第1章
When a Broken Dishwasher Reveals the Future of Business
In the age of instant information and social connectivity, a broken dishwasher can illuminate the revolutionary shift in how companies must approach sales and service. David Meerman Scott's "The New Rules of Sales and Service" emerged as a business bestseller precisely because it captured this pivotal moment when consumers seized control of the buying process. The book has become required reading at business schools worldwide, with luminaries like HubSpot co-founder Brian Halligan calling it "the definitive guide to the new customer-centered business landscape." What makes Scott's approach so compelling is his real-world experience - having served as a Wall Street bond trader and marketing executive before becoming a globally recognized marketing strategist who has advised companies from Salesforce to the Grateful Dead. His central insight? The internet hasn't just changed marketing; it has fundamentally transformed how we buy and receive service, creating an entirely new playbook for business success.
第2章
The Service Revolution: From Frustration to Delight
When Scott's dishwasher broke, he and his wife chose Yale Appliance + Lighting despite higher prices because they offered something increasingly rare: exceptional service. While most appliance retailers focus solely on the transaction, Yale created a comprehensive experience - consultative sales, digital warranty storage, flexible scheduling, and most impressively, real-time delivery updates from drivers stuck in traffic. This simple yet uncommon approach transformed a potentially frustrating experience into a "Wow!" moment that guaranteed their future business.
This anecdote illuminates a critical business truth: customer service is no longer a cost center but a powerful revenue driver. Traditional customer service typically operates reactively - toll-free numbers with recorded messages claiming "your call is important" while subjecting customers to long waits for script-reading representatives. Executives are often rewarded for cutting service costs rather than enhancing customer satisfaction. This fundamentally misunderstands service's true value: creating repeat business and positive word-of-mouth that drives growth more effectively than traditional sales efforts.
Comprehensive service encompasses three key elements: customer support (both proactive communication and reactive problem-solving), complaint handling (turning unhappy customers into advocates), and professional services (installation, training, and usage assistance). The best organizations integrate service into their corporate culture rather than isolating it as a separate department. This culture starts with leadership and requires hiring people who genuinely care about customers. Technology should enhance efficiency without replacing the human touch that customers crave.
The most successful companies now communicate with customers through their preferred channels - whether email, phone, text, face-to-face, or social networks. They create accessible, timely content that educates customers at exactly the right moment. Most importantly, they maintain consistency throughout the customer journey rather than treating prospects differently before and after purchase. As Scott emphasizes: "You win customers by focusing on their needs, and you keep them the same way."
第3章
When Poor Service Becomes the Norm, Excellence Becomes Revolutionary
Despite the clear benefits of excellent service, good experiences remain surprisingly rare. Poor service forces salespeople to work harder finding new customers, while great service creates delighted advocates who become an unpaid sales force. The contrast becomes evident through Scott's travel experiences - from Hilton Hotels sending threatening emails demanding credit card signups to Porter Airlines sending discount promotions that only taught customers they'd overpaid previously.
Superior service generates online discussion that drives new business. Doug Weil's Clearly Resolved video calibration service demonstrates this principle - about 25% of his business comes from positive online reviews and direct customer referrals. After completing calibrations, he gently suggests clients post reviews without pressure, creating a steady stream of new business through satisfied customer advocacy.
Even nonprofit organizations have revolutionized their approach to "customer service." Charity: water transformed donor relationships by showing exactly where contributions go. Their 100% model ensures every penny donated funds water projects, with administrative costs covered separately by tech-world supporters. Each project receives GPS coordinates and photos online, allowing even $20 donors to see specific communities they've helped. This transparency creates deeper relationships with donors, making them more committed to both the organization and its cause.
The power of human connection in resolving customer issues cannot be overstated. When an enraged customer tweeted that she hoped everyone at Epson "burns in hell," social media manager Ron Ploof responded with humor: "Before I put on my fire resistant clothing, is there anything I can do to help?" This human touch immediately diffused the situation. Epson integrated social media complaints into their formal support system rather than creating separate workflows, meeting customers in their preferred communication channels rather than forcing them to call phone numbers.
第4章
Educate First, Ask Later: The New Customer Communication Paradigm
Many organizations only contact customers to request feedback through annoying "Your opinion is valuable to us" surveys. Hotel chains and other companies bombard customers with survey requests after every interaction, creating a one-sided relationship where they constantly ask without giving anything in return. The better approach is providing value in every communication - offering helpful content like product usage videos, blog posts about common issues, or written follow-ups to service calls before requesting feedback.
