Like many retailers Abercrombie & Fitch Co. suffered dismal November sales results. However, unlike many of their rivals they have made a fundamental decision not to aggressively lower prices -- deciding instead to try and maintain the equity of their brand.
So if they don't match on price, what will be the draw to the customer? Have they built enough equity to survive the downturn? Has their brand experience built enough customer loyalty to keep them coming back? Time will tell.
It will be interesting to see what A&F does as the recession continues. Will they be able to maintain the profitability based on less sales at higher prices or will they succumb to the price war? Stay tuned.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of employee engagement and a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Showing posts with label Culture. Show all posts
Showing posts with label Culture. Show all posts
Monday, December 15, 2008
Thursday, November 27, 2008
C-level or bust!
As we reflect on the importance of customer service in the current economic client, I recently read a blog by Management Consultant John Maven (ex P&G, Clorox) about the core competencies of the CEO. You can read the full post here, but I thought it was interesting that he felt that of the 10 competencies, 3 of them were linked to the customer-focus of the organization. He writes;
Vision - The CEO, possibly with the help of his executive team, creates and communicates a compelling and inspired sense of core purpose. This is based on the vision of the future, not the reality of today.
Culture – The CEO is responsible for creating and maintaining the desired culture and environment. If vision is where the company is going, culture and values tell how the company gets there. Values outline acceptable behavior. Work gets done through people, and people are profoundly affected by culture. Culture is built in many ways, and the CEO sets the tone. His every action—or inaction—sends cultural messages.
Customer focus - CEOs have a clear understanding of customers' needs, preferences, interests, timelines and decision-making criteria. Focusing on meeting those needs and doing so profitably means success for both the company and the customer. Long-term customer satisfaction builds loyal, repeat customers
Yet in spite of the fact that everyone is talking about it, we seem to constantly struggle with getting it right. I maintain that it is because too many CEO's do not have competencies in the area of customer-focus as demonstrated by the poor service we receive and the opportunities that abound even in these economic conditions for those who do.
So let's make sure we have the direct endorsement of the C-level if we expect a true customer-focus.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Vision - The CEO, possibly with the help of his executive team, creates and communicates a compelling and inspired sense of core purpose. This is based on the vision of the future, not the reality of today.
Culture – The CEO is responsible for creating and maintaining the desired culture and environment. If vision is where the company is going, culture and values tell how the company gets there. Values outline acceptable behavior. Work gets done through people, and people are profoundly affected by culture. Culture is built in many ways, and the CEO sets the tone. His every action—or inaction—sends cultural messages.
Customer focus - CEOs have a clear understanding of customers' needs, preferences, interests, timelines and decision-making criteria. Focusing on meeting those needs and doing so profitably means success for both the company and the customer. Long-term customer satisfaction builds loyal, repeat customers
Yet in spite of the fact that everyone is talking about it, we seem to constantly struggle with getting it right. I maintain that it is because too many CEO's do not have competencies in the area of customer-focus as demonstrated by the poor service we receive and the opportunities that abound even in these economic conditions for those who do.
So let's make sure we have the direct endorsement of the C-level if we expect a true customer-focus.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Sunday, November 23, 2008
Customer Service equals Trust
A recent study of UK banks by Grassroots indicates that the level of trust a customer feels for banks is a direct result of the quality of service provided.
Banks achieving a higher overall service score achieved significantly higher ratings of trust when compared to banks with a lower overall service score.
Some key findings of the study include:
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Banks achieving a higher overall service score achieved significantly higher ratings of trust when compared to banks with a lower overall service score.
Some key findings of the study include:
- 60% of staff failed to offer to open an account. Of these 40% would have done so there and then if they had only been asked.
- Establishing the customer’s requirements is critical. Only two thirds of staff asked how much the customer had to invest.
- Just one in five customers rated staff as having excellent product knowledge. This is a key differentiator when there are fewer customers around.
- Only 64% of staff made an excellent first impression with survey participants – still a 5% increase on the results from the 2005 survey.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Wednesday, November 19, 2008
Hire for Character not competence
Hiring properly is one of the keys to engaged employees -- making sure that the people you hire are the kind of people you want as part of your team.
I recently went to the hardware store looking for a part for a door. The first person pointed me in the right direction - no luck. I asked a second person who directed me to a third person who directed me to a fourth person.
Finally the fourth person took me directly to the appropriate section and then when they were also unable to find the correct part, looked on the computer to find it.
Everyone one in this chain had the "competence" of knowing where to look, but only 1 person had the "character" to make the time to take me there.
At Pret a Manger, they hire happy people and teach them how to make sandwiches versus trying to teach people who know how to make sandwiches how to be happy.
Be clear on the character you want and then make sure your hiring practices build in the behavioural requirements.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
I recently went to the hardware store looking for a part for a door. The first person pointed me in the right direction - no luck. I asked a second person who directed me to a third person who directed me to a fourth person.
Finally the fourth person took me directly to the appropriate section and then when they were also unable to find the correct part, looked on the computer to find it.
Everyone one in this chain had the "competence" of knowing where to look, but only 1 person had the "character" to make the time to take me there.
At Pret a Manger, they hire happy people and teach them how to make sandwiches versus trying to teach people who know how to make sandwiches how to be happy.
Be clear on the character you want and then make sure your hiring practices build in the behavioural requirements.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Thursday, November 13, 2008
No need for cutbacks in Employee Engagement
The 2008 Hewitt Best Employers in Australia and New Zealand were announced recently and there were a couple insights worth mentioning.
Not surprisingly study insights show a clear link between levels of employee engagement and virtually every measure of company performance. For example, Best Employers generated an average of 1-1/2 times more revenue and 2-1/2 times more profit per employee than the lower ranked organisations.
