Gold Service Management

Author: Liu Jianjun
Publisher:
Publish Date: 2005-09-01
Features: Why doesn’t our training achieve the desired results? Why do our employees keep making the same mistakes? Why has our service philosophy become an empty slogan? This book reveals the secrets of customer service from world-renowned companies such as American Express, Walmart, McDonald's, IBM, British Airways, FedEx, and the Ritz-Carlton Hotel! Returning customers can bring 25% to 85% of a company's profits, and the factors that attract them to return are primarily service quality, followed by the quality of the product itself, and lastly price. – Harvard Business Review Providing top-tier service to customers is not just a simple slogan to chant occasionally, nor is it an ancient tradition merely to receive symbolic worship. This is our mission, and we must execute it perfectly worldwide. Perfection or near-perfection is the only standard for American Express customer service. – (Karl Albrecht), Executive President of American Express I strongly believe that customer complaints are precious opportunities for us. They not only retain customers and prevent them from taking their business elsewhere but also reveal which issues need improvement. – Sir Colin Marshall, CEO of British Airways We are in business, and the ultimate goal is profit. However, we deeply understand that only when employees are 100% satisfied can customers be 100% satisfied, and only when customers are 100% satisfied can the hotel bring in more wealth. Therefore, my most important job is to ensure that the hotel’s employees remain happy every day, as their efforts determine everything. – General Manager of the "Asia’s Best Employer" Shanghai Portman Ritz-Carlton Hotel, Derek Koo Service management is a systematic project. It must first become a company’s strategy and value concept. Based on a thorough understanding of customer needs, it proposes a systematic solution for service processes and rules. Then, it comprehensively manages, trains, and motivates service providers—both service staff and service management teams—while combining effective monitoring tools such as service surveys and complaint systems. Only in this way can service quality be continuously improved, becoming a secret weapon for enterprises in market competition! – Gold Standard Service Management by Liu Jianjun This book is divided into eight chapters. The first chapter discusses the current state and shortcomings of the domestic service industry. It then analyzes the characteristics of service and its strategic significance, combining the real case of a security guard beating a customer to reveal the systematic view of service management and illustrate its systematic structure diagram. All chapters in the book are structured around this "systematic framework." The second chapter primarily introduces the procedures and practical methods of service culture construction, which is the foundation and also a strategic-level content of successful service management. Service management without the support of service culture is like water without a source or roots. The third chapter defines the comprehensive connotation of service quality, based on the systematic structure of service management, proposing the management model of "Service Strategy—Service Procedures—Employee Management—Continuous Improvement." It innovates and summarizes the four causes and countermeasures of service quality gaps based on the Parasuraman Service Quality Gap Model, and summarizes the basic steps of quality management based on these gaps. The fourth chapter primarily discusses customer needs and expectations, introducing practical techniques for managing customer needs, exceeding customer expectations, and other related skills. The fifth chapter explores "employee management" in the service management model, combining examples from companies such as McDonald's, Motorola, and Kodak to comprehensively introduce methods for recruiting, training, supervising, motivating, team-building, and internal marketing of service staff. The sixth chapter uses the service complaint failures of Japanese companies like Mitsubishi, Nestlé, and Starbucks to introduce the causes, principles, procedures, and methods of complaint management. This is an important way for service "continuous improvement" management and a critical test that service management personnel must pass. The seventh chapter focuses on the procedures and methods of customer satisfaction surveys, using the case of the "Asia’s Best Employer"—Shanghai Portman Ritz-Carlton—to reveal the relationship between employee satisfaction and customer satisfaction, and proposing eight strategies for employee satisfaction. The eighth and final chapter returns to customer relationship management, introducing customer database management, "one-on-one" service, call centers, and customer communication and interaction techniques one by one.