Most companies treat service as a low-priority business operation, keeping it ou
t of the spotlight until a customer complains. Then service gets to make a brief
appearance -- for as long as it takes to calm the customer down and fix whateve
r foul-up jeopardized the relationship. In Uncommon Service, Frances Frei and An
ne Morriss show how, in a volatile economy where the old rules of strategic adva
ntage no longer hold true, service must become a competitive weapon, not a damag
e-control function.
