Living Service Excellence World-Class
Living Service Excellence World Class
Service Excellence Tour U.S. in November 2001
Stimulation of the round
The tour was excellent references – it has been running annually for many years under the auspices of the Manchester Business School. This a visit to the United Kingdom sister.
For us, the visit was part of a program of continuing professional development, a sort of the MBA experience – visiting world-class companies. It is interesting to note rightly and CEO of Federal Express in a video that we saw said
"The most important thing is to invest in" yourself.
It was also the occasion spending time with a group of seniors from diverse backgrounds and include some business challenges they face. companions were directors and executives of companies, including Sky, Argos, Legal & General, the country, Alliance & Leicester and Bristol Airport.
The main objective
The hypothesis is that the reputation of service excellence is the result of the way companies to align their strategic directions, key processes and people to effectively provide their proposal to the customer.
Experience Program
Elizabethtown Water Stew Leonard Monday
Ritz Carlton Tuesday Night visit FedEx Hub
FedEx Express Wednesday
USAA Thursday Nordstrom Sewell Village Cadillac
Southwest Airlines Friday
Making Sense of It All
The concept of "line of sight by activities of a company was selected to both analyze experiences and to help surface any alignment gaps that could be (see below).
In true marketing method that the starting point must be with the client. Regarding the story, however, the flow is better to start with the context that is important for two reasons. Firstly, to help companies understand how they got where are today. Secondly, because it has implications for culture and style of leadership that we were likely to experience.
Business Model is used in place of Strategic Intent, as it has connotations more commercial. Simply the way were these companies their money because of their Ratings Service Excellence? What compromises have been there?
Located between the business model and customers, many companies have processes to product design and even in such a way that staff are caught between a rock and a hard place because they intermediate between the company and its customers – "Company Push '. How does the staff have been encouraged to behave?
Finally, what evidence there was an open and timely communications with customers? To what extent are companies listening to their customers? What did they do this subject? What evidence was there the customer clearly affect what the company was doing? – "Customer Pull.
Inevitably visits have been more successful than others in making a contribution to the analysis and information should be taken at face value. data quantitative performance was almost universally absent.
The Visitors
Stew Leonard
Format of Visit
- Tour a store in the introduction of section headings (coffee, bakery, fishmonger, etc.)
- Classroom presentation by Stew Leonard's daughter
- Half-day
- Location: Yonkers, New York
Context
- Founded 1969
- Graduate of home delivery of milk
- all invested to fund its first store
- Mom & Pop store world-class city by Tom Peters
- Three stores now all family
- Big personality of Stew Leonard writ large enterprise wide
- In the Guinness Book of Records for sales per square foot
Business Model
- limited range of products – 1000 pieces only
- Focus on fresh products where margins are generally higher (Provided that the waste is managed closely)
- Concept of time value of life
- No premium for the service manifest
Processes
- Single round nave so that customers track as a tour
- Section chiefs treated as owners of small businesses buy and fix prices
- Frequent, immediate and varied internal communications highlighting performance staff
- Underlying logistics not considered
Product Variables
- Mass purchase of services cost-shared with customers to generate higher volumes still
- Freshness and perceived value for money reviews
- Quick (days) of trial and product development process error
- Only recently presented Chapter wine that was very successful
- Disney-style entertainment characteristic
Staff Management
- Department managers presented their respective areas with walk-through
- We were able to talk to customers and floor staff – a good eye contact
- frontline staff encouraged to offer a service scandal (see article)
- Hire for attitude – Psychometric measure used – three interviews
- Focus on self-support teams, special attention to under-performance
- Develop within
- Manuscript notes by recognizing outstanding performance – "a MOO for you"
- Fund stories who are the heroes of the staff and demonstrate exceptional customer service
- Strive to create an atmosphere of smiles
- The staff time to visit emerging competitors, but must implement an improvement in 72-hour
- Use towers as a source of income but Staff also falls
Customer Dialogue
- When you enter the store there is a "stone of commitment" which says:
Rule 1-The Customer is always right
Rule 2 – If the customer is ever wrong, reread Rule 1 - customer involvement and entertainment equipment, factory outlet / market feel
- Staff encouraged to imagine that they are the customers
- As a theater, the customer is an integral part of the interaction
- Constant product sampling as immediate response
- Instant Refund Policy
- Customer suggestions boxes – all responded to whether or not acted
- Panels with the client team store management
- Guests invited to comment on personnel
- Satisfaction Surveys
Comment
- The "Line of Sight" was clear throughout the store especially the behavior of the client facing staff and the level of immediate and dialogue Permanent.
- This experience should be relatively simple to design and offer, but there is no comparison between the experience of robotics and sterile supermarkets in the United Kingdom and the many dynamic Stew Leonard's.
- Their biggest challenge – they recognize – is scalability.
- There is nothing to say they have to get more – "resizing" has a number of connotations and may be the right size now.
- The staging is the velvet glove of a very focused business model, but their populations are used and encouraged to make a difference
- Clare 'Stick to the knitting approach.
- If it is only recently set up a service wine store in Yonkers, which was fine, suggesting the flexibility of businesses against perhaps paternalism prevails.
- There seems a virtuous cycle, competitive prices, the involvement of service standards, increased volumes and win-win benefits from the distribution company and the customer.
Some Delegate Comments
Copy to all five senses (Sight, smell, hearing, taste, touch)
Embodies the knowledge that is necessary to create a wow "in any society
Effective employee orientation can result in excellent service, but the slogans can tell a story "
Stew Leonard's – A history of service excellence
Five minutes prior to closing on a Sunday evening, a customer told the cashier Betty Mucci, "We have just returned from vacation and are very pleased that you open. Our fridge is empty, and we need the bread and milk for breakfast and children's school lunches tomorrow. When the total of $ 37.12 was blown up, the client panicked and said, 'Oh my god, I forgot my wallet. I have no money!
