Sincere service download full version. Sincere service - Maxim Nedyakin. The book in summary. Comfort with delivery

Dedicated to my parents, wife and sons.

Your love, patience and sincere concern always inspire me

Instead of an introduction

It is very important to understand the difference between what we offer our clients, that is, a certain set of services, and the process of delivering it.

I like to compare the entire set of services, options, bonuses and services with Santa Claus's bag. So, of course, it is important for the child what is in this bag. Surely you have seen more than once how a child’s eyes light up when he looks at a bag of gifts brought by Father Frost, who was carefully invited by his parents.

But what is even more important for the child is how he receives this gift. If Santa Claus is boring, gloomy, cheerless, if he does not joke, cannot offer a game, or this game is uninteresting, the child will not be happy, and the gift will not be loved.

So, you can put anything in the bag, but the key and most important issue is the process of delivering the service. I'm talking about what happens directly at the moment of contact with the client. As practice shows, this is where it is decided whether your services will be delivered to the client and whether he will be satisfied, falling in love with your company forever, or will be disappointed, completely devaluing all your investments in this element of the strategy.

In many companies, unfortunately, there is a gap between what is written in the strategy (or, more often, in the head of the manager) and what happens in the process of implementing this strategy.

Believe me, I don’t know a single company where they would say: “Spit on your client’s foot!” Instead, we simply shout: “The client is everything to us!” – but very often this phrase remains only an element of wall decor in the office. Moreover, the level of service does not depend on how many times we write and repeat our slogans.

As a result, everything comes down to answering just one question: “How do our employees feel about our strategy and our values, are they ready to provide exactly the level of service that we plan at the moment of contact with the client?” And more: are they ready to do more for the client than is required? job responsibilities and instructions. Can they add a little more on their own to what they should? Even when the boss isn't looking.

All this depends on how much we, as managers, are able to manage this, turning employees from employees into partners and followers of our values, sharing them with all our hearts.

The topic of service is more popular today than ever. We talk about service using all sorts of adjectives: excellent and amazing, first-class and wonderful. But if we really want to get it, to get it for real, then the first thing we must understand: real service can only be sincere.

How much does it cost

There is one more important point, which I would like to talk about at the very beginning of the book and devote an entire chapter to it, albeit the shortest one. It's a matter of money.

We spend enormous sums on various service developments, implement complex loyalty programs, and develop ambitious remuneration systems. All this doesn't come cheap. Take, for example, a standard call center operation. Imagine how much a system for monitoring a conversation between an operator and a subscriber costs. And you also need to hire a special employee who will listen to these conversations, draw conclusions, train operators, and so on. Now multiply all this by the number of companies that are making efforts to improve the level of service. We will receive the budget of a small African or even European country.

But as you read this book, you will probably find yourself thinking that almost everything I recommend can be done at no extra cost.

And this is true, because sincere service is, first of all, a relationship. How much is friendship worth? How much does devotion cost? How much does caring and participation cost?

Like everything real in our lives, real, sincere service does not cost money. It's not a question of what we do; it is primarily a question of how we do it.

What is sincere service

Is it possible to make employees smile, or Why service standards do not work

How important do you think service is? I think you will agree with me - this is the most important competitive advantage of all possible. Personally, I consider him the main one.

The client can forgive a lot. Lack of goods he needs. The price is higher than that of a competitor. Almost everything except bad service.

About ten years ago I heard an interesting thought: a person is generally ready to forgive absolutely everything except humiliation. It is a pity that this is the feeling we so often experience in shops and banks, restaurants and hotels.

How many times, leaving a store or cafe, have you said in your hearts: “I’ll never come back here again!” Was the price of the product or service the reason? Most likely no. According to my observations, in every second such case the service is “to blame”. And I'm not talking about outright rudeness. I mean something that is difficult to describe. You can only feel it. I think you know what I mean.

