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| Special Features | |
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| Acknowledgments | |
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| Foreword | |
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| Introduction: The Only Shop in the Marketplace | |
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| The Engineer on the Ladder: Reaching for the Highest Level of Service | |
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| Function Versus Purpose | |
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| First Steps First | |
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| The Four Elements of Customer Satisfaction: Perfect Product, Caring Delivery, Timeliness, and an Effective Problem Resolution Process | |
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| A Perfect Product | |
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| Delivered by Caring People | |
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| In a Timely Fashion | |
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| With the Support of an Effective Problem Resolution Process | |
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| Language Engineering: Every. Word. Counts. | |
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| Establish a Consistent Style of Speech | |
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| Create a Lexicon of Preferred Language and Phrasing | |
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| Choose Language to Put Customers at Ease, Not to Dominate Them | |
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| Concentrate Your Language Efforts on the Key Customer Moments: Hellos, Good-Byes, and the Times When Things Fall Apart | |
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| Shut Up Sometimes: The Artie Bucco Principle | |
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| Words Have Their Limits | |
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| Show, Don't Tell (And Don't Ever Just Point) | |
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| Phone and Internet Language and Communication Pointers | |
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| Recovery! Turning Service Failures Around | |
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| The Italian Mama Method | |
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| The Four Steps to Great Service Recoveries | |
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| The Elements of Follow-Up | |
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| Use Your Own Experience to Prepare You | |
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| Who Should Handle Customer Complaints? | |
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| Subtle is Beautiful: Service Recovery Below the Radar | |
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| Write-Offs Lead to Write-Offs | |
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| Keeping Track to Bring Them Back: Tracking Customer Roles, Goals, and Preferences | |
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| Principles of Noting and Sharing | |
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| Keep Your Systems Simple | |
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| If It's Important to Your Customer, It Belongs in Your System | |
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| The Information You Gather Needs to be Available in Real Time | |
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| Preferences Change; Assumptions are Tricky | |
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| Moods Change: Track Them | |
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| Don't Blow It with a Wooden Delivery | |
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| Using Technology to Ask for Information? It's a Fine Line between Clever and Creepy | |
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| Surprises Are Hazardous—Online and Off | |
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| Fear Not: Don't Be Deterred from Collecting Information—Thoughtfully | |
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| Building Anticipation into Your Products and Services: Putting Processes to Work for You | |
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| Get Your Company to Think Like a Customer | |
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| Mr. BIV and the Art of Eliminating Defects | |
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| Don't Kill Mr. BIV's Messengers | |
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| Systematically Reducing Waste to Add Value—For You and Your Customers | |
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| Why Efficient Processes Can Transform Service | |
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| Stamping Out Waste? Don't Crush Value by Accident | |
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| Process-Based Anticipation on the Internet | |
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| Using Tools to Gather Information About Your Customers' Experience | |
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| Process-Based Solutions Become People Solutions | |
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| Your People: Selection, Orientation, Training, and Reinforcement | |
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| We Are Already Our True Selves: Select for Traits | |
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| Keep the Hiring Bar High | |
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| Develop Selection Discipline | |
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| Create a Powerful Orientation Process | |
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| Use Orientation to Instill New Values, Attitudes, and Beliefs | |
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| Defining an Employee's Underlying Purpose | |
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| The Orientation Process Begins Sooner Than You Think | |
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| On Day One, Nothing Is Tangential | |
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| Build a Brand Ambassador | |
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| Training Employees to Anticipate—Carefully | |
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| Reinforcement: The Daily Check-In | |
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| Leadership: Guiding the Customer-Centered Organization | |
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| Service Leaders Matter Because People Power Service | |
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| Five Characteristics of Great Service Leaders | |
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| Moral Leadership | |
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| What's Worth it, and What's Not? Pointers on Value, Costs, and Pricing | |
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| What Does Loyalty-Enhancing Service Really Cost? | |
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| Gilding the Lily | |
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| "Compared to What?": Value Is Relative | |
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| Pricing Is Part of Your Value Proposition | |
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| Don't Charge a Customer for Performing the Heimlich | |
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| Money Isn't Everything, But Money Issues Matter—Especially How You Present Them | |
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| Building Customer Loyalty Online: Using the Internet's Power to Serve Your Customers and Your Goals | |
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| The Internet's Double Edge | |
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| Opinions: Everybody Has One. Evangelists: Every Company Needs Them | |
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| The Internet Can Promote Commoditization. Avoid This Through Individualization | |
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| Long Copy/Short Copy | |
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| Online, the Window in Which to Show You're Extraordinary Can Be Small | |
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| Amazon.com: A Brilliant Company, but Not the Most Realistic Model to Emulate | |
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| First Time Online: A Nuts-and-Bolts Case Study | |
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| Hello/Good-Bye: Two Crucial Moments with a Customer | |
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| Timelessly Time-Sensitive | |
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| Don't Rush Your Hellos and Good-Byes on the Telephone | |
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| Serving Disabled Customers Is a Responsibility and an Opportunity, from the Moment You Welcome Them at Your Door | |
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| Turn Your Receptionist into a Predator (Who Kills with Kindness) | |
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| It's Google—Not You—Who Decides Where Visitors Enter Your Site. Be Sure They're Greeted Properly Anyway | |
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| Taking Control of Good-Byes | |
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| The Hazards of Subcontracting Your Hellos and Good-Byes | |
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| Good-Bye for Now from the Authors—With Resources and Assistance for Your Journey | |
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| Appendixes | |
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| Oasis Disc Manufacturing: Customer and Phone Interaction Guidelines and Lexicon Excerpts | |
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| CARQUEST Standards of Service Excellence | |
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| Capella Hotels and Resorts "Canon Card": Service Standards and Operating Philosophy | |
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| Notes | |
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| Index | |