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27 of 30 people found the following review helpful
5.0 out of 5 stars If you care about your customers, you need to read this book..., January 22, 2012
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When I was an MBA student at Harvard Business School, one of the most difficult classes to get into was Frances Frei's Managing Service Operations elective. I was one of her lucky students, but demand was so high that even those who ranked it as their first choice often failed to win one of the prized seats in the class.

If you read this book, you'll understand why...

Frei is a world-renowned guru in service management and a Harvard teaching legend. In "Uncommon Service," she's partnered with Anne Morriss, a leader in strategy, leadership and institutional change. Together, they distill the principles of service excellence into an intuitive road map that any executive, with the appropriate conviction, can follow to improve customer experiences, and in turn, firm performance. Not a bad value proposition when you think about it - developing a sustainable competitive advantage by making your customers' lives better.

What I loved about the course, and indeed this book, is that it is full of real world examples of service successes and failures, used to masterfully illustrate a system of interconnected design principles that lead to service excellence. The stories are compelling and their implications are clear, and by the time you're finished reading, you'll be able to diagnose what's right, and what's wrong with the service design of your company, as well as those of your competitors.

On their own, the principles of service excellence make "Uncommon Service" a must-have for any entrepreneur interested in deploying a world-class service operation from the ground up. Having been a service entrepreneur myself, this aspect of the book appealed to me deeply. However, Frei and Morriss, who themselves have considerable experience working with many of the world's largest and most complicated service organizations, have crafted the book to speak as well to executives interested in improving pre-existing operations. The book tackles implementation issues in the context of a complex organization in motion, as well as how to develop a service culture, and how to scale service excellence as the enterprise experiences growth.

If you run, or aspire to run a service organization, and you're concerned at all with the experiences of your customers, you need this book. It is exceptionally engaging, devoid of jargon, brutally honest, and a joy to read. It is simply a masterpiece, and I cannot recommend it more highly.
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10 of 10 people found the following review helpful
4.0 out of 5 stars Serving 4 impact, March 5, 2012
[...]

It is an understatement to claim that technology has revolutionized the way that companies perform. That same technology enables professionals within customer service to develop individualized relationships with customers or pure encounters. Supported by advancements in management science, operations management and maketing, companies are able to improve both profits and financials.

But technology is not the critical success factor. In my opinion, the mindset of meeting the customer demand for great service - and saving money at the save time - is more important.

Frances Frei and Anne Morris wrote a book covering some recommendations how to design customer service.

In UnCommon Service, Harvard Business School Professor Frances Frei and coauthor Anne Morriss bring their provocative argument to the table: that companies must dare to be "bad" in order to be great, choosing strategic ways to underperform while fueling a winning service advantage.
The authors claim that uncommon service is created by specific design choices made in the very blueprint of a business model. And it not merely about making customers happy; instead it is about creating an organization where all employees - not just the star performers - provide excellent service as a matter of routine. These outstanding service organizations create offerings, fund strategies, system and cultures that set their people up to excel casually.

The authors claim that they introduce a decidedly fresh view of service. An organizational design model is presented built on tough services one must make about four dimensions of any business.
Frei and Morriss illustrate the power of their approach with examples from a wide array of industries. Uncommon service makes a powerful case for a new and systematic approach to customer service.

The core

These are the four dimensions of your business:

Your service offering:How do customers define "excellence" in your offering?
Your service funding mechanism:How will you get paid for delivering excellence?
Your emplyee management system:How will you prepare your employees to deliver excellence every day?
Your customer management system:How will you get your customers to behave in ways that improve their service experience - without disrupting anyone's else's?
Your service offering (which specific attributes of service are you competing on) is determined by its funding mechanism, the employee management system and the customer management system.

Leverage of trade-offs is essential.

