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Bedeviled by the Churn, Sprint Tries to Win Back Disgruntled Customers
Jul 9, 2008

A cultural transformation is a major undertaking especially when some within the company are in denial as too how bad things really are. Click Here for full article.

Dan Hesse the CEO of Sprint approached  solving their customer service difficulties in a swift, impactive and universal  manner as it applies to "who owns the customer relationship."  He has set out to transform the culture of that troubled brand by focusing on serving their customers  better and making that the responsibility of everyone.  They were losing customers by the  hundreds of thousands. They were confused as to who owned the customer relationships and wherein  resided that accountability.

In great service companies everyone, everywhere, every time really own the culture and thus the customer relationships.  External and internal service must be evident broadly.  Communications on how you do , what you do needs to become the focus.  Mr. Hesse is making the right moves.  Changing a company culture to one rooted in Service Excellence is a challenging task, especially when customer attitudes toward you are so bad.  It begins at the top of the organization with a declaration made by a CEO that customers count and then demonstrate that declaration by everyone's actions.

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How you do... What you doŽ  

How you do... What you do gives us hope in what is perhaps the most comprehensive book published in awhile on the topic of transforming your culture into one that is renowned for Service Excellence. 

"How You Do What You Do", by Bob Livingston

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