Homemade Productions

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Experience the excellence of world-class service

Living Service Excellence World Class

Service Excellence Tower of the United States in Nov. 2001

Stimulation of the round

This 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 tour was part of a program of continuing professional development, an 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 assumption is that the reputation of service excellence is the result of how firms to align their strategic directions, key processes and people to effectively provide their proposal to the customer.

Experience Program

Elizabethtown Water Monday Stew Leonard

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 term '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 the 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 because their money from 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 staff were 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? – "Pull customer.

Inevitably visits were more fruitful than others to make a contribution to the analysis and information should be taken at face value. data quantitative performance was almost universally missing.

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
• A 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 the 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 clients 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 has been very successful
• Disney-style entertainment characteristic

Staff Management

• Department managers have submitted their respective areas with walk-thru
• We were able to talk to customers and floor staff – 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 terms of 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
• Striving to create an atmosphere of smiles
• The staff time to visit emerging competitors, but must implement an improvement within 72 hours
• Use towers as a source of income but Staff also falls

Dialogue client

• When you enter the store it 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 if 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 in particular the behavior of the customer facing staff and the level of immediate and dialogue Permanent.
• This experience should be fairly simple to design and offer, but there is no comparison between the experience of robotics 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
• Claire 'Stick to the Knitting approach.
• If it is only recently set up a service of wine in the Yonkers store that went well, suggesting the flexibility of companies against perhaps a paternalism that 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

At five minutes before closing on a Sunday evening, a customer said the cashier Betty Mucci, "We have just returned from holiday 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 says, '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 wrote the information down, 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 told the client 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 ran 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 the cash?

Stew said: "How can we afford not to? Ninety nine percent of people in our shop at any one time are regular customers. They're 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 customers 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 change project

Professor Bruce Hawthorn, External Consultant design process

• Duration: 2:00
• Jersey Venue: 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 is composed of three distinct silos on the distribution of water sites 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 water management municipal authority and industry should be deregulated
• Has also estimated the number of complaints would lead to happier staff and lower staff turnover so.
• Implementing a customer billing SAP 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 opportunity to bring together the activities of silos
• Customer Relationship Management is defined as an operational perspective client's unique
• Used SAP Enterprise wide system to redefine processes
• Keys to the process of revenue management is the meter reading 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 have input into the design process program and change management
• Industry prescribed measures of 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 the approach was adapted to the context
• The absence of comments from customers 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, customers would of course be actually 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 accurate and timely invoices that our customers understand

• Payments: collect all the funds in the best possible use 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 the value clients.

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 host organization to win, first in 1992 and again in 1999
• Only three hotels owned by the company – remains independent ownership but 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
• Niche market is essentially the travelers' business
• high price
• Occupancy and revenue per available room (RevPAR) of key measures

Processes

• Set values collectively called the fundamental Standards: the credo, 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 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
• Computerized recording of customer preferences (often of observation) – Staff complete staff preferably Notes
• Guest forms of action incidents
• Much attention is psychological attributes of comfort – the furniture, quality bathrobes, towels and bedding etc.
• photo backstage tables, areas in the room Dust and cycles were repeated on the screen – thus contributing to the ethnic diversity of staff

Product Variables

• Quality Hotels
• Club Lounge, Room Service, casual restaurant, Banquet Food, Recreation / Fitness

• Luxury residential condominium located in the Ritz-Carlton Hotels & Resorts.
• The Ritz-Carlton Learning Instituteopen leaders from other companies who want to learn and 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 ownership of issues – $ 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

• The 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 dominant process, in principle, the same way that McDonald's – one Another franchise operation. The scope is obviously wider.
• 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 are still faced with challenges of occupation as well as all hotels to get 'heads beds. It is not clear whether their model is more resistant or how they 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 high. 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 comments Delegate

"All that glitters is not gold". It is easy to make a veneer but very difficult to integrate the values effectively in some environments

Strengthened by "more program communication up 'working well

A simple message for the staff on "values" can cover an entire culture and consequently the behavior

Ritz Carlton

Vision 7 years

• To be the first in the world, provider 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 Science
• 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 good-bye and 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 using 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 jump Bell noted 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 had to leave shortly and there was no time to go to the mall to buy a replacement. Shortly after Enrique left duty, but he continued to be concerned 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: Introduction Ritz Carlton

FedEx

Format of Visit

• Evening visit in Memphis SuperHub
• Half-day Workshop
• Presenters:
  Communications Bowery Myron Enterprise Manager
  Bergeson Kathy: Quality Process 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 Fedex is a study of If the virtual way of entrepreneurship in America should 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 company to reach U.S. $ 1 billion in revenue without merger or acquisition
• 1990 First Service Company for win Baldridge award
• 215k employees worldwide, 600 + plane
• Currently, levels of shipping 1998

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 "work independently, collectively competition '
• 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 to compete collectively, based on our greatest strength, the power of the brand FedEx information technology and.