As the authors explain, there are four service truths:

You can not be good at everything;
The authors claim simply that dissatisfaction is a predictable outcome when you try to be great at everything. To put it into practice you have to undertake various steps (e.g creating an internal attribute map, creating and external attribute map and analyzing your performance. In this way, one can identify wasted edges and wasted profits. The next step is redefining value.

Someone has to pay for it;
Four ways are identified to pay for excellence:

Charge customers extra for it;
Make cost reductions that also improve service;
Make service improvement that also reduce costs;
Get customers to do the work for you.
To put it into practice these steps are recommended:

Examine your cost structure;
Monetize your strengths;
Unleash your customers.
It is not your employees fault;
In a service model that works, employees are reasonably able and reasonably motivated to achieve excellence. The able part is made possible by selection, training and job designs that set up real-world employees to succeed. The motivated part is facilated by a performance management system that makes them want to do their job effectively.
You must manage your customers;
Their basic message: if you are in the service business, you do not know which customers are showing up, when and what they are going to do once they get there. And so you need plan for managing this uncertainty. Customer chaos can be managed in two ways: by reducing )tends to favor efficiency) or accommodating it (supporting service).
To create a successful customer management system, one has to select customer and train them applying well designed customer jobs. And just like with employees, the customer performance should be managed.
The authors use as formula: Service Excellence = Design X Culture.

When your service model is designed right, it produces the same sensations among the people who interact with it. But like an empty building it is missing the critical element of people interacting with each other. Or culture. The authors refer to other authors to sharpen your insights with regard to culture.
My rating

4,0 stars on a scale 0-5.

The authors wrote a very well structured book with lots of examples.
For those who are looking for non-American service examples. Not too many.
There are many professionals that advocate in designing service technology and processes are essential to create transformational innovation or other strategic avenues to growth. The authors stress the importance of the human element.
This book is recommended reading for anyone who is interested in reflecting about the management of customer service.It is to you how that knowledge and information will be applied by you to achieve business or professional growth
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7 of 8 people found the following review helpful
4.0 out of 5 stars Pick what you do best and excel at it, February 8, 2012
I am an entrepreneur. I make things, create things, and want to bring new ideas and products to people. But I am terrible at managing people. So why would this book help me? Because no matter what you are making, managing, growing or building - you need viewers, customers, loyal followers and this book tells me how to give these integral consumers what they need from me most. You can't do everything brilliantly they tell me. Focus on the service you do best and on what your consumers need from you. The book is easy to digest, clear, decisive and encouraging. Knowing these two authors, and having been lucky enough to get their feedback on my projects, I can say their enthusiasm for building businesses that are cutting edge and lasting makes this book a must read for anyone who wants to see their company, project, film, start-up succeed.
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5 of 7 people found the following review helpful
5.0 out of 5 stars A Cardinal Work with Practical Insight, January 21, 2012
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Over the past few years I've read numerous titles in an effort to improve my company's service delivery (titles including Raving Fans, Exceptional Service, Different, CS is Worthless, and many others). I believe each offered unique perspective and in turn anxiously hoped for more of the same with Uncommon Service. Well I just finished my kindle edition of this newcomer and can report being all but floored by this extraordinary work on the service process.
Frei and Morriss tackle the subject with a less conventional look at how the design and execution process can derail even the best intentioned service offerings. With each chapter and telling example F&M regrettably exposed the folly of my own company's continued inability to attain our desired goal of unparallel client service. They explain why service (versus product) offerings so easily devolve into an all but the kitchen sink approach to customers' needs and show how companies can move to a rationalization-based approach while actually improving client satisfaction. After apologizing to my managers I plan to put these transformative ideas to work.
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2 of 3 people found the following review helpful
5.0 out of 5 stars Service Excellence by Design, August 14, 2012
By 
Andrew Everett (Santa Monica, CA USA) - See all my reviews
(REAL NAME)   
Customer service is not an afterthought. In order to provide consistently excellent service, it must be baked in to the business model. In Uncommon Service, authors Frances Frei and Anne Morriss explain that great service is "made possible--profitable, sustainable, scalable--by designing a system that sets everyone up to excel."