According to David Brown, market manager of Hewitt Australia and New Zealand: "The factors that drive employee engagement are a direct reflection on our changing social landscape. There are some universal factors that we see coming up again and again from year to year, such as;
Given the current economic climate, no company can absorb these additional costs as a result of cuts that negatively impact employee engagement.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Not surprisingly study insights show a clear link between levels of employee engagement and virtually every measure of company performance. For example, Best Employers generated an average of 1-1/2 times more revenue and 2-1/2 times more profit per employee than the lower ranked organisations.
According to David Brown, market manager of Hewitt Australia and New Zealand: "The factors that drive employee engagement are a direct reflection on our changing social landscape. There are some universal factors that we see coming up again and again from year to year, such as;
- career opportunities,
- recognition for work successes, and
- feeling that one's work makes a contribution.
- building a company culture that fosters productivity by 'walking the talk' and having company values that align with employees' personal values;
- having middle managers who understand and support business strategies; and
- building a diverse workforce."
Given the current economic climate, no company can absorb these additional costs as a result of cuts that negatively impact employee engagement.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Friday, October 3, 2008
Pret a Manger vs. The Ritz-Carlton - Part 2
A further similarity between key business practices between Pret a Manger (UK sandwich shop) and The Ritz-Carlton is in the area of empowering employees. After all, given their focus on hiring for character, doesn’t it make sense to allow these great people to do what they do naturally (with some guidelines of course).
Like The Ritz-Carlton, they are also empowered to make sure the customer is satisfied.
At Pret a Manger, each team member is empowered from their first day at work to make their own decisions. For example, if you complain that you didn’t like your coffee at your local Pret, it is up to the team member you speak with, to decide how to resolve the situation. If you are spotted struggling with bags, team members are welcome to leave their post and go and help. It’s a question of using the common sense and respect that Pret looks for when it hires people.
Jay Chapman, Head of Communications, says, “It’s not uncommon to find that if you’ve been to Pret for your lunch every day for a week, the person behind the till will recognise you and decide to give you Friday for free. The manager keeps an eye on things, but overall the team members are empowered to make their own decisions”.
Result, Pret’s customers are happy. On average, 60% of feedback received by the Pret a Manger customer service department is either positive or neutral. Pret has not only succeeded in engaging their employees but their clients as well.
And why not? Jay’s philosophy is “If you treat your employees well and involve them in the decisions that will affect them, they’re much more likely to be engaged in carrying out the effects of those decisions.”
It comes as no surprise that both companies have both high employee engagement and high customer satisfaction. When you hire the right people for the job -- and then let them do the job, you will have happy, engaged staff, and it turn happy, satisfied customers.
Check out the full article if you haven’t already done so.
Cheers!
Bill's passion is exceptional customer service -- internally and externally. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand values and deliver an intentional customer service experience that exceeds expectations.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Like The Ritz-Carlton, they are also empowered to make sure the customer is satisfied.
At Pret a Manger, each team member is empowered from their first day at work to make their own decisions. For example, if you complain that you didn’t like your coffee at your local Pret, it is up to the team member you speak with, to decide how to resolve the situation. If you are spotted struggling with bags, team members are welcome to leave their post and go and help. It’s a question of using the common sense and respect that Pret looks for when it hires people.
Jay Chapman, Head of Communications, says, “It’s not uncommon to find that if you’ve been to Pret for your lunch every day for a week, the person behind the till will recognise you and decide to give you Friday for free. The manager keeps an eye on things, but overall the team members are empowered to make their own decisions”.
Result, Pret’s customers are happy. On average, 60% of feedback received by the Pret a Manger customer service department is either positive or neutral. Pret has not only succeeded in engaging their employees but their clients as well.
And why not? Jay’s philosophy is “If you treat your employees well and involve them in the decisions that will affect them, they’re much more likely to be engaged in carrying out the effects of those decisions.”
It comes as no surprise that both companies have both high employee engagement and high customer satisfaction. When you hire the right people for the job -- and then let them do the job, you will have happy, engaged staff, and it turn happy, satisfied customers.
Check out the full article if you haven’t already done so.
Cheers!
Bill's passion is exceptional customer service -- internally and externally. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand values and deliver an intentional customer service experience that exceeds expectations.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Monday, September 29, 2008
Pret a Manger vs. The Ritz-Carlton
I came across an excellent post in The Insider that you should read if you haven’t already done so. It features an interview with Jay Chapman, Head of Communications at Pret a Manger (a sandwich shop chain).
The thing that struck me was the similarities between one of the key business practices between Pret a Manger and The Ritz-Carlton. They both place very high emphasis on recruitment.
Like The Ritz-Carlton, prior to formal interviews for any role, all candidates (for any position within Pret) must work on the shop floor for a day. The team who works there gets a say on whether the candidate will fit in with the team there or whether they would like the person to work for Pret. If the answer is no, the candidate isn’t hired.
In this way the shop teams make decisions on who the next Purchasing Manager, the next Customer Service Advisor and the next Property Director are. On top of that, all new recruits spend a week or two working in the shop at the start of their employment.
Pret invests a lot in their recruitment process to make sure that their business is filled with “Pret people” from top to bottom and they actively encourage employees to bring their own personalities to work.
Jay believes this investment pays off one hundredfold -- 60% of staff at Pret’s head office began life on the shop floor -- and they know the business inside out.
Incidentally, ‘head office’ is described by Pret people as, ‘Hudsons Place’. This is because the people at Hudsons Place truly don’t believe they are any more important than the people on the shop floor – they’re just fulfilling a different function. This attitude of respect, treating everyone the same seems to run throughout Pret.
