
Revolutionizing customer service from cost center to competitive weapon, "Uncommon Service" reveals why excellence requires strategic trade-offs. Endorsed by franchise leaders alongside Gino Wickman's works, it's the blueprint Harvard Business Review calls essential for turning service into your unfair advantage.
著者の声を通じて本を感じる
知識を魅力的で例が豊富な洞察に変換
キーアイデアを瞬時にキャプチャして素早く学習
楽しく魅力的な方法で本を楽しむ
Why is exceptional service so rare in a world dominated by service industries? The answer lies in a counterintuitive truth: you can't be good at everything. Commerce Bank (now TD Bank) built remarkable success by making deliberate choices about where to excel and where to underperform. They hired friendly, enthusiastic people who lacked technical banking skills but delivered exceptional experiences. Their branches stayed open late and on weekends, offered free coin counting, and welcomed dogs with treats. To fund this model, they simplified their product offerings and paid lower deposit rates-sacrificing cross-selling metrics and interest competitiveness to win on customer satisfaction. This pattern appears consistently across successful service organizations. Southwest Airlines excels at low prices and friendly service while deliberately underperforming on network reach and amenities. Walmart sacrifices sales help and ambiance to deliver on low prices and wide selection. Most companies face a choice: try to be good at everything and achieve mediocrity, or make strategic trade-offs to excel where it matters most. The key is identifying what matters most to your target customers and being willing to disappoint them in less important areas. What distinguishes great service companies isn't trying harder-it's making smarter trade-offs that align with customer priorities.
『Uncommon Service』の核心的なアイデアを分かりやすいポイントに分解し、革新的なチームがどのように創造、協力、成長するかを理解します。
『Uncommon Service』を素早い記憶のヒントに凝縮し、率直さ、チームワーク、創造的な回復力の主要原則を強調します。

鮮やかなストーリーテリングを通じて『Uncommon Service』を体験し、イノベーションのレッスンを記憶に残り、応用できる瞬間に変えます。
何でも質問し、声を選び、本当にあなたに響く洞察を一緒に作り出しましょう。

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