Betsy just smiled and said: "It's OK, just give me your name and address. Betsy writes the information to the bottom, put the coupon in the empty drawer, saying: "Do not worry, next time you're in the store, you can pay for your groceries. The client asked, 'Have you the authority to let me leave without paying for all those groceries? "Said Betsy yes, but the client was not satisfied and asked to see the manager.
When the manager appeared and the customer explained the problem, he said, "When it comes to keeping our customers happy, we do not have rigid rules. Each of us has the power to use our own judgments and treat each customer as we would like to be treated in our car.
Two weeks later, Stew Leonard has run into a friend in a restaurant Local. He approached Stew all excited and said: "stew you will not believe this story! He began to tell how it was his wife who was the customer who has forgotten his wallet, and how she had been the story of everyone she met. "But what I do not understand not, he says, "is how you can afford to do so. Are not you afraid that cashiers use of misjudgment and you lose money?
Stew said: "How can we afford not to? Ninety nine percent of people in our shop at any one time are regular customers. They are back because we have satisfied the last time they came with us. Our attitude is that everybody honest if we happen to run into someone who is not, we just take it on the chin. But the important point is that 999 of 1,000 clients are honest. We all simply refuse to let a dishonest client determine how we will treat the other 999.
Source: American Management Review
Elizabethtown Water
Format of Visit
- Interviews
Andrew M. Chapman, President –
Derek Stroud, Vice President of Customer Relationship Management
Neafy Beth, team leader of the change initiative
Professor Bruce Hawthorn, External Consultant design process
- Duration: 2:00
- Jersey Location: Westfield new headquarters
Context
- The seventh-largest water company in the U.S. with 500 + employees serving more than 1m customers in New Jersey
- In November 2000 became a wholly owned subsidiary of Thames Water
- Regulated monopoly, should ask the Public Utilities Commission increases rate
- Historical Society consisted of three silos on separate sites of the distribution of water and waste management, engineers and billing
- Since current CEO was appointed in 1997 through the important process of organizational change program to provide a more focused the client organization.
- Director-General also found that customer satisfaction can be a differentiating factor as a positive procurement tool of water management and municipal authorities should be deregulated industry
- Has also estimated the number of complaints would lead to happier staff and lower staff turnover so.
- Implementing an SAP customer billing and CSC account management system (the first of its kind in a utility of the United States).
Business Model
- Shaped by the Regulations
- Pricing is a model of cost-plus
- Penalties Customer satisfaction historical criteria not met
Processes
- IT Strategic Review identified an opportunity to bring together business silos
- Customer Relationship Management is defined as an operational perspective client's unique
- Used Enterprise-wide SAP system in order to redefine the process
- Keys to the process of managing income statement is counter to the receipt of funds
Product Variables
- Responsibility is only to water to property line. From road to the property is the responsibility of the owner
Personnel Management
- Example by the approach of the team's internal process re-design – led by very credible active member of staff in the long
- Mention 'in March to their measure "
- Need questions to representatives of the reclassification of customers solve problems (thought improved) and understanding about water quality (chemistry) and pressure (engineering) – described as the crew is ready to launch new ship
Customer Dialogue
- Little evidence that customers had an entry in the design process program and change management
- Industry prescribes measures for a given customer satisfaction while they were trying to redefine these.
- Implicit customer frustration because delivery is fragmented into silos historical
Comment
- A different context Stew Leonard's in and out calls
- This will only change is motivated by the vision of the CEO – there was no external drivers – Perhaps the company was ahead of the curve.
- It emerged in conversation that the heads of business silos had acted as barriers focus on the proposed process.
- The pace of the program of change has accelerated with the arrival of an executive Thames Water in the United Kingdom there are eighteen months
- The orthodox view is that processes must be redesigned before it is applied even if could be argued that approach was adapted to the context
- The lack of customer feedback in the redesign suggests that the supplier a mentality still prevails and therefore potentially a serious line of sight misalignment.
- Because of the increased rates were signed a broad way, provided that the regulator agrees, of course, customers could actually be paying for the program change.
Some Delegate Comments
Similarities with our current and interesting to see the mechanisms and structures put in place to direct transitional change
Change is always difficult, especially when your colleagues do not pay that lip service to the
Placing a longtime employee with the respect of his colleagues teamed up with a visionary leader is a recipe for success
Elizabethtown Water
Customer Service Vision
To ensure a level appropriate service for each type of customer they value, enjoy and would choose in an open market.
Customer Mission
To bring value to our customers by providing a safe, sufficient and appropriate to the cost the most economical by improving continues our facilities, our working methods and the ability of our employees.
Customer service strategy
- Invoicing of provide timely and accurate bills that our customers understand
- Payments: collect all the funds as soon as possible using all reasonable
- Billing Contact: contact with a customer must provide added value in terms of cash, the image or both
- Contact Service: To ensure a level of service that eliminates the need for customers to contact the company more than times and customer value.
Source: Conference Room Posters
Ritz-Carlton
Format the visit
- Presentation Training Manager Stephanie Thomas
Return of the Tower House - Duration: half day
- Location: Buckhead Atlanta
Context
- Group founded by Horst Schulze 1983
- Based on the legendary Ritz Carlton Boston hotel revolutionized America by creating a luxurious
- Today, 40 hotels worldwide, 22000 Ladies and Gentlemen "
- Winner of the Malcolm Baldrige National Quality Award .. First and only the host organization to win, first in 1992 and again in 1999
- Only three hotels owned by the company – but still independent ownership Ritz Carlton using systems and processes
- In 1995, Marriott International purchased 49% interest. Three years later increased to 99%.