Processes

• See below the model
• Baldrige Award ISO 1990, but currently piloting Reference
• Logs a mixture of low-skilled labor highly (ensuring 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 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 help the routing of flights

Output Variables

• FedEx Express: the exact time Global Express package and freight delivery
• FedEx Ground: ground small-package service, 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 Zulu – a term the U.S. Navy to 'well Done ") that the belt tightening move
• evaluation process that delivers a higher overall company Leadership Index, which has improved every year since its inception
• SQIs use as a basis for bonuses at all levels.

Customer Dialogue

• No single view of customer value
• Their Service Quality index weighted and varies from year to year depending on what the customer thinks is important
• Have widely used television advertising which shows an engaging sense of humor

Comment

• The visit hub is a classic example of this that the visit is all about. An intellectual understanding of 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 – he was also a sense of the speed of hand trick the eye!
• In terms of alignment, it was interesting FedEx argued that not taking a single composite customer relationships even if the measurement factors SQI shaped by customers has been a particular point more.
• The withdrawal of the Bravo Zulus – Update on the system 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 effective process management is possible. The operation was very impressive

It is more important than personnel (process before people)

Night Visit to Memphis SuperHub

Return in the hub is like going to a football match. At 10 pm, there were long queues snaking back of security checkpoints. In any one night approximately 8000 people could be in service. The night was rainy and 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 left-deep areas for triage – 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 time 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 speak, the packets are then loaded into containers and return back on the planes then left. Memphis can handle up to two million shipments (overnight – 30% of the total volume in the FedEx system.

As we toured the center, small Teams of men interviewed were waiting, like the rapid intervention 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 shipment on a truck near Dallas. With the help of FedEx operations personnel, She had stopped the truck and 20,000 pounds of cargo landed to retrieve 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 to personally deliver next day. "Why did you do that? asked the lab technician. "We had to make," said Currey. And I was there. Three days later, the lab called to find Currey his efforts had paid off. 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
• Presenters:
  Donna Wildey Planning Management
• Bruha Joe VP brand management
• Beverly McClure Customer Relationship Management NE Region

• You are here: Corporate HQ San Antonio

Context

• Founded by William Garrison in 1922 Major
• 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. Chairman retired U.S. Air Force four-star and former Vice Chairman 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 U.S. and the third Worldwide

Business Model

• The association's mission is to facilitate the financial security its members, partners and their families through the provision of a full range of highly competitive products and financial services; doing USAA seeks to be the supplier of choice for the military community.
• Have expanded definition of the target market to include troops, while remaining in 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
• View the details of the key results below
• Service key 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 products and financial including: property and casualty, life 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 life events and ten products to 600 segments.

Personnel Management

• Must a / the main employer of 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's 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.
• Have a transition team of staff whose employees to join for 12 months if the job disappears from the restructuring, etc.
• Managers have their own restaurant and toilets – nuances 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 the volumes of direct mail – two pieces per member per month
• Marketing Key tasks considered
  Conservation Design Product Management segment prospecting – - Management of life events – and delivery – - Management of Brand
• Extended loops Guest based up using formal research methods, maintaining a key goal
• One of their secrets is 140 personal characteristics, they are known to keep on each customer

Comment

• USAA have captured a market affinity circulating in the U.S. Army. They focus on family and community is reflected in the how they value customer and staff retention.
• Then they expanded their definition of segment, for example, to include men listed, and they have a huge heritage, it 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-calm – 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 within the 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 a pull emotional

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
• Outreach
• Loss Control
• The synergy between the sectors Activity
• Expand the breadth and depth of membership relationship
• Cultivating member feedback
• Educate Member
• Strengthen community affinity
• Build strategic alliances
• Promote customized solutions
• Sufficient net worth and liquidity
• The highest possible scores
• Maintain capital adequacy self
• Optimise investment portfolio USAA
• Migrate 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
• Promoting 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 – Browse

Strategic assets – Technology

Source: CDRom "make a quality travel with USAA" 12/98

Nordstrom

Format the visit

• After a visit to the lunch
• 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

• managing 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 premium by HE
• Aim to never be out of stock of all sizes a footwear catering to exceptional lengths and widths
• Atmosphere important – wide aisles, low extraction can see the length of the floor

Personnel Management

• employee handbook is a double face card with the only 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 the 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 win more than the manager of store.
• After Shopping confirmed the appeal of the environment and the atmosphere compared with U.S. retailers other large
• Staff was particularly attentive and personable as appropriate in the launch of the sales process. Prices are comparable with Other major retail center.

