The Experience

The Experience
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Описание книги

Compare global experiences during the balance sheet recession and find out what is needed for a full recovery The Escape from Balance Sheet Recession and the QE Trap details the many hidden dangers remaining as the world slowly recovers from the balance sheet recession of 2008. Author and leading economist Richard Koo explains the unique political and economic pitfalls that stand in the way of recovery from this rare type of recession that was largely overlooked by economists. Koo anticipated the current predicament in the West long before others and issued warnings in his previous books: Balance Sheet Recession and The Holy Grail of Macroeconomics. This new book illustrates how history is repeating itself in Europe while the United States, which learnt from the Japanese experience, is doing better by avoiding the fiscal cliff. However, because of the liberal dosage of quantitative easing already implemented, the United States, the United Kingdom, and Japan may face a treacherous path to normalcy in what Koo calls the QE Trap. He argues that it is necessary to understand balance sheet recession in order to resolve the Eurozone crisis, particularly the competitiveness problems. Koo issues warnings against those who are too ready to argue for structural reforms when the problems are actually with balance sheets. He re-examines Japan's two decades of experiences with this rare recession and offers an insider view on the Abenomics. On China, readers will gain a very different historical perspective as Koo argues that western commentators have forgotten their own history when they talk about the re-balancing of the Chinese economy. Learn from Japan which experienced the same predicament afflicting the West fifteen years earlier Discover how unwinding of quantitative easing will affect the United States, the United Kingdom, Japan, as well as the emerging world Examine solutions to the Eurozone problems caused by two balance sheet recessions eight years apart Gain insight into China's problems from the West's own experiences with urbanisation Koo, who developed the concept of balance sheet recession based on Japan's experience, took the revolution in macroeconomics started by John Maynard Keynes in 1936 to a new height. The Escape from Balance Sheet Recession and the QE Trap offers the world cure for balance sheet recession.

Оглавление

Loeffler Bruce. The Experience

FOREWORD

ACKNOWLEDGMENTS

PART I. PRESHOW (SETTING THE STAGE)

CHAPTER ONE. THE EXPERIENCE PATH WHY WE WROTE THE BOOK AND HOW TO USE IT

Why Ambassadors?

Why Disney?

CHAPTER TWO. THE “I. C.A.R.E.” PRINCIPLES

Do You Care?

CHAPTER THREE. FIVE LEVELS OF THE EXPERIENCE WHAT LEVEL ARE YOU?

What Level Are You On?

Motel “X”

The Staggering Results

Why Are the Levels Important?

Now What?

PART II. ONSTAGE (THE CUSTOMER INTERFACE)

CHAPTER FOUR. PRINCIPLE 1: IMPRESSION

IMPRESSION 1.1: ENGAGE

IMPRESSION 1.2: INTENTIONAL

IMPRESSION 1.3: SENSES

IMPRESSION 1.4: EMOTION

IMPRESSION 1.5: PRESENTATION

IMPRESSION 1.6: PROFESSIONALISM

IMPRESSION 1.7: PRISTINE

IMPRESSION 1.8: PRIDE

IMPRESSION 1.9: LIKEABILITY

IMPRESSION 1.10: CONSISTENCY

CHAPTER FIVE. PRINCIPLE 2: CONNECTION

CONNECTION 2.1: COMMUNICATION

CONNECTION 2.2: DELIBERATE

CONNECTION 2.3: PERSONALIZE

CONNECTION 2.4: AFFIRMATION

CONNECTION 2.5: KNOWLEDGE

CONNECTION 2.6: INTERACTION

CONNECTION 2.7: RESPECT

CONNECTION 2.8: TRUST

CONNECTION 2.9: RELATIONSHIP

CONNECTION 2.10: FINISHING

CHAPTER SIX. PRINCIPLE 3: ATTITUDE

ATTITUDE 3.1: IDEALISM

ATTITUDE 3.2: CHOICE

ATTITUDE 3.3: DESIRE

ATTITUDE 3.4: YES

ATTITUDE 3.5: HAPPINESS

ATTITUDE 3.6: OPTIMISM

ATTITUDE 3.7: EXPECTATIONS

ATTITUDE 3.8: PERSISTENCE

ATTITUDE 3.9: OWNERSHIP

ATTITUDE 3.10: ILLUMINATION

CHAPTER SEVEN. PRINCIPLE 4: RESPONSE

RESPONSE 4.1: DETAIL

RESPONSE 4.2: ENGAGEMENT

RESPONSE 4.3: URGENCY

RESPONSE 4.4: INSIGHT

RESPONSE 4.5: EMPATHY

RESPONSE 4.6: PROCESS

RESPONSE 4.7: ADAPTATION

RESPONSE 4.8: VALIDATION

RESPONSE 4.9: ANTICIPATION

RESPONSE 4.10: RECOVERY

PART III. BACKSTAGE (THE INTERNAL INTERFACE)

CHAPTER EIGHT. PRINCIPLE 5: EXCEPTIONALS

EXCEPTIONALS 5.1: CULTURE

EXCEPTIONALS 5.2: EXCELLENCE

EXCEPTIONALS 5.3: ETHOS

EXCEPTIONALS 5.4: ACCOUNTABILITY

EXCEPTIONALS 5.5: TEAMING

EXCEPTIONALS 5.6: INVESTMENT

EXCEPTIONALS 5.7: TRAINING

EXCEPTIONALS 5.8: DEVELOPMENT

EXCEPTIONALS 5.9: EXTRAORDINARY

EXCEPTIONALS 5.10: ENJOYMENT

CHAPTER NINE. FINALE: THE ONE LEVEL CHALLENGE WHAT ABOUT YOU OR YOUR COMPANY SAYS, “I. C.A.R.E.”?

The Next Level

Leave the World Behind

INDEX

WILEY END USER LICENSE AGREEMENT

Отрывок из книги

Few companies truly understand the value of creating a great customer Experience – and no organization has ever done it better than Disney. More than any other vocational encounter, Walt Disney World left an imprint in my mind and on my life. As one of the original cast members at Disney World in 1971, and during my 25 years as a member of the management team, creating an Exceptional Guest Experience was the foundation of our culture, as it still is today. We set out to build the “Happiest Place on Earth” and to design an Exceptional Experience like no other company in the world. I felt honored to be a small part of Disney's success.

“We work while others (our guests) play” was the motto we lived as we created a destination for guests around the world looking to escape their day-to-day routines for a world of fantasy, family, and fun. As a manager in the Merchandise Division for Walt Disney World and later the Disney University, it was part of my job to help instill the importance of building an incredible experience for our Disney guests through encouraging the idealism of service above expectation. I've long felt that someone needed to write a book and reveal the principles of excellence used to build an Exceptional Guest Experience…and now they have.

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The stores we've come to know as big box retailers are losing customers by the droves. And most fail to recognize that their inability to create a positive experience is the problem. Unless we fix the holistic service problem – the total Experience – businesses will continue to see a steady decline in customers and therefore in revenue.

As mentioned in Chapter 2 , our independent study of more than 500 U.S. organizations found that more than 60 percent of all customer service provided in America is average or worse (Toxic). Consumers are tired of paying for mediocrity that could easily be improved with a modicum of effort on the part of leaders and employees who care. We have discovered that every store, supermarket, car dealership, hospital, fast-food restaurant, hotel, airline, financial advisory firm, bank, and church fits into one of five levels of the Experience hierarchy.

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