Business Model
- Superior environmental and psychological comfort of a critical part of experience – the mystique of the Ritz Carlton
- Market niche is mainly business travelers business
- high price
- Occupancy and revenue per available room (RevPAR) of key measures
Processes
- All values collectively called the fundamental Standards: the creed, the three stages of the Service, and the base currency Twenty captured in the map pocket held by all staff
- Daily departmental line-ups in the presence of all employees, including executives on one of the 20 bases of each day.
- Use the project teams to continually review the key processes and also the resolution of problems self-directed work teams
- The computerized recording customer preferences (often of observation) – Staff complete personal preference Notes
- Guest forms of action incidents
- Much attention is psychological attributes of comfort – the furniture, quality bathrobes, towels and bedding etc.
- Photos of scenes tables, areas in the room Dust and cycles are repeated on the screen – which contributes to the ethnic diversity of staff
Product Variables
- Quality Hotels
- Club Lounge, room service, casual restaurant, Banquet Food, Recreation / Fitness
- Luxury residential condominiums located in the Ritz-Carlton hotels and resorts.
- The Ritz-Carlton Learning Instituteopen leaders from other companies who want to learn and to adapt the principles of service and leadership in their own organizations.
Management staff
- Motto: "We are, ladies and gentlemen serving ladies and gentlemen"
- intensive orientation for new employees – two days to orient and select 21 days notice, 30 days Certification Program
- Custom psychometrics covering empathy, Compassion, Discipline, Professionalism, courtesy and frankness of
- Staff encouraged to take care of problems – $ 2,000 per guest "recovery" discretion
- Complaint handling script "I apologize" – trying to do really small problem – to put the client on public spaces
- Recognition – "Five Star district employees"
Customer Dialogue
- By observing
- Satisfaction surveys
- JD Powers rating
Comment
- Ritz-Carlton is a high quality operation. The atmosphere was tangible in the hotel? – Yes. Quality was evident in the club lounge and bedroom? – Yes. Was the service High palpable people? – Not uniformly.
- Ritz Carlton is a process dominated, in principle, the same way that McDonald's – one Another franchise operation. The scope is obviously larger.
- Inevitably, the franchise must be time-based rules and much effort goes in and embedding of these employees in – although it has been called a cult occasion.
- Even if the price premium for their service, they still face the challenges of occupation as well as all the hotels to get 'heads beds. It is not clear whether their model is more resistant or how they have fared after September 11.
- Behind the scenes there evidence of the rhetoric break – Ladies and gentlemen called "employees" in the notes for example. The offices of the administrative staff have been very to narrow – not a case of treating your staff like you treat your customers.
- There was some evidence of staff trying to introduce spontaneity in daily routines prescribed.
- Understanding the preferences of customers and invade their privacy is a fine line that hotels are careful not to cross.
- On paper, using a scale 80/20 alignment has been strong. However, it is not known how to open dialogue with customers and how this process informs the improvements that the Ritz Carlton performs.
- It was not clear what the criteria would trigger for employees to use their personal discretion of $ 2,000.
Some Delegate Comments
"All that glitters is not gold". It is easy to present a veneer but very difficult to integrate values effectively in some environments
Strengthened by "more communication program up 'works well
A simple message for the staff on "values" can cover an entire culture, and therefore the behavior
Ritz Carlton
Vision 7 years
- To be the first worldwide supplier of luxury travel and hospitality Products and Services
2 Year Mission
- Dominance of products and profits
The few vital goals
- Improve Pride and joy
- Improving customer loyalty
- Difficulties customer Collapse
- Zoom REVPAR
- Improve Profitability Hotel
Method
- TQM – Application of Quality Sciences
- Baldridge Quality Award Criteria
Foundation
- Values and Philosophy
- The gold standard
- Credo
- Currency
- The three stages of service
– A warm and sincere greeting. Use the customer's name, if and when possible
– Anticipation and compliance needs of the Customer
– Fond farewell. Give them a warm goodbye and to use their names, if and when possible. - Fundamentals
The Employee Promise
- At the Ritz-Carlton, our Ladies and Gentlemen are the most important resource in our commitment to our customers.
- By applying the principles of trust, honesty, respect, integrity and commitment, we nurture and maximize talent to the benefit of each individual and society.
- The Ritz-Carlton fosters a work environment where diversity is valued, quality of life is improved, the aspirations individual are met, and the Ritz-Carlton mystique is strengthened.
Ritz-Carlton – A history of service excellence
Enrique, a jump of Bell, has noticed that the lady customer had trouble closing his suitcase – he tried to help, but in fact the catch was broken and there was no way to ensure the bag. The client should leave soon and there was no time to go to the mall to purchase a replacement. Shortly after Enrique left duty, but he continued to worry about the guest. He went home, took a bag he had purchased recently for a vacation from her wardrobe and immediately returned to the hotel to give to the guest.
