
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.
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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.
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Создано выпускниками Колумбийского университета в Сан-Франциско
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Создано выпускниками Колумбийского университета в Сан-Франциско

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