The Customer Service Solution: Managing Emotions, Trust, and Control to Win Your Customer's Business

The Customer Service Solution: Managing Emotions, Trust, and Control to Win Your Customer's Business

Sriram Dasu

Language: English

Pages: 288

ISBN: 0071809937

Format: PDF / Kindle (mobi) / ePub

Understand Consumer Psychology to Drive Profits and Growth

Want to know exactly what’s driving your customer's behavior?

The Customer Service Solution explains how consumers perceive services and shows you how to enhance the customer experience--every time.

In this economic climate, the customer service experience is more critical than ever. Most leading service firms advocate the TLC mantra: Think Like a Customer. That's a good practice, but first you have to understand what your customer is thinking and feeling. Today's business leaders cannot afford to neglect the psychological principles that govern customer satisfaction and long-term loyalty.

What are the factors that really determine customer satisfaction? Two of the nation's leading authorities on service psychology, Sriram Dasu and Richard Chase, have written this groundbreaking guide that identifies and demystifies the psychological triggers behind customer behavior. You'll go where customer satisfaction surveys, mystery shoppers, and focus groups can't--and learn exactly why customers respond and behave the way they do.

With findings drawn from behavioral science research, this book provides all the tools you need to evaluate your current service platforms and design future strategies to enhance customer perceptions positively and drive your sales.

The Customer Service Solution illustrates why even companies with high levels of satisfaction are missing tremendous opportunities by neglecting the emotional elements that govern consumer interactions.

This book will show you how to:

  • Shape and manage customer perceptions
  • Understand implicit versus explicit outcomes
  • Develop the roles of control and choice among buyers
  • Design emotionally intelligent processes
  • Build trust among customers

Whatever your business may be--healthcare, hospitality, financial services, e-commerce, and more--this book is an essential tool to help you increase profits by leveraging your company's customer experience.


"Harnessing the power of emotions will help to drive an exceptional customer experience creating customers for life to help your business thrive. Finally, a guide to help us better understand how to do this." -- James Merlino, MD, Chief Experience Officer, Cleveland Clinic

"Required reading for anyone designing a service encounter." -- James Heskett, Professor Emeritus, Harvard Business School, coauthor of The Service Profit Chain and Service Future

"I have always known that our customers shop with us because they want to, not because they have to. How to make them want to is the secret that this great book unlocks." -- Kevin Davis, President and CEO, Bristol Farms

"[Dasu and Chase] share easy-to-understand ideas and guidance to operations managers who typically do not think about the psychology of customers in designing their services." -- Mary Jo Bitner, PhD, Professor and Executive Director, Center for Services Leadership, W. P. Carey School, Arizona State University

"Dasu and Chase provide an excellent set of ideas for delivering emotional customer service experiences through systems and operations." -- Rodolfo Medina, Vice President, Marketing & Commercial, Rock in Rio

"This book provides valuable insights to managing and molding the customer's emotional journey, leading to ultimate satisfaction and sustainable loyalty." -- Ali V. Kasikci, Regional Managing Director, Orient-Express

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implication for services is, “Don’t rearrange things too often.” Make service interactions consistent. (Unless of course, the current process is broken, in which case you want to change the drill, scenery, etc.) Examples of businesses that successfully use the overlap principle include Starbucks, Olive Garden, and Ikea. In short, developments in social science that we identify in this book provide managers with a tremendous opportunity to push their service experiences to the next level of

when they’re working, because happy employees tend to be helpful to customers and company management. They are more likely to creatively solve problems than to impatiently watch the clock. All told, customers and employees who interact while they’re in a good mood greatly increase the chances of duplicating desirable behaviors; they are likely to follow instructions, evaluate situations, and wait for outcomes. Emotions Are the Outcomes of the Experience Although satisfaction is frequently the

recorded in real-time on a visual analogue scale with ends denoted as “no pain” and “extreme pain.” The procedure lasted 8 min for Patient A and 24 min for Patient B. Highs and Lows In addition to the ending, the high points and the low points of an experience also have a disproportionately large impact on our overall assessment. The impact of the highs and lows is more obvious than that of the ending. That roller coaster ride was especially intense, and within it, there was the hesitation at

experience seem longer and may add value to it as well. For example, during a Mediterranean Sea cruise, the ship’s first officer might announce that, “You have just sailed past the third country on your one-week cruise from Naples.” In case the service encounter is not sufficiently high value, then augmenting the length of the interaction may mean that you have to introduce value-added activities during the wait. The Usual Grind Conferring with the waiter at a fancy restaurant, our friend

proficient” and croupiers to subtly keep the game moving along contributes to a feeling that “the house is lucky.” Provide Reasonable Explanations Explanations impart a feeling of mastery over one’s domain and give customers something they can work with at each phase. For example, the best-managed call centers provide an explanation for every action before the conversation goes quiet while the agent looks up information or enters data. Apologize or Compensate Failures are the result of task

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