The Million Dollar Greeting. Dan Sachs

business models. That’s a recipe for success!

      1 https://www.niceincontact.com/call-center-resource-finder/2017-incontact-­cx-­transformation-­benchmark-study-business-wave.

      2 Chip Espinoza and Mick Ukleja, Managing the Millennials: Discover the Core Competencies for Managing Today’s Workforce, (Hoboken, NJ: John Wiley & Sons, 2016), 7.

      3 Crystal Kadakia, The Millennial Myth, (Oakland, CA: Berrett-Koehler Publishers, Inc., 2017), 3.

      4 Espinoza and Ukleja, Managing the Millennials, 157.

      5 Lee Caraher, Millennials & Management: The Essential Guide to Making It Work at Work, (Brookline, MA: Bibliomotion, Inc., 2015), 47.

      6 Zeithami, Valarie, Berry, Leonard, Parasuraman, A. “Communication and Control Processes in the Delivery of Service Quality.” Journal of Marketing, Vol. 52, Issue 2, 35-48. 4/1988.

       Section 1

      The Evangelists

      Ari Weinzweig

      (Zingerman’s Delicatessen)

      Nick Sarillo

      (Nick’s Pizza & Pub)

      Paul Spiegelman

      (BerylHealth)

      Passionate about their vision and values and methodical about how they implement them, these three leaders practice what they preach. They strive to make work meaningful and society better, and they are certain that treating employees and customers well leads to financial success.

      While they approach their roles as leaders with the same level of commitment and attention to detail, each has taken his own path in molding the infrastructure of his organization. Additionally, they actively send their message out into the wider community through well-designed training programs (Ari and Nick) and purposeful podcasting (Paul).

      Chapter 1

      Zingerman’s:Laser-Focused on Customer Service

      “I think that if people don’t believe that customer service is a critical thing, then they’re going to do as little as possible, and then it’s going to be only done as a tactical tool, which is sort of like the person who eats a half dessert instead of a whole dessert, and that’s their tactical tool to get in shape. So it’s not bad, but it’s not going to create a meaningful life.” —Ari Weinzweig

      I’ll Take a Side of Customer Service, Please

      If you like good food and you live in Ann Arbor, Michigan, you already know all about Zingerman’s Delicatessen, which is as much of an institution as its neighbor, the University of Michigan. You’ve probably started at least one day with their roasted coffee along with a freshly baked cinnamon roll. Or maybe you’ve stopped by the deli for a #48, Binny’s Brooklyn Reuben, a side of Alterna Slaw, and a Magic Brownie. At night, you may have eaten at Zingerman’s Roadhouse restaurant, which offers the company’s unique spin on comfort food, or stopped by Zingerman’s Creamery to bring home a pint of gelato, fresh mozzarella, and Detroit Street Brick Cheese.

      It all started back in the early ’80s, when Paul Saginaw and Ari Weinzweig became friends. The two met at a restaurant after Ari graduated from the University of Michigan; Saginaw was the manager and Ari was the dishwasher. As their friendship evolved, they decided to band together and open a deli in an old brick building in a part of Ann Arbor called Kerrytown. In 1982, Zingerman’s was born.

      Since then, Zingerman’s has come to comprise a diverse community of businesses that includes everything from the deli itself to a candy manufacturer and Korean restaurant. Much has already been written about Zingerman’s. Bo Burlingham dubbed it “The Coolest Small Company in America” in a 2003 article in Inc. magazine, and Micheline Maynard of the New York Times wrote an article titled “The Corner Deli that Dared to Break Out of the Neighborhood” in 2007, Zingerman’s twenty-fifth anniversary.

      Ari is an author in his own right, and has written multiple books and pamphlets explaining Zingerman’s business philosophy. Available through Zingerman’s Press, the titles are diverse and range from the fifty-two-page pamphlet Bottom Line Change: Zingerman’s Recipe for Effective Organizational Change to full books such as Zingerman’s Guide to Good Leading Part 4: A Lapsed Anarchist’s Approach to the Power of Beliefs in Business (there are also parts 1 to 3) and my favorite, Zingerman’s Guide to Giving Great Service.

      In addition to its mission and guiding principles, another feature that defines Zingerman’s is its decision to develop new, independent businesses rather than franchise successful ones. Firmly rooted in Ann Arbor, each new business is operated by one or more managing partners who not only run the business but also share ownership. Annual revenue companywide is now about $62 million—a far cry from the early days at the deli.

      However, not all of the businesses under the Zingerman’s umbrella revolve around retail. ZingTrain, their customer service and leadership training company, hosts seminars in Ann Arbor and on-site around the country. It’s run by Maggie Bayless, who worked in the deli while getting her MBA at Michigan in the late 1980s. Asked why she got involved with ZingTrain, she says she admired its focus on customer service.

      “After graduation, I stayed in touch with Ari and Paul and watched how they worked to build an organizational culture that focused on service not only to paying customers but also to staff and each other,” she says. “I didn’t find that approach to service, or to leadership, in any of the companies where I worked post-MBA. So in 1994 I saw an opportunity to bring my passion for training back to Zingerman’s—to both improve the quality of internal training and also to offer outside organizations an inside look at how Zingerman’s does business. From the beginning, customer service training was the number one topic that ZingTrain clients have been looking for.”

      Guiding Principles

      At some companies, the mission statement and guiding principles (if they exist) may be in the employee handbook, but they are definitely not ingrained in the company’s culture. Not so at Zingerman’s, where the guiding principles inspire day-to-day decisions as well as future ones. They are the foundation of how employees relate to one another, their customers, suppliers, and the greater Ann Arbor community.

      As a cofounder of Zingerman’s, Ari has played a huge role in establishing, nurturing, and growing its customer service philosophy. A self-described “lapsed anarchist,” he is deeply passionate when he speaks about customer service, which is as essential to Zingerman’s identity as a pastrami sandwich from the deli. This isn’t just lip service.

      Unlike most companies, which only consider a financial bottom line, Zingerman’s has three bottom lines: Great Food, Great Service, and Great Finance.

      Customers don’t accidentally have a good experience at Zingerman’s. Customer service is woven into the fabric of the company, as the text from bottom line number 2, below, shows.

      “Our business exists only because of customers who spend their money on our products. The customer is the only reason we are here. Consequently, the customer is never an interruption. Without those customers, there would be no Zingerman’s and no jobs. Consequently, the customer always comes first.”

      One morning,