The two authors of this book are Leonardo Inghilleri, the founder of the Ritz-Carlton Leadership Training Center, and Micah Solomon, who founded Oasis Record Company, which started from a basement and eventually became a leader in the entertainment and technology industries. His management method has become a case in the global bestseller Buff. The author's industry background and professional experience have injected rich dry goods into this book.
As the book says, the reason why we want to create service details that exceed expectations is to avoid the threat of a commercialized society, and we need to establish a lasting, loyal and humanized customer relationship. This is the surest way to get rid of being eliminated by the market.
So what can be done to exceed the expected service details? This book shows us the direction.
At the beginning, by sharing a case of an engineer providing unexpected service to customers, we first vividly expounded the connotation definition of unexpected service: ordinary service only responds to customers' needs, while the latter is the real predictive service. For example, the engineer in the story is making a ladder. Seeing that it was inconvenient for the customer to open the hotel door, he put down his tools and climbed down the ladder with a smile to open the door for the customer.
To open the door to customer loyalty, creating the purest customer satisfaction is undoubtedly the first key. The author gives us some directions in turn from several elements of customer satisfaction: perfect products, thoughtful service and timely and effective problem solving process. For example, in Product, the author told us that we must come up with a "perfect design", that is, a design that needs to take all kinds of variables into account. The scope of the author's reminder includes employees' sudden absence, vacation and so on. , including preparing all materials needed by employees in advance, must be filled in this design as a plan B, which can be called a perfect design. For example, in effective problem solving, the author puts forward the so-called effectiveness, which is not to restore the situation before the problem, but to satisfy the customer again. Although full of challenges, it is worth doing. Because "only when something goes wrong can customers see our sincere service".
This book also shared many secrets of service language with us, and it was in this part that I learned a lot of small details that I had overlooked. For example, create a manual of recommended terms and working vocabulary, and formulate rules for employees to speak. For example, the Ritz style encourages employees to say "immediately" and "definitely". Don't say to customers: You owe ...; On the contrary, we record your balance as ... or don't say welcome, but our body language is indifferent; Lead the way, don't just point to the direction, if possible, take customers to new places. These meticulous details can make retail white seconds expert.
If you have a headache about customers' queries or complaints, I believe the chapter "Remedy and Reversion of Service Failure" will give you many practical suggestions. In the retail service industry, the well-known 3F rule is updated by the more emotional "Italian parent law" in the book. Imagine a doting mother following a toddler and the child falls down. Mother's reaction was, "Oh, honey, look what happened. You were cut by a small tree, my baby, let mom kiss the wound. Let's have a lollipop, and mom will bandage your wound! " This case perfectly explains the author's remedial tetralogy 1. Apologize and ask for forgiveness. 2. Verify the complaint with the customer. 3. Solve the problem and continue to follow up. 4. From the internal records, find the rules and avoid duplication. The author gives a very detailed theory and case for each step, vividly teaching everyone how to deal with customer objections. In this part, the author constantly reminds us not to forget to give customers extra compensation. For example, in Italian Mom, the mother gave the child a lollipop. Don't use complicated internal structure as an excuse for mistakes. The customer doesn't care about these, she just wants results.
The book also shares more about how to integrate unexpected products and services: for example, employees are invited to experience their own internal products or services regularly, and employees can enjoy discounts, but they must fill in the feedback in detail; Minimize the gap between different service personnel to reduce mistakes and so on; Invite customers to give you comments, but pay attention to the trick of setting questions. Ask the general opinion of the customer first, and then ask the details. Because the overall evaluation comes first, this item is more done by the customer's intuition, which can better measure the customer's satisfaction. I also suggest that you add 1. Are you going to come again? 2. Are you willing to recommend two questions that best reflect your loyalty to others to your consumer questionnaire?
In addition, there are cost control, personnel management, online services and so on. From 0- 1, it can be said that it is a truly practical service detail manual, which is very suitable for all individuals/companies who want to make greater progress in customer loyalty. Massimo, chairman of Ferragamo USA, believes that this book is an excellent road map for building a customer-centric enterprise, which can lead us to find the perfect treasure.