A marketing book regarding customer service that explains well the diagram included in the first chapter.

books:


	• The Best Service is No Service: How to Liberate Your Customers from Customer Service, Keep Them Happy, and ... Bill Price, David Jaffe Jossey-Bass, 2008 - 336 pages average customer review:based on 7 reviews view larger image
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highly recommended

Don't Miss a Key Point

I think reviewer "SamFan" misses a key point: eliminate the NEED for customer service by doing things right to begin with.
Not only cheaper for the corp, but more satisfying to the customer.

A how-to guide for better customer service

This is a tremendous book laying out a systematic approach for better customer service. Predicated on the idea that customers want your product to "just work" and that they DON'T want a "relationship" with you, it challenges many of the customer service practices in most companies. The authors lay out a process with a number of steps:
- Challenge demand for service don't just cope with it. Act smarter so that the amount of support your customers need goes down
- Eliminate "dumb" contacts and stupid repeated contacts through better processes and information
- Create engaging self-service so people can help themselves
- Be Proactive, don't wait for trouble
- Make it easy to contact you, not difficult
- Fix ownership of problems so that you can fix them, not just blame on them on the customer service group
- Listen to your customers and learn from what they tell you
- Delight your customers when they do need help
The authors lay out a cure for the remote, impersonal organization where no-one in management ever talks to real customers. Any organization that has customer service "issues" could benefit from this book.
I would also recommend Chocolates on the Pillow Aren't Enough: Reinventing The Customer Experience for more on customer service and Smart Enough Systems: How to Deliver Competitive Advantage by Automating Hidden Decisions (my own book) for more on how to build the kind of systems you need.

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Right on the Mark! Real World Examples with Real Solutions

This isn't your typical customer service book nor one that is full of theories. The discussions stimulate ideas and teach how you can improve or enhance your own service and support offerings. Most of the companies referenced in the book are identified, making it even more relatable.

The book is loaded with tools and techniques that can be used in your own business, no matter how small or large. Everything is clearly stated, organized so each chapter effectively ties to the next and is easily understood. The authors made the stories enjoyable to read and filled the book with realistic, do-able ideas. The diagrams, charts, figures, examples, step by step directions, statistics and more, make this book a useful tool and well worth the investment. The benefit from applying even a few of the ideas in this book will be realized by having highly satisfied customers.

Bill and David nailed this one - it is a superb, well-written book. Written from real world experiences with realistic and reasonable solutions for delivering great service and support makes this book an excellent value. Every call center and help desk professional, as well those who work in any form of customer relations, should have a copy of this book. This book offers a roadmap to follow to realize the best service possible.

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A marketing book regarding customer service that explains well the diagram included in the first chapter.

I loved this book. It is well organized and written. It starts out with a diagram that represents a picture of how the best customer service is no (or little) customer service. And then it uses eight chapters of text to explain why the best service is no (or little) service. Each chapter ends with a good summary of what was covered in the chapter. And after each chapter summary there is a list of survey questions that help the reader apply what they have read to their real-world situation. Very well done!

The book also includes wonderful appendix material: a Best Service Survey, a glossary and a blibliography. All in all, this book redefines traditional notions of what a small business needs to do to be successful. By reading this book you will be reminded that good customer service is critical to the success of small business. However, there is no need (nor is it ideal) to over supply customer service. Too much customer service can negatively impact on a company's profit margin because of the extra cost of payroll expense needed. And too much customer service can also be an opportunity to hurt customer relations (and relationships) rather than improve them.

The ultimate message included in this book is that small business will be most successful if they only provide customer service that is essential to doing business. Too much is not good and too little is likewise not good. Just keep the customers happy while keeping yourself happy and your business will be successful. 5 stars!

PS. The author has provided Search Inside material to Amazon that includes the Table of Contents for this book. I think the chapter titles explain a lot of what is covered in this book. Read those chapter titles along with my review to get the most out of it.

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Best How-To Book Ever on Earning Your Customers' Trust

If you believe, as I do, that earning the trust of your customers is the most direct route to long-term success for a business, then this is the book for you. This is probably the single best "how to" book on earning customer trust that I've ever read - and I have read most of them, and written several of them myself, with my co-author and business partner Martha Rogers (our latest and greatest: Rules to Break and Laws to FollowRules to Break and Laws to Follow: How Your Business Can Beat the Crisis of Short-Termism (Microsoft Executive Leadership Series)).

