Exceptional Service, Exceptional Profit: The Secrets of Building a Five-Star Customer Service Organization by Leonardo Inghilleri & Micah Solomon & Horst Schulze (Foreword)

Author:Leonardo Inghilleri & Micah Solomon & Horst Schulze (Foreword) [Inghilleri, Leonardo & Solomon, Micah & Schulze, Horst]
Language: eng
Format: epub
Tags: Management, Customer Service, Philosophy, General, Sales & Selling, Customer loyalty, Consumer satisfaction, Customer services, Customer Relations, Business & Economics, 0814415385 9780814415382
ISBN: 9780814415382
Publisher: AMACOM
Published: 2010-04-07T18:17:04.019000+00:00

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Exceptional Service, Exceptional Profit

6. Asking intrusive demographic questions (such as income or gender) and not making the questions optional. Do not assume that respondents will trust your privacy practices.

Secret Shoppers. Professional ‘‘secret shoppers’’ will anonymously patronize your business and describe the experience to you in detail. For some businesses, this can be invaluable. The fact that a critical review comes from a complete outsider is very helpful to some organizations.

Members of an organization respond differently to criticism from somebody outside of their social and power hierarchies—someone who pre-sumably has no dog in the fight. Some employees find it easier to accept truths about their service shortcomings, and to get right to work making important changes, when the news comes from a secret shopper service.

On the other hand, as with outside survey services, a secret shopping firm needs to know what you want it to test for. What’s important to your business may be very specific and contextually subtle. So the generic checklist used as a default by an outside service is unlikely to be useful. Instead, you will need to work with them to ensure that they are after what you are after.

Steering a Company Is Easier with a (3-D) Dashboard

You could, in theory, drive a car without a dashboard. But sooner or later you’d be caught speeding, or run out of gas, or burn up the engine—all hazards that indicators on a dashboard would have signaled far in advance. A company also needs a dashboard: a complement of highly visible meters and early warning signs that protect against foreseeable problems.

The kind of dashboard we recommend includes more than

traditional ‘‘hard’’ measurements. Steering your company while only looking at such measurements is kind of like running a business by only looking at your checkbook ( ‘‘Hey, I’m not over-

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