Source: Presentation Ritz Carlton
FedEx
Format of Visit
- Evening visit Memphis SuperHub
- Half-day Workshop
- Speakers:
Communications Bowery Myron Enterprise Manager
Bergeson Kathy: Process Quality Manager - You are here: Peabody Memphis Hotel
Context
- Founded in 1971 at the age of 27 by Fred W. Smith former Marine Corp U.S. who flew 230 combat missions in Vietnam and on the basis of a paper on logistics which he wrote as a student at Yale (marked C)
- Quote of the history of society "Fred Smith and FedEx are a study of virtual case in the way of entrepreneurship in America must work "
- Created modern air / ground express industry; invented overnight package delivery; first to provide online shipping and tracking
- Pioneer hub and spoke approach
- 1983 first U.S. company to reach 1 billion revenue without merger or acquisition
- 1990 First Service Company to win Baldridge award
- 215k employees worldwide, 600 + plane
- Currently, levels of the 1998 expedition
Business Model
- Philosophy "Take care of your people. They will in turn provide the impeccable service required by our customers reward us with the profitability necessary to ensure our future "
- Have redefined plots to airlines the computer business
- A number of companies within the group who "operate independently, compete collectively the"
- FedEx's Annual Report 2001 cites "All that remains focused on a unique business model – to operate each company independently, centered on the distinct needs of each customer segment, but also compete collectively, based on our greatest strengths, the power of the brand FedEx information technology and.
Processes
- See below the model
- Baldrige Award ISO 1990, but currently piloting Reference
- Activity a mixture of low-skilled workforce that is highly (ensure that bar codes on packages is up to readers) and highly automated (bar code sorting)
- International package scanned 11 times, which provides data to identify and monitor the system
- Very strong focus on "scientific" problem of the analysis process /
- Use actual numbers of defects% of for even one is too
- FedEx heavy investment in television as a means of internal communication
- Have high-level analysis and Weekly Review (WAR) Committee
- 98% of annual survey responses – the results published in the hours of cutting time
- Meteorologists employ 12 to assist in the delivery of flights
Output Variables
- FedEx Express: exact time Global Express package and freight delivery
- FedEx Ground: ground small-package services, including home delivery
- FedEx Freight: Regional shipments of goods of less than truckload
- Shipping FedEx Custom Critical: exclusive door to door expedited
- FedEx Trade Networks: customs brokerage and trade facilitation systems
- Recently invested in the ground presence in the United States that lose to UPS
- U.S. Postal Service recently acquired airport contract
Personnel Management
- Hub has 60% of staff t / o
- Focus on experience (85%) rather than classroom training (15%)
- Recently retired on the spot "reward system (Bravo Zulus – a term the U.S. Navy to 'well Done ") that the belt tightening move
- evaluation process that delivers a higher whole enterprise Leadership Index, which has improved every year since its inception
- SQIs used as the basis for bonuses at all levels.
Customer Dialogue
- No single view of customer value
- Their Service Quality Index is weighted and varies from year to year depending on what the customer thinks is important
- Have widely used television advertising showing a sense of humor to engage
Comment
- The visit hub is a classic example of this that the visit is all about. An intellectual understanding what was happening was not the preparation of raw energy, the cacophony of noise and pure metal rock hard as we faced.
- FedEx is a big operation and we saw no more than the tip of the iceberg process. The service channel also includes door to door pickups and delivery destination.
- As a sportsman class was apparently effortless professionalism – there was also a sense of the speed of hand trick the eye!
- In terms of alignment, it was interesting FedEx claimed to have no single composite view of a customer relationship even if the factors SQI measure shaped by customers has been a particular point more.
- The withdrawal of the Bravo Zulu – Update on the system of cash bonuses – was controversial. It was presented as a much needed opportunity to store the regime but there was a feeling that could be interpreted negatively by staff. Exceptional service should be rewarded at any time.
- There was also a suspicion that he may have been used to get around a pay system inflexible.
Some Delegate Comments
How to pass a transportation company to a provider Intelligent Services
Good efficient process management is possible. The operation was very impressive
It is more important than personnel (process before people)
Night Visit to the Memphis SuperHub
Return in the hub is like going to a football match. At 10 pm, there were long queues snaking back for security checkpoints. In any one night approximately 8000 people could be in service. It was a rainy night, windy and since many employees work in loading and unloading open planes, they were wrapped like Michelin men (and women of course).
From the observation tower that we could see the tail earth. – 85 in one hour. On landing, the aircraft acted quickly and effectively to their positions where within minutes the doors were opened and the containers specially designed – that mimic the shape of the plane unloaded. We were told planes could be emptied in 17 minutes. Container trains pulled by small tractors – or tug as they are called deep-set for sorting areas – that night in driving rain and persistent.
Here are the letters, packets and parcels streamed along conveyor belts to be divided among teams of workers whose role was to transform the packet so that the vertical system scanning could be automated sorting. Parcels then followed along a series of conveyor belts where the weapons controlled by the computer was sent to the point distribution right. Further separate types express priority package and reduce destinations by cities and even suburbs of large cities. Little long after the planes were unloaded, through the screens show the complexity of the allotted time during which the type is completed.
Unbundling and re-grouped so to say, the packages are then loaded into containers and return back on the planes then left. Memphis can handle up to two million pieces (for the night – 30% of total volume in the FedEx system.
As we visited the center, small Maintenance teams of men were waiting, as rapid response units of a crackling machines. Indeed such is the contingency planning as aircraft parts are kept in the air in case of mechanical difficulties.
FedEx – A History of Excellence Service
The call for a large medical laboratory in Phoenix was urgent. Deliveries of amniotic fluid from two high-risk pregnancies failed to arrive for testing. If they do not come quickly, the mothers to have to endure the difficult process again. Main customer service representative Brenda Currey was on the phone and found the shipments on a truck near Dallas. With the help of FedEx operations personnel, She had stopped the truck and unloaded 20,000 pounds of goods to recover the two samples. "Let them in Phoenix and I will take care of them, "Currey said the manager of Dallas ramp. She met the flight carrying the cargo to 11 hours, they must be placed in the refrigerator as indicated by the laboratory, and have them delivered personally tomorrow. "Why did you do that? asked the lab technician. "We had to do," said Currey. And I was there. Three days later, the lab called to find Currey his efforts had borne fruit. The samples were simply fine. (Brenda Currey has been with FedEx since 1985.)
