The answer to what is considered high and poor service quality is simple. It's whatever the customer says it is.

Using the Customer's Yardstick

There are many reasons that most efforts to improve customer service levels fail. High on that list is a poor understanding of how to define, tune into, and measure customer expectations. Another key failure factor is rooted in the organization's culture. Frontline service providers don't feel well served by their organization. That's because most managers are cops rather coaches, send inconsistent signals on customers' true value, and aren't effective team leaders.

Jim Clemmer's book, Firing on All Cylinders is a bestseller in both the U.S. and Canada because he provides straight-forward advice, vivid examples, and practical steps for action. Now two of the most popular and useful areas of this widely referenced book have been compiled and condensed for this 10 part podcast series.

Business

There are many reasons that most efforts to improve customer service levels fail. High on that list is a poor understanding of how to define, tune into, and measure customer expectations. Another key failure factor is rooted in the organization's culture. Frontline service providers don't feel well served by their organization. That's because most managers are cops rather coaches, send inconsistent signals on customers' true value, and aren't effective team leaders. Jim Clemmer's book, Firing on All Cylinders is a bestseller in both the U.S. and Canada because he provides straight-forward advice, vivid examples, and practical steps for action. Now two of the most popular and useful areas of this widely referenced book have been compiled and condensed for this 10 part podcast series.

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Using the Customer's Yardstick

Using the Customer's Yardstick