my gaze by tossing the stick for his dog. “They stayed with me.” My eyes widened. “Things I said?” “About how I should treat the people who end up here.” He paused at the approach of a wave-though it was yards off-and made quite a production of moving me, and my delicate slippers, out of its path. “So I decided to make a few changes.” It felt as if one of the kind of flowers I liked-a wild daisy, perhaps-had suddenly blossomed inside my heart. “Oh, John,” I said, and rose onto my toes to kiss his cheek. He looked more than a little surprised by the kiss. I thought I might actually have seen some color come into his cheeks. “What was that for?” he asked. “Henry said nothing was the same after I left. I assumed he meant everything was much worse. I couldn’t imagine it was the opposite, that things were better.” John’s discomfort at having been caught doing something kind-instead of reckless or violet-was sweet. “Henry talks too much,” he muttered. “But I’m glad you like it. Not that it hasn’t been a lot of added work. I’ll admit it’s cut down on the complaints, though, and even the fighting amongst our rowdier passengers. So you were right. Your suggestions helped.” I beamed up at him. Keeper of the dead. That’s how Mr. Smith, the cemetery sexton, had referred to John once, and that’s what he was. Although the title “protector of the dead” seemed more applicable. It was totally silly how much hope I was filled with by the fact that he’d remembered something I’d said so long ago-like maybe this whole consort thing might work out after all. I gasped a moment later when there was a sudden rush of white feathers, and the bird he’d given me emerged from the grizzly gray fog seeming to engulf the whole beach, plopping down onto the sand beside us with a disgruntled little humph. “Oh, Hope,” I said, dashing tears of laughter from my eyes. Apparently I had only to feel the emotion, and she showed up. “I’m sorry. I didn’t mean to leave you behind. It was his fault, you know.” I pointed at John. The bird ignored us both, poking around in the flotsam washed ashore by the waves, looking, as always, for something to eat. “Her name is Hope?” John asked, the corners of his mouth beginning to tug upwards. “No.” I bristled, thinking he was making fun of me. Then I realized I’d been caught. “Well, all right…so what if it is? I’m not going to name her after some depressing aspect of the Underworld like you do all your pets. I looked up the name Alastor. That was the name of one of the death horses that drew Hades’s chariot. And Typhon?” I glanced at the dog, cavorting in and out of the waves, seemingly oblivious of the cold. “I can only imagine, but I’m sure it means something equally unpleasant.

The chief care of the legislators [in the colonies of New England] was the maintenance of orderly conduct and good morals in the community: thus they constantly invaded the domain of conscience, and there was scarcely a sin which was no subject to magisterial censure. The reader is aware of the rigor with which these laws punished rape and adultery; intercourse between unmarried persons was likewise severely repressed. The judge was empowered to inflict either a pecuniary penalty, a whipping, or marriage, on the misdemeanants; and if the records of the old courts of New Haven may be believed, prosecutions of this kind were not unfrequent. We find a sentence, bearing date the 1st of May, 1660, inflicting a fine and reprimand on a young woman who was accused of using improper language, and of allowing herself to be kissed. The Code of 1650 abounds in preventive measures. It punishes idleness and drunkenness with severity. Innkeepers were forbidden to furnish more than certain quantities of liquor to each customer; and simple lying, whenever it may be injurious, is checked by a fine or a flogging. In other places, the legislator, entirely forgetting the great principles of religious toleration which he had himself demanded in Europe, makes attendance on divine service compulsory, and goes so far as to visit with severe punishment, and even with death, Christians who choose to worship God according to a ritual differing from his own. Sometimes, indeed, the zeal for regulation induces him to descend to the most frivolous particulars: thus a law is to be found in the same code which prohibits the use of tobacco. It must not be forgotten that these fantastical and vexatious laws were not imposed by authority, but that they were freely voted by all the persons interested in them, and that the manners of the community were even more austere and puritanical than the laws.... These errors are no doubt discreditable to human reason; they attest the inferiority of our nature, which is incapable of laying firm hold upon what is true and just, and is often reduced to the alternative of two excesses. In strict connection with this penal legislation, which bears such striking marks of a narrow, sectarian spirit, and of those religious passions which had been warmed by persecution and were still fermenting among the people, a body of political laws is to be found, which, though written two hundred years ago, is still in advance of the liberties of our own age.

I have come to realise that customers love companies that make them feel good about themselves—companies that reflect what they, the customers, believe about themselves. Customers fall in love with the company that says to them, "You are unique. You are great. We are the only ones who can make you feel that way. Fall in love with us and we will continue to make you feel great.

The shareholders who financed the risk taking had no real understanding of what the risk takers were doing, and, as the risk taking grew ever more complex, their understanding diminished. All that was clear was that the profits to be had from smart people making complicated bets overwhelmed anything that could be had from servicing customers, or allocating capital to productive enterprise.

Roman Centurion's Song" LEGATE, I had the news last night - my cohort ordered home By ships to Portus Itius and thence by road to Rome. I've marched the companies aboard, the arms are stowed below: Now let another take my sword. Command me not to go! I've served in Britain forty years, from Vectis to the Wall, I have none other home than this, nor any life at all. Last night I did not understand, but, now the hour draws near That calls me to my native land, I feel that land is here. Here where men say my name was made, here where my work was done; Here where my dearest dead are laid - my wife - my wife and son; Here where time, custom, grief and toil, age, memory, service, love, Have rooted me in British soil. Ah, how can I remove? For me this land, that sea, these airs, those folk and fields suffice. What purple Southern pomp can match our changeful Northern skies, Black with December snows unshed or pearled with August haze - The clanging arch of steel-grey March, or June's long-lighted days? You'll follow widening Rhodanus till vine and olive lean Aslant before the sunny breeze that sweeps Nemausus clean To Arelate's triple gate; but let me linger on, Here where our stiff-necked British oaks confront Euroclydon! You'll take the old Aurelian Road through shore-descending pines Where, blue as any peacock's neck, the Tyrrhene Ocean shines. You'll go where laurel crowns are won, but -will you e'er forget The scent of hawthorn in the sun, or bracken in the wet? Let me work here for Britain's sake - at any task you will - A marsh to drain, a road to make or native troops to drill. Some Western camp (I know the Pict) or granite Border keep, Mid seas of heather derelict, where our old messmates sleep. Legate, I come to you in tears - My cohort ordered home! I've served in Britain forty years. What should I do in Rome? Here is my heart, my soul, my mind - the only life I know. I cannot leave it all behind. Command me not to go!

