"Business Process Mapping: Improving Customer Satisfaction"
by J. Mike Jacka and Paulette J. Keller
(Published by John Wiley & Sons, 2001)

A holistic approach to harnessing a company's processes to achieve true customer satisfaction. Every move that a corporation makes is a mixture of input, action, and output - in short, a process. To keep customers, employees, and shareholders happy, corporate management must juggle conflicting priorities. These competing priorities result in conflicting processes. To help achieve true customer satisfaction, management needs tools that allow for a holistic approach to analysing these processes. This book provides that tool. It shows corporations how to analyze and enhance their critical processes in order to deliver the highest level of service to their internal and external customers. Providing a clear understanding of what process mapping can do for a company as well as practical applications for each step in process mapping, this useful guide outlines a proven method for assuring better processes and building a more customer - focused company.

"The Customer Differential"
by Melinda Nykamp
(Published by AMACOM, 2001)

THE CUSTOMER DIFFERENTIAL provides a game plan for implanting Customer relationship Management (CRM) at the core of every organization. It supplies the step-by-step
guidelines--complemented by illuminating case studies--on how to put CRM into practice, including how to:
* Implement a four-step planning process to ensure a successful CRM initiative 
* Refocus the business and organize the entire company around CRM 
* Support CRM using metrics and analytics, as well as systems and technology 
* Transform customer interactions in every department, and at every customer touchpoint 

"Call Center Management on Fast Forward : Succeeding in Today's Dynamic Inbound Environment"
by Brad Cleveland &, Julia Mayben
(Published by Call Center Pr, 1998)

Outstanding! When call center managers ask me which book will give the most insight into forecasting, scheduling and inbound call management, I tell them to read this one before any other. This book is by far the best in its class.

Michael Cusack, author of Online Customer Care

"Accelerating Customer Relationships: Using CRM and Relationship Technologies"
by Ronald S. Swift
(Published by Prentice Hall, 2000)

The right product (or service), to the right customer, at the right price, at the right time, through the right channel, to satisfy the customer's need or desire. Information Technology—in the form of sophisticated databases fed by electronic commerce, point-of-sale devices, ATMs, and other customer touch points—is changing the roles of marketing and managing customers. Information and knowledge bases abound and are being leveraged to drive new profitability and manage changing relationships with customers.

"The Process-Centered Enterprise: The Power of Commitments"
by Gabriel A. Pall
(Published by CRC Press, 1999)

The right product (or service), to the right customer, at the right price, at the right time, through the right channel, to satisfy the customer's need or desire. Information Technology—in the form of sophisticated databases fed by electronic commerce, point-of-sale devices, ATMs, and other customer touch points—is changing the roles of marketing and managing customers. Information and knowledge bases abound and are being leveraged to drive new profitability and manage changing relationships with customers.The author proposes that the solution to business problems is process change, applied in an integrated, holistic way to all key components of the business process: the process flow, human resources, and information technology. The goal of such process change could be one or more of the following: efficiency improvement, strategic redeployment for growth, enhanced profitability, and superior competitive position. 

"Process Redesign : The Implementation Guide for Managers"
by Arthur R. Tenner with contributions by Irving J. Detoro
(Published by Addison-Wesley Pub Co,1996)

Comprehensive in scope, this book integrates three major approaches to process redesign--benchmarking, continuous improvement, and reengineering--showing how to combine the three for maximum effectiveness. Numerous examples from different industries demonstrate concepts and techniques in action and illustrate common mistakes.

"Power-Up Teams and Tools: For Process Improvement & Problem Solving"
by William L. Montgomery
(Published by Montgomery Group, 1995)
  

"Benchmarking Staff Performance: How Staff Departments Can Enhance Their Value to the Customer"
by Jac Fitz-Enz
(Published by Jossey-Bass Publishers, 1993)

Based on extensive hands-on experience and numerous real life examples, this groundbreaking book charts how to plan and launch a staff benchmark project--from identifying which internal functions to target for continuous improvement to selecting and contacting appropriate benchmark organizations. Provides a variety of sample questionnaires for potential benchmarking partners, distinct methods and systems for measuring tangible "before and after" results of staff functions, and expert guidance on how to communicate and rally support for a concrete plan of action once the data has been analyzed.

"How to Get Ideas"
by Jack Foster, Larry Corby (Illustrator)
(Published by Berrett-Koehler, 1996)

Having spent 40 years in advertising and coming up with new ideas every day, the author shows readers seven ways to condition the mind to produce ideas and four subsequent steps for creating ideas on command.

"The Big Book of Customer Service Training Games : Quick, Fun Activities for Training Customer Service Reps, Salespeople, and Anyone Else Who Deals Wit (Games Trainers Play Series)"
by Peggy Carlaw and Vasuda Kathleen Deming
(Published by McGraw-Hill, 1998)

Designed for anyone who manages front line service workers, the book is full of fun, engaging games that make it easy to train flight attendants, salespeople, customer service reps, help desk personnel, etc. Trainers
can use the activities to liven up traditional customer service training programs, and sales
managers can use the games to add a training component to a regular sales staff meeting. Most training games take just 15-30 minutes and include reproducible participant handouts and worksheets to keep the game leader's job simple. 

"The Big Book of Business Games: Icebreakers, Creativity Exercises and Meeting Energizers (Games Trainers Play Series)"
by John Newstrom with contributions by Edward Scannell
(Published by McGraw-Hill, 1996)

In this exciting resource book, two of today's acknowledged games masters serve up a cookbook of activities that anyone leading a meeting or giving a presentation can use to break the ice, generate a lively discussion, or simply give a group a 'breather' from the monotony of a boring staff meeting or presentation. Each of the 75 group games and activities here is adapted from the best-selling Games Trainers Play series and shortened to suit the needs of managers and team leaders for use with their departments, staff, or committees.

"Design and Management of Service Processes : Keeping Customers for Life (Engineering Process Improvement Series)"
by Rohit Ramaswamy
(Published by Addison-Wesley Pub Co, 1996)

Many companies apply a "hit-or-miss" approach to the initial design of a service, expecting to fine tune its performance over time. This is often too late, since the opportunity to satisfy customers on the first contact and to build their loyalty is lost. This book is a step-by-step introduction, complete
with detailed examples, that teaches you how to design exceptional quality into your service, and how to maintain this quality through the life of your service.