Documente Academic
Documente Profesional
Documente Cultură
In their new book, Uncommon Service: How to Win by Putting Customers at the Core of Your Business, coauthors Frances Frei and Anne Morriss maintain that it is possible for organizations to reduce costs while dramatically enhancing customer service. That win-win approach involves "looking at your biggest buckets of cost and rethinking those strategically in ways that give your customers something they value," notes Frei, the UPS Foundation Professor of Service Management at Harvard Business School. Morriss (HBS MBA '04), the cofounder and managing director of the Concire Leadership Institute, which advises managers in the public, private, and nonprofit sectors, says that as organizations increasingly ask customers to play a more active role in transactions, saving money shouldn't be the sole guiding force. "Whether it's pumping your own gas or troubleshooting your own computer problems on a website, companies that design those interactions purely to cut costs don't succeed. But when they actively partner with their customers to deliver a better service experience," she relates, "that's the path to
typically do a great job in four areas: identifying the attributes of service they're competing on; determining how to fund excellence in these areas; designing management systems that help employees to succeed at their jobs; and training their customers. Q: To be a great service company, do you have to be equally good at all of those? A: Frei: We usually start by having organizations take a close look at their capabilities, their customers' needs, and their competitors' performance. If I had to identify one place most organizations could really start to make a difference, it would be service offering, number one, and probably employee management systems, number two. But all of these aspects are mutually reinforcing. Q: You write a lot about corporate culture in companies such as Zappos. Why is culture so important? A: Morriss: A culture exists to influence how people think, so their discretionary behavior will be consistent with the values of the organization. In services, almost all behavior is discretionary. You have the moving parts of human beings delivering services interacting with human beings as customers. Culture is the guiding force; it's the difference between the positive experience you have when you interact with someone at Zappos's call center and the experience you have at XYZ call center that makes you decide to take your business elsewhere. Q: Early on in Uncommon Service you assert that humans are born with an innate desire to serve. Could you elaborate? A: Morriss: Some of the research we looked at documents this impulse in babies as young as 18 months. In work situations, people are motivated at least as much by behavioral norms, such as pride in their work, as by money. We think there's a significant, unrealized opportunity-whether you're looking at managers, teams, or customers-to tap into the human need to be of service.
Book excerpt from Uncommon Service: How to Win by Putting Customers at the Core of Your Business
Be the Anti-Hero Our message begins simply enough: you can't be good at everything. In services, trying to do it all brilliantly will lead almost inevitably to mediocrity. Excellence requires sacrifice. To deliver great service on the dimensions that your customers value most, you must underperform on dimensions they value less. This means you must have the stomach to do some things badly. The concept can seem immoral at first blush. We recently did some work with a major health-care provider. The CEO wasn't able to join us until the last couple of days. When he arrived, we reviewed what we'd covered, including the link between underperformance and excellence. The CEO immediately pushed back, saying, "I don't see anything we could afford to be bad at." He continued, revealing that he saw the idea of lowering the bar on any dimension as dishonorable, particularly in a field like health care. Hands immediately shot up around the room. His team disagreed, and after listening to their ideas for where trade-offs could be made-where resources could be shifted from areas low on the customers' priority list to areas customers cared more about-the CEO finally backed down. "I get it," he said. "That's how we can afford to be great." Charismatic leaders sometimes assume that they can avoid this trade-off by sheer force of personality. If they just get everybody fired up, the kinks will work themselves out. But you can't design a system that is based on the faith that all of your employees will perform heroically, all day, every day, for an indefinite period. For a system to work, excellence must be normalized. And you don't get to that point by demanding extraordinary sacrifice. You get there by designing a model where the full spectrum of your employees-not just the outstanding ones-will have no choice but to deliver excellence as an everyday routine. You get there by building a system that just doesn't produce anything else. Heroism, in fact, can be a red flag. We know a service recovery expert who comes in early and stays late every day, picking up the slack and overcoming the obstacles in her company's service design. Whenever a client has had enough and is about to walk, she gets on the case and, through her superhuman effort, "fixes" everything. But as long as she's around, the company will never confront the serious problems they've created for themselves, the money they're leaving on the table, and the growth opportunities they're missing-to say nothing of the risk of assuming that this very
special employee will stick around. Cynicism can build quickly among talented, client-facing people when service problems are systematically tolerated. The cape starts to feel heavy when it's overused. Great service, it turns out, is not made possible by running the business harder and faster on the backs of a few extraordinary people. It's made possible-profitable, sustainable, scalable-by designing a system that sets up everyone to excel.
return to our manufacturing metaphor, the special challenge of service delivery is that your customers routinely wander onto the shop floor-unannounced-and tinker with the assembly line. And yet success isn't just a matter of keeping them out of trouble. Your customers need to play a productive role on the line itself, and to do so, they need
Business Review Press. Excerpt from Uncommon Service: How to Win by Putting Customers at the Core of Your Business. Copyright 2012 Frances Frei and Anne Morriss. All rights reserved.