Chapter Four: Truth Number 4: You Must Manage Your Customers

“Said differently, customers don't just consume service; they also participate in creating it. And they're not always good at their job.

Here's one way to think about it: if you run a service business, then your customers "work" for you in many of the same ways that your employees do. But these aren't your average employees. They're erratic, unskilled, and entitled. Their interests and your interests regularly diverge. Employees are contractually bound to work on behalf of the firm, but customers operate under no such constraints. Customers are looking out for number one, as they have every right to do.

Chapter 3: Truth Number 3: It’s Not Your Employees’ Fault

If your company delivers disappointing service on a consistent basis, or even excellent service but only in fits and starts, it's not because you've somehow managed to hire an entire company of people who just don't get it. The problem is much more likely to be that you've built a service model for phantom employees you wish you had — but actually don’t.

Chapter Four: Truth Number 4: You Must Manage Your Customers

“Said differently, customers don't just consume service; they also participate in creating it. And they're not always good at their job.

Here's one way to think about it: if you run a service business, then your customers "work" for you in many of the same ways that your employees do. But these aren't your average employees. They're erratic, unskilled, and entitled. Their interests and your interests regularly diverge. Employees are contractually bound to work on behalf of the firm, but customers operate under no such constraints. Customers are looking out for number one, as they have every right to do.