Frank treated customers with the contempt Rosy had only seen before at airport passport control. Even then, she’d never heard an immigration official refer to anybody as baldy. “Hey, baldy,” Frank had said and whistled to call a customer back as though he were down in the paddock with an unruly herd. “You forgot your juice.” Frank held up the bottle of Tropicana orange juice. And when… baldy came back, Frank slapped the bottle into his hand as though passing him the baton in a relay race, then waved the man aside—“Go!”—and pointed at the next customer. “What do you want?” Frank said. “Cheese? Again? That’s three cheese you’ll have had in a row. Are you eating right?” The customer stammered. “Eh-but-eh-but-eh-but,” Frank mimicked. “Never mind. But think up a different filling next time. And not cheese and tomato.” He shook his head and made up the roll.

The shareholders who own the businesses in this book have other, nonfinancial priorities in addition to their financial objectives. Not that they don’t want to earn a good return on their investment, but it’s not their only goal, or even necessarily their paramount goal. They’re also interested in being great at what they do, creating a great place to work, providing great service to customers, having great relationships with their suppliers, making great contributions to the communities they live and work in, and finding great ways to lead their lives. They’ve learned, moreover, that to excel in all those things, they have to keep ownership and control inside the company and, in many cases, place significant limits on how much and how fast they grow. The wealth they’ve created, though substantial, has been a byproduct of success in these other areas. I call them small giants.

Q: Your customer-service representatives handle roughly sixty calls in an eighty-hour shift, with a half-hour lunch and two fifteen-minute breaks. By the end of the day, a problematic number of them are so exhausted by these interactions that their ability to focus, read basic conversational cues, and maintain a peppy demeanor is negatively affected. Do you: A. Increase staffing so you can scale back the number of calls each rep takes per shift -- clearly, workers are at their cognitive limits B. Allow workers to take a few minutes to decompress after difficult calls C. Increase the number or duration of breaks D. Decrease the number of objectives workers have for each call so they aren't as mentally and emotionally taxing E. Install a program that badgers workers with corrective pop-ups telling them that they sound tired. Seriously---what kind of fucking sociopath goes with E?

What is good customer service about then? One word: caring. Bad customer service happens when the employee doesn't care. You could chalk it up to low wages or getting paid regardless of results. But that's not it either. Hiring managers need to do two things and two things only: 1. Hire employees that ALREADY care and are ALREADY motivated. 2. Repeat step 1. When this is done, everything changes. People are happy on both sides of the table. Costs for management and training plummet

What's important to remember is that every customer interaction should be treated like a first impression. Until your on-demand customer becomes a loyal follower, he's probably already forgotten what his last touch was, so you'd better wow him or her this time. Don't skimp and don't cut corners when it comes to the external touches your brand makes. From experience I can tell you that you'll pay a much bigger price in customer retention if you go cheap when it comes to customer outreach and service.

understand that there are rules to follow if you are to win: 1. The model will provide consistent value to your customers, employees, suppliers, and lenders, beyond what they expect. 2. The model will be operated by people with the lowest possible level of skill. 3. The model will stand out as a place of impeccable order. 4. All work in the model will be documented in Operations Manuals. 5. The model will provide a uniformly predictable service to the customer. 6. The model will utilize a uniform color, dress, and facilities code.

Hookers, Hondas and Hollywood all approach customers with a different mindset than the rest of the business world. Whereas most businesses talk about the importance of "customer service," agents, mechanics and people of the night talk about "servicing customers." It is an important distinction, as customer service is generally a reactive process in which professionals and businesses respond to the needs of their clients, while servicing customers involves exploration to discover what the customer needs in order to start firing all the cylinders.

So the question is, what can I do to motivate you, Polly?” She eyes me salaciously and I drop my gaze, unable to return the intensity. Gently, she uses one finger to lift my chin and make my eyes meet her own. They are a vivid blue and alive with desire for me. The air around us is charged and the tension is palpable. My soaking pussy is a testament to how much I already want her… “Well?” she asks, breaking my train of thought. I gaze at her face; just a few inches from mine. “I – I’ve never done this before…” “Done what Polly?” Rachel chides, removing her finger. I miss the contact immediately and am rueful to have upset her. She raises one eyebrow at me. “Thought about what motivates you?” she asks, sardonically. “I’ve never been like this… with a woman, I mean…” She rises from the sofa in one fluid movement and stands above me. “Kneel Polly.” Surprised by the order, I blink at her before I respond. “Excuse me?” Rachel smiles at me. “Get. On. Your. Knees,” she says, articulating each word, and pointing to the floor in front of her. “I am going to find a way to motivate you.

Through the years, I have heard that the average person speaks at about 150-160 words per minute, but can listen at a rate of about 1,000 words per minute. What is going on during all that extra mind time? • Our minds are racing ahead and preparing for the next thing we are going to say. • We are preoccupied with other thoughts, priorities, and distractions. • Our subconscious filters are thumbing through our database of memories, judgments, experiences, perspectives, and opinions to frame how we are going to interpret what we think someone is saying.