That kind of attitude comes from the top and sets the tone for the entire organizational culture.
So regardless of what kind of business you are in there is a lesson to be learned about hiring. Determine the culture you want and then design your recruitment to find those people.
At Pret, there is one quality which is an absolute must if you want to join the team – happiness. “You can’t hire someone who can make sandwiches and teach them to be happy,” says Jay, “So we hire happy people and teach them to make sandwiches”. This is hiring based on character versus competence, which you then train.
What are the key qualities you need to hire for -- and importantly, how have you designed your recruitment process to find those people.
Cheers!
Bill's passion is exceptional customer service -- internally and externally. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand values and deliver an intentional customer service experience that exceeds expectations.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
The thing that struck me was the similarities between one of the key business practices between Pret a Manger and The Ritz-Carlton. They both place very high emphasis on recruitment.
Like The Ritz-Carlton, prior to formal interviews for any role, all candidates (for any position within Pret) must work on the shop floor for a day. The team who works there gets a say on whether the candidate will fit in with the team there or whether they would like the person to work for Pret. If the answer is no, the candidate isn’t hired.
In this way the shop teams make decisions on who the next Purchasing Manager, the next Customer Service Advisor and the next Property Director are. On top of that, all new recruits spend a week or two working in the shop at the start of their employment.
Pret invests a lot in their recruitment process to make sure that their business is filled with “Pret people” from top to bottom and they actively encourage employees to bring their own personalities to work.
Jay believes this investment pays off one hundredfold -- 60% of staff at Pret’s head office began life on the shop floor -- and they know the business inside out.
Incidentally, ‘head office’ is described by Pret people as, ‘Hudsons Place’. This is because the people at Hudsons Place truly don’t believe they are any more important than the people on the shop floor – they’re just fulfilling a different function. This attitude of respect, treating everyone the same seems to run throughout Pret.
That kind of attitude comes from the top and sets the tone for the entire organizational culture.
So regardless of what kind of business you are in there is a lesson to be learned about hiring. Determine the culture you want and then design your recruitment to find those people.
At Pret, there is one quality which is an absolute must if you want to join the team – happiness. “You can’t hire someone who can make sandwiches and teach them to be happy,” says Jay, “So we hire happy people and teach them to make sandwiches”. This is hiring based on character versus competence, which you then train.
What are the key qualities you need to hire for -- and importantly, how have you designed your recruitment process to find those people.
Cheers!
Bill's passion is exceptional customer service -- internally and externally. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand values and deliver an intentional customer service experience that exceeds expectations.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Wednesday, September 10, 2008
Is anybody really listening
As a customer do you ever feel that no one is listening to you or thinking about your needs? How often have you been in a situation where the service provider clearly demonstrates that in spite of their words, their actions communicate that they are not listening.
For example, I recently went to pick up my dry cleaning. The cleaners have always been very helpful and looked after my needs quite well. No complaints.
They run a loyalty program where for every so many dollars purchased I get a $15.00 credit -- nice. However, whenever I pick up my laundry, I have to remember to go through a pile of cards that they store in flat rolodex files, get my card, have it stamped and then return it to the file.
On this particular day I mentioned that given the technology today they should have it on their computer system that whenever I spend over a certain amount they could surprise me and reward me with a $15.00 discount. Same program, but more convenient for the customer and provides the cleaner the opportunity to delight me.
Their response (said very nicely) was they already had lots going on at the cash register when a customer was purchasing and that would just add another step.
When I mentioned that it was not a very customer-focused response they assured me they were very customer focused -- and frankly they are.
It just served to remind me that even people/companies that are customer-focused still need to listen. We may be doing many things right -- but when a loyal customer offers a comment or suggestion -- shut up and LISTEN.
We can always improve and that usually starts with listening.
Cheers!
Bill's passion is branded customer service that exceeds expectations. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
For example, I recently went to pick up my dry cleaning. The cleaners have always been very helpful and looked after my needs quite well. No complaints.
They run a loyalty program where for every so many dollars purchased I get a $15.00 credit -- nice. However, whenever I pick up my laundry, I have to remember to go through a pile of cards that they store in flat rolodex files, get my card, have it stamped and then return it to the file.
On this particular day I mentioned that given the technology today they should have it on their computer system that whenever I spend over a certain amount they could surprise me and reward me with a $15.00 discount. Same program, but more convenient for the customer and provides the cleaner the opportunity to delight me.
Their response (said very nicely) was they already had lots going on at the cash register when a customer was purchasing and that would just add another step.
When I mentioned that it was not a very customer-focused response they assured me they were very customer focused -- and frankly they are.
It just served to remind me that even people/companies that are customer-focused still need to listen. We may be doing many things right -- but when a loyal customer offers a comment or suggestion -- shut up and LISTEN.
We can always improve and that usually starts with listening.
Cheers!
Bill's passion is branded customer service that exceeds expectations. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Thursday, September 4, 2008
How to achieve the ultimate customer-focused company
Last May, Ranjay Gulati (Michael Ludwig Nemmers Distinguished Professor of Strategy and Organizations at Northwestern University’s Kellogg School of Management), wrote an article for the Harvard Business Review entitled “Silo Busting: How to Execute on the Promise of Customer Focus”. Gulati’s main point was that while many companies claim to be focused on their customers, they are unable to deliver on these promises within their current company culture. His basis for this argument is that companies continue to focus on their own needs versus the customer needs.
Gulati identified four values that companies must adopt in order to successfully be customer-focused. These are coordination, cooperation, capability and connection.
