Strategic Customer Service: Managing the Customer Experience to Increase Positive Word of Mouth, Build Loyalty, and Maximize Profits
The success of any organization depends on high-quality customer service. But for companies that strategically align customer service with their overall corporate strategy, it can transcend typical good business to become a profitable word-of-mouth machine that will transform the bottom line. Drawing on over thirty years of research for companies such as 3M, American Express, Chik-Fil-A, USAA, Coca-Cola, FedEx, GE, Cisco Systems, Neiman Marcus, and Toyota, author Goodman uses formal research, case studies, and patented practices to show readers how they can: • calculate the financial impact of good and bad customer service • make the financial case for customer service improvements • systematically identify the causes of problems • align customer service with their brand • harness customer service strategy into their organization's culture and behavior Filled with proven strategies and eye-opening case studies, this book challenges many aspects of conventional wisdom—using hard data—and reveals how any organization can earn more loyalty, win more customers...and improve their financial bottom line.
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20 percent action alignment American Express analysis behavior brand equity brand promise brand-aligned service call center channel Chapter Chick-fil-A chief customer officer communications company’s complaints contact data cost creating delight cross-selling CSRs customer base customer contact customer experience customer satisfaction customer’s deliver delivery DIRFT dissatisfaction dissatisfied e-mail effective employees enhance executives expectations feedback goals handling Harley-Davidson identify impact incentives increase instance interactions interactive voice response investments issues Market Damage Model Market-at-Risk calculation measure messages metrics Neiman Marcus organization organization’s outsourced positive word potential proactively questions response result revenue rience risk root cause salespeople satisfaction and loyalty satisfied service function service process service reps service system solution specific staff Starbucks strategic customer service strategic service surveys tactical service TARP TARP’s tion tomer up-selling VOC process VOC program word of mouth