But recognizing changes in public taste and then reacting promptly to these changes is not enough. As has been said before, in the business world customers simply do not beat a path to the door of the man with the better mousetrap. In the competitive world of commerce it is vital to make the potential customer aware of the advantages of a product or service. This awareness can be created only by understanding what the potential buyer really wants (sometimes when the customer himself doesn’t clearly recognize why these advantages appeal to him) and explaining it to him not in the seller’s terms but in his terms.

that speaks to the little secret behind the relationships that small giants have with their suppliers and customers. It’s generally not the people at the top of the organization who create the intimate bonds. It’s the managers and employees who do the work of the business day in and day out. They are the ones who convey the spirit of the company to the outside world. Accordingly, they are the company’s first priority—which, from one perspective, is ironic. For all the extraordinary service and enlightened hospitality that the small giants offer, what really sets them apart is their belief that the customer comes second.

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.

Specialisation, accompanied by exchange, is the source of economic prosperity. Here, in my own words, is what a modern version of Smithism claims. First, the spontaneous and voluntary exchange of goods and services leads to a division of labour in which people specialise in what they are good at doing. Second, this in turn leads to gains from trade for each party to a transaction, because everybody is doing what he is most productive at and has the chance to learn, practise and even mechanise his chosen task. Individuals can thus use and improve their own tacit and local knowledge in a way that no expert or ruler could. Third, gains from trade encourage more specialisation, which encourages more trade, in a virtuous circle. The greater the specialisation among producers, the greater is the diversification of consumption: in moving away from self-sufficiency people get to produce fewer things, but to consume more. Fourth, specialisation inevitably incentivises innovation, which is also a collaborative process driven by the exchange and combination of ideas. Indeed, most innovation comes about through the recombination of existing ideas for how to make or organise things. The more people trade and the more they divide labour, the more they are working for each other. The more they work for each other, the higher their living standards. The consequence of the division of labour is an immense web of cooperation among strangers: it turns potential enemies into honorary friends. A woollen coat, worn by a day labourer, was (said Smith) ‘the produce of a great multitude of workmen. The shepherd, the sorter of the wool, the wool-comber or carder, the dyer, the scribbler, the spinner, the weaver, the fuller, the dresser . . .’ In parting with money to buy a coat, the labourer was not reducing his wealth. Gains from trade are mutual; if they were not, people would not voluntarily engage in trade. The more open and free the market, the less opportunity there is for exploitation and predation, because the easier it is for consumers to boycott the predators and for competitors to whittle away their excess profits. In its ideal form, therefore, the free market is a device for creating networks of collaboration among people to raise each other’s living standards, a device for coordinating production and a device for communicating information about needs through the price mechanism. Also a device for encouraging innovation. It is the very opposite of the rampant and selfish individualism that so many churchmen and others seem to think it is. The market is a system of mass cooperation. You compete with rival producers, sure, but you cooperate with your customers, your suppliers and your colleagues. Commerce both needs and breeds trust.

Mingle • Be the connector—introduce people to each other who may not otherwise connect. • Be a conversation fire starter; point out what people have in common as you are introducing them. • Seek out the folks who may appear to be shy, or awkward, or wallflowers. Find ways to build trust and comfort. Engage them with a kind word to pull them out of their shell. • Arrive early and stay late; connect with people before and after your event. • Stretch beyond your comfort zone to speak with, sit with, and start conversations with people whom you do not know. • Offer to refill someone’s drink or clear their plate. • Encourage introductions: “There is someone whom I would love for you to meet . . .

The Endowed Progress Effect Punch cards are often used by retailers to encourage repeat business. With each purchase, customers get closer to receiving a free product or service. These cards are typically awarded empty and in effect, customers start at zero percent complete. What would happen if retailers handed customers punch cards with punches already given? Would people be more likely to take action if they had already made some progress? An experiment sought to answer this very question.[lxvi] Two groups of customers were given punch cards awarding a free car wash once the cards were fully punched. One group was given a blank punch card with 8 squares and the other given a punch card with 10 squares but with two free punches. Both groups still had to purchase 8 car washes to receive a free wash; however, the second group of customers — those that were given two free punches — had a staggering 82 percent higher completion rate. The study demonstrates the endowed progress effect, a phenomenon that increases motivation as people believe they are nearing a goal. Sites such as LinkedIn and Facebook utilize this heuristic to encourage people to divulge more information about themselves when completing their online profiles. On LinkedIn, every user starts with some semblance of progress (figure 19). The next step is to “Improve Your Profile Strength” by supplying additional information.

I told him it would be a week, seven to ten days to get a new line. He said through his teeth he needed an exact day. I gave him my supervisor's number. This whole time, his wife was in the kitchen wiping a clean counter. I was filling out the work orders and emailing my supervisor to give him a heads-up on a possible call from a member of every cable tech's favorite rage cult when his wife knocked on my van window. She stepped back and called me "ma'am." Which was nice. Her husband with the tucked-in polo shirt had asked my name and I told him Lauren. He heard Lawrence because it fit what he saw and asked if he could call me Larry. Guys like that use your name as a weapon. "Larry, explain to me why I had to sit around here from one to three waiting on you and you show up at 3:17. Does that seem like good customer service to you, Larry? And now you're telling me seven to ten days? Larry, I'm getting really tired of hearing this shit." Guys like that, it was safer to just let them think I was a man. She said she was sorry about him. I said, "It's fine." I said there really wasn't anything I could do. She blinked back the flood of tears she'd been holding since god knows when. She said, "It's just, when he has Fox, he has Obama to hate. If he doesn't have that . . . " She kept looking over her shoulder. She was terrified of him. "I'm sorry," she said. "I just need him to have Fox." I got out of my van.

