ines. And they wanted phones and restrooms nearby. Not a single item hotel people considered important for good service was valued by their customers!

Is customer service worth the trouble? A loyal customer spends about $150,000 over a lifetime with a car dealer. Does it make sense to argue over a $100 part? American Express research says a loyal customer spends about $180,000 over 10 years - employees make extraordinary efforts to keep them happy. Service is so good that U.S. citi

Years of Gallup Organization polls say consumers believe service quality in the U.S. has fallen and will continue to fall. Brand loyalty has been declining for years. The biggest gripes of customers are failure to do work correctly, slowness, high cost and employees who are unqualified, indifferent or even rude.

Some typical examples of poor service:

1. Government agencies that emphasize paperwork rather than personal service. And many federal offices have almost incomprehensible voice mail systems.
2. Hospitals whose first concern seems to be patients' finances rather than healing.
3. Car dealers who are only open for sales and service when their customer have to be at work.

The goal of organizations should be to provide value to the customer. But in most organizations, rules and policies are more important than customer needs.

Many managers take the wrong approach to building customer loyalty. They work on customer service - defined by the organization. But the emphasis should be on customer satisfaction - defined by the customer. To build customer loyalty, you must focus on customer satisfaction.

The only way to know what your customers want is to ask them. Both qualitative and quantitative research is helpful. Build a customer satisfaction model. Ask managers and employees what customers want, and then determine what employee behaviors will deliver it. The next step is to ask customers to review the model and make changes.

Often the internal model is not what customers want. A hotel industry story illustrates this. A seminar group was asked to create a model of the service they wanted during coffee break. Then their trainer asked hotel management and service employees what was important in setting up coffee service.

Hotel people said coffee should be of highest quality and well brewed, served in polished urns with attractive china on a well-arranged table. What did their customers want? None of the above. They wanted fast service - no long lines. And they wanted phones and restrooms nearby. Not a single item hotel people considered important for good service was valued by their customers!

Is customer service worth the trouble? A loyal customer spends about $150,000 over a lifetime with a car dealer. Does it make sense to argue over a $100 part? American Express research says a loyal customer spends about $180,000 over 10 years - employees make extraordinary efforts to keep them happy. Service is so good that U.S. citiz

ail systems.

Hospitals whose first concern seems to be patients' finances rather than healing.

Car dealers who are only open for sales and service when their customer have to be at work.

The goal of organizations should be to provide value to the customer. But in most organizations, rules and policies are more important than customer needs.

Many managers take the wrong approach to building customer loyalty. They work on customer service - defined by the organization. But the emphasis should be on customer satisfaction - defined by the customer. To build customer loyalty, you must focus on customer satisfaction.

The only way to know what your customers want is to ask them. Both qualitative and quantitative research is helpful. Build a customer satisfaction model. Ask managers and employees what customers want, and then determine what employee behaviors will deliver it. The next step is to ask customers to review the model and make changes.

Often the internal model is not what customers want. A hotel industry story illustrates this. A seminar group was asked to create a model of the service they wanted during coffee break. Then their trainer asked hotel management and service employees what was important in setting up coffee service.

Hotel people said coffee should be of highest quality and well brewed, served in polished urns with attractive china on a well-arranged table. What did their customers want? None of the above. They wanted fast service - no long lines. And they wanted phones and restrooms nearby. Not a single item hotel people considered important for good service was valued by their customers!

Is customer service worth the trouble? A loyal customer spends about $150,000 over a lifetime with a car dealer. Does it make sense to argue over a $100 part? American Express research says a loyal customer spends about $180,000 over 10 years - employees make extraordinary efforts to keep them happy. Service is so good that U.S. citi

emphasis should be on customer satisfaction - defined by the customer. To build customer loyalty, you must focus on customer satisfaction.

The only way to know what your customers want is to ask them. Both qualitative and quantitative research is helpful. Build a customer satisfaction model. Ask managers and employees what customers want, and then determine what employee behaviors will deliver it. The next step is to ask customers to review the model and make changes.

Often the internal model is not what customers want. A hotel industry story illustrates this. A seminar group was asked to create a model of the service they wanted during coffee break. Then their trainer asked hotel management and service employees what was important in setting up coffee service.

Hotel people said coffee should be of highest quality and well brewed, served in polished urns with attractive china on a well-arranged table. What did their customers want? None of the above. They wanted fast service - no long lines. And they wanted phones and restrooms nearby. Not a single item hotel people considered important for good service was valued by their customers!

Is customer service worth the trouble? A loyal customer spends about $150,000 over a lifetime with a car dealer. Does it make sense to argue over a $100 part? American Express research says a loyal customer spends about $180,000 over 10 years - employees make extraordinary efforts to keep them happy. Service is so good that U.S. citi

is not what customers want. A hotel industry story illustrates this. A seminar group was asked to create a model of the service they wanted during coffee break. Then their trainer asked hotel management and service employees what was important in setting up coffee service.

Hotel people said coffee should be of highest quality and well brewed, served in polished urns with attractive china on a well-arranged table. What did their customers want? None of the above. They wanted fast service - no long lines. And they wanted phones and restrooms nearby. Not a single item hotel people considered important for good service was valued by their customers!

Is customer service worth the trouble? A loyal customer spends about $150,000 over a lifetime with a car dealer. Does it make sense to argue over a $100 part? American Express research says a loyal customer spends about $180,000 over 10 years - employees make extraordinary efforts to keep them happy. Service is so good that U.S. citi

ines. And they wanted phones and restrooms nearby. Not a single item hotel people considered important for good service was valued by their customers!

Is customer service worth the trouble? A loyal customer spends about $150,000 over a lifetime with a car dealer. Does it make sense to argue over a $100 part? American Express research says a loyal customer spends about $180,000 over 10 years - employees make extraordinary efforts to keep them happy. Service is so good that U.S. citizens in trouble overseas are far more likely to call American Express than the U.S. Embassy.

Poor service causes 42% of customers to switch banks. Only 14% of car owners switch dealers because of the cars - 68% switch because of "indifference" from sales and service employees.

Good service creates legends - and profit leadership.

• Federal Express spawned an industry by providing a new customer service - reliable overnight delivery.
• Nordstrom's chain of fashion specialty stores saw sales skyrocket 700% in 10 years while profits soared nearly as fast.
• Embassy Suites beats competition almost every way and is growing 10 times faster than the hotel industry. It has been rated first by Consumer Reports readers against both mid-priced and high-priced chains.
• Scandinavian Airlines saw its bottom line change from an $8 million loss to $72 million in profits 18 months later, following a $30 million investment to change its business approach and focus on service for the business traveler.

How do dissatisfied customers behave? Managers still tend to think their customers are satisfied because few complaints come to their attention. Classic research conducted during the Carter Administration revealed 96% of dissatisfied customers do not complain. Smart managers use this research. They know that for every complaint, there are about 25 other customers with the same problem. If the problem is not resolved, they know that people with problems will tell 10-20 people.

Smart managers encourage people to complain to the company and make it easy for them to do so because:

• Complainers are more likely than non-complainers to buy from the organization again - even if their problems aren't resolved.
• 54-70% of complainers remain loyal to organizations when complaints are well handled; 95% will do business again if problem is resolved quickly.
• Complainers whose problems are resolved tell five others about the good servi