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The Experience
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Produktbeschreibungen
Pressestimmen
..".turn your cost-based 'call centers' into profit-building 'contact centers.' A must-read for customer service professionals and their bosses."
Kurzbeschreibung
'A 'must-read' for managers; this is a great guide for pulling the customer back into your management loop.' - Jerry Vass, author of "Soft Selling in the Hard World". 'Lior Arussy spins a cautionary tale for the transition companies'. "The Experience" is the journey of a frustrated call center manager who discovers hidden secrets about delivering the most outrageously pleasing customer experiences by empowering his staff to be passionate about their work.
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Einleitungssatz
Joe hung up the phone and noticed that his familiar headache was crawling up his neck and intensifying. Lesen Sie die erste Seite
Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Rückseite
Joe hung up the phone and noticed that his familiar headache was crawling up his neck and intensifying. Lesen Sie die erste Seite
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Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Rückseite
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Die hilfreichsten Kundenrezensionen auf Amazon.com (beta)
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8 Rezensionen
3 von 3 Kunden fanden die folgende Rezension hilfreich
It's actually not bad...
29. Dezember 2002
Format:Gebundene Ausgabe
I HATE fable format books usually. But actually, this one has some serious points that are made, and show realistic ways in which the entire company can get involved in producing a better product, and create excellent customer relationships.
Among the things that a lot of companies should really consider are: showing company loyalty to your employees, and give them the authority to really solve the customers' problems. Having worked in customer service and retail for several years, I found that both of these are things that are usually missing from the typical environment a CSR encounters. Often, you'd love to help the customer out more, but you really don't have the authority to do anything, which is frustrating, both for you as a CSR, and for the customer even more.
I had to mark it down a star for the fable format, which really is annoying, as are the stereotypically dense and unrealistic workers. Plus the stupid napkin diagrams of the principles expressed are really insulting. But there's a lot of good information in the 120 or so pages that really needs to be looked at by a LOT of organizations, and the CSRs working for them.
As those fable books go, not too shabby!
2 von 2 Kunden fanden die folgende Rezension hilfreich
If you deal with people - Read this book
14. Januar 2003
Format:Gebundene Ausgabe
After I read this book we invited Mr. Arussy to speak at our annual client conference. He was such an inspiration our clients purchased in excess of 200 copies of this outstanding book. We are a client service based company and have distributed this book to each of our help desk, sales and consulting associates. Many of them balked at reading a "story" but they all thanked us and gave rave reviews once completed. They were quite taken with how effective and pertinent to their positions that this story was. Mr. Arussy tells it like it is in today's client service industry. We have seen a new passion in our associates and it spills over to the client service we provide. This is a must read if you deal with people in any type of business!
4 von 5 Kunden fanden die folgende Rezension hilfreich
Excellent Guidance
10. Februar 2003
Format:Gebundene Ausgabe
The author has selected the fable format, which works very well for me. I spend my days dealing with issues brought by senior executives of large corporate customers, and after a long day of negotiating against hard facts, it's nice to come home to a book that will teach through simple story line, with no pontificating lists of commandments and no autobiographical flag-waving. I have not found a customer relationship book with a better connect rate: over 95% of the material applies directly to my day-to-day dealings with eight- and nine-figure customers. The one issue for Mr Arussy, I think, will be to get other corporate executives to acknowledge that they MUST take the time to get involved with their customers, especially when the money supply is tight. From years of personal experience, I can tell you unequivocally that nothing -- let me repeat -- NOTHING takes the place of direct involvement with customers by all parts of the organization. Mr. Arussy's organic approach to the problem is exactly what it needed in most organizations. The one bit of advice I would offer to the author is that he may want to either (1) produce a second book which shows how these changes can be made from the top down, or (2) offer executive consulting to get these ideas into the hands of decision-makers within the organization.
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