One way to get a life and keep it is to put energy into being an S&M (success and money) queen. I first heard this term in Karen Salmansohn’s fabulous book The 30-Day Plan to Whip Your Career Into Submission. Here’s how to do it: be a star at work. I don’t care if you flip burgers at McDonald’s or run a Fortune 500 company. Do everything with totality and excellence. Show up on time, all the time. Do what you say you will do. Contribute ideas. Take care of the people around you. Solve problems. Be an agent for change. Invest in being the best in your industry or the best in the world! If you’ve been thinking about changing professions, that’s even more reason to be a star at your current job. Operating with excellence now will get you back up to speed mentally and energetically so you can hit the ground running in your new position. It will also create good karma. When and if you finally do leave, your current employers will be happy to support you with a great reference and often leave an open door for additional work in the future. If you’re an entrepreneur, look at ways to enhance your business. Is there a new product or service you’ve wanted to offer? How can you create raving fans by making your customer service sparkle? How can you reach more people with your product or service? Can you impact thousands or even millions more? Let’s not forget the M in S&M. Getting a life and keeping it includes having strong financial health as well. This area is crucial because many women delay taking charge of their financial lives as they believe (or have been culturally conditioned to believe) that a man will come along and take care of it for them. This is a setup for disaster. You are an intelligent and capable woman. If you want to fully unleash your irresistibility, invest in your financial health now and don’t stop once you get involved in a relationship. If money management is a challenge for you, I highly recommend my favorite financial coach: David Bach. He is the bestselling author of many books, including The Automatic Millionaire, Smart Women Finish Rich, and Smart Couples Finish Rich. His advice is clear-cut and straightforward, and, most important, it works.

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.

. Much as an organization is unlikely to invest millions of dollars in a product that has a small chance of serving many customers, you don’t want to devote thousands of hours of your learning and development time to an area for which there is little demand from your employer or community. This is one of the critiques of the “follow your passion” advice — that it presumes you are at the center of the world, and pursuing your own joy (not service of others) is the objective. I have found that those who leave a lasting mark on the world, in contrast, are always asking what they can give. Exploring specific actions to take, starting with this question, allows you to continually redirect your talents to what's needed most in the social circles close to you.

Mrs. Indianapolis was in town again. She looked like a can of Sprite in her green and yellow outfit. She always likes to come down to the front desk just to chat. It was 4:04 am and thankfully I was awake and at the front desk when she got off the elevator and walked towards me. 
 “Good morning, Jacob,” she said.
 “My name is Jarod,” I replied.
 “When did you change your name?” “I was born Jarod, and I’ll probably die. Maybe.”
 “You must be new here. You look like a guy named Jacob that used to work at the front desk.”
 “Nope, I’m not new. And there’s no Jacob that’s worked the front desk, nor anybody who looks or looked like me. How can I assist you, Mrs. Indianapolis?”
 “I’d like to inform you that the pool is emitting a certain odor.”
 “What sort of odor?”
 “Bleach.”
 “Ah, that’s what we like to call chlorine. It’s the latest craze in the sanitation of public pools. Between you and me, though, I think it’s just a fad.”
 “Don’t get sassy with me, young man. I know what chlorine is. I expect a clean pool when I go swimming. But what I don’t expect is enough bleach to get the grass stain out of a shirt the size of Kentucky.”
 “That’s not our policy, ma’am. We only use about as much chlorine as it would take to remove a coffee stain the size of Seattle from a light gray shirt the size of Washington.” “Jerry, I don’t usually give advice to underlings, but I’m feeling charitable tonight. So I’ll tell you that if you want to get ahead in life, you have to know when to talk and when not to talk. And for a guy like you, it’d be a good idea if you decided not to talk all the time. Or even better, not to talk at all.”
 “Some people say some people talk too much, and some people, the second some people, say the first some people talk to much and think too little. Who is first and who is second in this case? Well, the customer—that’s you, lady—always comes first.”
 “There you go again with the talking. I’d rather talk to a robot than to you.”
 “If you’d rather talk to a robot, why don’t you just find your husband? He’s got all the personality and charm of a circuit board. Forgive me, I didn’t mean that.”
 “I should hope not!”
 “What I meant to say was fried circuit board. It’d be quite absurd to equate your husband’s banter to a functioning circuit board.”
 “I’m going to have a talk to your manager about your poor guest service.”
 “Go ahead. Tell him that Jerry was rude and see what he says. And by the way, the laundry room is off limits when no lifeguard is on duty.

I want to make sure we understand in this reminder what duʿā’ is not? Duʿā’ is not placing an order at a restaurant. Duʿā’ is not placing an order for a product. When you place an order, you pay something and you get what you expected. You place an order for French fries; you’re not supposed to get a burger. You’re supposed to get French fries. When you place an order for a laptop, you’re not supposed to get a phone in the mail. You get what you ordered, and when you order something you obviously pay for it. You paid for it, so you’re expecting what you paid for. When you and I make duʿā’, we pay nothing. We pay nothing. When you pay nothing, then you have no expectations, you have no right to complain about what you get. You don’t get to say, ‘Hey! Wait, I asked for a hundred on my exam. I made duʿā’ last night. I still got a forty. What is this Allah? I placed the right order!’ You and I don’t get to do that. Allah is not here to serve you and me as customers. We’re used to customer service in this world. We are used to it so much that we think the way we are going to deal with Allah, is the same. Some of the young people today; unfortunately, their relationship with their parents has become like their parents are supposed to provide them customer service. ‘Mum, I asked you to buy me Grand Theft Auto! How come you didn’t get it yet?’, ‘I told you I’m going to do my homework!’ Like your homework is payment or something, right? Because we feel so entitled all the time, we bring this entitled attitude when we turn to Allah and we make duʿā’ to Him. ‘Yā Allāh, heal me.’ ‘Yā Allāh, get me a promotion.’ ‘Yā Allāh, do this for me or do that for me.’ And it doesn’t happen; and you’re like: ‘Forget this, I don’t need prayer. I even took the time out to pray and He didn’t give!

