Zingerman's Guide to Giving Great Service

by Ari Weinzweig

Entrepreneurial phenomenon Ari Weinzweig, co-founder of the much-loved Zingerman's Deli, shares the secrets to providing world-class customer service. Zingerman's in Ann Arbor, Michigan, is a beloved deli with some of the most loyal clientele around. It has been praised for its products and service in media outlets far and wide, including the New York Times, Men's Journal, Inc. Magazine, Esquire, Atlantic Monthly, USA Today, and Fast Company. And what started out as a small deli has grown to a flourishing restaurant, catering service, bakery, mail-order operation, creamery, and training business.

Booming business and loyal customers are proof enough that the Zingerman's team knows a thing or two about customer service. Now in Zingerman's Guide to Giving Great Service, co-founder Ari Weinzweig shares the unique Zingerman method of treating customers, giving the reader step-by-step instructions on what to teach staff, how to train them, how to implement the training, how to measure their success, and finally, how to reward performance.

Some of Zingerman's time-tested

--Customers who get a great product but poor service won't be as loyal as those who are disappointed with a product but get great service.
--You'll get more complaints if people believe you care enough to listen to them. And that's a good thing.
--Employees who are rewarded, respected, and well cared for treat customers the same way.

Genres: Business, Nonfiction, Leadership, Buisness, Self Help, Reference, Management

144 pages, Kindle Edition

First published December 1, 2004

About the author

CO-FOUNDER, ZINGERMAN'S COMMUNITY OF BUSINESSES

In 1982, Ari Weinzweig, along with his partner Paul Saginaw, founded Zingerman’s Delicatessen with a $20,000 bank loan, a Russian History degree from the University of Michigan, 4 years of experience washing dishes, cooking and managing in restaurant kitchens and chutzpah from his hometown of Chicago. They opened the doors with 2 employees and a small selection of specialty foods and exceptional sandwiches.

Today, Zingerman’s Delicatessen is a nationally renowned food icon and the Zingerman’s Community of Businesses has grown to 10 businesses with over 750 employees and over $55 million in annual revenue. Aside from the Delicatessen, these businesses include Zingerman’s Bakehouse, Coffee Company, Creamery, Roadhouse, Mail Order, ZingTrain, Candy Manufactory, Cornman Farms and a Korean restaurant that is scheduled to open in 2016. No two businesses in the Zingerman’s Community of Businesses are alike but they all share the same Vision and Guiding Principles and deliver “The Zingerman’s Experience” with passion and commitment.

Besides being the Co-Founding Partner and being actively engaged in some aspect of the day-to-day operations and governance of nearly every business in the Zingerman’s Community, Ari Weinzweig is also a prolific writer. His most recent publications are the first 4 of his 6 book series Zingerman’s Guide to Good Leading Series: A Lapsed Anarchist’s Approach to Building a Great Business (Part 1), Being a Better Leader (Part 2), Managing Ourselves (Part 3) and the newly-released Part 4, The Power of Beliefs in Business. Earlier books include the Zingerman’s Guides to Giving Great Service, Better Bacon, Good Eating, Good Olive Oil, Good Vinegar and Good Parmigiano-Reggiano.

Ari regularly travels across the country (and world) on behalf of ZingTrain, teaching organizations and businesses about Zingerman’s approach to business. He is a sought-after Keynote speaker, having delivered keynotes for Inc. 500, Microsoft Expo Spring Conference, Great Game of Business Gathering of Games, Positive Business Conference at the University of Michigan Ross School of Business, American Society for Quality (ASQ), and the American Cheese Society. Most recently, Ari and Paul Saginaw were invited to address an audience of 50,000 for the University of Michigan 2015 Spring Commencement.

Reviews

[Lucas · Rating 4 out of 5]

The Zingerman's Approach to Great Service

1) We teach it. Without effective training, great service is just one more good idea that never really happens. We're relentless about our service training. The good news is that there's no reason others can't be just as dedicated. I'll guarantee that it's worth the effort - this stuff really works! When someone finishes our training, they actually know what we expect with regard to service. And - through our classes, seminars, and training materials - we've given them a series of very tangible tools with which to make it happen. The more we teach it, the more effectively we can - and do - live it.

