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In the topic 'Customer Service'


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Getting it Together: Integrating Customer Focus

Change direction from internal to customer focus, functional to horizontal management and management-centeredness to total involvement.

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Don’t Promise Too Much

Promise a little and deliver a lot, and ensure expectations match your delivery capabilities. Service reputation keeps customers coming back.

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Customer Satisfaction is a Reflection of Employee Satisfaction

A company's external customer service is only as strong as the company's internal leadership, and the culture of commitment that this leadership creates.

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Customer Intimacy and Empathy are Keys to Innovation

Through living in and empathizing with our customers' world, our innovation leaders focus the organization's development capabilities on solving problems or meeting needs that our customers may not realize could be done.

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Casual, Moderate, and Intense Levels of Customer/Partner Focus

To make our teams or organizations into high performers, we need to "intensify" our service/quality levels. This can begin with management team exercises and comparing ratings from customers and/or internal partners.

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Blocks to Customer Focus

Several considerations for an effective customer service program as part of your core strategy to serve customers well.

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Blame Management for Poor Service

Several issues face declining service levels. Find 'what' rather than 'who' went wrong.

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A Customer Culture is Built on a Service Ethic

Technomanagers are leaders who focus first on technology and management systems, before focusing on their customers and internal/external partners. They must discover the key "servant leadership" principle — success comes through serving others.

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Pathways to Performance: A Guide to Transforming Yourself, Your Team, and Your Organization

Pathways to Performance: A Guide to Transforming Yourself, Your Team, and Your Organization

Managers keep searching for the sure-fire change and improvement path. But following the trendy and popular routes often lead them over a cliff or into dead-end canyons. Cutting through the buzzwords and theories, comes Pathways to Performance — a guide to help you, your team, and your organization blaze your own successful way to high performance.

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Firing on All Cylinders Audio CD

Firing on All Cylinders Audio CD

Studies show that between 20-40 percent of the operating costs for most North American organizations are — usually unknowingly — consumed by poor quality. This includes redoing work, warranty claims, handling disgruntled customers or employees, scrapping defective materials … in other words, fixing things that weren’t done right the first time.

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Firing on All Cylinders: The Service/Quality System for High-Powered Corporate Performance

Firing on All Cylinders: The Service/Quality System for High-Powered Corporate Performance

A large — and growing — number of executives and managers now recognize that the quality of their future depends primarily upon the quality of the products and services their organization delivers. Producing consistently high service/quality demands a radical new closeness to customers and a level of employee/management, trust and partnership unlike anything most North American organizations have ever experienced.

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Focus on Overall Customer Experience

Many attempts to improve customer service are variations of “the operation was a success but the patient died.” Customer service improvements and measurements often focus on a narrow set of customer interactions or a few steps in the service process. What’s missing is understanding and improving the customer’s entire experience. “The Truth About Customer Experience” […]

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Delivering Purposeful Customer Service in a Toxic Environment

June’s issue of The Leader Letter was published last week with a series of my May blogs on customer service (the opening story on Where’s Your Culture on the Customer-Cattle Continuum?, “Want to Improve Customer Service? Treat Your Employees Better“, “American Express Boosts Customer Service with Transformed Leadership and Culture“, and “Delightful Dell Service Shows […]

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Delightful Dell Service Shows a Real Turnaround

Sometimes it feels like our technology picks the toughest time to test us! I was on the Calgary leg of a road trip to Regina, Calgary, Seattle, and Anchorage a few weeks ago when my computer failed to boot up as I arrived at my hotel room that night. I live on this thing. I […]

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American Express Boosts Customer Service with Transformed Leadership and Culture

Just after writing my last blog on improving customer service by treating your employees better I came across an interview on Jim Bush, EVP of World Service, at American Express. The new leadership approach Jim describes Amex has used since he took charge of this role in 2005 provides powerful data and examples of how […]

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Want to Improve Customer Service – Treat Your Employees Better

This is the title of a recent report in the University of Pennsylvania newsletter Knowledge @ Wharton. Part of the article reports on “a recent study conducted by Marshall Fisher, a professor of operations and information management at Wharton, and other colleagues.” He goes on to show how one of the keys to improving customer […]

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Thoughts That Make You Go Hmmm on…Understanding Customer Perceptions of Value

We often hear the axiom that "perception is reality." When it comes to assessing the service/quality levels delivered by our teams/organizations just who’s perception of reality are we using? Reinforcing this month’s four-part series of blog posts on The Three Rings of Perceived Value, here are key perspectives on using our customer perceptions of their […]

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The Third Ring: Enhanced Service That Delights Customers

Fourth in a four part series on The Three Rings of Perceived Value. Years ago author and speaker on organizational excellence, Tom Peters, declared, “we can no longer afford to merely satisfy the customer. To win today, you have to delight and astound your customers — with products and services that far exceed their expectations.” […]

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Defining The Second Ring of Service/Quality: Support That Satisfies

Third in a four part series on The Three Rings of Perceived Value. Today’s external customers or internal partners are looking beyond the core product or service (First Ring) to broader levels of support. The Second or Support Ring encircles a huge array of services and factors. Basically it includes anything an organization does to […]

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The First Ring: Meeting Basic Product/Service Requirements

Second in a four part series on The Three Rings of Perceived Value. The 18th century English potter, Josiah Wedgwood, once declared “a composition for cheapness and not excellence of workmanship is the most frequent and certain cause of the rapid decay and destruction of arts and manufacturers.” That’s as true today as when he […]

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