A Quote by Robert Collier
The great thing is the start - to see an opportunity for service, and to start doing it, even though in the beginning you serve but a single customer - and him for nothing.
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So, always start with a product, always start with a customer, always start with a service and how this product or service will dramatically improve the quality of the life or the work of the customer.
Service standards keep rising. As competitors render better and better service, customers become more demanding. Their expectations grow. When every company's service is shoddy, doing a few things well can earn you a reputation as the customer's savior. But when a competitor emerges from the pack as a service leader, you have to do a lot of things right. Suddenly achieving service leadership costs more and takes longer. It may even be impossible if the competition has too much of a head start. The longer you wait, the harder it is to produce outstanding service.
I must start at the beginning, if I can find it. Beginnings are elusive things. Just when you think you have hold of one, you look back and see another, earlier beginning, and an earlier one before that. Even if you start with "Chapter One: I Am Born, " you still have the problem of antecedents, of cause and effect.
That's a very critical phase in customer service because you can start to really understand what part of customer service has value to customers and what part is bothering customers.
Look, I think that when we started Virgin Atlantic 30 years ago, we had one 747 competing with the airlines that had an average of 300 planes each. Every single one of those have gone bankrupt because they didn't have customer service. They had might, but they didn't have customer service, so customer service is everything in the end.
When you feel as though you can't do something, the simple antidote is action: Begin doing it. Start the process, even if it's just a simple step, and don't stop at the beginning.
When you start to find balance, then you start to ask more important questions, like, 'Who am I really?' That's when you start seeing that every single person around you is a human being just doing the best that they can.
All the businesses from the beginning of history have struggled with product development (assuming there is a market, doing the market testing and so on). But now they start with customer development. Get the customer who says, "Yes. I want that. I need it. I wanna use it. I'll pay for it." And then you go back and work with your engineers. It is changing the world!
I didn't miss training because it had become so painful for me. I filled the void pretty quickly as I went straight into coaching and it was great; I had to start learning all over again, and then when I went into TV I knew nothing about it so I had to start from the very beginning.
Most customer service people are great. It's that one customer service person from hell that drives me crazy!
As far as getting my start, it was really Norman Lear, even aside from being on 'All in the Family.' He helped me get my start as a director. He was the one who said, 'Let him do 'Spinal Tap.' Let him give it a try,' because I had been trying for years to get that thing off the ground.
...the waiter has to come from a place of concentration, subjugation, and complete, limitless service. Nothing is too much trouble. The customer is always right, even when he is wrong. There is no limit to what you will do to serve while that person is in your bar and in your care.
Business is all about the customer: what the customer wants and what they get. Generally, every customer wants a product or service that solves their problem, worth their money, and is delivered with amazing customer service.
Start where you are. Distant fields always look greener, but opportunity lies right where you are. Take advantage of every opportunity of service.
Great customer service does not come by chance. It is the result of training and ensuring there are enough assistants to serve the customers.
Auctomatic was a compressed start-up experience, going from start to launch to acquisition in under a year. We spent a long time building the product before getting our first customer, whereas with Stripe we made sure we had paying customers from the very start.
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