2) We define it. Of course, in order to really teach service effectively, you have to actually define what it is that you're looking for. Treating service as a generic, if desirable, concept isn't going to help anyone improve the quality of their work. What helps is that we've given a clear definition of service - what refer to as a "recipe" - that works. Our approach isn't just a theory developed in a fancy think-tank somewhere; it's what we've been doing every day of every week for over two decades. I know it works because we use it with great success every day, and because I've seen others we've taught successfully adapt what we do to their own organizations, with a modicum of effort.

3) We live it. At the end of the day, this is what really counts. Every organization talks about the importance of service these days. We're hardly the only place in the country that teaches the subject, nor are we unique in giving it definition. I think that what sets us apart (and the many others who give great service out there) is that after defining it and teaching it, we actually devote enormous energy to walking our talk. Mind you, we never get it perfect. But we constantly work at it, perfecting the alignment between the way we teach it, the way we define it, and the way we live it.

4) We measure it. Service measurement provides the service world with the same sort of helpful data that financial statements provide you with for your money. Quite simply, measurement gives us a scorecard for service, a commonly shared language about how we're doing, where we're succeeding, and where we're falling short. It helps us differentiate between our personal experiences of service and what the data say actually happened over the course of an entire week or month.

5) We reward it. It's imperative that we effectively recognize and reward those in our organizations who go out and give great service. Both formal and informal reward systems will go a long way toward helping to build the service-oriented culture and the effective service delivery we're so committed to.

Zingerman's Mission Statement: "We share the Zingerman's experience selling food that makes you happy, giving service that makes you smile, in passionate pursuit of our mission, showing love and caring in all our actions to enrich as many lives as we possibly can."

It answers some basic but incredibly important questions that are easy to ignore in the day-to-day, but also ones that, when answered, make all of our work more meaningful and more effective: "What do we do?" "Who are we?" "Why are we here"" "For whom are we doing it?" The mission statement works like the North Star. No matter how lost or frustrated we may feel on any given day, it's always there, much like the North Star, to help give us a general sense of direction. We can always find it, even in the dark and even when we're feeling confused. On the other hand, we'll never actually "arrive at" a complete fulfillment of the mission statement. Like the North Star, it will still be way out front helping to guide us. It's a lifelong organizational path, not something that's measurable or time constrained. It offers us a broad sense of direction, but it doesn't tell us very clearly what it's going to look like when we get to where we're going. That's where vision comes in.

Vision As we use the term here, "vision" is a picture of what things are going to look like when we successfully arrive at where we're going and things are working really well. In other words, if you were sitting on a magic carpet floating up above your organization, maybe five years down the road, and you could see success, what would it look like? What would be happening? How big would the organization be? What would it be known for? What does the community say about it? What does the press say about you? How would people be dealing with each other inside the organization? Specifically, what would the service look like? How would it be special?

Why give great service?

1) Great service makes us something special.
2) Great service is sound marketing.
3) Good service keeps customers coming back.
4) It yields better bottom-line results.
5) It makes for a better place to work.
6) It helps you attract better people to work for you.
7) It's easier.
8) It's the right thing to do.

3 Steps to Great Service

Ingredients:
-An inspiring, strategically sound and clearly documented vision for great success
-Strong, service-oriented leadership
-Clear and well-communicated expectations
-Good training to share those expectations and to let people practice
-Giving staff the authorization to take action to make great service a reality
-Positive recognition and reward for great service-givers

Procedure:
1) Figure out what your customer wants
2) Get it for them accurately, politely, and enthusiastically
3) Go the extra mile for the customer

Examples of going the extra mile for a customer at Zingerman's:
-Giving a taste of a new item to a regular customer
-Sending an article to a client about their field of work
-Calling a customer back a few days after they received their order to follow up on the effectiveness of the work we did for them
-Adding a sample of something extra to an order
-Sending a handwritten "thank you" note or email to a customer
-Carrying a customer's bag to their car

Code Greens and Code Reds (look up online for free templates)
At Zingerman's we actually spread the responsibility for identifying successes throughout our entire organization. Toward that end, we've created what we call a "code Green." It's an easy-to-use, one-page form that allows anyone in the organization that hears a customer compliment - on service, product quality, or anything else - to document it.

