Book description
What's the Secrets? gives you an inside look at the world-class customer service strategies at today?s some of today?s best companies. You'll learn how companies like Disney, Nordstrom, and The Ritz-Carlton get 50,000 employees to deliver world-class customer service on a consistent basis- and how your company can too. Packed with insider knowledge and a wealth of proven best practices, author John DiJulius will show you how your company can emulate the world?s best customer service providers.
Table of contents
- Copyright
- Preface
- Secret Service Terminology
- Acknowledgments
- I. The Customer Service Crisis
-
1. The Smoking Gun
- 1.1. In Denial
- 1.2. Perception Is Reality
- 1.3. Customer Service and Its Impact on Sales
- 1.4. Irrefutable Evidence
- 1.5. Stone Ages
- 1.6. Service Vision—To Be the Most Customer-Centric Company in the World
- 1.7. Companies and the Customers Who Hate Them
- 1.8. Artificial Growth versus True Growth
- 1.9. Making Price Less Relevant
- 1.10. When the Brand's Message Contradicts the Customer's Experience
- 1.11. Customer Satisfaction Is a Fortune Teller
- 1.12. Conclusion
- 1.13. It Is Time to Either Get on, Get off, or Get Run over
- 1.14. Notes
- 2. The State of Service
-
3. World-Class Service Sins
- 3.1. Lack of Service Aptitude
- 3.2. Decline in People Skills
- 3.3. Inability to Connect Employees and Jobs to Success
- 3.4. Poor Hiring Standards
- 3.5. Lack of Ongoing Experiential Training
- 3.6. Not Letting Employees Have Input on Systems
- 3.7. Failure to Implement and Execute Consistently
- 3.8. Lack of a Strong Employee Culture
- 3.9. Lack of Measurements and Accountability
- 3.10. Focus on Artificial Growth
- 3.11. Service Blunder: An Example
- 3.12. World-Class in Action
- 3.13. Experiential Reports
- 3.14. Notes
-
4. Service Aptitude Level
- 4.1. What's the Real Service Aptitude Level of Your Company?
-
4.2. Company Service Aptitude Test
- 4.2.1. Intro Questions
- 4.2.2. I. Service Vision
- 4.2.3. II. Creating a World-Class Internal Culture
- 4.2.4. III. Nonnegotiable Experiential Standards
- 4.2.5. IV. Secret Service Systems
- 4.2.6. V. Training To Provide a World-Class Customer Experience
- 4.2.7. VI. Implementation and Execution
- 4.2.8. VII. Zero Risk
- 4.2.9. VIII. Creating an Above-and-Beyond Culture
- 4.2.10. IX. Measuring Your Customer's Experience
- 4.2.11. X. World-Class Leadership
- 4.2.12. XI. Comprehensive
- 4.3. Recommended Action Plan
- 4.4. Notes
- II. The Customer Service Revolution
-
5. Commandment I: Service Vision
- 5.1. Creating a Successful Service Vision
- 5.2. Disney's Service Vision
- 5.3. How to Create a Service Vision
- 5.4. Creating a Service Brand Promise
- 5.5. How Inspirational Are Your Service Brand Promises?
- 5.6. Is It Expensive Coffee—or Inexpensive Rent?
- 5.7. What Is Your Company's Priceless?
- 5.8. A Few of My Favorite "isms"
- 5.9. Personal Service Brand Promises
- 5.10. Marketing Your Service Vision
- 5.11. What We Do Today Impacts Our Customers' Lives
- 5.12. Everyone Plays a Part in the Success of the Service Vision
- 5.13. Notes
- 6. Commandment II: Creating a World-Class Internal Culture
- 7. Commandment III: Nonnegotiable Experiential Standards
-
8. Commandment IV: Secret Service Systems
- 8.1. Brief Review
- 8.2. Giving a Customer a Memorable Experience
- 8.3. If You Know It, Use It
- 8.4. Distinguish New from Returning Customers
- 8.5. Secret Service Lawyers
- 8.6. Guestology
- 8.7. Secret Service for Retailer
- 8.8. Whose Experience Is It?
- 8.9. Secret Service Case Study: The Melting Pot Restaurants
- 8.10. Peripheral Vision
- 8.11. Notes
-
9. Commandment V: Training to Provide a World-Class Customer Experience
- 9.1. Hard-To-Soft Training Ratio
- 9.2. Shadow Training Is a Shadow of What You Need
- 9.3. Customer Experience Promise
- 9.4. Systems and Processes That Remove Variation in the Customer's Experience
- 9.5. Million Dollar Keynote Presentation
- 9.6. Only Companies That "Get it" —Want It
- 9.7. A Smile Is Rare Today
- 9.8. Notes
- 10. Commandment VI: Implementation and Execution
- 11. Commandment VII: Zero Risk
-
12. Commandment VIII: Creating an Above-and-Beyond Culture
- 12.1. Creating Loyal Customers
- 12.2. Above and Beyond Is a Matter of Service Aptitude
- 12.3. The Answer's Yes ... What's the Question?
- 12.4. Anticipating and Delivering on Your Customer's Needs
- 12.5. Become a Storytelling Company
- 12.6. Train and Test for Above-and-Beyond Opportunities
- 12.7. Customer Service Revolution
- 12.8. Being a Daymaker
- 12.9. Notes
-
13. Commandment IX: Measuring Your Customer's Experience
- 13.1. Don't Try This at Home
- 13.2. Why Measure Customer Satisfaction?
- 13.3. The Enemy of "Great" Is "Good Enough"
-
13.4. Five Things Learned from Talking to 100 Million People
- 13.4.1. Principle 1: A Satisfied Customer Is Not a Loyal Customer
- 13.4.2. Principle 2: Loyal Customers Drive Sales and Profits
- 13.4.3. Principle 3: Inconsistent Performance Can Kill a Brand—Looking at the Big Picture Can Be Deceiving
- 13.4.4. Principle 4: Opportunities to Win Loyalty Are Cleverly Disguised as Problems
- 13.4.5. Principle 5: Brand Loyalty Begins at Home
- 13.5. Measurement Can Prevent Costly Mistakes
- 13.6. Word of Mouth Is Much Louder Today
- 13.7. Service Recovery
- 13.8. Is Customer Engagement Overrated?
- 13.9. What Gets Measured Gets Managed
- 13.10. The Ultimate Question
- 13.11. Sport Clips
- 13.12. Closing Ratio
- 13.13. Can't Be All Things to All People
- 13.14. Notes
- 14. Commandment X: World-Class Leadership
Product information
- Title: What'S The Secret?: To Providing a World-Class Customer Experience
- Author(s):
- Release date: May 2008
- Publisher(s): Wiley
- ISBN: 9780470196120
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