Mr. Calloway goes on to provide a simple formula that anyone can understand for creating such extraordinary (and extraordinarily pleasing) service.
1. Know more about the customer than anyone else.
2. Get closer to the customer than anyone else.
3. Emotionally connect with the customer better than anyone else.
You have probably heard those first two points before. The third point is the unique one. How do you then inspire your colleagues to emotionally connect with customers?
Mr. Calloway draws on examples companies that have created strong cultures built around inspirational concepts of service to humanity. His favorite example is Lenscrafters, who are active in not only helping customers (arranging for an associate to hand glasses to a customer who was changing planes on the way to Europe after breaking his original glasses on the way to the first plane) but also all those who need help (collecting used glasses to give to those who cannot afford glasses). What does your company stand for? Are you proud to work for that company? If not, your culture needs work.
The book ends with interviews involving outstanding leaders whose companies (large and small) provide outstanding consumer service.
Mr. Calloway also describes the ways that he has adapted the same rules for his consulting and speaking practices.
Mr. Calloway is a gifted story teller and his examples are a pleasure to read. In most cases, the examples were new to me. Only the Lenscrafters examples failed to fully satisfy me (I've been to Lenscrafters many times and never noticed anything going on there that is nearly as good as what my eye doctor does . . . and his examples about Lenscrafters didn't excite me). I can see why he is a successful speaker. The book reads like what you would hear from a great motivational speaker. That's the book's strength. That's also, unfortunately, the book's weakness. In few places do you find out the details of how companies went from an inadequate culture to a great one that follows his principles. In this regard, pay attention to the examples of Palm Harbor Homes, Quill, CST, and Georgia Pacific to get a sense of what's involved. These companies have all been business model innovators, as well. Mostly you get an invocation to create a more compelling version of the company?s mission, vision and values . . . and then to repeat these at every opportunity. That?s part of the answer . . . but there?s a lot more involved. Companies with great cultures may produce few business model innovations. Southwest Airlines is probably a good example. Their business model has been little changed in decades except for being expanded geographically.
If you can combine continuing business model innovation with outstanding customer service of the sort described here, you will have a true category of one. I suggest that you supplement this excellent book by reading independently about ways to make frequent, effective business model innovations.
Now, if you have any questions about this review, I do hope you will e-mail me. Tell me a little about yourself, too, so that I can be of more service to you.
Deliver exceptional service that makes you feel great about yourself . . . and find improved ways to do so all the time!
Joe makes a very simple point that ends up being one of those "slap your forehead" moments: Do all the corporate-like things, such as have a mission and vision, build an ace culture, walk the talk, etc. but ultimately it is your customer who decides whether you deliver on your brand promise. And that customer is a doozy: intelligent, educated, demanding and able to look through a smoke and mirror tactic in a second.
Speaking of Mirrors...Joe unashamedly plugs his restaurant "Mirror" in Nashville - not because he needs the advertising (although being a bit of a gourmet and a lot of a gourmand, I was about to relocate at the mention of "blue cheese polenta fries") but because the restaurant is a Category of One enterprise. Everybody in that place and all the other case studies Joe talks about have one thing in common: a laser focus on the customer and what she wants - and then delivering it, every time, flawlessly and with a big smile. That customer will come back time and again. Not because you have the best prices - in fact - your products may be significantly more expensive, but because she likes doing business with your people.
Reading Joe's book is like having a conversation with him. I found myself nodding and agreeing out loud (in the privacy of my home, of course). Overall, it re-emphasized the importance of strong leadership, a value system that is constantly talked about, and all employees knowing why they get up in the morning.
Needless to say, but I will anyway: Read it!