Every customer interaction is a moment of truth. Every call  to customer service, every e-mail, every product installation,  every time a bill arrives. Thousands of moments of truth  for Bell, each and every day. If a customer has a negative  experience with Bell, we fail those moments of truth—and  we fail ourselves. We know that last year, in the eyes of many of our custom- ers, we failed. The introduction of a new Bell Mobility billing  system was a very difficult time for the company and it  damaged very important relationships built up with our  customers over the years. But we resolved not to let that be the lasting impression.  So we are fixing our billing mistakes, correcting our errors;  we’ve apologized to the customers affected. We know that  rebuilding those relationships will take time and effort on  our part; because that is how they were built the fi rst time. We learn from our mistakes and move to take action so as  not to repeat them. We realize that each and every customer  interaction is a crucial moment for our company. Delivering  reliable and responsive customer service. These are our  moments of truth. The Out Bounders are special employees, but there are  others at Bell. Every day, from all across the company, more  and more people are taking action, making decisions and  making a difference. We are building a culture of confi dence  at Bell, a culture present at the founding of our company  and that has sustained us over the course of our history. Our  employees draw strength from being part of that proud  tradition and look for opportunities and then follow through.  40,000 minds, millions of ideas. Endless potential for Bell. Calling an on-the-spot meeting with his call centre staff,  Stéphane and his team—known at the call centre as  “the Out Bounders”—developed a plan. They identifi ed and  approached existing Bell customers on the South Shore  and offered them product bundles—Bell’s special service  packages—to thank them for their long-term relationship  with Bell, and to extend the relationship for an additional  two years. When Stéphane Gemme, a call centre manager for Bell in  Montréal, saw a competitor launch a voice product on the  city’s South Shore, he didn’t wait for an order from the top  before he took action. Stéphane simply saw an opportunity  to help his company. In fact, he felt a responsibility to do so. 21 Moments of Truth  A Culture of Confi  dence