By Ken Shelton
The production of a tremendous international industry has introduced with it an pressing call for for improved caliber and aggressive customer support. proficient executives who've not just met this call for, yet handed and thrived upon it, percentage their views and strengths all through this quantity. better of type positive factors over 50 executives who've made greater carrier either a concern in and an asset to their businesses. genuine case stories of shopper provider stories are incorporated for a pragmatic advisor to enforce better of classification on your personal company or company. This compilation gains articles from the views of CEOs, senior and heart managers, caliber specialists, and normal enterprise advisors, all addressing the well timed subject of purchaser carrier.
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Extra info for Best of Class: Building a Customer Service Organization (Executive Excellence Classics)
Barlow 157 34. Achieving Quality Through Customer Service by Kathy Welch 161 Section 4: Case Studies 163 35. Employees as Ambassadors by Edwin L. Artzt 165 36. Redefining the Role of Customer Service by Don Flamm 167 37. Unleashing Power by John E. Martin 171 38. World-Class Service by Robert O'Neal 175 39. Results Through Relationships by Bryan L. Kinnamon 179 40. Quality Service by Robert W. Schrandt 183 41. The Customer Is Always Right by Stew Leonard 189 42. Service Sells by Michael S. Dell 193 43.
In any business, everyone is there for only one reasonto get quality product into the hands of eager customers. Some may possess special skills, but all are there to see that products are sold and customers served. When selling and serving are impeded, resolving the crisis becomes the priority of each employee. Page 23 Being Customer-Need Driven To be customer-need driven does not mean to be process driven, nor customer driven. To be primarily process driven is to become too mechanical. It must be remembered that the so-called process is not sacred; it is a dynamic internal means of satisfying the customer's requirements.
As you begin recognizing your customers' true needs, your customers will be astonished that you can and will join them in thinking through the problem. They will return to do business again and will ask for you by name. 2. Identify more customer needs. Customer needs come to our attention in four fundamental ways: 1) the customer explicitly tells us of his or her need; 2) we observe that the customer needs something; 3) we ask the customer what (or what else) he or she needs; 4) our intuition suggests that the customer may need something.