Mike Basch's part in the history of corporate America is extraordinary.
He has been involved in big, exciting corporate businesses like UPS and Federal Express that deal annually with customers in the millions. Looking back, Mike's role and principle responsibility in these legendary businesses has been to create a strong CustomerCulture, although it was not called that at the time, which has been integral to the long-term success and dominance of these companies in their respective industries.
Systems engineering, sales, customer service, corporate mission statements…they are all part of the mix of any modern day business, but only Mike sees clearly the relationship between these issues, a true CustomerCulture and the incredible company success of which corporate legends are made.
In contrast, I have a humble enterprise in a working-class suburb in Australia. It's flattering that Mike would ask me to write this forward and would feature my business as a prominent example of his principles in action. Perhaps I should briefly explain why.
Much has been said about me and my little dental business over the years, Mike being the keenest proponent. My business is successful and makes me more money than I can easily spend. I work three short days a week, and I love every minute I'm at the office—which is unusual given my profession.
My business is very small by most standards. Long ago I locked my front door and fired most of my customers, which is probably why I'm considered a little “crazy.” I now have around 750 clients, in contrast to Mike's millions. Over time we have learned to treat our customers very well. Indeed, that is the sole reason we generate income so efficiently.
I first met Mike when he visited my business a few years ago. He impressed me with his honesty and friendliness, as well as his depth of knowledge about business in general and customer service in particular.
Most people are intrigued with the sensational side of my story, but Mike better than anyone else has looked past that to study my business deeply. He identified clearly the process that led us to create the experience my customers now enjoy that brings them back time and again, and attracts their friends, family, and colleagues.
It is telling about Mike's insight and skills that he has managed to distill the essence of not just the customer-service ideas of my small business, but those of medium- and large-sized business as well. And I think you'll find his process for building that into a pervasive CustomerCulture to be quite exciting.
Unfortunately, I can't quite claim that I deliberately set out to create exactly what we achieved. My motivations were far simpler—I simply wanted customers to give me money more easily. Customer Service. That must be the answer, otherwise why would people want to come see a dentist. Perhaps you've experienced the same rationale?
Like most people, I must admit to doing only what seemed obvious at the time. I didn't have a process to follow, or a plan to reveal the path before me. But somewhere along the way, and after many years and many blind alleys, our customer service focus became a strong CustomerCulture. It's now instilled in all of our people and all that we do. I only wish I'd met Mike sooner!
In hindsight, I can see now that the central principles of great customer service are simple: Work out what it takes to make customers happy, implement systems to provide this happiness, show the team how it is to their advantage to follow the system, and continually measure and track your team's performance as you evolve to higher and higher levels of customer loyalty.
As you'll see in a little while, Mike identifies the steps in this process as Vision, Values, Goals, Relevance, Action, and Feedback. It seems so simple now! Unfortunately, the devil is in the detail, but Mike will hold your hand along the way, drawing on his vast experience with a broad range of ideas and theories.
My favorite is “The Phoenix Dog-Piss Theory” in Chapter 9. I must confess to being thoroughly delighted with this management gem. So much so that I decided to propound my own “Two Kangaroos Loose on the Barbie Hypothesis,” which I think would be a great addition to Mike's next book.
Theories aside, deep down we all know how customers want to be treated…because we are all customers ourselves. We have all experienced the same problems that our own customers face, and we have taken our custom away from places where we did not feel welcomed.
You innately understand how creating a culture of treating customers exceptionally well can be a very effective way to grow businesses, create new markets, and dominate industries. Within the pages of this book lie the answers to many of the problems you'll face in doing just that.
Mike is a warm, caring human being, but also a savvy management mastermind with an eye for sifting the valuable diamonds from the otherwise functional bits of coal. Join him as he recounts his journey through corporate American history.
What you're about to learn could very well change your approach to work, and certainly has the capacity to transform your organization.
Dr. Paddi Lund, BDS, FRACDS
Patrick Lund's Dental Happiness