Customer Culture : How FedEx and Other Great Companies Put the Customer First Every Day
Everyone talks about creating a "customer-centered culture." In CustomerCulture: How FedEx and Other Great Companies Put Their Customer First Every Day, the executive who pioneered FedExOs legendary customer culture shows exactly how to go beyond talk and make it happen N for real! Drawing on lessons learned at FedEx, Michael Basch identifies key cultural obstacles and leadership failures that dilute customer focus, and demonstrates exactly how to build systems and structures that help good people deliver outstanding service.
- Hardback | 304 pages
- 160.5 x 237 x 25.9mm | 657.18g
- 11 Jun 2002
- Pearson Education (US)
- FINANCIAL TIMES PRENTICE HALL
- Upper Saddle River, United States
Table of contents
Foreword. Introduction. PART 1. THE THEORY. 1. America, You Have a New Airline and...A New Standard of Service. 2. Systems Drive People. A UPS Systems Example: Reducing Transaction Costsu. Another UPS Example: An Elegant Solution to Reduce Mis-sorts. A Federal Express Example: On-time Departure.3. Vision. The First Need of People Is to Have Their Physical Needs Met. Stage Two Is Meeting Informational Needs. Stage Three Is Meeting Emotional Needs. Stage Four Is Spiritual Needs.4. Values as Words Versus Values as Actions. 5. Goals. 6. Relevance. You Get What You Recognize. Invention of the EAGLE Card. Legendary Stories Encourage Legendary Behaviors.7. You Can't Manage or Innovate What You Can't Measure. A Good Example Where Feedback Has Been Lost Is the U.S. Healthcare System.8. Extraordinary Service Is Delivered by its Creators. PART 2. THE APPLICATION. 9. The Phoenix Dog Piss Theory. 10. Big Companies Are Like Big Ships-Slow to Move and Slow to Change. 11. Systemize the Routine; Humanize the Exception. You Can Turn Angry Customers into Raving Fans Simply by Solving Their Problems.12. The Single Egg Organization. The Single Egg Organization. Federal Express Creates FedEx Services. Larson-Juhl Combines Sales and Service Locally. Bell Sports Sets Up Separate Companies.13. The Hierarchy of Horrors. 14. The Seven Dynamics of Change. Dynamics of Change Exercise. How to Deal with the Dynamics of Change. The Two Ingredients to Innovative Success. What Is the Process and How Is It Compatible with Systems Thinking? Reducing the Workforce. The Hudson River Runway.PART 3. THE RESULTS. 15. The Paddi Lund Story. The Courtesy System.16. Anatomy of a Start-Up: Innovation in Action. 17. Anatomy of a Turnaround: Customer Culture in Transition. Appendix A. The Vision of the Ideal at a Federal Express Station. The Federal Express Station: An Ideal. The Ideal Station. Postscript.Appendix B. The UPS Philosophy As Stated by Its Founder. Quotes. Determined Men.Index.
About Michael D. Basch
MICHAEL BASCH was a founding officer of FedEx, where he spent 10 years as Senior Vice President. He was part of the explosively creative management team that took Fed Ex from 0 to $1 billion, as it built a company cited by Fortune as one of the decade's most well-managed companies. Basch led the teams that invented Fedex's bar code tracing system, built its SuperHub, and founded the FedEx Logistics Division. Before joining FedEx, Basch spent eight years with UPS in Sales, Personnel, Operations, and Industrial Engineering. After leaving FedEx, he founded and served as President of Service Impact, a firm specializing in advancing the art, science, and practice of leadership. He is currently Chief Information Officer at Enalasys Corporation, a company based in Calexico, CA that develops advanced energy management system solutions that enable governments and utilities to manage energy usage in homes and small businesses.