The Customer Service Revolution audiobook cover - Overthrow Conventional Business, Inspire Employees, and Change the World

The Customer Service Revolution

Overthrow Conventional Business, Inspire Employees, and Change the World

John R. DiJulius III

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Marketing & Sales

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Mind Map

The Customer Service Revolution
Service Aptitude+
Feedback & Maintenance+
Communication & Cues+
Vision & Motivation+
Guidelines & Environment+

Quiz — Test Your Understanding

Question 1 of 6
According to the book, how do employees primarily acquire 'Service Aptitude'?
  • A. They are born with an innate sense of hospitality and empathy.
  • B. They develop it through previous life and work experiences.
  • C. They learn it by memorizing the company's mission statement.
  • D. They acquire it by analyzing customer satisfaction metrics.
Question 2 of 6
How does the author define an 'epiphany experience' for a customer?
  • A. When a customer receives a sudden, unexpected discount on a product they regularly buy.
  • B. When a company successfully resolves a major complaint, turning a negative experience into a positive one.
  • C. When a customer's need that they never knew existed is fulfilled by a new service or product.
  • D. When a customer finally understands the intricate technology behind a product they use.
Question 3 of 6
Why does the author argue against putting a standard 'Employees must wash hands' sign in a restaurant bathroom?
  • A. It acts as a negative cue that makes customers question the natural hygiene of the employees.
  • B. It violates the principle of keeping employee directives strictly 'off stage.'
  • C. It fails to provide clear, actionable steps for the employees to follow.
  • D. It takes up valuable space that could be used for promoting the company's vision statement.
Question 4 of 6
When creating a customer service vision statement, what purpose do the three 'supporting pillars' serve?
  • A. They outline the company's financial goals, marketing strategies, and operational logistics.
  • B. They define the service quality, the treatment of the customer, and the key to exceeding expectations.
  • C. They represent the three levels of management responsible for enforcing the vision.
  • D. They categorize customers into three distinct tiers based on their loyalty and spending habits.
Question 5 of 6
What is the primary purpose of providing employees with a 'never and always list'?
  • A. To track employee performance for monthly evaluations and potential retraining.
  • B. To ensure employees know precisely how to behave and respond consistently in customer interactions.
  • C. To give employees a script they must read verbatim when handling customer complaints.
  • D. To separate the duties of front-line employees from those who work behind the scenes.
Question 6 of 6
Why is it important for a business to clearly distinguish between being 'on stage' and 'off stage'?
  • A. So employees know when to act professionally for customers and when they can relax out of sight.
  • B. Because customers prefer to see the behind-the-scenes operations of a company.
  • C. To ensure that managers can secretly monitor employees during their break times.
  • D. Because different wage rates apply depending on where the employee is physically located.

The Customer Service Revolution — Full Chapter Overview

The Customer Service Revolution Summary & Overview

The Customer Service Revolution (2015) reveals the real secrets of brilliant customer service. These blinks provide a practical guide for taking your customer service to the next level, helping to create an extraordinary experience for your customers and forge an enthusiastic vision-driven workforce.

Who Should Listen to The Customer Service Revolution?

  • Managers who want to boost their team’s customer service
  • Employees looking to improve their people skills
  • Leaders curious about why customer service is so important

About the Author: John R. DiJulius III

John DiJulius is the founder and owner of John Robert’s Spa, one of the top 20 spa salons in America. He is also the president of The DiJulius Group, a customer service consulting group whose clients include successful companies like Starbucks, Lexus and Nestlé.

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