So congratulations to Bill Price and David Jaffe for such a sweeping, carefully delineated guidebook for business people just trying to do the right thing for customers. Jaffe is a customer experience consultant operating out of Australia, and Price is the ex-VP of Global Customer Service for Amazon, which says a lot about their perspective, because Amazon (as everyone reading this review should know) is one of the world's true icons of great customer service. In the game of business, in other words, Price is not just a good coach, but a veteran player with a winning record.

Price and Jaffe concentrate primarily on how best to operate call centers, interactive voice response (IVR) units, Web sites, and other mechanisms for facilitating interactions with customers. The guiding principle for all customer interactions should be to reassure customers, empower them, and serve them well. The final objective, of course, is to ensure that customers find it as easy as possible to buy from you. But, as the authors persuasively demonstrate, no one is going to buy from you if they don't trust you and have confidence in your service. And customers will only develop that trust if they judge that their interactions with you were efficient and customer-oriented.

Now I judge the merit of a business book in terms of how many comments I've underlined or highlighted, and how many page corners I've turned down during the course of reading it. By these criteria, The Best Service is No Service earns five stars from me.

For instance, I LOVE the "bad examples" that permeate the book. They're so much fun to read, and it's such a gas just chuckling at how stupid so many businesses can be in real life. The bank that automatically routes calls from its best customers to sales associates, forcing them to sit through new product pitches before they have access to the simplest IVR tasks like transferring money, for instance, while "ordinary" customers get to breeze through the IVR and do what they want quickly and efficiently (p. 71), or the IT company that, in an amateurish effort to be totally honest with customers, offered them (kid you not) 30,000 phone numbers to choose from worldwide (p. 134).

But the real heart of the book, and its true benefit for the reader, is its numerous checklists of things to do and not to do when operating an interaction center. At page 155, for example, the authors talk about providing the right choices for customers at every point, including (among other things):

* At the web site, phone numbers on every page, "talk to someone" or "chat" buttons, and "contact us" buttons that make it easy to send emails, stating how quickly they will be replied to
* For phone IVR menus or trees, Web site alternatives clearly mentioned, options to leave a number for call back, ability to hit 0 at any point to reach an operator
* Emails that go out with a phone number provided, along with links to the pages on the site that actually help to explain the issue
* Branch operations that have phones for calling the contact center directly, self-service desks for information, and Web PCs for direct self-service online

Or consider his list of simple usability criteria (p. 91):

* Short menus on IVRs, just to make selection easy
* Consistency across IVRs and Web sites, allowing customers to know where things are and make their selections more easily
* Correct uses of silence on IVRs and white space on Web sites, so customers don't always feel crowded or rushed
* Multiple support levels for the user, meaning that IVRs, for instance, should kick into a more detailed level when the user has a problem, and Web sites should be designed to help users recover from mistakes or problems
* Standard navigation features, meaning ability to repeat IVR menus at any point or drop bread crumbs during your Web search.

There really wasn't much I didn't like about this book. I wish they had been able to name more of the companies they singled out as examples (most of the bad examples don't actually name the companies involved). And I suppose in some places the authors could have got to their point faster. They're not the most economical writers, in their use of words. But these are very minor drawbacks, as I still found myself drawn in to the ongoing story they tell, and the very smart and succinct lessons they convey.

The fact is that interacting with masses of customers, individually, is a complicated and difficult business service that most companies have only begun wrestling with in the last decade or so, because the Worldwide Web has finally forced them to. There are a handful of businesses that did a sterling job - prior to the Web's arrival - of using their call centers to inspire confidence and trust in their customers (USAA, for example, cited at p. 139). But for the vast majority of companies, prior to the rise of the Web, call centers were mostly treated as just one more cost of doing business.

"Customer interaction," in other words, is now one of the dominant forms of "service" offered by most companies, but it is still a brand new discipline for most business people, with lots of unknown complications and unappreciated benefits. So if you want to better understand the implications of managing the customer experience when it comes to your own company and your own customers, then this book by Price and Jaffe is far and away the best, most comprehensive and practical education you can buy today.

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reviews: page 1, 2

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 experiences

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