It goes against all you were taught in business school and many of the books you've read and it's the key to turning customers into loyal customers. Not only will they faithfully return to you, they will become brand ambassadors who spread the word about your products and services far and wide. Fresh Customer Service proves that if you treat your employees with respect and kindness, if you motivate and equip them with the tools they need to do their job, and treat them like they are #1, they, in turn, will unleash a passion to serve your customers like they have never been treated before. Your employees will offer a world-class customer service experience to everyone who enters your place of business.Buy Now
15% of all profits from the book sales are given to a non profit organization. This year’s recipient is The Rural Organizing and Cultural Center, Inc. of Lexington, Mississippi. The contributions are used to fund their food and clothing program for under served children and adults in rural Mississippi.
Michael D. Brown is a sought-after speaker, Global management expert, and author of Fresh Passion: Get A Brand or Die A Generic, Fresh Customer Service®: Treat the Employee as #1 and the Customer as #2 and You Will Get Customers for Life and Fresh Passion Leadership: Become a Distinct, Branded Leader or Extinct Generic.
He has over eighteen years of experience helping companies and organizations including: US Army, US Marines, BP, Amoco, Capital One, Jason’s Deli, Murphy Oil, Omni Hotels, Houston Rockets, Wells Fargo, Marriott, Ford Foundation, and Hampton University - achieve results and has held numerous leadership positions at Fortune Global 100 Companies.
Michael is a leading authority on delivering fresh results. His expertise in revamping how companies provide world-class customer service and establish a market-leading brand has led him to assisting individuals in creating personal brands that allow them to achieve otherwise unattainable levels of personal and professional success. He is recognized for this best-in-class coaching strategy that yields consistent results and helping companies deliver double-digit growth to the top and bottom line. He holds an MBA in Global Management. Michael was ranked in the top 5% among high performing sales leaders and coaches in leading Global Fortune 500 companies.
Michael has motivated and helped thousands of entrepreneurs, military personnel, individuals, college students, graduates, small business owners, and entrepreneurs move from a stage of generic mediocrity to an exciting place where they become successful personal brands that yields exponential personal economic and professional success. His signature work Fresh Passion: Get a Brand or Die a Generic is the catalyst for helping individuals make the transformation and achieving world-class success.
Michael’s work has been featured in hundreds of publications and media outlets, including: Forbes, Georgia Public Radio, Business Week, NPR Radio, The Economic Times, Black Enterprise, Management Operations, Business Education Forum, Bits and Pieces of Leadership, Inside Business, The Managers Intelligence, Black Enterprise, and U.S. Business, Review.
The customer is number one is the mantra of good business, so why do so many feel like number two, or three? Author Michael Brown, drawing on his background as both a front-of-the-store employee as well as an MBA-trained and Fortune 100 consultant, says that the reason so many companies struggle with keeping the customer satisfied is that they are misplacing their efforts. By focusing on the needs of the customer, they are disempowering the employee, which can easily become a recipe for disaster.
For example, Brown documents an experience at a regional coffee bar. Although the line of customers snaked out the door and onto the sidewalk, one of the employees took time out to clean the front glass and dust the display shelves. When questioned, the well-meaning employee explained that company policy required them to clean every hour, regardless of how many customers were waiting for service. Instead of specifying an arbitrary clean-every-hour task, asserts Brown, this company would have been far better served to empower the frontline employees.
The young workers priorities were convoluted, he writes. She did not feel empowered to hold off on the cleaning, even though it was rush hour, nor did she understand the consequences her decision to clean rather than to serve had on the overall customer experience. Customer service became the casualty of a clean shelf. Using Smart Tasking, said company would have set priorities for each employee task, and fully explained the reasoning behind each. Employees must understand, Brown insists, how each task relates to the company s overall goal hopefully, to provide world-class customer service. Brown makes a compelling case for both customers and service employees everywhere: happy employees provide better service, and better service equals happy customers.
--Vicki Gervickas - ForeWord Magazine