I. Leadership from the Top
Leadership in the Service and Information Age
Buggy-Whip Accounting Is Obsolete
Industrial-Age Myopia Is Not Dead by a Long Shot
What to Look for in a Customer-Focused Leader
Where to Find a Customer-Focused Leader?
What Customer-Focused Leaders Must Do
A Customer Focus versus a Blurred Vision
The Principal Leadership Challenge: Overcoming Inertia
Streamlining the Organization for a Customer Focus
Leaders Must Live Their Own Mandate
The Greatest Service Story Ever Told
II. A Customer Focus Trumps All Other Strategies
The Winds of Change Favor the Customer
Strategic Planning Cannot Yield Strategy
Strategic Planning Is All about Control
Finding the Customer's Voice
Customer Survey Design and Administration
Ignoring the Customer Is Fraught with Peril
What Is Ethical Behavior?
Regulation Is Not a Proxy for Ethical Behavior
The Service Ethic in Action
Service Is a Non-Zero-Sum Game
Quality as an Ethical Standard
Service: Quality versus Quantity
A Partnership Can Be Sabotaged by Legalisms
Communication: A Key Weapon of the Ethical Provider
Is This the End of Personal Service?
IV. Power to the Front Line
Frontline Skills That Make a Difference
Vetting the Frontline Worker's Background
Aligning Frontline Performance to the Service Ethic
Supporting the Front Line with Education and Training
Deploying Computer Systems That Inform the Front Line
Business to Business: Enter Service Management
The Customer Account Manager
Account Manager in Name Only
Service Leverage Comes from the Front Line
Everyone Works for the Customer
V. Musings on the Economics of Service
Service as a Differentiating Strategy
Customer Satisfaction and Profitability
Service Quality, Value, and Price
Quo Vadis Customer Satisfaction?
Customer Satisfaction versus Customer Loyalty
J. D. Power, Where Have You Been?
Considerations in Customer Acquisition and Retention
Don't Fire That Customer-Yet!
Poor Service Places a Heavy Tax on Business
Purchasing as a Competitive Sport
Outsourcing: Improved Service or Economy?
What's Service Got to Do with It?
