Blunder #1: Making customer service a training issue. - The function of such training is to identify the behaviors workers are supposed to engage in, and then coax, bully or legislate these behaviors into the workplace.
Blunder #2: Blaming poor service on employee "demotivation." - The reality in most business settings is that employees are demotivated because they can't deliver delight.
Blunder #3: Using customer feedback to uncover what's wrong. - Flashpoint businesses use customer feedback very differently. In these companies, the object is to uncover everything that's going right.
Blunder #4: Reserving top recognition for splashy recoveries. - Flashpoint businesses celebrate splashy recoveries, of course--but they're also careful to uncover and celebrate employee efforts to delight customers where no mistakes or problems were involved.
Blunder #5: Competing on price. - Those businesses that deliver a superior total experience from the inside out (that is, as a product of a strongly customer-focused culture) are typically those that enjoy a long-term competitive advantage
I do agree with the author in most respects, however for Blunder #1 "Making customer service a training issue", I might add that if you have a trainer that is sincere in their interactions and is a good role model for the employee, those qualities may rub off on the employee. As a manager I never "bullied" my employees into providing excellent customer service.
Overall, Paul Levesque touched on some good points and covered topics which I have discussed here before....
Source: MSNBC.com
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