If congestion occurs on the free-market transportation network, the response is likely to resemble what accompanies “excess demand” for any other good or service: the businessman does not rest day or night until he provides the extra services the market is clamoring for. (We again abstract from the possibility of price increases.) The ice cream shop with long lines of people waiting for admission hires additional workers as soon as possible; the economist who “suffers” from the “congestion” of large numbers of people clamoring to engage him as a consultant hires more staff or expands output in whatever way seems appropriate to him. Throughout the private economy “congestion” is looked upon as a golden opportunity for expansion of output, sales, and profits. It is only in the public sector that the customer clamoring for additional service is looked at askance,33 blamed, excoriated, and told to desist in his efforts.

So, absent the chance to make every job applicant work as hard as a college applicant, is there some quick, clever, cheap way of weeding out bad employees before they are hired? Zappos has come up with one such trick. You will recall from the last chapter that Zappos, the online shoe store, has a variety of unorthodox ideas about how a business can be run. You may also recall that its customer-service reps are central to the firm’s success. So even though the job might pay only $11 an hour, Zappos wants to know that each new employee is fully committed to the company’s ethos. That’s where “The Offer” comes in. When new employees are in the onboarding period—they’ve already been screened, offered a job, and completed a few weeks of training—Zappos offers them a chance to quit. Even better, quitters will be paid for their training time and also get a bonus representing their first month’s salary—roughly $2,000—just for quitting! All they have to do is go through an exit interview and surrender their eligibility to be rehired at Zappos. Doesn’t that sound nuts? What kind of company would offer a new employee $2,000 to not work? A clever company. “It’s really putting the employee in the position of ‘Do you care more about money or do you care more about this culture and the company?’ ” says Tony Hsieh, the company’s CEO. “And if they care more about the easy money, then we probably aren’t the right fit for them.” Hsieh figured that any worker who would take the easy $2,000 was the kind of worker who would end up costing Zappos a lot more in the long run. By one industry estimate, it costs an average of roughly $4,000 to replace a single employee, and one recent survey of 2,500 companies found that a single bad hire can cost more than $25,000 in lost productivity, lower morale, and the like. So Zappos decided to pay a measly $2,000 up front and let the bad hires weed themselves out before they took root. As of this writing, fewer than 1 percent of new hires at Zappos accept “The Offer.

Tips for Mailings to Sell Professional Services Credibility is critical here. Descriptive items of fact (such as number of years in business, number of clients served, sample client lists, and so on) can all be of tremendous value. However, “believability” is even more important than “credibility.” The facts about your business, such as years in business, clients served, proprietary methods, and so on are important, but not nearly as persuasive as what clients have to say about their real-life experiences with you, benefits realized, and skepticism erased. Facts and credibility only support persuasion. Consider offering a free initial consultation or a free package of informative literature; this may break down barriers of skepticism and mistrust. Answer the question: why should the reader bother? Similarly, you should work at making the intangible benefits of your product tangible. This can be accomplished with before/after photographs, slice-of-life stories, case histories, or other examples. Demonstrate the value!

I will conclude this work with stating in what light religion appears to me. If we suppose a large family of children, who, on any particular day, or particular circumstance, made it a custom to present to their parents some token of their affection and gratitude, each of them would make a different offering, and most probably in a different manner. Some would pay their congratulations in themes of verse and prose, by some little devices, as their genius dictated, or according to what they thought would please; and, perhaps, the least of all, not able to do any of those things, would ramble into the garden, or the field, and gather what it thought the prettiest flower it could find, though, perhaps, it might be but a simple weed. The parent would be more gratified by such a variety, than if the whole of them had acted on a concerted plan, and each had made exactly the same offering. This would have the cold appearance of contrivance, or the harsh one of control. But of all unwelcome things, nothing could more afflict the parent than to know, that the whole of them had afterwards gotten together by the ears, boys and girls, fighting, scratching, reviling, and abusing each other about which was the best or the worst present. Why may we not suppose, that the great Father of all is pleased with variety of devotion; and that the greatest offence we can act, is that by which we seek to torment and render each other miserable? For my own part, I am fully satisfied that what I am now doing, with an endeavour to conciliate mankind, to render their condition happy, to unite nations that have hitherto been enemies, and to extirpate the horrid practice of war, and break the chains of slavery and oppression is acceptable in his sight, and being the best service I can perform, I act it cheerfully. I do not believe that any two men, on what are called doctrinal points, think alike who think at all. It is only those who have not thought that appear to agree… As to what are called national religions, we may, with as much propriety, talk of national Gods. It is either political craft or the remains of the Pagan system, when every nation had its separate and particular deity…

Christmas In India Dim dawn behind the tamerisks -- the sky is saffron-yellow -- As the women in the village grind the corn, And the parrots seek the riverside, each calling to his fellow That the Day, the staring Easter Day is born. Oh the white dust on the highway! Oh the stenches in the byway! Oh the clammy fog that hovers And at Home they're making merry 'neath the white and scarlet berry -- What part have India's exiles in their mirth? Full day begind the tamarisks -- the sky is blue and staring -- As the cattle crawl afield beneath the yoke, And they bear One o'er the field-path, who is past all hope or caring, To the ghat below the curling wreaths of smoke. Call on Rama, going slowly, as ye bear a brother lowly -- Call on Rama -- he may hear, perhaps, your voice! With our hymn-books and our psalters we appeal to other altars, And to-day we bid "good Christian men rejoice!" High noon behind the tamarisks -- the sun is hot above us -- As at Home the Christmas Day is breaking wan. They will drink our healths at dinner -- those who tell us how they love us, And forget us till another year be gone! Oh the toil that knows no breaking! Oh the Heimweh, ceaseless, aching! Oh the black dividing Sea and alien Plain! Youth was cheap -- wherefore we sold it. Gold was good -- we hoped to hold it, And to-day we know the fulness of our gain. Grey dusk behind the tamarisks -- the parrots fly together -- As the sun is sinking slowly over Home; And his last ray seems to mock us shackled in a lifelong tether. That drags us back how'er so far we roam. Hard her service, poor her payment -- she is ancient, tattered raiment -- India, she the grim Stepmother of our kind. If a year of life be lent her, if her temple's shrine we enter, The door is hut -- we may not look behind. Black night behind the tamarisks -- the owls begin their chorus -- As the conches from the temple scream and bray. With the fruitless years behind us, and the hopeless years before us, Let us honor, O my brother, Christmas Day! Call a truce, then, to our labors -- let us feast with friends and neighbors, And be merry as the custom of our caste; For if "faint and forced the laughter," and if sadness follow after, We are richer by one mocking Christmas past.

Noah Kagan, a growth hacker at Facebook, the personal finance service Mint.com (which sold to Intuit for nearly $170 million), and the daily deal site AppSumo (which has more than eight hundred thousand users), explains it simply: “Marketing has always been about the same thing—who your customers are and where they are.”5 What growth hackers do is focus on the “who” and “where” more scientifically, in a more measurable way. Whereas marketing was once brand-based, with growth hacking it becomes metric and ROI driven. Suddenly, finding customers and getting attention for your product are no longer guessing games. But this is more than just marketing with better metrics; this is not just “direct marketing” with a new name. Growth hackers trace their roots back to programmers—and that’s how they see themselves. They are data scientists meets design fiends meets marketers. They welcome this information, process it and utilize it differently, and see it as desperately needed clarity in a world that has been dominated by gut instincts and artistic preference for too long. But they also add a strong acumen for strategy, for thinking big picture, and for leveraging platforms, unappreciated assets, and new ideas.

The story of the Internet's origins departs from the explanations of technical innovation that center on individual inventors or on the pull of markets. Cerf and Kahn were neither captains of industry nor "two guys tinkering in a garage." The Internet was not built in response to popular demand, real or imagined; its subsequent mass appeal had no part in the decisions made in 1973. Rather, the project reflected the command economy of military procurement, where specialized performance is everything and money is no object, and the research ethos of the university, where experimental interest and technical elegance take precedence over commercial application. This was surely an unlikely context for the creation of what would become a popular and profitable service. Perhaps the key to the Internet's later commercial success was that the project internalized the competitive forces of the market by bringing representatives of diverse interest groups together and allowing them to argue through design issues. Ironically, this unconventional approach produced a system that proved to have more appeal for potential "customers"—people building networks—than did the overtly commercial alternatives that appeared soon after.

As I became older, I was given many masks to wear. I could be a laborer laying railroad tracks across the continent, with long hair in a queue to be pulled by pranksters; a gardener trimming the shrubs while secretly planting a bomb; a saboteur before the day of infamy at Pearl Harbor, signaling the Imperial Fleet; a kamikaze pilot donning his headband somberly, screaming 'Banzai' on my way to my death; a peasant with a broad-brimmed straw hat in a rice paddy on the other side of the world, stooped over to toil in the water; an obedient servant in the parlor, a houseboy too dignified for my own good; a washerman in the basement laundry, removing stains using an ancient secret; a tyrant intent on imposing my despotism on the democratic world, opposed by the free and the brave; a party cadre alongside many others, all of us clad in coordinated Mao jackets; a sniper camouflaged in the trees of the jungle, training my gunsights on G.I. Joe; a child running with a body burning from napalm, captured in an unforgettable photo; an enemy shot in the head or slaughtered by the villageful; one of the grooms in a mass wedding of couples, having met my mate the day before through our cult leader; an orphan in the last airlift out of a collapsed capital, ready to be adopted into the good life; a black belt martial artist breaking cinderblocks with his head, in an advertisement for Ginsu brand knives with the slogan 'but wait--there's more' as the commercial segued to show another free gift; a chef serving up dog stew, a trick on the unsuspecting diner; a bad driver swerving into the next lane, exactly as could be expected; a horny exchange student here for a year, eager to date the blonde cheerleader; a tourist visiting, clicking away with his camera, posing my family in front of the monuments and statues; a ping pong champion, wearing white tube socks pulled up too high and batting the ball with a wicked spin; a violin prodigy impressing the audience at Carnegie Hall, before taking a polite bow; a teen computer scientist, ready to make millions on an initial public offering before the company stock crashes; a gangster in sunglasses and a tight suit, embroiled in a turf war with the Sicilian mob; an urban greengrocer selling lunch by the pound, rudely returning change over the counter to the black patrons; a businessman with a briefcase of cash bribing a congressman, a corrupting influence on the electoral process; a salaryman on my way to work, crammed into the commuter train and loyal to the company; a shady doctor, trained in a foreign tradition with anatomical diagrams of the human body mapping the flow of life energy through a multitude of colored points; a calculus graduate student with thick glasses and a bad haircut, serving as a teaching assistant with an incomprehensible accent, scribbling on the chalkboard; an automobile enthusiast who customizes an imported car with a supercharged engine and Japanese decals in the rear window, cruising the boulevard looking for a drag race; a illegal alien crowded into the cargo hold of a smuggler's ship, defying death only to crowd into a New York City tenement and work as a slave in a sweatshop. My mother and my girl cousins were Madame Butterfly from the mail order bride catalog, dying in their service to the masculinity of the West, and the dragon lady in a kimono, taking vengeance for her sisters. They became the television newscaster, look-alikes with their flawlessly permed hair. Through these indelible images, I grew up. But when I looked in the mirror, I could not believe my own reflection because it was not like what I saw around me. Over the years, the world opened up. It has become a dizzying kaleidoscope of cultural fragments, arranged and rearranged without plan or order.