The main question I want to ask all readers is: “Why is this?” I don't know of any company where corporate standards wouldn’t start with the words: “We don’t care about the client!” Any manager constantly talks about the importance of service. We cover the walls with posters with customer service rules. We create service standards. We come up with complex systems of performance indicators and methods of motivation. We implement the strictest quality control. But nothing changes. We still ask ourselves: why is this so?

The answer is very simple. So that you understand what I mean, I’ll tell you the first story.

I've been managing for over ten years now. retail stores. I first stood behind a counter at the age of fourteen, when I decided to earn my own money and got a job as a salesman for my father. But you must admit, managing yourself and managing others are “two big differences,” so we will skip this period of my life.

So, a few years ago I acquired a stake in the Lipetsk supermarket chain SPAR and began managing them. I could write a separate book about what you can come up with in this area. Now there are a lot of chips in our stores. Like these:

Tip No. 1. You can try everything

When you come to our store, you can try any product before you buy it. Moreover, any means any (except for alcohol, for obvious reasons). Walking up to the sausage counter, you can have a good meal while tasting everything that is presented there. You can try any fruits or vegetables (they will be washed and cut right away). At least potatoes. Of course, it must first be boiled. It is important that you are not obliged to buy anything. In principle, you don’t have to buy anything from us at all, you just have to try it, but I didn’t tell you that.

Sincere service. How to motivate employees to do more than enough for the client. Even when the boss isn't looking

All rights reserved. No part of the electronic version of this book may be reproduced in any form or by any means, including posting on the Internet or corporate networks, for private or public use without the written permission of the copyright owner.

Legal support for the publishing house is provided by law firm"Vegas-Lex".

Dedicated to my parents, wife and sons.

Your love, patience and sincere concern always inspire me

Instead of an introduction

It is very important to understand the difference between what we offer our clients, that is, a certain set of services, and the process of delivering it.

In many companies, unfortunately, there is a gap between what is written in the strategy (or, more often, in the head of the manager) and what happens in the process of implementing this strategy.

As a result, everything comes down to answering just one question: “How do our employees feel about our strategy and our values, are they ready to provide exactly the level of service that we plan at the moment of contact with the client?” And more: are they ready to do more for the client than their job responsibilities and instructions require. Can they add a little more on their own to what they should? Even when the boss isn't looking.

All of this depends on how we, as leaders, are able to manage this, transforming employees from employees into partners and followers of our values, sharing them with all their hearts.

How much does it cost

There is one more important point that I would like to talk about at the very beginning of the book and devote an entire chapter to it, albeit the shortest one. It's a matter of money.

But as you read this book, you will probably find yourself thinking that almost everything I recommend can be done at no extra cost.

And this is true, because sincere service is, first of all, a relationship. How much is friendship worth? How much does devotion cost? How much does caring and participation cost?

Like everything real in our lives, real, sincere service does not cost money. It's not a question of what we do; it is primarily a question of how we do it.

What is sincere service

Is it possible to make employees smile, or Why service standards do not work

How important do you think service is? I think you will agree with me - this is the most important competitive advantage of all. Personally, I consider him the main one.

The client can forgive a lot. Lack of goods he needs. The price is higher than that of a competitor. Almost everything except bad service.

The main question I want to ask all readers is: “Why is this?” I don’t know a single company where corporate standards do not begin with the words: “We don’t care about the client!” Any manager constantly talks about the importance of service. We cover the walls with posters with customer service rules. We create service standards. We come up with complex systems of performance indicators and methods of motivation. We implement the strictest quality control. But nothing changes. We still ask ourselves: why is this so?

The answer is very simple. So that you understand what I mean, I’ll tell you the first story.

I have been managing retail stores for over ten years now. I first stood behind a counter at the age of fourteen, when I decided to earn my own money and got a job as a salesman for my father. But you must admit, managing yourself and managing others are “two big differences,” so we will skip this period of my life.

Tip No. 1. You can try everything

Hello, Maxim!

Thank you very much for the book. For 12 years we have been creating a service in medicine very close to the principles you write about. Close, but in every part it was a little misunderstood, and a lot of things don’t work as expected.

While there was one clinic, a lot was based on my example. I taught administrators myself, conducted final interviews with doctors, and everything was very close to what was needed.

