
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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将知识转化为引人入胜、富含实例的见解
快速捕捉核心观点,高效学习
以有趣互动的方式享受这本书
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.
将《Uncommon Service》的核心观点拆解为易于理解的要点,了解创新团队如何创造、协作和成长。
将《Uncommon Service》提炼为快速记忆要点,突出坦诚、团队合作和创造力的关键原则。

通过生动的故事体验《Uncommon Service》,将创新经验转化为令人难忘且可应用的精彩时刻。
随心提问,选择声音,共同创造真正与你产生共鸣的见解。

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