<DIV>Most companies treat service as a low-priority business operation, keeping it out of the spotlight until a customer complains. Then service gets to make a brief appearance ? for as long as it takes to calm the customer down and fix whatever foul-up jeopardized the relationship.<BR><BR>In <I>Uncommon Service</I>, Frances Frei and Anne Morriss show how, in a volatile economy where the old rules of strategic advantage no longer hold true, service must become a competitive weapon, not a damage-control function. That means weaving service tightly into every core decision your company makes.<br><BR>The authors reveal a transformed view of service, presenting an operating model built on tough choices organizations must make:<BR><BR>? <B>How do customers define ?excellence” in your offering?</B> Is it convenience? Friendliness? Flexible choices? Price?<BR><BR>? <B>How will you get paid for that excellence?</B> Will you charge customers more? Get them to handle more service tasks themselves?<BR><br>? <B>How will you empower your employees to deliver excellence?</B> What will your recruiting, selection, training, and job design practices look like? What about your organizational culture?<BR><br>? <B>How will you get your customers to behave?</B> For example, what do you need to do to get them to treat your employees with respect? Do you need to make it easier for them to use new technology?<BR><BR>Practical and engaging, <I>Uncommon Service</I> makes a powerful case for a new and systematic approach to service as a means of boosting productivity, profitability, and competitive advantage.</DIV>