I like the Code Green form a lot because:
-It helps recognize people in the organization who are doing graet work. Using the Code Green means that there's a quick and easy way for us to "share the wealth" when one of us hears a customer give a compliment on an everyday product or service.
-The forms get positive feedback to the people who actually produce what we sell. Although the people who work in positions with high customer interactivity may regularly hear compliments about our food, those who actually make it often go weeks, months, or even years without anyone letting them know how great their product is. You'd be amazed how much the smallest compliment can mean to some of these folks.
-It focuses attention on some of the many success stories that happen, literally almost every minute, in our work.
-It spreads the power of recognition throughout the organization. Code Greens aren't just for managers to fill out. Anyone who hears a compliment is expected to write one up, which means that each of us has the power to spread positive energy and become a respected leader in the company.
-The simple use of the form also helps to spread the practice - instead of just the theory - of empowerment throughout the organization. If you think that we aren't being positive enough in our leadership work, then simply grab a stack of these forms, pass them out to your peers, fill 'em out, and start making a positive difference.
-Sharing success stories is one of the best ways to teach service techniques. You can talk concepts until kingdom come, but some staff members just won't get it until you can give them a concrete, hands-on example of just what you're talking about. So share the stories and watch the success multiply.

Zingerman's 5 Steps to Handling Customer Complaints

Procedure:
1) Acknowledge the customer's complaint ("Wow," "Oh," or "Oh, wow!")
2) Sincerely apologize ("I'm sorry that...")
3) Take action to make things right for the guest ("What can I do to make this right for you?")
4) Thank the customer for complaining
5) Write it up (Code Reds)

Moments of truth. A "moment of truth" is the term that we use to describe those situations where there's no overt customer complaint to be dealt with, but where, for whatever reason, we're about to lose a customer. We call it a "moment of truth" because given the right set of perceptive eyes to spot the problem and some effective turnaround work, we can save the situation, often making a customer for life out of someone who was pretty much halfway out the door.

What's a moment of truth look like? Well, the signs are probably different in every business. Here, it might be a customer welking in the front door of the deli, looking around with a bit of a scowl because they don't see what they want, then turning and leaving without saying a thing. Often, we have what they're looking for, but our space is small and confusing, and much of what's available isn't very visible to the untrained customer. With that in mind, I've chased confused, first-time customers into the street to get them to come back inside.

How to Measure Service:
Track at least one item from each of the following three categories.
1) Directly measure customer response and satisfaction
-Mystery shopping
-Customer surveys
-Callbacks to customers
-Customer roundtables
-On-time deliveries
-Customer complaints
-Order accuracy
-Customer compliments
2) Monitor internal systems that lead to better service
-Consistently prechecking our outgoing orders
-Deliveries leaving our location on time (as opposed to those that actually arrive at the client's location on time)
-Consulting proposals sent out on time
-Ensuring a short response time to customer complaints
3) Recognize patterns that are indicators of past service success
-Repeat orders
-Repeat customers
-Sales per average customer per year
-Average order size
-Customer referrals
-Customer compliments

What do you do with service measurements once you have them?
-Review performance scores regularly so everyone knows how you're doing
-Use them to drive your decision-making on systems implementation, promotions, hiring, and others
-Tie bonus plans to service scores
-Run group games with group rewards to help give your staff the incentive to improve service quality
-Publish service ratings with the same regularity and seriousness that you would with your profit-and-loss statements

Rewarding Great Service
If you already have a program for doing this, keep going! If you don't have one yet, start soon. Effectively rewarding great service will work best when you use a combination of both informal recognition and more clearly defined games and bonus plans that are tied to service. There's no perfect formula. Some of the things we do at Zingerman's include:
-Publishing "X-tra Mile Files" each month in our staff newsletter, in order to recognize those in the organization who are going out of their way to do those little extra things to make our service exceptional. Winners get a special X-tra Mile T-shirt.
-Giving a "Green Machine" award each month to the staff member who writes up the most Code Greens
-Giving out monthly "Service Star Awards" to those who give great service day-in and day-out. Both the service provider and the person who nominated the winner get financial rewards.
-Publishing a couple of pages of "thank-yous and bravos" each month in the staff newsletter to help keep the appreciative spirit alive within the organization
-Running group games around our mystery shopping scores
-Tying bonuses to service measurements
-Handwritten thank-you note to a great service provider

5 Simple Hiring Tips for Service-Oriented Organizations
1) If an applicant doesn't smile during the interview, don't hire them.
2) Be sure that every job description and posting you put out mentions customer service.
3) Ask the applicant to describe some difficult service situations they've encountered, and to explain how they made the customer happy.
4) Role-play a customer complaint during the interview.
5) Ask service-oriented questions on your job application.

