Enhanced descriptions from Syndetics:

This text offers guidelines on what it takes to deliver outstanding service. It presents over 50 explicit rules for delivery service quality and it argues that in order to gain competitive advantage in customer service, companies must focus on retaining customers. The book's findings are based on dozens of company examples and a decade of research.

Reviews provided by Syndetics

Library Journal Review

Schneider and Bowen, university professors of psychology and management, respectively, combine theories of human resources, marketing, and management in this practical, timely, how-to guide to competing successfully in service operations. They take a holistic approach to their discussion, presenting more than 50 "rules" of the service game that companies must address simultaneously in order to achieve success. These rules cover such areas as focusing on the needs of the customer; using state-of-the-art practices in hiring, training, and rewarding employees; and adopting a "service logic" throughout the organization. The rules that Schneider and Bowen have come up with are not new or innovative; the value of the book lies in their integration. The authors use many examples from real companies to illustrate these principles. Recommended for both lay readers and specialists.-Gary W. White, Pennsylvania State Univ., Harrisburg (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.

Publishers Weekly Review

Looking for competitive advantages, service businesses seek to provide ``seamless service'' to consumers, a goal often undermined by employee indifference and independence, reliance on outmoded industrial management policies and mindless bureaucracies, according to the authors. How can firms create effective service cultures and customer partnerships? Drawing on numerous case studies (the Disney parks, the Florida Marlins) and 53 guidelines, Schneider, professor of psychology at the Univ. of Maryland, and Bowen, associate professor of management at Arizona State, argue that companies must refocus their procedures to meet today's customer expectations, develop innovative organizational structures and train and motivate employees to forge ``an unbeatable combination across the organization's customer, boundary, and coordination tiers.'' A no-nonsense guide interspersed with tips for service firms. Illustrations. (Mar.) (c) Copyright PWxyz, LLC. All rights reserved

CHOICE Review

Schneider (Univ. of Maryland) and Bowen (Arizona State) see service management as requiring distinctly different skills from manufacturing management. Accordingly, they offer a total of 53 "rules of the game" for service management. The three tiers of a service organization are identified as coordination (management), boundary (customer contact), and the customers themselves. These three tiers form the organizational basis for the book. A major premise is that customers perceive the way an organization is managed, and it naturally follows that good service management is the key to success. Many case examples illustrate major points, and chapter notes provide a reasonable bibliography. Distinctive features are the focus on managing the total organization and the level of instructive detail provided. Most appropriate for corporate libraries in service organizations and graduate-level libraries supporting MBA programs. L. J. Cumbo; Emory and Henry College

Booklist Review

Service has often taken a backseat to manufacturing in the corporate environment and in its publications, but in recent years that emphasis has shifted--mainly because service will drive American business in the millennium. Up until now, books focusing on service have been tactical, suggesting a variety of different maneuvers and vehicles to distinguish a company, from employee training to creative promotions. Today, the combined wisdom of professors Schneider and Bowen leads to a wholly integrated service company, one that, by following the rules in their three tiers (customer, boundary, and coordinating), will realize world-class results. Although far too many rules and lists are created, somewhat obfuscating the main point, adherence to five generic commandments--e.g., treat customers as part of the company--will most probably yield a system similar to that outlined in more than 200 pages. But, of all the regulations, the best for readers to remember is that service companies must view employees as customers, too. --Barbara Jacobs