Synopses & Reviews
Most customer service operations have it wrong. They gauge their effectiveness and productivity based on the number of customer calls or contacts they handle. But do your customers really want a ?relationship? with your company's customer service department, or do they simply want to purchase your products or services so they can put them to use?In this groundbreaking book, Bill Price and David Jaffe offer a new, game-changing approach, showing how managers are taking the wrong path and are using the wrong metrics to measure customer service. Customer service, they assert, is only needed when a company does something wrong - eliminating the need for service is the best way to satisfy customers. To be successful, companies need to treat service as a data point of dysfunction and figure what they need to do to eliminate the demand. The Best Service Is No Service outlines these seven principles to deliver the best service that ultimately leads to ?no service?: ?Eliminate dumb contacts?Create engaging self-service?Be proactive?Make it easy to contact your company?Own the actions across the company?Listen and act?Deliver great service experiencesWhile self-service and customer relationship management are often tech-heavy and software-driven efforts, Price and Jaffe emphasize that no technology is needed to adopt a ?no service? mindset - and any manager who tries to ferret out dysfunctional contacts between customers and companies can create far better, self-correcting systems.
Price's premise is that customer service and CRM managers have it all wrong. They gauge their effectiveness and productivity based on the NUMBER of customer contacts they handle. In classic McKinsey style, Price and Jaffe show how CRM managers are using the wrong metrics - they need to REDUCE customer contacts by treating service as a datapoint of dysfunction and figuring out how to eliminate the demand. Under Price's leadership, AMAZON.COM was the first major company to implement a self-service initiative, and many tech companies have followed suit. Although self-service is often a tech-heavy and software driven effort, the authors emphasize that no technology is needed to adopt a no service mindset - any manager who tries to ferret out dysfunctional contacts between customer and company can create better systems that are self-correcting.
Table Of Contents:
Introduction - Why the Best Service is No Service
Chapter 2 Make it Really Easy to Contact Your Company
Chapter 3 Challenge the Reasons for the Customer's Demand for Service
Chapter 4 Create Engaging Self-Service
Chapter 5 Be Proactive
Chapter 6 Own the Actions Across the Organization
Chapter 7 Listen and Act