10 Easy Action Steps to Take to Improve Service in Your Organization
1) Review your recipe for great service and what it means in practical terms. Give concrete examples so that staffers are clear on what you're looking for.
2) Role-play - it works. It's goofy. It's fun. It gets the point across. Certify people for service positions, or qualify them through bonuses, with role playing. A guy I used to work with would always ask, "How can we be a great team if we never practice?" He had a good point. When does your team practice giving service? (If you've got a slow moment, practice service scenarios instead of discussing "How we screwed up.")
3) Tell service stories. The knowledge of things that staffers do to provide guests with great service needs to be shared. People like to hear stories. When someone does something great in the course of giving service, don't keep it a secret.
4) Model it. Remember, if you're in a leadership role of any sort, everyone looks at the way you handle difficult situations. You set the tone.
5) Ask your staffers if they know your recipe for service success. Just asking shows that you put a priority on service.
6) If you're in a leadership role in your organization, remember that part of the job is to serve the staff as well as the guests.
7) Address the issue of fairness. This seems to be a big hang-up for many folks when they deal with service. Acknowledging that it's an issue will help staff members give up their attachment to "fairness" more effectively.
8) Include your recipe for service success in interviewing, early training tests, orientation classes, and so on, so that new staff members are getting a clear and consistent message on the subject of service right off the bat.
9) Award and reward the great service people you work with.
10) Find a customer and do something special for them. Send them home with a smile and a fond memory of your service work.

[Julie · Rating 3 out of 5]

Attended a day of training from the 'ZingTrain' folks at my company and found the customer service philosophies very valuable. I was surprised that the training from a company that started as a small Detroit deli could hold ideas applicable across various industries.

[Hannah Lewis · Rating 5 out of 5]

This needs to be required reading for anyone going into the service industry. from baristas to librarians it's always good to hear from a service industry expert.

[Nicholas Strait · Rating 3 out of 5]

Decent if somewhat basic recommendations for improving customer service. Most applicable to food service industry, but some kernels of wisdom for any service-based profession.

[C · Rating 3 out of 5]

A decent guide to customer service, from a company known for it. It includes lessons in customer service learned first-hand in the food service industry, but applicable to any business that provides customer service. It's well-organized and an easy read, but it's brief and not very deep.

This summary of how Zingerman's does customer service appears towards the end of the book:

If our guests aren't happy, we're not happy. The customer is never an interruption in our day. We welcome feedback of all sorts. We constantly reevaluate our performance to better accommodate our customers. Our goal is to have our guests leave happy. Each of us takes full responsibility for making our guest's experience an enjoyable one before, during and after the sale.

Notes
3 steps to great service
1. Figure out what customer wants. Talk/write to them to find out. Listen to response, looking for unspoken details. Never assume.
2. Get it for them. Do it accurately, politely, enthusiastically.
3. Go the extra mile. Exceed expectations.

5 steps to handling complaints
1. Acknowledge complaint. Say, "Wow," "Oh, or, for big complaints, "Oh, wow!"
2. Sincerely apologize. No excuses, explanations, or sending them to colleague. Say, "I'm very sorry about that," "I'm so sorry that happened," or "I'm sorry you were so frustrated." If customer is truly interested in what went wrong, or how your business works, you can explain situation.
If customer is irate, you may need to repeat steps 1 and 2 until customer is done venting.
3. Take action to make things right. Say, "Wow. I'm really sorry. What can I do to make this right for you?"
4. Thank for complaining. They gave you opportunity to improve.
5. Write it up. Front-line person who handled complaint records it and recommends next steps to make it right.

To adjust a customer's unrealistic expectations, probe about desired outcomes, and ask if they've shopped around. To nudge away a customer with unrealistic expectations, suggest they'll be disappointed with you and you don't want that. Convince them that someone else will be better.

Be willing to break rules. Find a way to "just say yes!" to customer if at all possible.

Better service can lead to more complaints. The better your service, the more customers and staff will hold you to high standards.

Recognize patterns that are indicators of past service success, such as repeat orders, repeat customers, sales/customer/year, average order size, referrals, compliments.

Never say, "Anything else?" or "Is that all?" Instead ask, "What else can I get for you?"

Ask applicants to describe some different service situations and how they made customer happy. Role-play a customer complaint during interview.