Coordination: Most companies are organized around a specific function, product or geographical location. However, customers don’t think that way, and often the solutions they need do not fit within those boundaries. Gulati suggests that companies need to create processes or mechanisms that break these divisions - or silos - so that the customer gets the benefit of the entire company.
Cooperation: Here the focus is two-fold. Separate business units need to cooperate to support each other’s activities to achieve measurable customer satisfaction, and employees who are closest to customers need the authority to make decisions that benefit the customer. This kind of cooperation ensures the customer always comes first.
Capability: According to Gulati, companies need more “generalists”. These are described as employees who “have experience in several products or services and a deep knowledge of customer needs” as well as having the skill and flexibility to cross organizational boundaries. These people see the big picture and resultant are able to produce tailored solutions that meet customer needs.
Connection: Gulati’s research supports aligning with suppliers and partners. The rationale is that it support better solutions for the customer as well as provide cost-cutting opportunities.
Gulati’s four “C’s” make sense, as they provide companies with a process map that focuses on the customer. Interesting to note, everything still focuses on the big “C” -- the customer.
Cheers!
Bill's passion is branded customer service that exceeds expectations. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Gulati identified four values that companies must adopt in order to successfully be customer-focused. These are coordination, cooperation, capability and connection.
Coordination: Most companies are organized around a specific function, product or geographical location. However, customers don’t think that way, and often the solutions they need do not fit within those boundaries. Gulati suggests that companies need to create processes or mechanisms that break these divisions - or silos - so that the customer gets the benefit of the entire company.
Cooperation: Here the focus is two-fold. Separate business units need to cooperate to support each other’s activities to achieve measurable customer satisfaction, and employees who are closest to customers need the authority to make decisions that benefit the customer. This kind of cooperation ensures the customer always comes first.
Capability: According to Gulati, companies need more “generalists”. These are described as employees who “have experience in several products or services and a deep knowledge of customer needs” as well as having the skill and flexibility to cross organizational boundaries. These people see the big picture and resultant are able to produce tailored solutions that meet customer needs.
Connection: Gulati’s research supports aligning with suppliers and partners. The rationale is that it support better solutions for the customer as well as provide cost-cutting opportunities.
Gulati’s four “C’s” make sense, as they provide companies with a process map that focuses on the customer. Interesting to note, everything still focuses on the big “C” -- the customer.
Cheers!
Bill's passion is branded customer service that exceeds expectations. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Thursday, August 7, 2008
Great Customer Service Doesn’t Cost -- it pays (Part 2)
I thought I would share a couple more gems learned from The Ritz Carlton that I think are “must do’s” at any organization looking at improving their customer-focus.
The first one that really stands out I call hiring for character versus competence. I understand the initial hiring process at The Ritz Carlton is a telephone interview conducted by someone outside the HR department. This is done to ensure that the focus is on character versus competence (skills). They use a standardized set of questions that focus on character attributes such as; work ethic, self-esteem, empathy, and team-orientation. Only if they successfully pass this initial screening are they evaluated on the basis of their ability to do the job.
I think this maybe the single most important step when building a culture of customer-focus. This ensures that members of the team are like-minded in their commitment to delivering an exception customer experience.
John C. Maxwell is credited with saying, “People don’t care how much you know until they know how much you care.” I couldn’t agree more.
I love it -- 3 easy steps that add no cost to improving customer service!
Shoot me an email if you would like a copy of their 1999 application for the Malcolm Baldridge National Quality Award - it’s great reading
Cheers!
Bill's passion is branded customer service that exceeds expectations. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
The first one that really stands out I call hiring for character versus competence. I understand the initial hiring process at The Ritz Carlton is a telephone interview conducted by someone outside the HR department. This is done to ensure that the focus is on character versus competence (skills). They use a standardized set of questions that focus on character attributes such as; work ethic, self-esteem, empathy, and team-orientation. Only if they successfully pass this initial screening are they evaluated on the basis of their ability to do the job.
I think this maybe the single most important step when building a culture of customer-focus. This ensures that members of the team are like-minded in their commitment to delivering an exception customer experience.
John C. Maxwell is credited with saying, “People don’t care how much you know until they know how much you care.” I couldn’t agree more.
The second gem is that each employee must sign an agreement that clearly sets out expectations. This is both cultural as well as job related. It is also signed by their Manager.
I think this is important for 3 reasons.
- It sets expectations which can be measured against and therefore exceeded. Something we generally agree needs to be done with external customers -- so why not internal customers.
- It balances job performance tracking with cultural behaviour measures. Too often companies are good at the job measures, less disciplined with cultural measures.
- An agreement indicates that both parties have responsibilities for success. Implicit in the signature by the Manager is their commitment to helping the employee be successful.
I love it -- 3 easy steps that add no cost to improving customer service!
Shoot me an email if you would like a copy of their 1999 application for the Malcolm Baldridge National Quality Award - it’s great reading
Cheers!
Bill's passion is branded customer service that exceeds expectations. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Monday, August 4, 2008
Great Customer Service Doesn’t Cost -- it pays
The Ritz-Carlton hotel company is often referenced as an example of a company that gets customer-focus. In fact, every employee carries a pocket-sized fold-out card with the company’s Credo:
Additional information includes three essential steps of service (greeting, anticipation of needs, fond farewell) and a summary of their 20 basics of good service.
By my count, only 2 of the 20 basics of good service have a financial cost -- training and resolving customer issues. And even those don’t necessarily cost anything.
Also, these 20 basics could easily be adopted by virtually any service business in the world. Yet I think you would agree each of these basics would improve your service experience. (Shoot me an email and I will send you a copy if you don’t have one)
So it begs the question; why aren’t more companies doing it? Something to think about.