Jackson Healthcare demonstrates how surveys can become valuable thought leadership. They create meaningful research identifying unsolved problems between healthcare providers and facilities, packaging findings into digestible reports shared with survey participants. Their thoughtful email process first shares previous results, explains the upcoming survey's importance, sends a simple invitation, and finally thanks participants with early access to findings. Their research generates media coverage while facilitating important industry conversations.
Most organizations waste the real-time intelligence potential of electronic surveys by warehousing results rather than addressing individual customer concerns immediately. Guy Letts, founder of CustomerSure, compares typical corporate surveys to having dishwashing staff ambush restaurant patrons with 20-page questionnaires after an excellent meal. At Sage Ltd, Letts discovered thousands of unread customer survey responses containing desperate pleas for help from customers who eventually left but could have been saved with timely intervention.
The solution is a three-step process for revenue-generating surveys: ensure the entire organization understands the purpose and is prepared to address issues immediately; send surveys after meaningful customer interactions; and follow a "listen, act, filter" approach rather than the typical "listen, filter, act" model. This means immediately addressing individual customer concerns before looking for broader patterns. Companies must be ready to respond in real time - otherwise, don't survey at all.
第5章
The New Rules of Sales and Service: A Revolutionary Framework
The biggest communications revolution in human history has fundamentally changed the marketplace. With over five billion people instantly connected, we crave humanity in our technology-driven lives. Information about products is available 24/7, publishing content is essentially free, and customers have powerful voices through social networks and review sites.
The new rules center on five key principles: authentic storytelling instead of spin, with company leaders as master storytellers; content as the critical link between companies and customers; big data enabling customized buying experiences; agile selling that responds to buyers who control the process; and real-time engagement that delivers 24/7 service.
OPEN Cycle, an Amsterdam-based mountain bike company, embodies these principles through "relentless simplicity" and radical transparency. Co-founders Gerard Vroomen and Andy Kessler share everything with customers in real time, including direct email access to both founders who personally respond to inquiries almost immediately. As Vroomen notes, "If they're going to choose between bike A from a faceless company and bike B from a company where one of the owners helps you decide which size to get... that's a very appealing proposition." This approach converts inquiries into $5,000-$12,000 bike sales with remarkable efficiency.
This revolution represents humanity's most important communications transformation since Gutenberg's printing press. Before the 1400s, information was expensive and controlled by elites. The printing press democratized knowledge through mechanical reproduction. Now, since 1995, we're experiencing an even more profound revolution where anyone with an internet connection can communicate instantly worldwide. The International Telecommunications Union reports 5.9 billion mobile subscriptions globally, with networks covering 90% of the world's population - more people have access to mobile phones than to toothbrushes or working toilets.
第6章
Agile, Real-Time Social Sales: Meeting Buyers Where They Are
Today's buyers research extensively before engaging salespeople, checking websites, reviews, and pricing independently. The old mystery of the sales process is gone. Yet many sales managers still run teams as they did 20 years ago, despite personally using the web to research their own purchases.
The most effective modern salespeople function as consultants, bringing value beyond what's available on websites by transforming generic information into specific solutions tailored to individual buyers' needs. As Gerhard Gschwandtner of Selling Power notes, good salespeople leverage knowledge gained from hundreds of customer conversations to address specific challenges. With buyers now entering the process later and more educated, speed becomes the decisive advantage - they expect contact immediately, not tomorrow.
Newsjacking - injecting your ideas into breaking news in real time - has become a powerful agile sales technique. By monitoring keywords and phrases online, you can instantly identify stories where you might contribute value. MultiCare Health System successfully newsjacked an episode of Downton Abbey featuring eclampsia, publishing a doctor Q&A blog post the day after airing. This timely content generated over 1,000 page views with readers spending five minutes on the page, directly driving 30 clicks to their physician booking page.
While big data and real-time engagement offer tremendous opportunities, overreliance on automation can transform welcome interaction into annoying interruption. Successful real-time sales require both technology and human judgment - automation alone creates embarrassing missteps that generate negative sentiment.
Real-time applications can dramatically transform service industries, as demonstrated by Uber's disruption of traditional taxi services. For drivers, Uber serves as a powerful sales tool that transforms their business model, allowing them to accept rides during downtime with geolocation calculating fares automatically and digital payment eliminating cash transactions.
