Preface Acknowledgements PART ONE: Best Practices in Creating a Strategic Approach to Customer Service Overview Chapter 1 Customer Service as a Basis for a Breakthrough Business Strategy by Michael Hanley, Coopers Lybrand, Chicago, IL Chapter 2 The Secrets of Improvement-Driven Organizations: Initiating and Sustaining Quality Improvement by Stephen L. Yearout, Coopers Lybrand, Arlington, VA Chapter 3 Why Take a Best Practices Approach?: Creating Added Value for Customers by Hugh Bolton, FCA, Coopers Lybrand, Toronto, ON Chapter 4 There Must Be Fire! The Importance of Leadership and Management Support by Jerry L. Fritz, Management Institute, School of Business, University of Wisconsin-Madison, Madison, WA Chapter 5 A Leader's Perspective on Becoming Customer-Driven by E.J. Kahn III, Boston MA PART TWO: Best Practices in Creating and Using Measurements and Standards to Achieve Excellence in Customer Service Overview Chapter 6 Mission Critical Measurement: Developing and Using Corporate Performance Indicators by Peter Lawton, Coopers Lybrand, Toronto, ON Chapter 7 Measuring Customer Satisfaction Effectively by David Wilkerson, DBA, Coopers Lybrand, Arlington, VA Chapter 8 Beware! Success Often Breeds Failure: How to Celebrate Success by Chris Daffy, London, UK Chapter 9 Customer Complaints: Are You Getting Enough? by Joel Rosen, Horwath Consultants Canada, Toronto, ON Chapter 10 The Eastman Kodak Company: Benchmarking for Success by A. Turgud (Turk) Enustun, Eastman Kodak, Rochester, NY, and Karri E. Givens, Coopers Lybrand, Toronto, ON Chapter 11 Using Benchmarking to Focus on the Customer: A Bell Canada Case Studay by Vicki J. Powers, American Productivity Quality Center, Houston, TX PART THREE: Best Practices in Achieving Process Improvement Overview Chapter 12 Laying the Groundwork for Successfully Implementing Process Improvement by Sandip Patel, Coopers Lybrand, Boston, MA Chapter 13 A Differentiated Approach to Customer Service: Not All Customer Segments Require the Same Service by Stanley Brown, and Sharad Verma, Coopers Lybrand, Toronto, ON Chapter 14 Outsourcing Customer Care: Are There Other Alternatives? by Tudor Negrea and Lorne Severs, Coopers Lybrand, Toronto, ON Chapter 15 The Benefits of ISO Certification by Larry L. Brandt, CCSE, AMP Incorporated, Harrisburg, PA PART FOUR: Best Practices in Using Technology to Achieve Breakthrough Customer Service Overview Chapter 17 How Technology Can Help You Hear the Voice of the Customer: Assessing Current and Future Customer Needs by Christina Luik, Coopers Lybrand, Toronto, ON Chapter 18 Why Fewer Customer Support Centres Are Better: KeyCorp Case Study by Joan Berish and Carolyn Leist, KeyCorp, Cleveland, OH, and Natasha Milijasevic, Coopers Lybrand, Toronto, ON Chapter 19 Achieving Your Vision: The Role of Technology in Enabling and Integrating the Enterprise by Joe Kulak, New York, NY Chapter 20 Computer Telephony Integration in Action: How Some Companies-- and Customers-- Are Benefiting by Fred Gallagher, TKM Communications, Markham, ON Chapter 21 Leveraging Technology to Create Strategic Advantage: An Eaton Credit Case Study by Susan Miller and Jacqui Thomson, Nortel (Northern Telecome) Canada, Brampton, ON Chapter 22 Top Eight Keys to Creating a Customer-Focused Database by Pat Finerty, Coopers Lybrand, Toronto, ON Chapter 23 Are You Ready for Electronic Commerce? by Stanley Brown, Coopers Lybrand, Toronto, ON, and Doug MacCuallum, Ironside Technologies, Toronto, ON PART FIVE: Best Practices in Workforce Management: The Importance of the People Factor Overview Chapter 24 Empowering Customer Service Representatives: High-Performance by John E. Kressaty, S.C. Johnson Wax, Racine, WI Chapter 25 Developing Employees Who Can Deliver Best Practices in Customer Service by Susan M. O'Dell and Joan A. Pajunen, Service Dimensions Inc., Toronto, ON Chapter 26 How Cross-Functional Teams Are Making Their Mark on Customer Support Centres...and the Bottom Line by Bob Parks and Alexandra Lang, Kaset International, Tamp, FL Chapter 27 Leading a Customer-Focused Organization by John A. Daly, University of Texas, Austin, TX Chapter 28 Using Qualitative Performance Measurement to Achieve Performance Improvement by Jack A. Green, Entretel Incorporated, Oakville, ON Chapter 29 The Role of the Knowledge Worker in Customer Care by Sandip Patel, Coopers Lybrand, Boston, MA PART SIX: Bringing It All Together: Best Practices of Industry Leaders Overview Chapter 30 Best Practices of Leaders in Financial Services: Tomorrow's Leading Retail Banks by Bill Bound and Rupert Taylor, Coopers & Lybrand, London, UK Chapter 31 Best Practices of Leaders in the Public Sector by Ian D. Littman, Coopers & Lybrand, Arlington, VA Chapter 32 Best Practices of a Leader in the Hospitality Industry: The Ritz-Carlton Hotel Company by Pat Mene, Ritz-Carlton, Atlanta, GA, and Natasha Milijasevic, Coopers & Lybrand, Toronto, ON Chapter 33 Best Practices of the Leader in the Airline Industry: British Airways: The Four Corners of Loyalty by Charles R. Weiser, British Airways, London, UK Chapter 34 Best Practices of a Leader in Database Marketing: Travelers Indemnity Corporation by The Cowles/Simba Report on Database Marketing, Stamford, CT Chapter 35 Best Practices of a Leader in Transportation: Roberts Express: Focusing on the Customer Through Technology by Vicki Powers, American Productivity & Quality Center, Houston, TX Chapter 36 Best Practices of a Leader in Banking: Building Tomorrow's Retail Bank Today: Banking mbanx, Division of Bank of Montreal Group of Companies by Jeffrey S. Chisholm, mbanx, Toronto, ON Appendix One: References Appendix Two: Subject/Chapter Index Appendix Three: Index of Contributors