Cheers!
Bill's passion is branded customer service that exceeds expectations. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Plus, in large, bold type, is the company’s motto: “We are ladies and gentlemen serving ladies and gentlemen.”The Ritz-Carlton Hotel is a place where the genuine care and comfort of our
guests is our highest mission.
We pledge to provide the highest personal service and facilities for our guests who will always enjoy a warm, relaxed yet refined ambiance.
The Ritz-Carlton experience enlivens the senses, instills well-being, and fulfills even the unexpressed wishes and needs of our guests.
Additional information includes three essential steps of service (greeting, anticipation of needs, fond farewell) and a summary of their 20 basics of good service.
By my count, only 2 of the 20 basics of good service have a financial cost -- training and resolving customer issues. And even those don’t necessarily cost anything.
Also, these 20 basics could easily be adopted by virtually any service business in the world. Yet I think you would agree each of these basics would improve your service experience. (Shoot me an email and I will send you a copy if you don’t have one)
So it begs the question; why aren’t more companies doing it? Something to think about.
Cheers!
Bill's passion is branded customer service that exceeds expectations. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Thursday, July 17, 2008
Who’s in charge of your most valuable asset?
First you need to decide on what that asset is. Often people like to say their most valuable asset is their employees. They make statements like “Our most valuable asset goes out the door every night.”
But I would suggest that the most the valuable asset is the one your business cannot survive without -- your customers.
I say this not to diminish the importance of employees; actually my point is exactly the opposite. I think employees are extremely important because your employees deal with your customers’ every day. They are managing your most important asset -- the customer.
But do we accord them the respect this important role deserves? Too often we don’t give them the authority to do their job, we give them lists of rules of what they can and cannot do; we make them get Manager approvals to make decisions.
Yet because people (i.e. customers) are all different, the best solution to a problem is often different for each customer. By forcing a single solution for each customer, we may be spending too much on some and not enough on others.
For example, if you have developed a compensation policy that costs of $100 to implement, with Manager approval, wouldn’t it be better to give your employees full authority to spend up to $75 to fix the situation on the spot (after providing direction on the types of things they can do based on their judgement).
This option has 4 big benefits.
Something to think about.
Cheers!
But I would suggest that the most the valuable asset is the one your business cannot survive without -- your customers.
I say this not to diminish the importance of employees; actually my point is exactly the opposite. I think employees are extremely important because your employees deal with your customers’ every day. They are managing your most important asset -- the customer.
But do we accord them the respect this important role deserves? Too often we don’t give them the authority to do their job, we give them lists of rules of what they can and cannot do; we make them get Manager approvals to make decisions.
Yet because people (i.e. customers) are all different, the best solution to a problem is often different for each customer. By forcing a single solution for each customer, we may be spending too much on some and not enough on others.
For example, if you have developed a compensation policy that costs of $100 to implement, with Manager approval, wouldn’t it be better to give your employees full authority to spend up to $75 to fix the situation on the spot (after providing direction on the types of things they can do based on their judgement).
This option has 4 big benefits.
- We all know that the quicker a problem is fixed, the happier the customer.
- If most problems can be fixed immediately by the employee for maximum $75, you have saved money and created a more satisfied customer.
- The employee can probably provide a more customized solution because they are closest to the customer issue.
- The employee feels empowered and takes ownership of the situation.
Something to think about.
Cheers!
Bill's passion is great customer service. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Saturday, June 14, 2008
The Importance of Goal Setting
A critical step to achieving exceptional performance is goal setting. Clear goals and corresponding measures, ensures employees understand what is important to succeed.
Ken Blanchard, in Customer Mania!, tells the story that when he was a college professor he used to give the final exam at the beginning of the course, and then spend the rest of the course teaching students the answers so they would know how to be successful on the final exam at the end of the course.
Real life should be like that. We should know what the final expectations are in advance, so we can develop the skills necessary to be successful.
Goals are set at the top and cascade down through the organization. Personal goals must be clearly linked to organizational goals. There should be a clear line of sight between the goals at the top of the organization to each individuals goals and activities. Every employee should be able to see how there daily activities align directly to and are supportive of the overall organizational goals.
For example, if an organizational goal is to increase sales, as a server, I must be able to see how my daily activities deliver excellent customer service and translate into a happy satisfied customer who will return often and tell their friends about their experience.
Only when each employee sees the importance their daily activities play in achieving overall goals will they internalize the organizational goals and recognize how valuable their contribution is to the success of the organization.
Cheers!
Ken Blanchard, in Customer Mania!, tells the story that when he was a college professor he used to give the final exam at the beginning of the course, and then spend the rest of the course teaching students the answers so they would know how to be successful on the final exam at the end of the course.
Real life should be like that. We should know what the final expectations are in advance, so we can develop the skills necessary to be successful.
Goals are set at the top and cascade down through the organization. Personal goals must be clearly linked to organizational goals. There should be a clear line of sight between the goals at the top of the organization to each individuals goals and activities. Every employee should be able to see how there daily activities align directly to and are supportive of the overall organizational goals.
For example, if an organizational goal is to increase sales, as a server, I must be able to see how my daily activities deliver excellent customer service and translate into a happy satisfied customer who will return often and tell their friends about their experience.
Only when each employee sees the importance their daily activities play in achieving overall goals will they internalize the organizational goals and recognize how valuable their contribution is to the success of the organization.
Cheers!
Tuesday, June 10, 2008
The Customer Speaks
I am sure you have heard about the recent "layoff" of an Owen Sound Ontario employee who shaved her head to donate the hair for a Cancer fundraising. It would be almost impossible to miss unless you were on a deserted island.