The greatest sales successes often come from abandoning accepted "best practices." While venture capitalists insist startups hire PR agencies and bands pursue major-label deals, those who improvise with novel approaches generate attention and build business. Amanda Palmer exemplifies this by firing her record label, self-funding her album via Kickstarter, and landing on Billboard's top 10.
第7章
The Power of Story: Building Authentic Customer Connections
Stories are universal and fundamental to human cognitive development, helping us build emotional bonds and develop empathy from childhood. As social beings craving connection, stories remain our most immediate way to enter others' minds, including in business and commerce. Great organizational stories typically come from founders or leaders, not from advertising agencies or conference room brainstorming.
When customers' personal narratives align with a company's story, business thrives. People maintain worldviews through stories they tell themselves - "I value great design, so I buy Apple" or "I want the best for my family, so I buy organic despite the cost." Companies struggle when their messaging contradicts these established worldviews. The most successful businesses recognize and align with their customers' existing narratives rather than trying to change them.
Lawrence Janesky built Basement Systems into an industry leader by understanding homeowners' distrust of contractors who use manipulative sales tactics. Starting with a humble 1983 newspaper ad ("Carpentry. No job too small. Call Larry"), Janesky eventually discovered the need for better basement waterproofing technology when one of his built homes developed foundation problems. This origin story defines his company's consultative approach, which contrasts sharply with the high-pressure sales tactics common in his industry.
Effective organizational storytelling requires conflict, not just testimonials. While boring propaganda follows a simplistic "boy meets girl" format, compelling stories need tension - "boy meets girl, loses girl, struggles, wins her back." Instead of droning about features and benefits, focus on how you solve problems, identify market "villains," and challenge the status quo.
Town Sports International built its brand through edgy, celebrity-focused storytelling over 20 years. CEO Robert Giardina personally approves all marketing that pokes fun at celebrities like Chris Christie, Miley Cyrus, and Charlie Sheen. This irreverent approach generates substantial social media buzz and free media coverage. Despite spending less than competitors on advertising, their memorable personality drives people to investigate their clubs.
Presidential campaigns demonstrate how marketing, sales, and customer service must align to support a candidate's core story. Howard Dean's 2004 primary campaign built a powerful underdog narrative with supporters. Campaign webmaster Nicco Mele leveraged this narrative through the first presidential campaign blog, giving supporters insider access in exchange for donations. When the New York Times consistently ignored Dean, campaign manager Joe Trippi wrote "The Perfect Storm" blog post challenging supporters to donate enough to win the "money primary" and force media coverage.
第8章
Building Your Social Company: Integrating New Rules Into Organizations
Organizations must integrate social communications tools into their business operations to drive agile sales responses and real-time customer service. While smaller organizations and startups can implement these systems smoothly, larger established companies face challenges from entrenched processes and corporate mindsets.
Matt Petitjean, VP of marketing at ADP, oversees social selling for their 5,000+ global salespeople. His strategy centers on four components: tools, communications, training, and measurement. For tools, ADP leverages LinkedIn, Twitter, and specialized platforms. Their communications strategy provides legally-approved, ready-to-use content tailored to different sales segments. Training ranges from basic setup to advanced certifications. Their measurement approach compares social-selling reps against control groups, revealing consistently higher performance metrics.
The successful salesperson has evolved from the tenacious cold-caller to a consultative advisor who builds trust first. HubSpot's Mark Roberge has shifted from hiring aggressive "varsity football captain" types to recruiting management consultants, MBAs and engineers with higher business acumen and learning capacity. Today's essential sales attributes include social media skills and an established network.
Sales managers, traditionally promoted for individual sales success, must now adapt to the new social selling reality. Rather than focusing solely on metrics like cold calls and meetings booked, they need to recognize that social networking activities contribute significantly to sales success. A salesperson's social personal brand has become their most valuable asset, yet corporate training rarely includes social networking courses.
Creating an agile, social company requires transformation regardless of organization size. GutCheck exemplifies this approach by aligning their sales process with their agile market research offering. They track what content prospects consume on their site to determine where buyers are in their journey, then tailor their approach accordingly. This content-centric, buyer-aware approach allows salespeople to close more business while being less aggressive.
IBM has evolved from its 1970s uniform-wearing salesforce to become a social business pioneer. Since releasing its Social Computing Guidelines in 2005, IBM has empowered employees to build personal brands through social sharing, with thousands maintaining active blogs and Twitter presences. Sandy Carter of IBM describes social selling as "person-to-person" rather than B2B or B2C, illustrated by how she researched a CEO's interest in art before a meeting.