President and Chief Operating Officer (COO), accountable for the overall achievement of the Strategic Objective and reporting to the SHAREHOLDERS who include, on an equal basis, Jack and Murray. • Vice-President/Marketing, accountable for finding customers and finding new ways to provide customers with the satisfactions they derive from widgets, at lower cost, and with greater ease, and reporting to the COO. • Vice-President/Operations, accountable for keeping customers by delivering to them what is promised by Marketing, and for discovering new ways of assembling widgets, at lower cost, and with greater efficiency so as to provide the customer with better service, reporting to the COO. • Vice-President/Finance, accountable for supporting both Marketing and Operations in the fulfillment of their accountabilities by achieving the company’s profitability standards, and by securing capital whenever it’s needed, and at the best rates, also reporting to the COO. • Reporting to the Vice-President/Marketing are two positions: Sales Manager and Advertising/Research Manager. • Reporting to the Vice-President/Operations are three positions: Production Manager, Service Manager, and Facilities Manager. • Reporting to the Vice-President/Finance are two positions: Accounts Receivable Manager and Accounts Payable Manager.

The menu Kroc used to take McDonald’s national was similarly minimalist, with exactly three food items—Pure Beef Hamburger, fifteen cents; Tempting Cheeseburger, nineteen cents; Golden French Fries, ten cents. He aimed to make his burger construction line as standardized and closely measured as the Crystal Palace, decreeing, among other things, that McDonald’s burger patties must weigh 1.6 ounces and measure 3.875 inches in diameter. Don’t like a quarter ounce of onions on your burger? Too bad, just scrape ’em off—custom orders slow things down, and speed was the whole point. That’s why they call it fast food. Then Burger King countered with “Have it your way” in the ’80s, and to compete, McDonald’s started broadening its menu and allowing for special orders. Today, the average McDonald’s menu has more than a hundred items, and special orders are commonplace. But customers never changed their expectations of miraculously instantaneous service to match the vastly more complicated menu crew members are working with. So a lot of people who’ve experienced the magic of getting a Big Mac seconds after ordering it seem to believe there’s some Star Trek machine in the back that zaps food into existence from nothing. At least, that’s the only reason I can think of that customers like this lady get so mad when their special orders take an extra minute or two.

Rule by decree has conspicuous advantages for the domination of far-flung territories with heterogeneous populations and for a policy of oppression. Its efficiency is superior simply because it ignores all intermediary stages between issuance and application, and because it prevents political reasoning by the people through the withholding of information. It can easily overcome the variety of local customs and need not rely on the necessarily slow process of development of general law. It is most helpful for the establishment of a centralized administration because it overrides automatically all matters of local autonomy. If rule by good laws has sometimes been called the rule of wisdom, rule by appropriate decrees may rightly be called the rule of cleverness. For it is clever to reckon with ulterior motives and aims, and it is wise to understand and create by deduction from generally accepted principles. Government by bureaucracy has to be distinguished from the mere outgrowth and deformation of civil services which frequently accompanied the decline of the nation-state—as, notably, in France. There the administration has survived all changes in regime since the Revolution, entrenched itself like a parasite in the body politic, developed its own class interests, and become a useless organism whose only purpose appears to be chicanery and prevention of normal economic and political development. There are of course many superficial similarities between the two types of bureaucracy, especially if one pays too much attention to the striking psychological similarity of petty officials. But if the French people have made the very serious mistake of accepting their administration as a necessary evil, they have never committed the fatal error of allowing it to rule the country—even though the consequence has been that nobody rules it. The French atmosphere of government has become one of inefficiency and vexation; but it has not created and aura of pseudomysticism. And it is this pseudomysticism that is the stamp of bureaucracy when it becomes a form of government. Since the people it dominates never really know why something is happening, and a rational interpretation of laws does not exist, there remains only one thing that counts, the brutal naked event itself. What happens to one then becomes subject to an interpretation whose possibilities are endless, unlimited by reason and unhampered by knowledge. Within the framework of such endless interpretive speculation, so characteristic of all branches of Russian pre-revolutionary literature, the whole texture of life and world assume a mysterious secrecy and depth. There is a dangerous charm in this aura because of its seemingly inexhaustible richness; interpretation of suffering has a much larger range than that of action for the former goes on in the inwardness of the soul and releases all the possibilities of human imagination, whereas the latter is consistently checked, and possibly led into absurdity, by outward consequence and controllable experience.

The third serious problem the culture of customer service as we know it creates is turning every profession into a customer service tool to generate profits. In doing so, we risk the loss of creativity, quality, and critical thinking in many walks of life. Nowhere is this risk clearer and more damaging than viewing students at different educational institutions as customers, and nowhere this trend has been happening more rapidly than at schools, colleges, and universities, especially at private institutions. There is severe damage done to creativity and critical thinking when all students want is an A, and in fact feel entitled to get it since they (or their parents) are paying hundreds of thousands of dollars to attend elite schools. Many educators are under enormous pressure to give students grades they do not deserve in order to avoid receiving bad student evaluations (or to ensure getting good ones). This pressure is intensifying as academic jobs become increasingly contingent and precarious, where teaching staff are hired under short contracts only renewed based on so-called ‘performance,’ which is often measured by student evaluations and enrollment. When this happens, academic and intellectual compromises and corruption increase. Colleagues at elite American universities have been pressured to give students grades no lower than a B, with the explanation that this is what is ‘expected.’ Rampant grade inflation is unethical and unacceptable. Unfortunately, when graduate instructors resist professors’ instructions to fix grades by grading according to independent criteria of intellectual merit, they may be verbally chastised or worse, fired. This humiliation not only reinforces the norm of inflating grades, it also bolsters the power of the tenured professors who instruct their teaching assistants to do it.

