Ron Kaufman

Satisfaction isn't enough to keep a business growing today. Companies also need to improve customer loyalty.

When there is a desire to enact a customer service improvement, defining the goals can prove vital to the effort. The more clearly defined the goal, the better it can be for all involved.

In my regular newsletter, I pointed out how companies should empower and support frontline staff to improve customer satisfaction by doing what the supervisor ultimately does, without having to check with the supervisor each and every time.

Why are some customer service training programs so dull, and others so full of active participation? What makes one trainer plod along, while another is well-known for bringing energy and effectiveness to each session?

Harvey Mackay is the author of Swim With the Sharks Without Being Eaten Alive and other bestsellers. More than 10,000,000 of his books have been purchased around the world. He is also a master of using excellent customer service skills.

This bizarre report about the need to improve customer experience arrived from a perturbed customer in Asia:

Sometimes business owners and department heads can be very restrictive. Sometimes it is due to insecurity, sometimes to past bad experiences, sometimes they are simply unsure how to loosen the reins and let staff have a role in customer service leadership.

Inspiring people to perform at their peak isn't just the job of "management." Customers, too, can often set the tone for the service they receive now and in the future.

Sending staff to a customer service training program is an essential investment in today's changing and competitive environment.

How do you find time to work on customer service when each day is already filled with seemingly impossible to complete tasks