第9章
Real-Time Customer Service: The Human Touch in a Digital World
We now live in a real-time world where news updates appear instantly and personal communications happen in seconds. The 24-hour news cycle has compressed to 24 seconds or less. Yet most companies remain reluctant to embrace this change, operating as if overnight delivery represents the height of speed.
Traditional corporate expectations include responding to customers on the company's timeframe, waiting to ensure certainty, following checklists from multiyear business plans, measuring results quarterly or annually, and involving multiple stakeholders before making decisions. While research, planning and teamwork are essential, speed and agility are too often sacrificed for process.
Today's consumers set the pace through unpredictable initiatives like blogging about products, tweeting, and posting reviews. Organizations must rise to communicate with customers in real time. Real-time customer engagement means responding on customers' timeframes, acting before opportunities vanish, revising plans as markets change, measuring results today, and empowering people to make wise decisions quickly.
When Boeing's 787 Dreamliner encountered battery problems causing fires in early 2013, the company faced a massive communications challenge as all planes were grounded. Boeing took a strategic approach by creating real-time content through digital channels and social media. Gary Wicks, who managed digital communications for Boeing Commercial Airplanes, created content to clarify issues with factual information about the 787's electrical system through text, graphics, and video.
Jonathan Pierce, director of social communications for American Airlines, manages the company's social strategy based on customer feedback. The airline discovered that about 75% of social mentions occur on Twitter, primarily for pre-travel and day-of-travel support, while Facebook is used more for post-trip communication. American Airlines employs 22 people dedicated to social customer service, with teams focused on different channels based on customer needs. Their goal is a 15-minute response time to every actionable tweet 24/7, though they average around 11 minutes.
People fundamentally want to do business with other people. A century ago, our great-grandparents knew the merchants who sold them goods, enjoying personal relationships built on service, fair prices, and human connection. Mass media advertising erased this personal touch as huge companies sold identical products to millions through television. Now social media has restored direct human interaction - buyers can see which companies engage authentically and care about customers.
第10章
From Sales Cycle to Buying Cycle: The Customer Takes Control
The traditional sales cycle has fundamentally transformed into a buyer-driven process. When Scott's daughter began receiving countless college recruitment materials in her third year of high school, virtually all this material went straight into the recycling bin. Why? Because she had already been engaged in her own independent buying process for years, researching colleges online since entering high school. By her sophomore year, she had already chosen Columbia College based on its compelling story about its distinctive core curriculum.
As buyers gain unprecedented access to information, the traditional hard sell approach has become increasingly ineffective. Herb Chambers, a leading Massachusetts auto dealer, demonstrates this shift with messaging that explicitly rejects high-pressure tactics: "We don't sell cars. We help people buy them." While unscrupulous salespeople still exist, they face immediate negative consequences through online reviews.
Jill Rowley, formerly of Oracle's Social Selling division, trained the company's 23,000 sales professionals to stop selling and instead help people buy. "Nobody wants to be sold to, and they don't have to anymore," she explains. Rowley describes how buyers now have "learning parties" - independent research sessions where they educate themselves without salespeople. The key is for sales professionals to join these parties by sharing valuable content.
Today's buyers frequently bypass traditional sales models by researching products independently through blogs, social media, and review sites. Successful salespeople have transformed into information brokers who deliver precisely what buyers need at the right moment. Rather than interrupting and selling, the most effective approach is to educate and inform. The key principle is counterintuitive but powerful: you sell more when you stop selling.
GrabCAD exemplifies content-driven buying processes through its community of over one million mechanical engineers. The platform hosts more than 450,000 CAD files from engineers worldwide. While the community is free, GrabCAD monetizes through paid design challenges and collaboration tools. The genius of their model is that by the time users consider paid offerings, they're already community members who trust the platform.
After demonstrating expertise through compelling content, the middle stage of the buying process requires prospects to "raise their hand" somehow - like registering for a community. This identifies potential customers from an ocean of unknown buyers, but it's still not time to sell. Content should remain focused on buyers' problems, not product distinctions. Offer valuable incentives that motivate people to provide contact information: email newsletters, webinars, e-books, research reports, or community membership.
第11章
Buyer Personas: The Foundation of Modern Sales and Marketing
Too many organizations develop marketing strategies through what Scott calls "MSU behavior" - Making Stuff Up. They hole up in comfortable conference rooms eating catered sandwiches, trading ideas about products without any actual buyer input. This approach means they're merely guessing at what buyers need rather than getting out of their offices to talk with real customers.