Patrick Vlaskovits, who was part of the initial conversation that the term “growth hacker” came out of, put it well: “The more innovative your product is, the more likely you will have to find new and novel ways to get at your customers.”12 For example: 1. You can create the aura of exclusivity with an invite-only feature (as Mailbox did). 2. You can create hundreds of fake profiles to make your service look more popular and active than it actually is—nothing draws a crowd like a crowd (as reddit did in its early days). 3. You can target a single service or platform and cater to it exclusively—essentially piggybacking off or even stealing someone else’s growth (as PayPal did with eBay). 4. You can launch for just a small group of people, own that market, and then move from host to host until your product spreads like a virus (which is what Facebook did by starting in colleges—first at Harvard—before taking on the rest of the population). 5. You can host cool events and drive your first users through the system manually (as Myspace, Yelp, and Udemy all did). 6. You can absolutely dominate the App Store because your product provides totally new features that everyone is dying for (which is what Instagram did—twenty-five thousand downloads on its first day—and later Snapchat). 7. You can bring on influential advisors and investors for their valuable audience and fame rather than their money (as About.me and Trippy did—a move that many start-ups have emulated). 8. You can set up a special sub-domain on your e-commerce site where a percentage of every purchase users make goes to a charity of their choice (which is what Amazon did with Smile.Amazon.com this year to great success, proving that even a successful company can find little growth hacks). 9. You can try to name a Planned Parenthood clinic after your client or pay D-list celebrities to say offensive things about themselves to get all sorts of publicity that promotes your book (OK, those stunts were mine).

In the future that globalists and feminists have imagined, for most of us there will only be more clerkdom and masturbation. There will only be more apologizing, more submission, more asking for permission to be men. There will only be more examinations, more certifications, mandatory prerequisites, screening processes, background checks, personality tests, and politicized diagnoses. There will only be more medication. There will be more presenting the secretary with a cup of your own warm urine. There will be mandatory morning stretches and video safety presentations and sign-off sheets for your file. There will be more helmets and goggles and harnesses and bright orange vests with reflective tape. There can only be more counseling and sensitivity training. There will be more administrative hoops to jump through to start your own business and keep it running. There will be more mandatory insurance policies. There will definitely be more taxes. There will probably be more Byzantine sexual harassment laws and corporate policies and more ways for women and protected identity groups to accuse you of misconduct. There will be more micro-managed living, pettier regulations, heavier fines, and harsher penalties. There will be more ways to run afoul of the law and more ways for society to maintain its pleasant illusions by sweeping you under the rug. In 2009 there were almost five times more men either on parole or serving prison terms in the United States than were actively serving in all of the armed forces.[64] If you’re a good boy and you follow the rules, if you learn how to speak passively and inoffensively, if you can convince some other poor sleepwalking sap that you are possessed with an almost unhealthy desire to provide outstanding customer service or increase operational efficiency through the improvement of internal processes and effective organizational communication, if you can say stupid shit like that without laughing, if your record checks out and your pee smells right—you can get yourself a J-O-B. Maybe you can be the guy who administers the test or authorizes the insurance policy. Maybe you can be the guy who helps make some soulless global corporation a little more money. Maybe you can get a pat on the head for coming up with the bright idea to put a bunch of other guys out of work and outsource their boring jobs to guys in some other place who are willing to work longer hours for less money. Whatever you do, no matter what people say, no matter how many team-building activities you attend or how many birthday cards you get from someone’s secretary, you will know that you are a completely replaceable unit of labor in the big scheme of things.

Unconditional Love - Love Without Condition I love you as you are, as you seek to find your own special way to relate to the world. I honour your choices to learn in the way you feel is right for you. I know it is important that you are the person you want to be and not someone that I or others think you "should" be. I realise that I cannot know what is best for you, although perhaps sometimes I think I do. I have not been where you have been, viewing life from the angle you have. I do not know what you have chosen to learn, how you have chosen to learn it, with whom or in what time period. I have not walked life looking through your eyes, so how can I know what you need. I allow you to be in the world without a thought or word of judgement from me about the deeds you undertake. I see no error in the things you say and do. In this place where I am, I see that there are many ways to perceive and experience the different facets of our world. I allow without reservation the choices you make in each moment. I make no judgement of this, for if I would deny your right to your evolution, then I would deny that right for myself and all others. To those who would choose a way I cannot walk, whilst I may not choose to add my power and my energy to this way, I will never deny you the gift of love that God has bestowed within me, for all creation. As I love you, so I shall be loved. As I sow, so shall I reap. I allow you the Universal right of Free Will to walk your own path, creating steps or to sit awhile if that is what is right for you. I will make no judgement that these steps are large or small, nor light or heavy or that they lead up or down, for this is just my viewpoint. I may see you do nothing and judge it to be unworthy and yet it may be that you bring great healing as you stand blessed by the Light of God. I cannot always see the higher picture of Divine Order. For it is the inalienable right of all life to choose their own evolution and with great Love I acknowledge your right to determine your future. In humility I bow to the realisation that the way I see as best for me does not have to mean it is also right for you. I know that you are led as I am, following the inner excitement to know your own path. I know that the many races, religions, customs, nationalities and beliefs within our world bring us great richness and allow us the benefit and teachings of such diverseness. I know we each learn in our own unique way in order to bring that Love and Wisdom back to the whole. I know that if there were only one way to do something, there would need only be one person. I will not only love you if you behave in a way I think you should, or believe in those things I believe in. I understand you are truly my brother and my sister, though you may have been born in a different place and believe in another God than I. The love I feel is for all of God's world. I know that every living thing is a part of God and I feel a Love deep within for every person, animal, tree and flower, every bird, river and ocean and for all the creatures in all the world. I live my life in loving service, being the best me I can, becoming wiser in the perfection of Divine Truth, becoming happier in the joy of ... Unconditional Love

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.