But now there are 4 clinics, that’s 400 staff. And now I live in two countries. And recently I almost gave up - it began to seem to me that I didn’t know what else to do to make the service the way I see it. But I myself often give lectures on personnel management and speak at service conferences and write about it on social networks.

And here is your book - it turned out to be very accurate. Very helpful, answered almost all my questions, and confirmed my intention to solve everything in a positive way, and in general, not to give up :)

So once again - thank you very much! If you are in Novosibirsk or Barcelona - write if I can be of any help to you :)

Reader

Sincere feedback from our reader

Hello, Maxim!

I read your book “Sincere Service” on the advice of Radislav Gandapas. I'm shocked! This is the best and, in my opinion, the only sensible book on the topic of service!

I read it avidly and couldn’t stop! Very fun and clearly written, with examples and different stories and, of course, advice.

Everything that was in my head, you reflected in this book! After reading it, I wanted to buy a batch and distribute it in stores :)

I will re-read it more than once - now this is my reference book. I work as a tour guide and the book was very useful to me.

Thank you very much! Health and prosperity to you!

Reader

I'll share one story with you. To the collection of sincere service

Lipetsk. It was 10 years ago. At that moment I was working at a car dealership, doing IT. The head of the department leaves, I get promoted, I start accepting cases, dealing with contracts. I have been looking for cartridges for a color MFP for several days. The flower bed is in the reception area, the toner is running out, the issue needs to be resolved. The companies with whom the contracts were concluded did not help me. The cartridges are not popular, expensive and, as luck would have it, Xerox had supply problems.

I called Xerox in Moscow and asked: “Where can I buy cartridges?” They answer: “nowhere yet, cartridges are temporarily not supplied to Russia.” Okay, I'll look. I go to the Xerox website and look for a list of partners in Lipetsk. I start calling - no one can help.

I go down the list to “Digital Service”. I call and tell my story. They tell me: “ok, now we’ll connect you with the director.” I think: “unusual, the director will take care of my cartridges.” They connected, the director listened, asked a couple of questions, and said he would see what could be done.

In general, I called all the companies on the list. All but one said that there were no cartridges, period. Okay, the morning is wiser than the evening, I switched to other things.

A few hours later, the car dealership administrator calls and says that the director of Digital Service has come to see me with cartridges. I'm at a loss.

Firstly, the cartridges were nowhere to be found, but they were found so quickly. Unusual.

Secondly, there is no agreement with Digital Service, how will I pay?

Overcome by conflicting thoughts, I go to meet the director. A man in a formal suit, black sunglasses, with a leather briefcase and cartridges comes towards me.

We met, I said: “thank you for finding the cartridges, as soon as I pick them up, there is no contract yet, the cartridges are expensive.” To which Alexey says: “take it, as soon as we conclude the contract, pay.”

Stephen Covey had not yet been read at that time, and I experienced the complete delight of replenishing my “emotional bank account” at 100%.

The problem is solved, you don’t need to pay now, but you can use it. Class!

Of course, we entered into an agreement for both materials and service. As a result, they abandoned other service partners and became loyal clients of Digital.

Then I moved to glass production, then to metallurgy. And “Digital” has always “transitioned” with me. Friendships developed from partnerships.

This is not to say that Digital Service is an ideal company. Everyone screws up. They too. Only they invest in advance and replenish the “emotional bank account” so much that you don’t pay attention to debits from the account.

This is the story. It was Alexey who recommended your book to me. She also had a great influence on him. And we can talk about what we have done in our companies to provide sincere service over a cup of coffee. We will both be glad if you find time to meet while in Lipetsk.

Thanks again for the helpful ideas!

Vitaly Kobzun

Deputy Director for Infrastructure and technical means NLMK LLC - Information Technology»

Review by Mikhail Palochkin

The topic of service is more popular today than ever. We talk about service using all sorts of adjectives: excellent and amazing, first-class and wonderful. But if we really want to get it for real, then the first thing we must understand: real service can only be sincere.