[Barb Terpstra · Rating 4 out of 5]

I really enjoyed this little book on how to give great service (treat your customers like royalty). I'm sure that most, if not all, of us, know the right thing to do. The question is, do we always do it. Great customer service never goes out of style and it behooves us to pay attention to Winzweig's pithy advice. Educators especially, should pay attention to this book. In this age of competition for students to choose our schools, the customer service we provide, from the cleaners, assistants, secretaries, teachers and school leaders could make the difference in who chooses our schools.

If you know about servant leadership, the premises in this book won't be new to you. The question is, do you put the time and effort into teaching your staff just what great customer service is? Zingerman's begins with 5 tenants: Teach it; Define it; Live it; Measure it and Reward it. Although the actual definitions may vary, depending on your service organization (Zingerman's is about great food), implementing and training staff in these 5 tenants will impact how others view your organization.

Zingerman's mission statement complements the 5 tenants: We share the Zingerman's experience selling food that makes you happy, giving service that makes you smile, in passionate pursuit of our mission, showing love and caring in all our actions to enrich as many lives as we possibly can. Insert your school's name, and experience (instructing students, educating all students for success, etc), and the rest of the statement encapsulates nicely what good customer service looks like.

Zingerman's provides training in great customer service following these statements: 1) Figure out what your customer wants, 2)Get it for them accurately, politely and enthusiastically, and 3) Go the extra mile for the customer. Some of their tracking tools are available for free on their website: Zingtrain.com. Here you can download their Code Green (good customer service) and Code Red (bad customer service) documents. Zingerman's is very intentional about how they treat customer complaints. Their procedure is: 1) Acknowledge the customer's complaint, 2) Sincerely apologize, 3) Take action to make things right for the guest, 4) Thank the customer for complaining and 5) write it up.

These common sense, but intentional tools, along with the training that is provided to each and every employee in the organization, have created a culture that does indeed, treat customers like royalty. Zingerman's takes it a step further, pledging to treat each other as well as their treat their customers.

[Anya Pineapple · Rating 4 out of 5]

Note: I have a bias to this book since I work for this company. However I still enjoyed reading this. It's a quick, info heavy book on ways to improve service for any business and relates to the culture of people instead of a bullet point list of action steps. The language is simple and it reads well. Ari has an incredibly clear voice in all of his writing and you'll feel as if a friend is speaking to you instead of a CEO from a successful multi-platform food business. It's not a long read and it has some nice thought provoking points.

[Natalie · Rating 5 out of 5]

Yes! Let's all learn the 5 Steps to Handling Customer Complaints and the whole world will be a happier place.

[Sam Hughes · Rating 5 out of 5]

I thoroughly enjoyed Zingerman’s Guide to Giving Great Service… In my opinion, this is the perfect size for a book that delves out advice for bettering one’s business. Split up into 4 parts, author Ari Weinzweig walks readers through the process of creating and delivering excellent service to retain good customers, combat angry customers, and be a better service offering to the general public. This guide to providing and giving excellent service comes complete with listed steps and guides on crucial knowledge, such as handling customer complaints and ways to measure service metrics to manage future sales practices.

The illustrations and funky font styles help to break up the monotonous dialogue and keep your reading experience fun. Some of my top takeaways from this novel are to remain calm and supportive around customers, no matter their temperament, but especially if the transactional experience gets tense. I myself don’t work on the frontlines of a sales role, but I could do with calming my own temperament and reactions when communicating with partners because the customer IS ALWAYS RIGHT. Am I right?

[Mariah Oleszkowicz · Rating 4 out of 5]

Great read on customer service. As an employee in a small business that is trying to implement these principles, I enjoyed this book. I like the empowerment that comes with being given the authority to make things right for a customer. It makes me feel empowered in other areas too - that I am not just an employee but a stakeholder in the success of the business. An area I need to work on: listening to the immediate needs/concerns of a customer. When I go above the customer's expectation, it makes me feel good too. I like making our customers happy.

[Shira · Rating 5 out of 5]

I like to tell everyone that being a restaurant server was the job that prepared me most for being an attorney. The truth is that all service professions rely on a certain mindset and the skills described in Zingerman's Guide to Giving Great Service - a curriculum to which I was introduced in my work-study law library position during law school in Ann Arbor (the home of Zingerman's!) I was so appreciative that my own law library recognized this concept and overlap among service professions, and now recommend Zingerman's / ZingTrain regularly!