Source: "As time passes – Fedex delivers the 21st Century
USAA
Format of Visit
- Half-day visit
- Speakers:
Donna Wildey Planning Management - VP Brand Management Bruha Joe
- Beverly McClure Customer Relationship Management NE Region
- You are here: Corporate HQ San Antonio
Context
- Founded by William Garrison Major in 1922
- USAA (United Services Automobile Association) serves current and former members of the U.S. military and their families
- A leading insurer of America and financial services companies, 4.7 million customers, 23,500 employees, assets $ 62.4bn
- President and Chief Executive Officer of the Veteran the most decorated combat lead USAA. Council President and retired U.S. Air Force four-star and former Vice President and CEO of the U.S. Joint Chiefs of Staff
- Essentially a direct transaction with the most transactions by telephone, mail and website
- Slogan "We know what it means to serve"
- largest mail order company in the United States and the third Worldwide
Business Model
- The association's mission is to facilitate the financial security of its members, associates and their families by providing a full range of highly competitive products and financial services; doing USAA seeks to be the supplier of choice for the military community.
- Have broad definition of the target market to include troops, while remaining within the military affinity
Processes
- Use Balanced Scorecard
Market Performance 35% 35% Financial Performance
Projects 20% Completion of the mission 10% - In market performance have lost limbs = 50% of the note
- See detailed key results below
- Key Service Principles
– Trust and reliability – to simplify the process
– Multiple Access Customer feedback – - Purpose of what they call the "Wizard of Oz effect" to say the illusion of simplicity
- Evidence that the planning process is used to drill the understanding within the company
Product Variables
- wide range of insurance and financial products including: property and casualty insurance, life insurance and health, annuities, mutual funds, discount brokerage, credit cards, banking, travel services and services alliance
- They had a wheel integrates Schematic six divisions, ten major events in the life of ten products to 600 segments.
Personnel Management
- Must a / the major employer in San Antonio
- Highly personalized workspaces, using much of the American flag, military memorabilia in public spaces
- Head office in San Antonio has three fitness centers on-site clinics and cafeterias which also provide meals to go.
- There is also a sophisticated system to interact with staff and they have never had to lay off staff.
- A third of employees have their college education sponsored by USAA.
- Having a workforce transition team whose employees to join for 12 months if the job disappears from the restructuring, etc.
- Managers have their own restaurant and toilets – nuances of officials and enlisted men
Customer Dialogue
- No real time to see one customer, but they have provided periodic snapshots themselves a rating of 5 / 10 on the current capacity
- Redevelopment of products and support areas customer focused in centers of excellence
- doubling the number of customers every 10 years
- minimalist brand and advertising – based on word of mouth in close knit military communities
- Claim 98% "loyalty", 4.97 products per household, less 2% churn
- Have recently introduced rules for direct mail volumes – two pieces per member per month
- Marketing Key tasks considered
Conservation Design Product Management segment Exploration – - Event management of life – and delivery – - Management Brand - Extended loops Guest based up using methods of formal research, maintaining a key objective
- One of their secrets is 140 personal characteristics, they are known to keep on each customer
Comment
- USAA accounted for a market affinity circulating in the U.S. Army. They focus on family and community is reflected in the how they value customer and employee retention.
- Then they expanded their definition of segment, for example, to include men listed, and they have considerable assets, there must be a suspicion that they may be moving towards a dead end because a customer aging and the lower number of recruitment throughout the military.
- Their tone may be characterized as a sub-quiet – While the brand is low in the personality.
- Many of their practices and processes and now seems their approach mailing is dated. Clearly it was not possible to compare their prices, but with the range of products and features should be an essential their offer.
- It is interesting to note that, despite the strength of the brand in your target market there was no evidence to stretch the brand beyond financial services.
Some Delegate Comments
Markets niche are wonderful things, especially if there is an emotional pull
Customer loyalty and trust attracts higher profits
Understanding your target market
USAA – Key Results Areas
Service Objectives
- Trust & Reliability
- Streamline processes
- Access to customers and delivery
- High levels persistence
- Assess trends Lost member
- Use member feedback to improve processes and services
- Community outreach
- Legislative and regulatory flexibility
- Business Industry
- Reform Civil Justice
- Public education
- Awareness
- Loss Control
- The synergy between the sectors Activity
- Expand the breadth and depth of the relationship of member
- Cultivating member feedback
- Educate Member
- Strengthen community affinity
- Building strategic alliances
- Promote customized solutions
- Sufficient net worth and liquidity
- The highest possible scores
- Maintain capital adequacy self
- Optimise investment portfolio USAA
- Migrating losses
- Improving our operating environment
- Implement efficient business practices and solutions
- Quality of financial products
- coordinated packages of products
- Information measure
- Increasing penetration of core markets
Objectives of Public Awareness
Relationship Goals building
Objectives of financial soundness
Product Quality Objectives
Objectives of the Mission Support
- Facilitate sensitive, value-added services intervention
- Enhancing productivity, health, safety and welfare USAA employees
- Providing high quality facilities and services
- Diverse, flexible workforce, motivated, versatile
- Foster higher ethical standards
- valuing the diversity of employees that we appreciate the diversity of members
- Cultivate Employee feedback
- Train employees on products and issues relevant to the USAA
- Encourage development Employee Self
- Integrating information technology architecture
- Develop and maintain common information and Systems Technology
- Improve data infrastructure
Strategic Assets – People
Strategic assets – Technology
Source: CDRom "make a quality travel with USAA" 12/98
Nordstrom
Format the visit
- After a visit lunchtime
- Presenter: Cindy Mahan Director General Store
- Location: Dallas Store
Context
- In 1901, John W. Nordstrom – who emigrated from Sweden 16-year used $ 5,000 of his game the gold rush in Alaska to open a shoe store in Seattle, Washington
- Store then spent the son and grand-son and Nordstrom family remains
- Expanded shoes in 1960 and is today one of the retailers in the nation's leading fashion, with 132 stores in 25 states
Business Model
- management of the family, values and approach
- Entrepreneurship for staff with earnings largely commission based on sales – Have own business
- sellers can get more successful management team
- The sales staff to build and manage client portfolios
Processes
- Underlying not considered logistics
Product Variables
- Perceived price premium created by the environment and atmosphere but not the price of the premium SE
- Aim to never be out of stock of all sizes a footwear catering to exceptional lengths and widths
- Atmosphere important – wide aisles and low extraction can see the length of the floor
Personnel Management
- employee handbook is a double face card with the single message "Use common sense in all situations, see below
- Search recruit people to 'nice'
- Performance frequent recognition ceremonies and celebrations
Customer Dialogue
- Quality and frequency mainly in the hands of people who manage the sales contact strategy own using the phone and thank you notes, etc.
