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- Herausgeber: Business Book Summaries
- Kategorie: Fachliteratur
- Sprache: Englisch
The must-read summary of Frances Frei and Anne Morriss' book: "Uncommon Service: How to Win by Putting Customers at the Core of Your Business".
This complete summary of the ideas from Frances Frei and Anne Morriss' book "Uncommon Service" shows that it’s not enough to demand that employees deliver a great service. In other words, it is indispensable to design a business model so that all employees deliver excellent service as an everyday occurrence. This summary provides a guideline in five steps to establish the cornerstones for delivering uncommon service on an ongoing basis.
Added-value of this summary:
• Save time
• Understand key concepts
• Expand your knowledge
To learn more, read "Uncommon Service" and discover the key to developing excellence in your business.
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Seitenzahl: 35
Veröffentlichungsjahr: 2014
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Book Presentation: Uncommon Service by Frances Frei and Anne Morriss
Book Abstract
About the Author
Important Note About This Ebook
Summary of Uncommon Service (Frances Frei and Anne Morriss)
1. Service Offering – You can’t be good at everything
2. Funding Mechanism – Someone has to pay for it
3. Employee Management System – It’s not your employee’s fault
4. Customer Management System – You must train your customers
5. Bringing it all together – Build a culture which reinforces and unleashes
Book Presentation: Uncommon Service by Frances Frei and Anne Morriss
Book Abstract
Main idea
Despite the fact delivering great service is an imperative, it’s not enough simply to demand that your employees deliver service excellence whenever and wherever they can and then hope for the best. Instead, you’ve got to design excellence into the very fabric of your organization. Or put another way, you’ve got to design your business model so average employees – not just your exceptional people - deliver excellent service as an everyday occurrence. Outstanding organizations create offerings, funding strategies, systems and cultures which set their people up to excel.
So how do you deliver uncommon service by design? There are four questions you have to answer:
Figure out the answers to these four questions and put the building blocks in place and you have the cornerstones for delivering uncommon service on an ongoing basis using the people you have rather than forever relying on service heroes.
About the Author
FRANCES FREI is professor of service management at Harvard Business School. She has published dozens of articles based on her research into how organizations can design and deliver service excellence. She advises companies and organizations on how to profitably differentiate on service. She is a graduate of the University of Pennsylvania and Pennsylvania State University.
ANNE MORRISS is managing director of the Concire Leadership Institute. For the past fifteen years, she has worked with companies and governments throughout the United States and Latin America helping them develop strategy, leadership and institutional change. She recently partnered with The World Bank to assist leaders in forty emerging countries to increase local entrepreneurship and innovation. She is a graduate of Brown University and Harvard Business School.
The Web site for this book is atwww.UncommonService.com.
Important Note About This Ebook
This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.
Summary of Uncommon Service (Frances Frei and Anne Morriss)
1. Service Offering – You can’t be good at everything
As counterintuitive as it may sound, the first step in delivering uncommon service is to acknowledge you can’t be good at everything. Somehow, somewhere, you’ve got to make trade-offs. To deliver standout service in one area, you’ve got to be willing to underperform somewhere else – on the dimensions which your customers value the least. You have to decide where your service offering will shine and where you will choose to be merely adequate.
“In our experience, the number one obstacle to great service—number one by a long shot—is the emotional unwillingness to embrace weakness. But it couldn’t be clearer that to win in one area, you must lose in another. Progress requires sacrifice. Some part of your service offering must be thrown under the bus. Nevertheless, choosing bad can feel like an assault on the soul. Choosing bad means deliberately letting people down, giving up a can-do, anything’s-possible attitude toward adversity. Choosing bad feels bad, particularly in mission-driven industries such as health care or education, where managers feel a moral imperative to at least try in all areas. That’s not, of course, how we see it. Choosing bad is your only shot at achieving greatness. And resisting it is a recipe for mediocrity.”
– Frances Frei and Anne Morriss
If you look at any successful service organization, they excel in some areas and underperform in others. For example:
