Exceptional Service, Exceptional Profit: The Secrets of Building a Five-Star Customer Service Organization (23 page)

Day One orientation,
91–
94

62–
64,
69

defect reduction metrics,
69

Costco,
112

defect search process,
62–
65

costs

deposition, of service breakdowns,

computer-driven modeling of,
128

33–34

of customer loyalty,
108–110

disabilities,
see
customers with disabili-

Coulton, Jonathan,
124

ties

Index

165

documentation, of service breakdowns,

FedEx,
66

33–34

feedback

drive-up windows,
61

checking your own company,
62

DYPII (‘‘Did You Plug It In?’’) ques-

from in-depth surveys,
75–78

tions,
30,
37,
38

from in-house surveys,
75

online,
116–118

efficiency

responding to negative,
77

in Lean Manufacturing,
66–70,
72

from secret shoppers,
78

value maintenance and,
70–73

follow-up

electronic surveys,
50

immediate,
32

email

internal,
32–33

human touch in,
25,
122

after service recovery,
31,
32–33

language engineering,
24–25

wrap-up,
33

live chat,
24,
58,
122,
140

forecasted actual production, in manu-

mass electronic messages,
24,
25,

facturing,
101–102

122–124

forgiveness, after service breakdowns,

urgent email button,
122,
140

28–29

emotional attachments,
71–72

Frequently Asked Questions (FAQs),

empathy

119

of employees,
86

in handling service breakdowns,
40

Godin, Seth,
2,
56–57,
124

employees,
84–100

good-byes,
141–144

as brand ambassadors,
93–
94

as key customer moment,
18–19,

daily check-in standup meeting,

131

98–100

long-lasting,
141

hiring standards for,
88–
89

personalizing,
141

key traits,
84–
88

problems,
142–144

leadership by,
106–107

resonant,
141

moods of,
102–103

subcontracting,
142–143

orientation process,
90–
98

telephone,
135

participation in hiring process,
94

Google
,
139

selection discipline for,
89–
90

Google Adwords,
140

total customer service empower-

Google Alerts,
117

ment,
40–
41

greetings,
131–140

underlying purpose of,
91–
92

customers with disabilities and,

error-tolerant design,
67

135–138

evangelists,
118–119

human greeters and,
132–133,

excuses,
34

138–139

expectations of customers, resetting,
12

importance of,
132–135

eye contact,
96–
97

Internet,
139–140

as key customer moment,
18–19,

FAQs (Frequently Asked Questions),

131

119

as level of service indicators,

Farmer, Tom,
116

133–134

166

Index

greetings (
continued
)

