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<item>
 <title>Comment on Node  ant</title>
 <link>http://www.fastcompany.com/comment/comment-node-ant-891</link>
 <description>&lt;p&gt;Nice job Bud.  I like the Emerson touch too.&lt;/p&gt;
&lt;p&gt;Don Converse&lt;/p&gt;
</description>
 <pubDate>Wed, 09 Jul 2008 20:14:35 -0400</pubDate>
 <dc:creator>Donald Converse</dc:creator>
 <guid isPermaLink="false">920888 at http://www.fastcompany.com</guid>
</item>
<item>
 <title>A Letter to Walmart</title>
 <link>http://www.fastcompany.com/blog/donald-converse/service-inspired/letter-walmart</link>
 <description>&lt;p&gt;It has been a while since I published a letter from one of my readers.&lt;br /&gt;
I get several comments via email concerning typical customer service&lt;br /&gt;
problems we experience daily, but this letter goes into much detail&lt;br /&gt;
describing a particular frustration that may be familiar to many&lt;br /&gt;
consumers. The problem is, the customer placed an order online and paid&lt;br /&gt;
extra for overnight shipping. The items ordered arrived three days&lt;br /&gt;
later. The company is Wal-Mart - the largest retailer in the U.S.&lt;br /&gt;
However, as you will soon find out, large does not necessarily mean&lt;/p&gt;
&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/donald-converse/service-inspired/letter-walmart&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <category domain="http://www.fastcompany.com/tag/customer-service">customer service</category>
 <category domain="http://www.fastcompany.com/tag/innovation-2">Innovation</category>
 <category domain="http://www.fastcompany.com/tag/leadership-2">Leadership</category>
 <category domain="http://www.fastcompany.com/tag/management-1">Management</category>
 <category domain="http://www.fastcompany.com/tag/social-responsibility-1">Ethonomics</category>
 <pubDate>Mon, 07 Jul 2008 21:23:30 -0400</pubDate>
 <dc:creator>Donald Converse</dc:creator>
 <guid isPermaLink="false">917909 at http://www.fastcompany.com</guid>
</item>
<item>
 <title>Thank you Herb!</title>
 <link>http://www.fastcompany.com/blog/donald-converse/service-inspired/thank-you-herb</link>
 <description>&lt;p&gt;Every business magazine and business student knows something about&lt;br /&gt;
Southwest Airlines (SWA). My favorite business leader, Herb Kelleher,&lt;br /&gt;
who was so significant in making SWA the admired company it is today&lt;br /&gt;
has retired as Chairman of the Board. I have held off talking about&lt;br /&gt;
this wonderful company because I was certain that I would only be&lt;br /&gt;
redundant. I choose to add my two-cents today because airline customers&lt;/p&gt;
&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/donald-converse/service-inspired/thank-you-herb&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <category domain="http://www.fastcompany.com/tag/customer-service">customer service</category>
 <category domain="http://www.fastcompany.com/tag/innovation-2">Innovation</category>
 <category domain="http://www.fastcompany.com/tag/leadership-2">Leadership</category>
 <category domain="http://www.fastcompany.com/tag/management-1">Management</category>
 <category domain="http://www.fastcompany.com/tag/social-responsibility-1">Ethonomics</category>
 <category domain="http://www.fastcompany.com/tag/worklife-2">Work/Life</category>
 <pubDate>Sat, 28 Jun 2008 18:32:15 -0400</pubDate>
 <dc:creator>Donald Converse</dc:creator>
 <guid isPermaLink="false">907573 at http://www.fastcompany.com</guid>
</item>
<item>
 <title>Fast Talk Response - </title>
 <link>http://www.fastcompany.com/node/876953</link>
 <description>&lt;p&gt;More bicycle riding and a new Hybrid.&lt;/p&gt;
</description>
 <pubDate>Sun, 01 Jun 2008 23:50:33 -0400</pubDate>
 <dc:creator>Donald Converse</dc:creator>
 <guid isPermaLink="false">876953 at http://www.fastcompany.com</guid>
</item>
<item>
 <title>Moments of Truth</title>
 <link>http://www.fastcompany.com/blog/donald-converse/service-inspired/moments-truth</link>
 <description>&lt;p&gt;Products alone can no longer sustain a company as a market leader, nor&lt;br /&gt;
can products alone be depended upon to build a small business.&lt;br /&gt;
Companies across all industries must treat &lt;span&gt;customer service&lt;/span&gt;&lt;br /&gt;
as their primary product - one that can be constantly improved.&lt;br /&gt;
Providing quality service does not simply provide a competitive edge;&lt;/p&gt;
&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/donald-converse/service-inspired/moments-truth&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <category domain="http://www.fastcompany.com/tag/customer-service">customer service</category>
 <category domain="http://www.fastcompany.com/tag/leadership-2">Leadership</category>
 <category domain="http://www.fastcompany.com/tag/management-1">Management</category>
 <category domain="http://www.fastcompany.com/tag/social-responsibility-1">Ethonomics</category>
