Narrator: Imagine you’ve just stepped off a plane after a long day of travel. You’re tired, hungry, and all you can think about is getting home. As you walk through the terminal, a man in a tuxedo approaches you, holding a bag. He calls you by name and says, “Mr. Shankman, your steak is here.” Inside the bag is a full Morton’s Steakhouse dinner—a 24-ounce porterhouse, shrimp, potatoes, and bread. This isn’t a dream. It’s exactly what happened to author and entrepreneur Peter Shankman after he jokingly tweeted that he’d love a steak delivered to him at Newark Airport upon landing. The team at Morton's saw the tweet, recognized him as a loyal customer, and orchestrated this elaborate, surprising, and utterly delightful delivery.

This single act of amazing service didn't just make Shankman’s day; it generated a storm of positive publicity and cemented his loyalty for life. How does a company create this level of devotion? The strategy behind such moments is the central focus of Peter Shankman's book, Zombie Loyalists: Using Great Service to Create Rabid Fans. The book argues that in a world of mediocre service, creating fiercely loyal customers—or "Zombie Loyalists"—is not just possible, but the most powerful engine for business growth.

Narrator: The book begins with a stark diagnosis of the modern business landscape: most companies are infected with what Shankman calls “service crapitis.” This is the widespread, accepted reality that customer service is generally terrible. Customers have been conditioned to expect long hold times, unhelpful employees, and rigid, nonsensical rules. Shankman illustrates this with a thought experiment: imagine a gas station attendant from today being transported back to 1955. The modern attendant, used to sitting behind a partition and simply making change, would be utterly lost when faced with the 1950s expectation of full service—pumping gas, checking oil, and cleaning windshields.

This decline in standards has created a massive perception gap. Research cited in the book reveals a startling disconnect: while 80 percent of companies believe they deliver “superior” customer service, only 8 percent of their customers agree. This chasm of mediocrity, however, is not a problem but a profound opportunity. Because customer expectations are so low, it has become incredibly easy for a business to stand out. A company doesn't need to be perfect; it just needs to be slightly better than terrible to impress someone. A business that is genuinely great creates what Shankman calls "Zombie Loyalists"—customers so thrilled with their experience that they become an unpaid, passionate, and incredibly effective marketing army, driven to "infect" everyone they know with their enthusiasm for the brand.

Narrator: Zombie Loyalists are not created by a clever marketing campaign; they are the natural result of a healthy internal culture. Shankman argues that customer experience is a direct reflection of employee experience. If employees feel devalued, unheard, and disempowered, that negativity will inevitably spill over into their interactions with customers. The book points to a study by The Geek Factory, Inc., which found that nearly 60 percent of employees would work harder and take better care of customers if they simply felt their employer cared about them.

A key barrier to this is micromanagement. Shankman shares the story of Michelle, a skilled employee at a garden center whose boss constantly hovered, questioned her every move, and interrupted her conversations with customers. This lack of trust created a toxic environment, frustrated customers, and ultimately drove Michelle to quit and start her own successful garden center. In contrast, companies that foster loyalty empower their employees. They understand that employees on the front lines often have the best ideas for improving the customer experience. The book tells the story of a consultancy hired to improve a major transportation hub. When they interviewed hundreds of employees, they found the number one desire wasn't more money, but simply to be heard and to feel that their ideas were valued by the company. When employees are trusted and empowered, they are free to create the very service moments that breed loyalty.

Narrator: The most fertile ground for creating Zombie Loyalists is in the moments where a company chooses to put a person before its policy. Businesses often create rigid rules designed to protect the company's assets, but these rules frequently alienate the very customers they are meant to serve. Shankman illustrates this with a personal story about his bank. He was told he couldn't bring his Labradoodle inside, a strict "no dogs" policy. Frustrated, he walked across the street to a competitor, Commerce Bank, where the manager not only welcomed him and his dog but also gave the dog a treat. Shankman immediately moved all his accounts, and that bank, now TD Bank, has earned his loyalty and business for over a decade.

The first bank’s rule was designed for the company’s convenience; the second bank’s flexibility was designed for the customer’s reality. This principle of flexibility is crucial. The book argues that companies must empower employees to use logic and trust to make decisions that benefit the customer, even if it means bending or breaking a rule. This is how "wow" moments, like the Morton's Steakhouse delivery, happen. They are not random; they are the result of a culture that empowers employees to observe, listen, and act in a way that is human and generous, rather than robotic and rigid.

Narrator: Once a company creates a Zombie Loyalist, the next step is to make it easy for them to share their story. In the age of social media, customer service has become the new marketing. People are far more likely to trust a story from a friend than an advertisement from a brand. The key is to create experiences that are inherently shareable. These don't have to be as grand as a steak delivery; they are often small, personal, and surprising.

The book highlights the story of a pregnant woman dining at a Red Robin. The manager, Charles, noticed her and, after a friendly chat, comped her meal on the bill, listing the reason as "MOM 2 BEE GOOD LUC." The family was so touched by this small, humorous, and kind gesture that they posted a photo of the receipt on Reddit. The story went viral, generating massive positive publicity for Red Robin—all from one manager's empowered decision. Similarly, when a hotel employee at the Trump International Hotel delivered complimentary milk and cookies to Jennifer Roark Long’s children just minutes after they checked in, she immediately posted a photo on Facebook. These small, thoughtful acts are designed for the digital age; they are visual, emotional, and easily shared, turning one happy customer into an advertisement seen by hundreds or thousands.

Narrator: While a Zombie Loyalist is a company's greatest asset, a scorned loyalist is its greatest threat. Because they are so invested, their disappointment is magnified when they feel betrayed or neglected. Their negative story, amplified by their credibility as a former fan, can be devastating. The book shares the story of Ioana, a mother who spent thousands annually at Diapers.com. When she started experiencing consistent problems with damaged orders, her complaints were met with credits but no real solutions. Her requests to speak to a manager were ignored. Feeling unheard, she took her business to a competitor and shared her negative experience with her extensive network of other mothers.

However, making a mistake doesn't have to mean losing a loyalist forever. The key is to own the mistake, apologize sincerely, and take swift, visible action. Shankman recounts his own experience as a loyal Continental Airlines flyer. When the airline introduced a new fee he felt was unfair, he emailed the president, Larry Kellner. To his shock, Kellner called him personally, explained the policy, and waived the fees for him as a valued customer. That single phone call not only saved the relationship but turned Shankman into an even bigger advocate for the airline. By acknowledging the customer's frustration and taking personal responsibility, a company can turn a near-disaster into a powerful reaffirmation of its commitment to service, solidifying loyalty for life.

Narrator: The single most important takeaway from Zombie Loyalists is that exceptional customer service is not a department; it is the most potent and sustainable marketing strategy a business can deploy. In a world drowning in advertising noise, the most trusted voice is that of a happy customer. The book systematically dismantles the idea that service is a cost center and rebuilds it as the core driver of revenue, growth, and brand reputation.

The ultimate challenge the book leaves us with is to confront the gap between how we think we treat our customers and how they actually feel. It asks us to stop focusing on acquiring new customers through traditional means and instead turn our attention inward. What would happen if you empowered every single employee not just to follow the rules, but to create one small, amazing moment for one customer today? That one act might just be the bite that creates your first Zombie Loyalist.