Preface |
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vii | |
Acknowledgments |
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xiii | |
Chapter 1: The Final Frontier |
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1 | |
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Harley-Davidson's Journey |
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4 | |
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Differentiating Yourself Through Behavior |
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6 | |
Chapter 2: We Will Assimilate You |
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12 | |
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The Entropic Action of Markets |
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13 | |
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The Dynamics of Differentiation |
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15 | |
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The Nine Domains of Differentiation |
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18 | |
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18 | |
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20 | |
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3. Product Market Segmentation |
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22 | |
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4. Customer Service/After-Sales Service |
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23 | |
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25 | |
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26 | |
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27 | |
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28 | |
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29 | |
Chapter 3: You Are How You Behave |
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33 | |
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36 | |
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Gaining GroundPositive Behavioral Differentiation |
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38 | |
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Losing GroundNegative Behavioral Differentiation |
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47 | |
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Why Positive Differentiating Behaviors Are Difficult to Imitate |
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53 | |
Chapter 4: The Four Ways to Create Behavioral Differentiation |
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57 | |
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The Four Types of Behavioral Differentiation |
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58 | |
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Operational Behavioral Differentiation: Setting a New Standard |
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60 | |
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Positive Operational Behaviors |
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61 | |
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Normal or Expected Server Behaviors |
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64 | |
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Negatively Differentiating Server Behaviors |
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64 | |
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Positively Differentiating Server Behaviors |
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64 | |
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Negative Operational Behaviors |
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67 | |
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Interpersonal Behavioral Differentiation: Showing That You Care |
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70 | |
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Exceptional Behavioral Differentiation: Breaking the Rules |
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81 | |
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Positive Exceptional Behaviors |
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81 | |
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Negative Exceptional Behaviors |
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83 | |
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Symbolic Behavioral Differentiation: Walking the Talk |
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84 | |
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Positive Symbolic Behaviors |
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87 | |
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Negative Symbolic Behaviors |
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88 | |
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The Relationships Among the Types of Behavioral Differentiators |
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91 | |
Chapter 5: The Gold Standards in Behavioral Differentiation |
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95 | |
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Ritz-Carlton's Gold Standards |
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99 | |
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102 | |
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Employee Orientation and Continuing Education |
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102 | |
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104 | |
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Purpose Over Functionand the Authority to Resolve Problems |
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105 | |
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The Management of Measurement |
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107 | |
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Tom's and Shane's Trip from Hell |
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109 | |
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The World's Most Customer-Centric Company |
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119 | |
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How EMC Differentiates Itself |
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120 | |
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EMC's Unique Services Model |
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121 | |
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Customer Service as an Investment |
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122 | |
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Rapid Escalation of Problems |
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122 | |
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Global Service Deployment |
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122 | |
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123 | |
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Guilty Until Proven Innocent |
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124 | |
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Change Control Without a Hitch |
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125 | |
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Measuring Customer Satisfaction |
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126 | |
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Helping Save Customers' Businesses After 9/11 |
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127 | |
Chapter 6: Random Acts of Kindness |
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132 | |
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134 | |
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The Bell Curve of Interpersonal Behavior |
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138 | |
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Chainsaw Al and the Queen of Mean |
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142 | |
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Other Examples of Negative Behavioral Differentiation |
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145 | |
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147 | |
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151 | |
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The Best Damn Ship in the Navy |
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155 | |
Chapter 7: Exceptional Values |
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167 | |
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168 | |
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168 | |
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Preparing for the Olympic Games |
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169 | |
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Getting Mutzy into Australia |
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169 | |
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The Value of Medarbetarskap |
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171 | |
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Suits and Servant Leadership |
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177 | |
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Behavioral Differences at Men's Wearhouse |
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179 | |
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181 | |
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Emotional Intelligence in Action |
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183 | |
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Representing the Customer |
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187 | |
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Exceptional BD at Men's Wearhouse |
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188 | |
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Why Doesn't Everybody Do It? |
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189 | |
Chapter 8: Living the Promise |
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193 | |
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GAT's Competitive Challenges |
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194 | |
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The Consultant from Houston |
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195 | |
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196 | |
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197 | |
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199 | |
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204 | |
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The Power of Symbolic Behaviors |
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205 | |
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Harley-Davidson and the Experience Business |
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206 | |
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Walking the Talk with God |
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210 | |
Chapter 9: The Engines That Drive Behavioral Differentiation |
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220 | |
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224 | |
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231 | |
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237 | |
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The Drivers of Negative Behavioral Differentiation |
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244 | |
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245 | |
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248 | |
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248 | |
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Institutional Schizophrenia |
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249 | |
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Institutional Scapegoating |
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250 | |
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Our Expectations of Managers |
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252 | |
Chapter 10: Why Southwest Airlines Soars: B2C Behavioral Differentiation |
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262 | |
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The Behavioral Differences at Southwest Airlines |
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266 | |
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The Customer Service Business |
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266 | |
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Operations as Internal Customer Service |
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267 | |
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268 | |
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Hire for Attitude, Train for Skill |
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269 | |
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Leadership Bench Strength |
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271 | |
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272 | |
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273 | |
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275 | |
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From Customer Loyalty to Customer Advocacy |
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276 | |
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The Behavioral Difference After September 11 |
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279 | |
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B2C Behavioral Differentiation |
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280 | |
Chapter 11: Searching for Stars: B2B Behavioral Differentiation |
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296 | |
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Going the Extra Mile at Hall Kinion |
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297 | |
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Hall Kinion's Differentiation Strategies |
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300 | |
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303 | |
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Recruiting Consultants and Candidates |
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304 | |
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Differentiating HK with Customers |
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308 | |
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310 | |
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Building the World's Finest Leadership Teams |
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314 | |
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The Moment-by-Moment Differences |
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314 | |
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321 | |
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Visionaries of Total Human Capital Management |
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323 | |
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326 | |
Chapter 12: Creating and Sustaining Behavioral Differentiation |
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332 | |
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Lessons Learned from Companies That Exemplify BD |
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333 | |
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The Secret to Creating and Sustaining Behavioral Differentiation |
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337 | |
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Why You Should Care About Behavioral Differentiation |
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339 | |
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339 | |
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340 | |
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340 | |
Index |
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343 | |