These are words from Maxim Nedyakin’s book “Sincere Service. How to motivate employees to do more than enough for the client, even when the boss isn’t looking.” It was published by Mann, Ivanov and Ferber in 2014.

Maxim Nedyakin knows a lot about retail trade. He is a member of the board of directors retail network"Uyterra", co-owner of the SPAR network, founder of the couple consulting companies in the retail sector. In his book, he asks the question of how to achieve a high level of service.

It would seem that everything is quite simple: write into the company’s mission the words that the client is master, write a bunch detailed instructions and scripts for sellers. However, all this is often useless work, because real employees of stores and cafes can ruin everything with their disdainful attitude towards the client.

What to do about it? Of course, it is possible that the boss sits like a watchful eye and supervises how the sellers carry out instructions. However, as soon as he turns away or goes home, all instructions are sent to hell. What’s more correct, says Maxim Nedyakin, is to develop an understanding of sincere service among employees and give them the freedom to implement it.

“Sincere service is when you do for the client not only what you should, but also what you may not do,” writes Nedyakin. In his book, he cites cases where service workers performed great and small feats for their clients. For example, one hotel employee not only accompanied a sick female client to the airport, but also flew with her to the other side of America and took her all the way home. As the author believes, no amount of money can motivate a person to such feats.

It is interesting that in his book Maxim Nedyakin repeatedly mentions Altai region. “I flew to Biysk for work. Do you know such a city? This is Siberia, or rather Altai. A harsh region, but very beautiful,” writes the author. Nedyakin’s dialogue with the manager of the Anix chain of stores, Yaroslav Schiller, is very interesting. Schiller told him that Russian people direct all their attention not inward, but outward. They seek happiness from the outside and blame other people for their troubles. And they have little respect for themselves. And if a person does not respect himself, how can he treat others with respect and serve them well?

Maxim Nedyakin also paid attention to the Maria-Ra network. “Not long ago I talked about service with the owner of the largest retail chain “Maria-Ra” beyond the Urals, Alexander Rakshin. Accompanying me to the hotel well after midnight, he said: “When I worked as a loader, I always managed to sell something to someone.” And he tells the story further, but that’s not the point.

“Did you start out as a loader?” I ask after he finished. “Where did you get the idea?” he was surprised. “Well, you just said you worked as a loader.” “Well, yes,” he says, “only last year it was under New Year. Every year I work as a loader.” This is how Maxim Nedyakin describes his meeting with Rakshin.

In general, Maxim Nedyakin’s book turned out to be very interesting and useful. The examples are of particular interest, and it’s good that many of them are Russian. Considering that the sphere retail and service in our country is developing extremely dynamically, the issue of quality of service and sincere service is becoming very acute. So Nedyakin’s book will have a large number of readers among top retail managers.

Mikhail Palochkin

Tatiana Simonova

I have my own service business, and I thought that the information in this book would help me improve the quality of my service.

I want to say that after reading it, I realized that this is not just a book - it’s step by step program actions, algorithm, how to work with employees. How to make working with people not just an everyday job, but a passion. And the service sector is not just a line of business, but a vocation. Buy the book, you won't regret it. Written with humor, simple and accessible.

Tatiana Simonova

Laskina Elena

It is written simply, accessible, in a personal and very beautiful way, it evokes a lot of positive emotions. How applicable what is written is a big question for me. It’s great to turn to a book when you’re buried in a gray stream of routine, in the analysis of complaints, violations, cases of theft and absenteeism, you flip through the book, and here are a lot of bright, juicy, positive practical examples and again the strength appears to believe in the best and strive for good. A must read for those who work in trade!

