08 May 2009
The 5 minute guide to Best Service is No Service

Budd’s passion is “How do we stop doing dumb things to our customers and our people?”. Through years of practical experience, research and experimentation in several countries we have developed world class processes to do this. They are based on the simple fact that your customers and your front line staff have most of the […]

100 things you can learn from SOUTHWEST AIRLINES - BUDD

Southwest Airlines has a reputation for low costs and customers like this, but that’s only part of the reason for the company’s sustained and profitable success. Most importantly, success stems from the overall experience that customers and employees encounter with this airline, which is now both high touch and high tech. The whole organization manages […]

08 Sep 2008
100 things you can learn from Disney Budd

As part of sharing best practice in customer service excellence, Budd has researched Disney to illuminate why they are so successful in repeat business and why so many customers stay loyal. With Disney, it’s not just a matter of exceptional content – they certainly have that! It’s much more than delivering magical moments or making […]

06 Aug 2008
The Best Service Is No Service, Article 1, Concept and Introduction

In this first installment Peter Massey looks at chapter 1 of our book, “The Best Service Is No Service” and introduces the principles of “Best Service,” discussing why the causes of service have to be challenged.   Please log in or register an account to download this article.  

03 Jul 2008
100 things you can learn from GOOGLE

In Budd’s “100 Things you can learn from…” series, we provide insights into companies who are acknowledged leaders in making it easy for their customers to do business with them. So, what is it that makes these companies different? Obviously no one single thing makes the difference. A common characteristic, however, is the exceptional involvement […]

13 Apr 2008
Why The Best Service is No Service

Stop coping with customer demand for service, which simply increases customers’ frustration; instead, challenge customer demand for service so that, ideally, everything works perfectly, eliminating defects and confusion so that there is no need at all for customers, or even prospective customers, to contact the company for information or for help. While challenging demand for […]