Comment
- We had the opportunity to see their corporate video tracing the history of the company and speak briefly with the Dallas store manager – a lady who had been a buyer with them.
- A member of staff (see below) was $ 1.5 million sales a year and extrapolated to earn more than the manager of store.
- After shopping has confirmed the appeal of the environment and the atmosphere compared with retailers in the United States other great
- The staff was particularly attentive and personable appropriately in initiating the sales process. Prices are comparable with Other major retail center.
Some Delegate Comments
The natural confidence comes empowerment
Pride in your work is noticed and appreciated by your customers (and rewarded by your company)
The accountability of key personnel work for the bottom line (regardless of status) – ask people to do what they are good at
WELCOME TO NORDSTROM
We are pleased to have you withour Company.
Our number one goal is to provide exceptional customer service
Define your goals both personal and professional high.
We have great confidence in your ability to achieve them.
Nordstrom Rules
Rule No. 1: Do you use a proper trial in all circumstances
There will be no additional rules.
Please feel free to ask
Your manager, store manager or division general manager on matters
at anytime
Nordstrom
Stories Nordstrom service excellence
- Nordstrom is famous for is the refund policy. The story by Tom Peters is an archetypal customer back two tires of a store for which the customer received the money. Nordstrom does not sell tires, but apparently there had a garage on the site before Nordstrom arrived.
- A male customer came in with a bag of some fifty pairs of socks to the shop Dallas. He emptied the socks on the counter and requested a refund on the basis that they were uncomfortable to wear. Seller – Relatively new – started saying they would need to see how much revenue a more senior colleague has resumed. A full refund has been Treaty and it appeared that the socks had not properly in place. To make appropriate and was found the next day the customer comes back to buy $ 1000 worth of shirts. The seller Senior Major issue 1.5 million dollars in sales!
- The store manager was having a difficult time Dallas on a piece of jewelry worth $ 10,000. The circumstances have not been developed, but the store manager decided to ring the person Nordstrom family member responsible for this product line. "You know, he said," We knew it was a field of products difficult to obtain This was our decision not yours. You do what you feel is best for this client and you have my support. The cost of jewelry has been recovered.
Source: Dallas store manager
Sewell Cadillac Town ( www.sewell.com )
Format of Visit
- 2 hour tour of two showrooms
- Reviews: Chip Sales Besio Director Marketing &
- Location: Dallas
Context
- When Carl Sewell joined his father's car dealership In 1967, he undertook to do the best in the world.
- Three decades later, the company has grown from 10 million turnover 500 million
- In four locations in Dallas, Fort Worth, San Antonio and New Orleans
- Co-authored the book "Customer for Life"
Business Model
- Exponent of the time value of life
- Mission: We will provide the best vehicle sales and service experience for our customers. We do this in a way that allows continuous improvement of our people and our society. We will be a show, very professional organization and careful in everything we do.
- Early recognition that buying a car only (Minor) of the potential revenue streams – maintenance, parts and sales of used cars significantly
Processes
- This is the engineering of integrated total experience of the customers that each employee contributes
- Have computer terminal in the parking lot so when drops out of a car mechanic can see where key is the next job and thus minimize downtime
- Automated storage German pieces
- tile type McDonalds on the ground – justified by business case
- Customers stay with the service managers / same team
Variables product
- Cadillac, Hummer, Lexus, Saab, GMC, Chevrolet, Pontiac, Oldsmobile, Infiniti
- Using physical evidence to identify and the quality of care – leather couches, private work areas for customers, chandeliers and flowers, tiles on the floor workshop, chrome
- Countries have cut the grass verges often corporation does
Staff Management
- Employee psychologist able to choose the staff the past 25 years – when requesting staff to take lunch in the process of selection – if staff do not want to spend time with the plaintiff, and customers probably will not either.
- The service staff are independent – defective work is corrected in the technician free time
Customer Dialogue
- investigations after purchase service /
- Mystery shopping
Comment
- It is often said that retail is detail "and is an impressive example of where the "line of sight" factors have been designed to create a memorable customer experience overall.
- He also insists again the basic role of the product in the total experience and the added benefits of tangibility lacking in most service settings.