Laskina Elena

Emotions and inspiration

Firstly, thank you for writing this book, it is clear how much effort, experience and time was invested, and secondly, thank you for the emotions that arose during the reading process. To be honest, I cried several times, which is completely atypical behavior for me, such feelings were evoked in me by examples of sincere service, a granny with a plastic apple, the story of a forgotten toy in a hotel, a flight attendant who was worried about you, how your friend sold to the elderly toasters and irons and many other points... I realized that only a kind and sincere person in ordinary life can provide sincere service. Very often I hear similar things from my staff: “Nastya, why are you bothering with them, they will take one bra...” And every time for me this is an alarming signal that my team is not the one I want to get to " exit." I work on personnel again and again. So, about goodness. I started asking friends and family the question: “what was the last good deed you did”? I realized that this question is puzzling most respondents... I started asking this question at an interview and so, much easier and faster, I began to “figure out” from the crowd of people who are ready and able to do more than what is written in job description. I realized that sincere service can only be given by a person who Everyday life goes beyond usual behavior and helps someone, does good deeds. For example, I save abandoned animals... I have 5 saved lives on my hands. It doesn't change my life at all, but it changes an entire life forever for one animal. Friends and family only joke about this topic, which is also sad, I think...

I am a regional manager of lingerie stores, I control Siberia and Far East. And your book inspired me to reconsider my work, approach to staff and only convinced me that I was working with clients absolutely correctly, all that remained was to teach the staff this. I have been working since I was 14 years old, I have quite a lot of experience in trading, and I remember the first time I caught the eye of a buyer when I was a simple cashier in Zara store, I was 19 years old at that time. Then a basic jacket cost 599.00 rubles, I don’t remember the buyer’s face, but I remember the emotions. A lot of people passed through me, huge checks... And, what to hide, it’s just a “flow”, and then one day, a girl, giving me 600 rubles, looked as if she was giving 10,000. This was the first time I praised buyer for her choice and she simply blossomed, for her it was 600 rubles, perhaps the last that she spent with us and in 2007 it really was not small money. It was probably this approach that allowed me to become a store director at the age of 22. And so I have been telling this story to my staff for almost 10 years and urge them to work efficiently, sincerely and with soul with everyone, because the person came to us, although he could have gone to another place or simply where it was cheaper.

I just wanted to say thank you for the fact that another manager will strive for sincere service for the client))) and for the emotions.

Regional Manager

I'm from Ukraine. I work as a manager in a chain of bakery coffee shops, and as you understand, the content of your book has become very useful for our small organization. We are looking forward to your seminar in our country. Good luck!

Maxim Nedyakin

Sincere service. How to motivate employees to do more than enough for the client. Even when the boss isn't looking

Legal support for the publishing house is provided by the Vegas-Lex law firm.

Dedicated to my parents, wife and sons.

Your love, patience and sincere concern always inspire me

Instead of an introduction

It is very important to understand the difference between what we offer our clients, that is, a certain set of services, and the process of delivering it.

In many companies, unfortunately, there is a gap between what is written in the strategy (or, more often, in the head of the manager) and what happens in the process of implementing this strategy.

As a result, everything comes down to answering just one question: “How do our employees feel about our strategy and our values, are they ready to provide exactly the level of service that we plan at the moment of contact with the client?” And more: are they ready to do more for the client than their job responsibilities and instructions require. Can they add a little more on their own to what they should? Even when the boss isn't looking.

All of this depends on how we, as leaders, are able to manage this, transforming employees from employees into partners and followers of our values, sharing them with all their hearts.

How much does it cost

There is one more important point that I would like to talk about at the very beginning of the book and devote an entire chapter to it, albeit the shortest one. It's a matter of money.

But as you read this book, you will probably find yourself thinking that almost everything I recommend can be done at no extra cost.

And this is true, because sincere service is, first of all, a relationship. How much is friendship worth? How much does devotion cost? How much does caring and participation cost?

Like everything real in our lives, real, sincere service does not cost money. It's not a question of what we do; it is primarily a question of how we do it.

What is sincere service

Is it possible to make employees smile, or Why service standards do not work

How important do you think service is? I think you will agree with me - this is the most important competitive advantage of all. Personally, I consider him the main one.

The client can forgive a lot. Lack of goods he needs. The price is higher than that of a competitor. Almost everything except bad service.

The answer is very simple. So that you understand what I mean, I’ll tell you the first story.

Tip No. 1. You can try everything