Stop coping with customer demand for service, which simply increases customers’ frustration; instead, challenge customer demand for service so that, ideally, everything works perfectly, eliminating defects and confusion so that there is no need at all for customers, or even prospective customers, to contact the company for information or for help.

While challenging demand for service and eliminating what we call “dumb contacts”, companies will need to put into place self service that works and to become more proactive to prevent contacts from hitting their customer service centres. This is what we call “The Best Service Is No Service”. To achieve “Best Service” will take a sea change in behaviours, processes, and metrics, but the returns are well worth it: more satisfied customers, reduced operating costs leading to higher profits, and happier employees.

The phrases “The Best Service is No Service”, “failure demand” and “stopping dumb things” have already gone into the vernacular of many UK companies. In the book, there is an extensive examination of the underlying principles behind challenging demand and removing the need for service. With many detailed examples, executives who have read the drafts have been struck by the simplicity and effectiveness of the approach which, once read, cannot be ignored.


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