creating online informational pres-

negative impressions from,
134–135

ence,
127–130

problems,
142–144

customers with disabilities,
122,

receptionist and,
138–139

136–137

recognition in,
134

email language,
24–25

repeat visits and,
134

evangelists and,
118–119

in service process,
96–
97

greetings,
139–140

subcontracting,
142–143

human touch and,
23–24,
25,
117,

telephone,
135

120–124,
126–130

timing of,
134–135

individualization and,
119

website,
127–130

live chat,
24,
58,
122,
140

long copy/short copy,
119–120

handoff minimization,
64–
65

mass electronic messages,
24,
25,

handoffs

122–124

reassigned problems,
32

online commerce,
70

reducing, in quality programs,
64–
65

permission marketing and,
56–57,

Hartsfield-Jackson International Air-

124–125

port (Atlanta),
9–11

preference-tracking systems on,
57–

hearing impairments, customer access

58,
70

and,
136,
137

pros and cons of,
115–118

Heil, Gary,
47

requests for information,
23

hiring process,
88–
90

Web interface,
120–124

employee participation in,
94

interviews, in hiring process,
89–
90

interviews in,
89–
90

Italian Mama method of service recov-

standards for,
88–
89

ery,
26–27

Homer,
132

Keller, Thomas,
21

identity theft,
55–56

kindness, of employees,
85–
86

immediate follow-up,
32

Krick, Beth,
134

impatience rule,
11–12

in-depth surveys,
75–78

industry-wide standards,
111

language engineering,
14–25

information requests,
23,
122

consistency,
15

in-house surveys,
75

cultural differences,
19

Inn at Little Washington, The,
52–53

Internet use,
23–25

insults, avoiding,
17

for key customer moments,
18–19

internal follow-up,
32–33

language handbook,
15–17

Internet,
115–130

listening,
20

advertising on,
128,
140

Negative Lexicon,
17–18

anticipatory customer service and,

nonverbal messages,
20–21,
97

73–78

online communications,
23–25

automated correspondence,
24,
25,

price in,
114

122–124

for service recovery,
30,
50–51

captchas,
136–137

showing versus telling,
21

Index

167

on surveys,
76

Meyer, Danny,
18,
134

telephone use,
21–23

Milliken,
66

language handbook

moods

importance of,
15–17

of employees in service departments,

Negative Lexicon,
17–18

102–103

leadership,
101–107

in preference-tracking systems,
53

alignment in,
103

moral leadership,
105–106

challenges of,
101–103

motivation, by leaders,
105

characteristics of great service leaders,

103–105

name of customer,
53–54

by employees,
106–107

Negative Lexicon,
17–18

importance of,
101–103

Netflix,
74,
121

in manufacturing-based systems,

New York Times
,
42–
43

101–102

non-compliant service,
133

moral,
105–106

nonverbal messages,
20–21,
97

motivation in,
105

Nordstrom,
42,
112

in orientation process,
91

notes

recognition in,
105

follow-up,
141

reward in,
105

after service recovery,
33

in service-focused departments,

Oasis (Oasis Disc Manufacturing,
123,

102–103

145,
147–152

standard setting in,
104–105

O’Connell, Patrick,
52–53

support in,
105,
107

Ohno, Taiichi,
66

vision in,
103,
106–107

One Size Fits All
(Heil),
47

Lean Manufacturing methodology,
66–

on-time delivery,
11–12,
104–105

70,
72

optimism

Lexus,
64–
65

of employees,
86–
87

lifetime value of loyal customer,
35–36,

of leaders,
103–104

41

orientation process,
90–
98

lily gilding,
110–111

attitudes in,
90–
91

listening, importance of,
12

beliefs in,
90–
91

live chat,
24,
58,
122,
140

brand ambassador process in,
93–
94

Loftus, Elizabeth,
18,
131

creating,
90

Day One orientation,
91–
94

Malcolm Baldrige National Quality

values in,
90–
91

Awards,
62

manufacturing-based systems

pace of customer,
97

forecasted actual production,

password access,
128,
129

101–102

pay-per-click options,
140

Lean Manufacturing technology,
66–

Penn, Mark,
120

70,
72

perfect product/design,
8–
9,
125–127

theoretical capacity,
101

performance measurement,
104–105

Martin, Demetri,
122

permission marketing,
56–57,
124–125

mass mailings,
24,
25,
122–124

Per Se
restaurant,
21

168

Index

personality traits,
84–
88

problem resolution

personalization

in Continuous Improvement Sys-

of customer interactions,
80–
81,
119

tems,
62–
64,
69

of good-byes,
141

in customer satisfaction,
12–13

of greetings,
134

see also
service recovery

of Internet interactions,
119

process-based solutions,
79–
83

personnel benchmarking,
89–
90

protective customer bubble,
54,
96,

pessimism,
87,
103–104

97–
98

Peterson, Brooks,
19

public relations,
116–117

physical access,
135–136,
137–138

Purple Cow
(Godin),
2

physical cues,
20–21

quality programs,
62–
64

physical impairments, customer access

defect reduction metrics,
69

and,
135–136,
137–138

efficient processes,
68–70

positive attitude,
86–
87,
103–104

eliminating defects/defective situa-

preference-tracking systems,
45–58

tions,
64–
65

caring delivery of information,

handoff reduction,
64–
65

53–54

looking for defects/defective situa-

changes in preferences,
52–53

tions,
62–
64

commitment to,
46,
58

waste reduction,
66–
68

examples,
46–
48

moods,
53

reactive customer service,
4–5

in online commerce,
57–58,
70

reassigned problems,
32

permanent information,
49

receptionists,
138–139

permission marketing,
56–57,

recognition

124–125

of customers,
134

persistence in,
58

of employees,
105

privacy issues,
50–51,
54–58,
74–75

repetition strategy, in anticipatory cus-