One simple illustration Gitomer uses in his public presentations tells you a lot about his approach to customer service and business building. He talks about how he's greeted at the numerous hotels he checks into each year. Normally, it goes something like this, "Checking in?" (To which the bald Gitomer is tempted to respond, "NO, I'm here for my hair transplant.") He appropriately argues that the front counter clerk could just as easily say, "You look like you could use a nice, comfortable room. We've been waiting for your arrival. Welcome!" How much more effort would that take, argues Gitomer? None, it just takes a little bit of creativity and paying attention. He's right and we all know it. Clear, concise, easy to read, easy to think about and inspiring to make happen in your company. I can't recommend the book enough. I give away more copies of this book than any other and I give away lots of books. Just don't give it to your competitor!


It's too bad more businesses haven't read this.   February 7, 2002
 41 out of 46 found this review helpful

If my book was kidnapped and held in Afganistan for 10,000 bucks ransom, if it was the only copy left in the world, I'd rescue it.

By chapter 5, I had saved a huge sale from going sour. This book has done some amazing things for my company's sales. Not just the book, but some effort on my part. Very little effort.

The principles in this book are so easy to put into immediate action, you'll wonder why you haven't
thought about this stuff already. Even if you've stayed in Ritz Carltons and shopped in upscale
stores, you'll never completely learn what makes it all come together. This book sheds some light on service.

This book was extremely enjoyable to read, but the real enjoyment comes after youre done reading
and you put this stuff into action. Seeing the smiles on customers faces, hearing their amazement
on the phone when you just try a little harder. Spend just a few minutes extra.

The things in this book cost little or no money, and even if they do cost money, you'll want to do them anyway.
Performing the principles in this book has become a hobby. It's fun, it changes the way you look at work.
At times I want to screw up orders, just to fix them! I can't beleive the attitude overhaul I've gained from this book.

I've bought this book for all the business owners in my family and now we all get together and try to
blow each other away by how we are creating memorable service. You'll want to knock their socks off, even if
you have no desire to do it before you read this book, you will after, or even half way though.


Not close enough to the customer   July 31, 2002
 32 out of 56 found this review helpful

People who are managing customer service at the money end - the customers - will get some value by interpreting Jeffrey Gitomer's work through their own experience. Unfortunately the author fights shy of some big realities, namely:

* Your organisation, and not your competitors, can be responsible for placing the biggest obstacles between your service team and the customers. Oftentimes your job as a customer-centred manager is to work out ways around these - without getting fired.

* The fact is that for each 200 customers you help you will come across at least one active psychotic (honestly I'm not overstating this), never mind the congenitally rude or the customer that had a blazing row with their spouse 20 seconds before walking in. Gitomer's book won't help you sell to these customers. (Of course its your job to make sure you don't HIRE the psychotics if you can help it).

* More importantly for the manager, Gitomer won't tell you how to ensure that your staff don't [pick] up a bad attitude from their one mad/angry etc customer and spit it out on the next one.
You've got to keep everyone focused on each customer and their needs as they are. That's not as easy as it sounds. I used to allow staff a 'time-out'if they'd been verbally abused to give them a chance to calm down. At this point you can remind them that the previous 199 people they helped were actually pretty decent.

* Most people working customer service are on such low pay that they often come to work with money worries on their minds. If you can do anything at all to make work conditions a bit better -clean staff rooms and toilets, coffee machines that work etc - do it. Be as attentive to your staff as you are to your customers...

* Gitomer is right about one thing especially. You can't too often reinforce the message 'treat others as you would like to be treated.' Again its in the hiring - hire for empathy...


My Pick for Best Customer Service Book   February 15, 2006
 22 out of 24 found this review helpful

I should state that my approach to customer service is unique in that I teach IT Profesionals how to provide better service to the users they support. However, this book is my most recommended resource on customer service for these, and any other, individuals.

Jeffrey does a phenomenal job of waking you up and getting to the point. Great book!


Customer Service 101, but how about the hard questions   May 6, 2005
 18 out of 19 found this review helpful

This is a nice and basic book about customer service. It's the type of book to carry around and read and refresh. I'm glad I bought it and frequently re-read it. His basic principles are not surprising, provide excellent service, anticipate needs, but his execution is impressive. My only criticism is that he does not address some of the tough issues and problems.

1. Many use the 80/20 rule, the best 20% of your customers provide 80% of your business. But Gitomer says everyone gets treated great, presumably on a first come first serve basis.
Treat everyone like your grandmother Gitomer reasons. But what do you say to the staff person who spent 2 hours servicing an older woman on a small account and neglects her other work.
2. He suggests customer service is critical, and says customer value it highly in surveys. Yet many of us are irritated when we cannot get good free technical service on software or hardware. However, the trend has been to reduce free service, and charge for this. Are all the companies who are in business wrong, or do people say one thing and buy based upon another- touting the virtues of customer service in surveys but buying based upon price (which means services must be limited).
3. As soneone else noted, he does not talk about the difficult customer. In my business to improve morale, I tell my staff they can recommend that a prospective new customer be rejected if looks difficult. Catering to difficult, overbearing people is the way to waste time and lose money.
Determining which customers are reasonable and eliminating the bad apples is something the book should address.

In short, buy the book, read and re-read it, but recognize its limitations, and let's hope Gitomer writes an advanced course.