Note: The following is the preface from my new book, Getting Service Right: Overcoming the Hidden Obstacles to Outstanding Customer Service. It's the second edition of a book called Service Failure: The Real Reasons Employees Struggle with Customer Service and What You Can Do About It.
The original book was published in 2012 and went out of print in 2016. It was my first as an author, and it provided valuable and unexpected customer service lessons that I've since applied to other books I've written, including The Service Culture Handbook and Customer Service Tip of the Week.
One lesson was the title itself.
I wrote the book to help customer service leaders solve a vexing challenge: helping their employees to consistently deliver outstanding service. I imagined a title like Service Failure would instantly resonate with those leaders, and to a large extent, it did. The book sold reasonably well over the four years it was in print and received many positive reviews.
Yet I overlooked something pretty big—my primary customer. Service Failure taught me that the most important customer for a business book is an influencer who shares the book with others. It might be someone who recommends the book to a colleague or uses it to start a book club at work. Or it could be a leader who buys multiple copies and hands them out to their team so everyone can read it and work on the concepts together.
I soon heard the same feedback again and again: "It's a great read, but there's no way I'm giving someone a book called Service Failure!"
The title that I thought was so catchy actually hurt sales! The experience reminded me that, in customer service, we can't fall too in love with our own ideas. We have to realize that our customers may view things differently, and we need to understand them as best as we can if we want to serve them successfully.
Which brings me to another lesson.
The original book was literally a service failure. It had a binding problem that caused the pages to fall out as soon as the reader got to page 12!
I discovered the issue when I received my author's copies from the publisher about six weeks before the official publication date. I quickly alerted my editor, but by then, defective books had already been shipped to retailers. The publisher reprinted the books it still had on hand but decided not to recall the books that had already been distributed. I distinctly remember my publisher saying, "Do you know how much that would cost?!" when he defended the decision not to be more proactive.
The publisher did agree to replace damaged books at no cost if readers contacted the publisher's customer service team directly, but that required the reader to be aware of the offer. So I shared the news as best as I could via my blog, through social media, and with friends and family. My mother-in-law was one of the first people to contact the publisher in an attempt to get a defective book replaced, and she promptly got the run-around from a misinformed customer service representative.
A reader might try to return the book to Amazon or Barnes & Noble, but there was a good chance the replacement book would also be defective. I once ordered ten copies of Service Failure from Amazon, and five out of ten were damaged. Amazon promptly sent a replacement order, and three of the five replacements were also defective! These types of repeated problems were a sad irony that made the service failure even worse.
The situation left me feeling powerless and angry. I know many people decided it just wasn't worth their time to fix the problem. Meanwhile, it was my name, not the publisher's, on the front of the book. I'm sure that created a negative impression for some readers, even though I had no control over the book's printing or distribution.
The experience helped me empathize with what frontline customer service employees go through every day. These employees usually aren't the ones who make defective products, fail to deliver services, or intentionally decide to skimp on quality in an effort to save money. Often under-empowered and under-appreciated, these professionals face their customers' anger and try to make amends.
Getting Service Right represents a second chance to get it right. The new title is more positive, the book-binding issue has been resolved, and I've added new research and insights I discovered after completing the first edition.
It's often said we never get a second chance to make a first impression. While that's true, we can try to recover from a service failure. And we can learn from each experience, so we can make a great first impression with the next customer we serve. So whether you read the original book and had the pages fall out, or you are discovering this book for the first time, I hope this edition is helpful to you.