- In the suburbs of Dallas Sewell are, they have three large showrooms and workshops in a matter of say 500 meters – a strategy saturation.
Some Delegate Comments
Need to continue to innovate. Differentiation is always key. Understanding the intricacies of your market
The environment is important – it helps to attract good staff and encourages personal
Engineer of the beam total benefits to deliver a superior customer experience.
The Ten Commandments Customer Service
1. Em back alive
Ask customers what they want and give them and again
2. System does not smile
Say please and thank you to ensure you will not work the first time right, every time. Only systems guarantee you.
3. Underpromise, overdeliver
Customers expect you to keep your word. Transcend.
4. When the customer asks, the answer is always yes
Period.
5. Fire your inspectors and customer relations services
Any employee that deals with customers must have the authority to handle complaints.
6. No complaints? Something that wrong
Encourage your customers to tell you what you're doing wrong
7. Measure all
baseball to do so. Basketball teams to do so. You should also
8. Treatments are unjust
People pay as partners
9. Your mother was right
Show respect for people. Be polite. It works.
10. Japanese them
Learn how to do much better, make their systems your own. Then improve them.
WARNING: These ten rules are not worth a damn … .. unless you make a profit. You must make money to stay in business and provide good service.
Source: "Customers for Life by Carl Sewell & Paul B. Brown
Sewells Village Cadillac
Beliefs and values
- We'll be at the top when measured relative to appropriate professional standards or the performance of all its functions, in each department in each concession.
- We will pursue quality and profitability in order to stay in business and create jobs for our people.
- The development of our people is essential to our growth and our future success. We will provide training and education promote long-term employment and career advancement of all associates.
- We win and try to secure the goodwill and confidence of our customers and colleagues every day.
- Our suppliers are important to our success. We will establish long term relationships with suppliers whose values and quality are compatible with ours.
- The highest ethical standards guide everything we do.
- We strive for continuous improvement and innovation in everything we do.
Sewell Village Cadillac – History Service excellence
Some of our most valued customers are people who have left to buy a Jaguar, Mercedes or BMW and experienced customer service to provide the dealers.
I have a great memory of getting the president of a company here in Dallas who was standing at the front of the Mercedes dealership waiting for a taxi to take him to work. He needed to call a taxi because he was unable to get around someone at the Mercedes. I rode in the street and I saw him there waiting, then I picked it up and was taken to his office. Along the way he shook his head and said: I do not know why I left. " Twp years later, when it comes trade in his Mercedes, he Traded to us and bought a Cadillac. He said that Mercedes was a nice car but it was not worth the hassle to get repair.
Customers Source: "for life" Carl Sewell and Paul B. Brown
Southwest Airlines
Format the visit
- Day Visit
- Presenters: Pat Jansen
Career Coach Brian Allen - University Place Southwest Airlines People in Dallas
Context
- Profit for 28 consecutive years
- Announced layoffs without prior or after 11 / 9; share price fell only 24.1% v 43.2% United
- Within days of Sept. 11, they were transferred for staff who share a trust fund so that the fund would be to distribute
- Face years of legal battles and obstruction established players and interest groups
- You have a history of acting quickly if the expansion of a new business opportunities arise such as the failure of a competitor, gate availability at an airport desirable – based on planning scenarios
- Stock ticker symbol is LUV Exchange
- Marketed itself as the airline LUV
- 33,000 employees 84% unionized
- Strongly associated with personality Herb Kelleher, who is frequently quoted in the company – Once he has settled a legal dispute with major showdown – and lost!
- Described by Tom Peters as "Air Travel greatest show on earth '
Business Model
- Low cost domestic airline
– To fly only 737 to 15 minutes provided no towers tour bookings seats – SC
– Plastic city reusable boarding passes, not Hub – the only city – first to use two peak and off peak price level
– Use small town not international airports - sophisticated niche for short trips daily flights flying 10.5 per door industry average 8.0 V typical flight plan on average 11.5 hours per day v 8.6 Industry
- Each station function as an independent unit Business
Processes
- Percentage on time of arrival "appears on a line screen on every computer screen
Product Variables
- Frankly university like a manger. The walls are unfinished. It is decorated with murals of cities and places described in the U.S. – they are proud of the way little money they have spent and the incomplete nature symbolizes that the spirits are still under construction
- Having a program of "Games Gate ', if flights are delayed
Personnel Management
- Speaking of the E 4 – Employment, Empowerment, Environment and enjoyment. Encourage employees to ask for forgiveness not permission. Promote it is OK to be "Younique '
- Staff encouraged to design their own part of the company
- Look for Warrior Spirits (see below)
- Have career coaches and Culture Committee
- Putting their staff before their customers – the customer is not always right
- Spirit family is supported by the customized environment, spontaneity and frequent events staff – pizza parties, barbecues, etc.
- Casual dress is a given – not limited to specific day
Customer Dialogue
- No Suggestion boxes – challenge managers to interact with staff and staff with customers
- Forte JD Powers scores
Comment
- By all standards it was a remarkable experience – a business model that has been rigorously applied copied many times without replicating its total success;
- Have consistently stuck to the knitting and has not been drawn into the value of other areas destroy
- Emotions, passion, and fun are used as strategic assets. The family card is played very strongly. They go public on their staff before making their customers.
- It is often observed that people park their brains when they come to work, but personality is also important;
- The succession in a company where he was a dominant personality is always a challenge. The feeling is that the culture is so ingrained it live anyway;
- Another challenge Soutwest simply face the current economic climate – it would damage the crop if the company had laid off staff? Once again we would be satisfied given the rigor they have long been faced they could earn from that too.