In spite of the fact that the events took place in a northern Ontario community, I have read coverage on all the major US news feeds and even in the UK. Clearly this situation got people's attention.
However, I think the most telling quote was from the owner, "the public outcry has been devastating to the restaurant and has upset the other employees". He goes on to say that he wished they could have sorted something out before she went to the media.
I guess he still doesn't get it. It should have been sorted out before he made the statement. He sees the problem being that his behaviour was actually held up for scrutiny, not that his initial behaviour was inappropriate.
How often do we hear about companies that talk a good game, but when the rubber hits the road, they don't walk the talk.
If this company culture was one that put people first, do you think his initial decision would have been to send her home for the summer. The initial decision is the one that gives us the insight into the culture, not the belated apology.
Now, the people have spoken and I am sure that the business will pay the consequences. Would you go to a restaurant that treats its employees with such disrespect? Would you expect good service from employees who are treated so poorly?
So even if the product was great, the experience can overshadow the product to such an extent that it defines the brand.
A real life example we should all reflect on from time to time.
Cheers!
In spite of the fact that the events took place in a northern Ontario community, I have read coverage on all the major US news feeds and even in the UK. Clearly this situation got people's attention.
However, I think the most telling quote was from the owner, "the public outcry has been devastating to the restaurant and has upset the other employees". He goes on to say that he wished they could have sorted something out before she went to the media.
I guess he still doesn't get it. It should have been sorted out before he made the statement. He sees the problem being that his behaviour was actually held up for scrutiny, not that his initial behaviour was inappropriate.
How often do we hear about companies that talk a good game, but when the rubber hits the road, they don't walk the talk.
If this company culture was one that put people first, do you think his initial decision would have been to send her home for the summer. The initial decision is the one that gives us the insight into the culture, not the belated apology.
Now, the people have spoken and I am sure that the business will pay the consequences. Would you go to a restaurant that treats its employees with such disrespect? Would you expect good service from employees who are treated so poorly?
So even if the product was great, the experience can overshadow the product to such an extent that it defines the brand.
A real life example we should all reflect on from time to time.
Cheers!
Monday, June 2, 2008
The Secret of Enduring Greatness
I thought I would take a break today and let Jim Collins (Good to Great) speak. I recently came across an article he wrote for Fortune magazine in which he talks about the importance of culture in great companies.
In the article, he was responding to the concept that great companies can't endure based on the work of Joseph Schumpeter, the great economist who wrote about the "perennial gale of creative destruction" wherein technological change and visionary entrepreneurs give birth to new things that obliterate old things, only to see those new things become obliterated by the next generation.
You can imagine that Jim took exception to this notion as an all encompassing point of view.
What I found most interesting in his article was that when giving examples of great companies that endured, he repeatedly made references to their cultures. "These companies trained leaders who could evolve and create a portfolio of flywheels - from candles to Pringles, from medical plasters to Tylenol, from light bulbs to jet engines - yet they also held tight to core values that have remained fixed for 100 years or more."
He used the example of Wal-Mart and Ames to illustrate his point. In the early 70”s these 2 companies looked very similar, yet one thrived and the second disappeared. When examining the reasons for their differences, Jim points to internal conditions versus external influences.
He sums it up beautifully, “Companies do not fall primarily because of what the world does to them or because of how the world changes around them; they fall first and foremost because of what they do to themselves.”
When he talks about what they do to themselves, he specifically talks about internal culture as one of the key influencers.
“When you've built an institution with values and a purpose beyond just making money - when you've built a culture that makes a distinctive contribution while delivering exceptional results - why would you surrender to the forces of mediocrity and succumb to irrelevance? And why would you give up on the idea that you can create something that not only lasts but also deserves to last?”
As you can see, he makes the point far better than I, so I encourage you to read the article in its entirety.
Cheers!
In the article, he was responding to the concept that great companies can't endure based on the work of Joseph Schumpeter, the great economist who wrote about the "perennial gale of creative destruction" wherein technological change and visionary entrepreneurs give birth to new things that obliterate old things, only to see those new things become obliterated by the next generation.
You can imagine that Jim took exception to this notion as an all encompassing point of view.
What I found most interesting in his article was that when giving examples of great companies that endured, he repeatedly made references to their cultures. "These companies trained leaders who could evolve and create a portfolio of flywheels - from candles to Pringles, from medical plasters to Tylenol, from light bulbs to jet engines - yet they also held tight to core values that have remained fixed for 100 years or more."
He used the example of Wal-Mart and Ames to illustrate his point. In the early 70”s these 2 companies looked very similar, yet one thrived and the second disappeared. When examining the reasons for their differences, Jim points to internal conditions versus external influences.
He sums it up beautifully, “Companies do not fall primarily because of what the world does to them or because of how the world changes around them; they fall first and foremost because of what they do to themselves.”
When he talks about what they do to themselves, he specifically talks about internal culture as one of the key influencers.
“When you've built an institution with values and a purpose beyond just making money - when you've built a culture that makes a distinctive contribution while delivering exceptional results - why would you surrender to the forces of mediocrity and succumb to irrelevance? And why would you give up on the idea that you can create something that not only lasts but also deserves to last?”
As you can see, he makes the point far better than I, so I encourage you to read the article in its entirety.
Cheers!
Empowering Employees
I have set a goal to read (or reread) 1 business book every 2 weeks. I was recently at the Canadian Franchise Conference, so I decided to re-read "Customer Mania!" by Ken Blanchard since it is the story of how YUM! Brands --owners of KFC, Taco Bell, Pizza Hut, Long John Silver's and A&W Restaurants in the US -- is building a Customer-Focused company.