No company can be excellent at everything, and those that try end up being mediocre at everything. So management must choose what to be bad at in order to optimize for the "operating segments" their target market finds most important. The authors include attribute maps to visualize this concept. When a company excels in attributes customers don't care about, it is wasting money. When a company's attribute map is very similar to its competitors, it needs to differentiate--a basic principle of positioning.

Since there is no free lunch, Frei and Morriss explain four ways in which outstanding service can be funded: charge a premium structured as "palatable pricing"; reduce costs in a way that improves service; improve service in a way that reduces costs; and get the customers to do some of the work. The book includes real-world examples of each approach.

Managing employees, company culture, and growth are also covered. This is an exceptionally well-written book, filled with interesting insights from Progressive Insurance, Zappos, Intuit, Southwest Airlines, and Commerce Bank to name a few.
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2 of 3 people found the following review helpful
5.0 out of 5 stars a terrific read, February 4, 2012
By 
kathryn gingles (washington, dc, US) - See all my reviews
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A friend told me about this book. I finished it in three days. It changed the way I look at businesses and service delivery. The case histories are fascinating and the way that Morriss and Frei weave their lessons throughout makes for a great read.
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2 of 3 people found the following review helpful
4.0 out of 5 stars You can't be good everywhere, January 31, 2012
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I met Frances on the HBS AMP track in fall 2011. She made great impression, the books, after the first fast reading, confirms her commitment to customers and the design & quality. Its a good book, perhaps not a lot of new stuff in it, but its refreshing to read and hits some very good points, like you can't be good everywhere. Frances focus on that and explains potential ways to navigate trough the business. I liked finally the take aways from the entire *uncommon services book*, outlined in the last chapter ... cheers, bruno
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4.0 out of 5 stars Four Stars, July 14, 2014
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This review is from: Uncommon Service: How to Win by Putting Customers at the Core of Your Business (Kindle Edition)
Very good tips to improve the bussiness!!!
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5.0 out of 5 stars Uncommonly Excellent, March 30, 2014
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The book was uncommonly excellent. Very straightforward and to the point. Frei and Morriss uncover four basic truths about customer service, discuss the important ingredient of culture and provide guidance on how companies can scale to get bigger. Points are illustrated through a number of case studies from the familiar likes of Southwest and Zappos to the more obscure Bugs Burger Bug Killers, Ochsner Health System and LSQ Funding Group.

Key Takeaway #1 – The book’s boldest assertion is that “you must have the courage to be bad . . . in the service of being great.” Figuring out where to place your emphasis is based upon prioritizing the needs of your customers. Be a leader in those areas that are valued and have the moxy to purposely stink in lesser areas.

Sometimes tradeoffs are not merely enough. You need to find ways to deliver the extra service provided. The easiest way is to charge a premium for the extra. Since that’s not always possible, Frei and Morriss offer three different and novel ways to bridge the gap.

Key Takeaway #2 - It is the responsibility of senior management to set their employees and customers up to succeed. This means organizing tasks and processes in a manner that the average employee can deliver upon routinely. Don’t expect your employees to wear a cape. Complexity (especially when IT is involved) is bad … keep it simple stupid.

Employees are only part of the equation, we need to organize our customers to improve service. Enlist them to help the service experience for everyone. You have two options: hire/fire or change the process.

Key Takeaway #3 - Culture not only beats strategy, but culture is the main driver in creating a leading service organization.
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5.0 out of 5 stars Smart, insightful, well organized, well written, December 2, 2013
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This review is from: Uncommon Service: How to Win by Putting Customers at the Core of Your Business (Kindle Edition)
I've read quite a bit about building great customer service organizations. This book asks an interesting question: what are you going to be intentionally bad at in order to get good? It's a read worth the time
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