Some Delegate Comments
The most powerful force for service excellence is your people and how you treat and take them
Importance the celebration, the attitude and respect for the values to create a truly innovative organization
Culture is at the heart of organizational success – it is at least as important as process
You are the Spirit of Southwest Airlines
S ervice – to positively scandalous
roductivity P – always give your personal best
I ndividuality – you can make a positive difference
esponsibility R – hold you accountable primarily
I magination – create pleasure in your work
eamwork T – and we do great things
Southwest Airlines Service Excellence Story
In summer, a young man aboard a flight in shorts and T-shirt. He took his place, but the plane taxied on the foot – and against the rules of civil aviation – He quickly ran to the bathroom. The flight attendant knocked on the door and he remonstrated to return to his seat. When he tentatively opened the door, she asked him what was wrong – suspecting a surplus of beer. Embarrassed and red in the face, he admitted, "My balls are on fire! "Excuse me," she said. He repeated himself and said that someone had left some dried jalapeno peppers on his seat and must have worked their way into his shorts. The stewardess, eliminating the desire laugh, took over immediately and bought the necessary first aid – a towel, a bag of ice and a blanket.
Source: Presentation
The British are coming
The day we arrived at Southwestern University was the day George Harrison died, The meeting began with one of his songs being played on the system so hello. As representatives of the United Kingdom has offered the condolences new teams.
The same day was the day of graduation for the 200 crew cab. They had been reduced the number of 90,000 applicants first stage and 200,000 overall.
They had been placed on the training of five weeks without pay and (this was the end of November) would not get their first pay until early January. We have been invited to descend – the song of the British are coming – and there join – and what experience he has been! Ten minutes 'Hi' transformed into a cultural exchange long hours.
Energy, enthusiasm and positive emotion in the room was palpable. For us, reserved British people he was a bit like a show Oprah Winfrey in your office. We marched forward and listened as personal tributes to the family Southwest Airlines, Spirit and the community came from young and old, colored and white male and female. People stood up and personally told why they were proud to be part Family Southwest to the accompaniment of cheers, whistles and applause.
Such was the nature of the infectious enthusiasm we have responded by making a tour of the hall, high fiving, "as many people as possible.
This personal story and commitment that spiritual seems to be a characteristic of society. It happened again when we sat down with the training team to recruit relatively again recounted how she had been fired from his last three jobs and had waited even longer, given the difficulties in the transport sector total air. So far, SWA were laid off without staff.
Summarizing the results
Give a quantitative evaluation of classification society has been considered. However, given the various sizes of these visits, Data collection has been uneven, and this approach has been rejected.
Then deal with the "line of sight components" turn:
Context
- An important part of context is the notion of the American dream and a company equal opportunities. Many companies have played this with their oft-repeated 'rags to riches story of the " business dynastic histories incessant aphorisms Mark Twain type, and a focus on friends, family and community. In the context of companies in the United Kingdom, they were also relatively young.
- The visit took place while the U.S. economy was in recession after September 11th. It has been proved that companies were tightening their belts and trading conditions were more difficult. For many, the well-being their business is threatened.
Business Models
- Business models have always been well-defined niches extended from the "mother and pop 'store of Stew Leonard's to low-cost model of Southwest Airlines.
- In all if their origins were in an innovative definition of markets, they were the customers they served and how they chose to deliver their proposal.
- In some cases, these models seem to be tiring and strategic renewal is a necessity. There was a sense, too, that some models may become bored while there is no specific evidence of consumer game yet.
- Well communicated and shared values have been explicitly part of business models. Leaders of these personified and focus on removing the perception and gaps between real leadership, ownership and management. In many cases this makes the resulting model very enterprising and high personal involvement as a staff think and act like owners.
- While Service excellence is a unifying purpose for companies visited, this was not a blank check and investments should be justified against business benefits.
Key Processes
- In most cases, the stories told by the companies we visited were similar to case studies well rehearsed. their business models operating large have been well established and in the time available, it was difficult identify gaps.
- Exposure to Baldridge and other systems of measuring quality has made the process extremely Management detailed scientific, but in a way that is widely accessible and comprehensible to the majority of staff. Consequently, they are actively involved in the restructuring process design and continuous improvement and clean and deliver results.
- The processes are fundamental, because the Similarly they can promote the alignment can also engineer misalignment and increased operational costs. Tension business has made a point behind engineering from an understanding of the requirements of their clients in the organization (as indicated in "Pull customer information 'loops in the first" line of the diagram of Sight ") – and keep it simple.
- We tend to think processes as having a connotation of manufacture or production. However, most of the tools used by companies in personnel management such as communications have the same rigorous internal structured and focused.
Product Variables
- Functional value and competitiveness Commodities remain a fundamental element.
- No clear evidence of the overall premium pricing – although this may have changed for different product lines – (outside the Ritz Carlton) for the service and ambience benefits.
- At a given volume, margins generally be traded against the volume of share profits with the customers and offer more extra income.
Personnel Management
- Most companies have developed their own models of psychometric recruitment focusing on the good qualities personal and positive attitude rather than on academic ability.
- The training programs have been a lot to do with culture and ethics that expertise. There were frequent opportunities to reaffirm the cultural and personal adjustment.
- There was a strong focus on personal responsibility reinforced by family, team and community values. Employees are encouraged to express their feelings.
- business models has prevailed and is reflected in the measurement and reward processes – 'Go big or Go Home! ".
- Promotion from within is a common practice, companies have worked hard over an employer of choice.
- Staff are invited to lend their personality at work and see things through the eyes of the customer.
- Fun and excitement are considered assets strategic implementation of WOW facto
About the Author
CWD: Apartment Single Stream Recycling
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