I was rewarded by having a couple concepts refreshed in my own mind; one was empowering employees.
In this book Ken tells the story of how Ritz-Carlton gives every front-line employee a $2000 discretionary fund to solve a customer service issue -- without manager approval.
David Novak, CEO for YUM Brands! liked this idea so much he implemented a similar policy, except the value was $10.
Although the values are quite different, they are actually very similar. Both amounts are significant in the context of the products available at the company.
In both cases the employees feel respected and empowered. They have the ability to address customer issues immediately and appropriately based on their first hand knowledge of the issue.
This discretionary fund becomes a competitive advantage because the person closest to customer -- and the problem -- feel they can make decisions and solve problems. This in turn develops an ownership attitude and customer service that creates fans!
Cheers!
I was rewarded by having a couple concepts refreshed in my own mind; one was empowering employees.
In this book Ken tells the story of how Ritz-Carlton gives every front-line employee a $2000 discretionary fund to solve a customer service issue -- without manager approval.
David Novak, CEO for YUM Brands! liked this idea so much he implemented a similar policy, except the value was $10.
Although the values are quite different, they are actually very similar. Both amounts are significant in the context of the products available at the company.
In both cases the employees feel respected and empowered. They have the ability to address customer issues immediately and appropriately based on their first hand knowledge of the issue.
This discretionary fund becomes a competitive advantage because the person closest to customer -- and the problem -- feel they can make decisions and solve problems. This in turn develops an ownership attitude and customer service that creates fans!
Cheers!
Monday, May 26, 2008
Catch Employees Doing Something Right
I like to treat employees like children!
Before you start calling me names, let me explain.
When we teach children a new skill, we don't wait until they perfect it before we acknowledge their success. We praise them for each step they take as they progress towards their final goal.
For example, when a baby starts to walk, we are thrilled when they stand, then again when they take their first halting steps and so on, until they are finally able to walk across a room. Each and every time they show improvement towards their final goal of walking we provide positive encouragement and praise.
We need to take the same approach with employees.
When we see them doing something right, we need to recognize this behaviour immediately. Successful performance feedback must be immediate, specific and linked to desired behaviours that you want to see repeated.
Don't wait to acknowledge effort until it is done exactly right. You may be waiting a long time.
Cheers!
Before you start calling me names, let me explain.
When we teach children a new skill, we don't wait until they perfect it before we acknowledge their success. We praise them for each step they take as they progress towards their final goal.
For example, when a baby starts to walk, we are thrilled when they stand, then again when they take their first halting steps and so on, until they are finally able to walk across a room. Each and every time they show improvement towards their final goal of walking we provide positive encouragement and praise.
We need to take the same approach with employees.
When we see them doing something right, we need to recognize this behaviour immediately. Successful performance feedback must be immediate, specific and linked to desired behaviours that you want to see repeated.
Don't wait to acknowledge effort until it is done exactly right. You may be waiting a long time.
Cheers!
Saturday, May 24, 2008
Tim Hortons 2
Wow, what a run of bad luck Tim's is having these days.
First, firing an employee for giving a child a FREE TimBit, and now, not allowing a pregnant homeless women to eat her breakfast in the restaurant.
The important learning is that it doesn't matter that Tim Hortons has a basis for either of these actions. What matters is that customers across Canada are not happy with the corporate behavior.
But in neither case, was this corporate behaviour -- it was a specific individual acting in what they felt was a totally appropriate manner. Can these be any louder warnings for us about the critical importance of working with our employees on the customer service experience they are providing.
Tim Hortons has been a good corporate citizen. They are a big sponsor of local community activities in sports, culture and the arts -- yet all of that money is being totally over shadowed by "unpaid media" that suggests the company is uncaring. Plus, I would guess, considerable time and money are now being spent to minimize and undo the damage created by there 2 recent situations.
How much better to have spent this time and money making sure employees understand and internalize the corporate culture.
So when the value of spending funds to create a customer-focus culture in the organization is questioned -- remember these examples.
It doesn't matter how well the head office gets it or how much you spend on training "what to do", if your employees don't embrace your customer service experience and understand how to interpret the policies in the context of the brand values you have developed, you will continually be fighting fires likes these.
It's the difference between hiring and training for competence versus character.
Cheers!
First, firing an employee for giving a child a FREE TimBit, and now, not allowing a pregnant homeless women to eat her breakfast in the restaurant.
The important learning is that it doesn't matter that Tim Hortons has a basis for either of these actions. What matters is that customers across Canada are not happy with the corporate behavior.
But in neither case, was this corporate behaviour -- it was a specific individual acting in what they felt was a totally appropriate manner. Can these be any louder warnings for us about the critical importance of working with our employees on the customer service experience they are providing.
Tim Hortons has been a good corporate citizen. They are a big sponsor of local community activities in sports, culture and the arts -- yet all of that money is being totally over shadowed by "unpaid media" that suggests the company is uncaring. Plus, I would guess, considerable time and money are now being spent to minimize and undo the damage created by there 2 recent situations.
How much better to have spent this time and money making sure employees understand and internalize the corporate culture.
So when the value of spending funds to create a customer-focus culture in the organization is questioned -- remember these examples.
It doesn't matter how well the head office gets it or how much you spend on training "what to do", if your employees don't embrace your customer service experience and understand how to interpret the policies in the context of the brand values you have developed, you will continually be fighting fires likes these.
It's the difference between hiring and training for competence versus character.
Cheers!