 <pubDate>Thu, 22 May 2008 16:01:22 -0400</pubDate>
 <dc:creator>Donald Converse</dc:creator>
 <guid isPermaLink="false">865658 at http://www.fastcompany.com</guid>
</item>
<item>
 <title>Customer Service Vigilantes</title>
 <link>http://www.fastcompany.com/blog/donald-converse/service-inspired/customer-service-vigilantes</link>
 <description>&lt;p&gt;A swell of distrust toward corporate America, exacerbated by&lt;br /&gt;
off-shoring of U.S. jobs - followed by lay-offs of thousands of&lt;br /&gt;
employees, incredibly high executive salaries and higher than ever&lt;br /&gt;
profits by certain industries. In the annals of customer service, we&lt;br /&gt;
may be experiencing more consumer vigilantism than ever before.&lt;br /&gt;
Frustrated by the usual Asian-accented call center customer service&lt;br /&gt;
rep, customers are sending &amp;quot;email bombs&amp;quot; to corporate executives or&lt;br /&gt;
going straight to the top after uncovering direct numbers to executive&lt;/p&gt;
&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/donald-converse/service-inspired/customer-service-vigilantes&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <category domain="http://www.fastcompany.com/tag/customer-service">customer service</category>
 <category domain="http://www.fastcompany.com/tag/leadership-2">Leadership</category>
 <category domain="http://www.fastcompany.com/tag/management-1">Management</category>
 <category domain="http://www.fastcompany.com/tag/social-responsibility-1">Ethonomics</category>
 <pubDate>Tue, 06 May 2008 15:47:17 -0400</pubDate>
 <dc:creator>Donald Converse</dc:creator>
 <guid isPermaLink="false">845098 at http://www.fastcompany.com</guid>
</item>
<item>
 <title>Fast Talk Response - </title>
 <link>http://www.fastcompany.com/node/829654</link>
 <description>&lt;p&gt;User reviews give you an opinion from first hand experience, not from someone who was paid for their opinion.&lt;/p&gt;
</description>
 <pubDate>Mon, 28 Apr 2008 03:33:56 -0400</pubDate>
 <dc:creator>Donald Converse</dc:creator>
 <guid isPermaLink="false">829654 at http://www.fastcompany.com</guid>
</item>
<item>
 <title>Comment on Node  ant</title>
 <link>http://www.fastcompany.com/node/829653</link>
 <description>&lt;p&gt;I agree Ray.  Nicely said from a generous tipper.&lt;/p&gt;
&lt;p&gt;DJC&lt;/p&gt;
</description>
 <pubDate>Mon, 28 Apr 2008 03:31:50 -0400</pubDate>
 <dc:creator>Donald Converse</dc:creator>
 <guid isPermaLink="false">829653 at http://www.fastcompany.com</guid>
</item>
<item>
 <title>A Different Tipping Point</title>
 <link>http://www.fastcompany.com/blog/donald-converse/service-inspired/different-tipping-point</link>
 <description>&lt;p&gt;
I have often wondered what the correct amount is to tip someone providing service. I also wonder how the custom of &lt;span&gt;tipping&lt;/span&gt; ever came about in the first place. After years of adding a tip to the bottom of a restaurant bill of 7%, one day, about 20 years ago, it became 10%. Ten years later it was 15%. Who comes up with these amounts? Is it still 15% or has it changed again without my knowledge? Am I going to be embarrassed next time I pay for dinner at my favorite eating establishment?
&lt;/p&gt;
&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/donald-converse/service-inspired/different-tipping-point&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <category domain="http://www.fastcompany.com/tag/customer-service">customer service</category>
 <category domain="http://www.fastcompany.com/tag/leadership-2">Leadership</category>
 <category domain="http://www.fastcompany.com/tag/management-1">Management</category>
 <category domain="http://www.fastcompany.com/tag/social-responsibility-1">Ethonomics</category>
 <pubDate>Wed, 23 Apr 2008 18:33:33 -0400</pubDate>
 <dc:creator>Donald Converse</dc:creator>
 <guid isPermaLink="false">821853 at http://www.fastcompany.com</guid>
</item>
<item>
 <title>Comment on Node  ant</title>
 <link>http://www.fastcompany.com/node/782525</link>
 <description>&lt;p&gt;You make a fair observation Kevin.  I have to think that since I go to a least one Starbucks a day (and probably hundreds of times in my life) I can draw from more experiences, but in customer service the one or two bad experiences is all it takes to leave a bad taste in one&#039;s mouth.  Also, a geographic culture difference may influence how customers are treated which contributed to our experiences.  Regardless, I have to stick to my feelings and my admiration for the company based on my own experiences.  You are certainly entitled to feel the opposite.  Thanks for your comment Kevin.&lt;/p&gt;
&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/node/782525&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <pubDate>Wed, 02 Apr 2008 15:59:08 -0400</pubDate>
 <dc:creator>Donald Converse</dc:creator>
 <guid isPermaLink="false">782525 at http://www.fastcompany.com</guid>
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