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It all started with the phrase, “It’s not my job,” to which customers around the globe retorted, “What do you mean it’s not your job? If you can’t help me, why are you here?”
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Pursuing customer satisfaction as a way to become a service leader, and therefore more profitable, is the wrong pursuit. Customer satisfaction is simply the price of entry into the game. It keeps the doors open and the employees paid, but it does not grow your business.
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Early last week while working in Bentonville, Ark., I rented a car from a rental company that I use occasionally, but certainly not often. I have no loyalty to any particular one as I have been unimpressed by all of them.
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In December, we talked about how to set SMART goals and I promised to give you some considerations on what to stop doing and start doing to reach your goals. This article is about a few STOPS and STARTS to begin the year with a customer service focus.
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Now is the perfect time to look back to evaluate and peer forward to plan for the next year. The ready-mix industry is steeped in best practices and measuring efficiencies related to operations.
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Have you ever considered that you appear to be exactly like your competitors? They hire the same kind of people. They teach them the same things. They deliver the same product. Most customers would be unable to articulate how your company is different, besides the signs in front of your office and...
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Customer acquisition is sexy. There is something about the hunt that gets people excited. It's kind of like dating-lots of attention, communication and messages of appreciation. Then when acquisition occurs details are forgotten, communication lags, and words of fondness are articulated less often.
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Give up right now on the chance of ever delivering a consistently excellent customer experience, if you are unwilling to hire differently.
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Did you do your homework? If so, every area of your company has a list of touch-points they own. Now let's talk about what to do with them.
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Providing an upgraded experience through knowledge is the point at which the experience transitions from generic to specific—and that's when customers will refer you.
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CEOs are famous for giving lip service to customer service. Statistics bear out that typically few resources, whether human or financial, are invested in improving the customer experience.
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The reality is that we can't manage what we don't measure. And without measurement, things can easily wield out of control.
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Service matters. But does it really matter that much?
Ready-mix drivers are the face of your company.
The customer is the purpose of your work, no matter what your specific job in the process. And sometimes it is good to remind yourself that the customer pays the bills, generates payroll, and buys new equipment.