Sunday, May 18, 2008
Harveys
I was out running some errands with my daughter today when we decided to stop for a quick lunch at Harvey's. We decided on Harvey's because I have purchased a discount coupon from a local charity that gives me 15% off every purchase at this particular Harvey's. The local manager has invested money to advertise in their community and drive business to their location. A typical type of promotion organized by "corporate" types to build the business. So let's see what happens at the actual Moment of Truth.
When I ordered I neglected to mention my coupon until I had finished telling the cashier the order, but before I had paid. I asked the cashier to adjust the total to reflect the discount. She told me she couldn't. When I asked why not, she indicated that she had already rung in the order, so it would mean she would have to re-do the order. I suggested that possibly the Manager would allow this.
Guess what? She then proceeded to revise the order to reflect the discount. Apparently she was empowered to make this minor adjustment without a Managers permission, she just couldn't be bothered.
Now, let's compare that to the young lady who filled our order. I asked for a small glass with a few pieces of ice to put into my daughters soup to cool it down. Her response was "No problem", she provided me with the ice in a separate cup. No mention of additional charge for the extra cup.
I guess the observation here is that both employees knew "what to do", they just had different attitudes towards "how to do it". Yet they worked 4 feet apart in the same location under the same management.
This is a perfect example of training that deals with the process of what you need to do -- how the cash register works, how many pickles to put on a burger etc.
But clearly the training that talks about what the customer experience should be like has not be communicated.
Yet what is the part of the experience that I remember. the food was fine, even the service of person who prepared our food was fine -- yet the final impression by both my daughter and I was "why did the cashier give us a hard time?" And why did we only get our discount when we wanted to complain to the manager? A classic example of an employee not embracing a customer-focused attitude.
The bigger question that remains is; Has Harvey's even taken the time to develop a set of customer service principles, or are they just hoping that things go well at the counter?
Let me know what you think based on your experiences.
Cheers!
When I ordered I neglected to mention my coupon until I had finished telling the cashier the order, but before I had paid. I asked the cashier to adjust the total to reflect the discount. She told me she couldn't. When I asked why not, she indicated that she had already rung in the order, so it would mean she would have to re-do the order. I suggested that possibly the Manager would allow this.
Guess what? She then proceeded to revise the order to reflect the discount. Apparently she was empowered to make this minor adjustment without a Managers permission, she just couldn't be bothered.
Now, let's compare that to the young lady who filled our order. I asked for a small glass with a few pieces of ice to put into my daughters soup to cool it down. Her response was "No problem", she provided me with the ice in a separate cup. No mention of additional charge for the extra cup.
I guess the observation here is that both employees knew "what to do", they just had different attitudes towards "how to do it". Yet they worked 4 feet apart in the same location under the same management.
This is a perfect example of training that deals with the process of what you need to do -- how the cash register works, how many pickles to put on a burger etc.
But clearly the training that talks about what the customer experience should be like has not be communicated.
Yet what is the part of the experience that I remember. the food was fine, even the service of person who prepared our food was fine -- yet the final impression by both my daughter and I was "why did the cashier give us a hard time?" And why did we only get our discount when we wanted to complain to the manager? A classic example of an employee not embracing a customer-focused attitude.
The bigger question that remains is; Has Harvey's even taken the time to develop a set of customer service principles, or are they just hoping that things go well at the counter?
Let me know what you think based on your experiences.
Cheers!
Saturday, May 17, 2008
Tim Hortons
So I imagine by now everyone has heard about the situation at Tim Hortons that resulted in the firing of an employee for giving away FREE Food. The employee's crime? She gave a FREE TimBit to a regular customers youngster.
Within 2 days this event was reported in every national newspaper, was on all major online news feeds and was being discussed on our local All News radio station. This is a perfect example of how the employee, in this case the manager who fired the employee, owns the brand.
By this single action the manager was communicating to the entire Country how Tim Hortons treated their employees and by default how they viewed their customers -- definitely an off-brand Moment of Truth.
Tim Hortons had rightly established a policy that it was inappropriate to give away FREE Food. The issue here was that the manager had not been given (or felt they had not) the ability to interpret this policy against a strong, well-communicated set of brand value that would help them interpret the policy in a manner that was consistent with the brand values.
I think common sense would tell us, that firing someone for giving a free TimBit was not the intention of the policy. But it was totally correct based on the policy.
The positive ending was that the employee that was fired was quickly re-hired by Tim Hortons at another location. Tim Hortons recognized that they needed to respond quickly and they did.
The question is, will they recognize the root cause of the problem and take steps to instill a strong, well-communicated set of brand values/service principles across the organization so their policies are interpreted appropriately.
I always say, "An organization needs a short list of expectations, versus a long list of rules."
Cheers!
Within 2 days this event was reported in every national newspaper, was on all major online news feeds and was being discussed on our local All News radio station. This is a perfect example of how the employee, in this case the manager who fired the employee, owns the brand.
By this single action the manager was communicating to the entire Country how Tim Hortons treated their employees and by default how they viewed their customers -- definitely an off-brand Moment of Truth.
Tim Hortons had rightly established a policy that it was inappropriate to give away FREE Food. The issue here was that the manager had not been given (or felt they had not) the ability to interpret this policy against a strong, well-communicated set of brand value that would help them interpret the policy in a manner that was consistent with the brand values.
I think common sense would tell us, that firing someone for giving a free TimBit was not the intention of the policy. But it was totally correct based on the policy.
The positive ending was that the employee that was fired was quickly re-hired by Tim Hortons at another location. Tim Hortons recognized that they needed to respond quickly and they did.
The question is, will they recognize the root cause of the problem and take steps to instill a strong, well-communicated set of brand values/service principles across the organization so their policies are interpreted appropriately.
I always say, "An organization needs a short list of expectations, versus a long list of rules."
Cheers!
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