[Stephanie Ebert · Rating 5 out of 5]

Although this book is written from the perspective of a good and retail service industry, the insights all apply to the professional services setting as well. Nothing in the book is earth-shattering, but every piece is a great reminder of the things we should all be doing in our customer interactions each day, but often take for granted. I attended a ZingTrain seminar and will be a regular ZCOB customer indefinitely. Ari and his team have really created something special here in Ann Arbor.

[Alison · Rating 5 out of 5]

Zingerman’s deli in Ann Arbor, was walking distance from where I lived twenty years ago, so this book caught my eye. I decided to listen to it first as an audio book, and am soon going to read the print version. Ari Weinzweig’s content, and his friendly voice, inspired me to listen to the audio twice. I will very likely re-listen to parts of it a third and fourth time, and maybe more, as well. Anyone who cares about customer service could greatly benefit from this extraordinary guide!

[Ellen Daniel · Rating 4 out of 5]

Relevant to folks in all walks of life who interact with other human beings. The text is directed toward success in business but it left me thinking. How could we change the world if we adopted these principles in our everyday lives and in our relationships with loved ones. A quick and worthwhile read.

[Anatoly Kaverin · Rating 5 out of 5]

Short and straight to the point. The book is focused on defining the great service and shares the strategies and practices used in real life. Most of the stuff is amazingly simple, buy why we have so many poor service providers? (hint: answer can be found in the book).
I was fascinated by the custom named sandwich story.

[D L Kusky Services · Rating 5 out of 5]

Phenomenal and applicable to all industries. Giving great service is a lifestyle skill that leads you to success no matter what your occupation. Seeing everyone as your "customer" and being sure to give them great service is transformative. Also the steps to handling a customer complaint are tried, true, and life-saving.

[Danielle Josephine · Rating 5 out of 5]

As a long-time fan of Zingerman’s I was happy to pick up this sweet little read. It’s one of those “small but mighty” books with a plethora of great discussion on what it means to provide the best service and best experience for your customers, clients, patients, families…whoever you provide service to. This is for everyone from the one person startup or the CEO of a large corporation.

[Anne · Rating 5 out of 5]

Short, actionable and packed with examples of how to implement great customer service in any organization. I especially appreciate all the free resources available in the book and on the ZingTrain website including the forms discussed in the book for reporting problems and identifying great service. Wonderful and clear blueprint for helping your staff understand how great service happens.

[D · Rating 4 out of 5]

A little hard to rate this kind of book on the same scale as, say, the Count of Monte Christo, but I felt like it did a really good job explaining the basics of service. I’m not sure I’d exactly be able to go out and run a service company, but I’d at least have a good start!

[Savannah Young · Rating 5 out of 5]

📢 everyone should read this book! 📢

In simple and easy to replicate steps, Zingerman demonstrates how to effectively implement hospitality and excellent service through your organization through solid leadership and clear expectations. I’ll be chewing on this one for a minute.

[Katya · Rating 1 out of 5]

Странный осадок после прочтения. Я пишу читательский дневник и, как правило, исписываю страницы с идеями и интересными абзацами, но не в этот раз. Не нашла ничего интересного вообще!

[Karen · Rating 5 out of 5]

Everyone should read this quick, entertaining little book that reminds us how to treat each other. After all, aren't we all really in customer service? Thanks for raising the bar, Zingerman's!

[Janet Schalk · Rating 3 out of 5]

Good, accessible, fun guide to customer service - initially learned about this while doing server training. Can be applied to just about any service job.

[Kristi Jones]

Very informative and as a lifetime CSR I loved it!

[Elizabeth "Betsy" Ellis · Rating 5 out of 5]

A great business book that not only outlines the reasons why great service is a metric that should be considered but also how to implement ways to improve and monitor it.

[Dan · Rating 5 out of 5]

I would like to re-read this book next year. There are a lot of useful ideas when dealing with team management.

[Aubrey Sochacki · Rating 4 out of 5]

I read this for work; it is a great service training guide. I suggest all managers in the service industry read this and train their staff on it.

[Robin Leach · Rating 5 out of 5]

Giving is the way to go. We send them smiling.

Good listen.

[Alexandra · Rating 3 out of 5]

This was decent. Some of the tips and tricks definitely do not apply to Relais Chateau standards.

[Janice Cook · Rating 4 out of 5]

Made me miss working in retail a bit. Lots of food for thought to transfer to other types of businesses.