Buyer personas - distinct demographic groupings of potential customers - are critical for successful marketing and sales. Organizations that understand the needs of their target buyers and develop information to educate them consistently outperform those that just make stuff up. By understanding the specific problems your products solve for each persona, you can transform your marketing from egocentric gobbledygook into valuable information people eagerly consume and share.
Real-time buyer persona research can yield surprising insights. Avis Europe discovered this when researching cruise passengers' rental car needs. Initially assuming couples would want sporty two-seaters, they monitored social media conversations and learned that cruise passengers often make friends onboard and tour islands in groups. This insight led Avis to adjust their fleet at cruise ports to include larger cars and vans, immediately increasing sales.
The most effective way to develop buyer personas is through one-on-one interviews in the buyer's natural environment. These interviews should uncover the specific problems buyers face and capture their exact language. For example, if selling golf products, visit golf courses and segment players into distinct personas. Start with open-ended questions like "Why do you play golf?" rather than steering conversations toward your products.
GoPro's remarkable success stems from its laser focus on specific buyer personas and their unique problems. Founder Nicholas Woodman recognized that major camera companies ignored niche markets like surfers wanting to photograph while riding waves. By conducting field research with different buyer personas in extreme sports, GoPro developed specialized mounts for each activity while keeping the core camera consistent. This buyer-focused strategy has paid off spectacularly - GoPro's sales doubled yearly since 2004, reaching $521 million in 2012 with 21.5% of the U.S. digital camcorder market.
Sales and marketing teams typically operate out of alignment, with salespeople dismissing marketers as the "T-shirt department" or "branding police," while marketers complain about unused materials and neglected leads. The solution is aligning both teams around genuine insights about buyers' decision-making processes. The fundamental difference between marketing and sales is that marketing communicates with many people at once while sales engages one potential customer at a time. When both functions understand their distinct but complementary roles, the gap between marketing and sales closes, accelerating business growth.
第12章
Building Your Personal Brand in the Social Age
Finding time for social networking resembles exercise - you must make it an important part of your life. Success comes when it becomes routine. Scott mixes up his regimen, typically starting around 4:00 AM while watching recorded late-night shows. Surprisingly, he spends only about six hours weekly on social media - approximately the same as exercising. He doesn't consciously "find time" - he does it in microbursts throughout the day because it's important.
Google your name with your employer or school - this is what people do to learn about you. Employers research job applicants, buyers check out salespeople, venture capitalists investigate entrepreneurs seeking funding. Whatever appears constitutes your personal brand. If you're publishing quality content, congratulations on your great personal brand! If you're publishing nothing, you're leaving your brand to others who create content about you.
There's no secret to building a social following - it requires consistent participation over time. To reach 100,000 followers, you need thousands of small actions that each attract new followers. A strong social following takes time but becomes an invaluable career asset.
Smit Patel, a Suffolk University student, has leveraged social networking to secure prestigious internships and co-found a company. Unlike peers who rely on career centers or family connections, Patel built an impressive online presence with over 2,000 Twitter followers. His strategic engagement with industry influencers has opened doors - when he wanted a Silicon Valley internship, a previous connection referred him to ScriptRock, who hired him after checking his online presence.
After being fired in 2002, Scott used the traditional outbound approach of sending resumes to contacts - a brutal process. Today, many still use this interruption-based approach, only reaching out on LinkedIn when they need something. Instead, adopt an inbound strategy: create valuable content that showcases your expertise year-round. Stop thinking like an advertiser and start thinking like a publisher. Build an online presence that hiring managers will discover when seeking someone with your skills.
A strong social media presence helps in countless ways beyond job hunting. When Summer Land sought advice on getting her memoir published, Scott shared four critical steps: publish yourself first through blogs or free e-books, build an audience through social networking, engage fans to spread your work, then approach publishers with proven success. Land actually did the work - launching a website, blogging regularly, releasing a free e-book, and promoting it through social media. This transformed her personal brand and led directly to a book deal with Hardie Grant for her memoir "Summerlandish."
The new rules of sales and service represent a fundamental shift in how business operates in the digital age. By embracing authentic storytelling, content-driven engagement, real-time responsiveness, and genuine human connection, organizations can thrive in this buyer-controlled marketplace. The most successful companies don't just adapt to these changes - they enthusiastically embrace them, creating remarkable experiences that transform customers into passionate advocates.