Some comments Delegate

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.

Rules Nordstrom

Rule No. 1: Do you use common sense 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. History told 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 arrived with a bag of some fifty pairs of socks to the shop Dallas, Texas. He emptied the socks on the counter and requested a refund on the basis that they were uncomfortable to wear. Seller – Relatively new – has begun to say they would need to see how much revenue a more senior colleague has taken. 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 returns 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 whatever you feel is best for this client and you have my support. Cost of the jewelry has been recovered.

Source: Dallas store manager

Sewell Village Cadillac ( www.sewell.com )

Format of Visit

• 2 hour tour of two showrooms
• Guide: Chip Sales Besio & Marketing Director
• 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 it in a way that allows continuous improvement of our people and our society. We will be a show, the very professional organization and careful in everything we do.
• Early recognition that buying a car only (Minor) portion of potential revenue stream – 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, Chevy, Pontiac and 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 same psychologist to select staff of the past 25 years – when requesting staff to take lunch in the process of selection – if staff do not want spend time with the plaintiff, then customers will probably not.
• 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 additional benefits of tangibility lacking in most service settings.
• In the suburbs of Dallas Sewell are, they have three major exhibition halls and workshops in a matter of saying 500 meters – a strategy saturation.

Some comments Delegate

Need to continue to innovate. Differentiation is always key. Understanding the subtleties of your market

The environment is important – it helps to attract good staff and encourages personal

Engineer 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 client requests, the response is always yes

Period.

5. Fire your inspectors and customer relations services

Any employee dealing with customers must have the authority to handle complaints.

6. No complaints? Something that wrong

Encourage your customers to tell you what you are doing wrong

7. Measure all

baseball to do so. Basketball teams to do so. You should also

8. Treatments are unjust

People pay like partners

9. Your mother was due

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 good service and.

Source: "Customers for Life Carl Sewell & Paul B. Brown

Sewells Village Cadillac

Beliefs and values

1. We'll be at the top when measured against appropriate business standards or performance of all its functions, in each department in each compound.
2. We will pursue quality and profitability in order to stay in business and create jobs for our people.
3. 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.
4. We win and try to secure the goodwill and confidence of our customers and colleagues every day.
5. Our suppliers are important to our success. We will establish a long-term suppliers whose quality and values are compatible with ours.
6. The highest ethical standards guide everything we do.
7. 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 could not take a ride from someone at the Mercedes. I drove down the street, and I saw him waiting there, then I picked him up and took him in 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
• Presenter: 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% US-
• In the days of September 11, they were transferred the benefit of staff who share a trust fund so the fund would be to distribute
• Face years of legal battles, and the 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 business – 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 functions 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 business
• 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 sucked into the value of other areas destroy
• Emotion, passion and fun are used as strategic assets. Family Card is played very strongly. They go public on their staff before making their customers.

• It is often noticed 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 a layoff staff? Once again we would be satisfied given the severity, 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 celebration, 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 fun in your work

eamwork T – and we do great things

Southwest Airlines Story service excellence

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 remonstrated with him 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 faces, 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 they must have worked their way into his shorts. The flight attendant, 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 were invited to come down – singing the British are coming – and there join – and what an experience it was! Ten minutes 'Hi' transformed in a cultural exchange in long hours.

Energy, enthusiasm and positive emotion in the room was palpable. For us, it was reserved British people like a show Oprah Winfrey in your office. We marched forward and listened as personal tributes to the Southwest Airlines family, spirit and the community came from young and old, colored and white and male and female. People stood up and told why they were personally 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 history 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

A quantitative evaluation rankings give company was 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 are located within a novel definition of markets, they were, they served customers and what 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. The 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 of personal involvement as a staff of thinking and acting 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. at their business models operating large have been well established and in the time available, it was difficult identify gaps.
• Baldridge and exposure to other systems of measuring quality has made the process extremely Management scientific detail, 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 of Similarly they can promote the alignment can also engineer misalignment and higher 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 the "customer feedback Pull 'loops in the first" line of sight diagram ") – 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 evidence shows overall premium pricing – although this may have changed for different product lines – (out of 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. The 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 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

Airstream Classic Motorhome Factory Production Vintage 1980′s

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