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February 28, 2007
We're sorry for being away. We have updated our site and are still waiting to import all of our articles. Thanks for your patience!
February 27, 2007
"5 Blogs Before Lunch"
David Allen Ibsen's “5 Blogs Before Lunch” comments on the world of modern marketing and business.
Chief Happiness Officer
Alexander Kjerulf's Chief Happiness blog is about how to make work more energizing, meaningful, inspiring and fun.
Conference Calls Unlimited
Check out one of our favorite blogs - Zane Safrit's Conference Calls Unlimited.
Employee Engagement & Loyalty Conference
4th Annual Employee Engagement Conference
February 24, 2007
Church of the Customer
A blog dedicated to looking at the effects of "word of mouth" on customer loyalty.
February 22, 2007
McDaniel Partners
Welcome to our blog – The Employee Factor. My name is Judy McLeish. Five years ago, I started a consulting services firm called McDaniel Partners. McDaniel Partners was founded to help companies create differentiated customer experiences and solve strategic issues. Over the course of our existence, we have come across wonderfully thought out, smart and well-intentioned customer strategies, programs, initiatives, and campaigns. While many of these efforts were successful, a large number lost focus, fell short of expectations, or died with barely a whimper – often after great expense and fanfare.
When we looked more closely, in every case the Executives knew the strategy, program, campaign, or initiative in intricate detail. They understood the rationale, the impact, and the associated benefits. It was the Executives that ensured that these brilliantly packaged programs, initiatives, and campaigns arrived in droves, piling up on desks in every company, awaiting only proper implementation. These included programs for introducing new products, initiatives to improve sales, increase customer satisfaction levels, and new customer loyalty programs.So what was going wrong? Why were so many customer programs, campaigns and initiatives failing to realize the expected benefits? Every company had the right objective, but many failed to properly equip their “experience creators” – their employees – with the tools and techniques to successfully live the experience. In almost every case employees became responsible for implementing something that was delivered in a generic format that failed to ignite passion and enthusiasm. Sound ludicrous? We thought so to, but our first hand research has shown us it isn’t. As a result, we have become passionate about helping companies deliver, implement, and sustain their customer experiences, by helping to capture the “hearts and minds” of their employees.
In our future blog postings, we are going to share our perspectives on the missing ingredient in driving successful customer experiences – the employees. Thank you for joining us, and we look forward to hearing what you have to say.
February 13, 2007
Ikea Reinforces Its Corporate Philosophy
IKEA believes home is the most important place in the world! Since its 1943 founding in Sweden, IKEA has offered home furnishings and accessories of good design and functional living solutions at prices so low that majority of the people can afford them. The article in the New York Times did a feature on Ikea. What did we like about the article? Ikea recognizes the importance of aligning their customer philosophy with their employee experience.
According to the article, Ikea aligns its customer and employee experiences by mirroring the experience on the inside. How does it do it? The Swedish manufacturer brings its corporate philosophy inside. The employees see the motto spelled out “home is the most important place in the world” on some interior walls, and in the atmosphere that has been created. Ikea has focused on:
- Creating a workplace that is as comfortable, friendly and as beautiful as your home is.
- Reinforcing the strong design culture of the company by furnishing the workplace with functional furniture, textiles and decorative accessories.
As well, it has also ensured that its corporate values are upheld in the workplace. How does it do it?
- It promotes a democratic and non-hierarchical management style which is reflected in the workplace. Few people in the company have titles, and no one, not even the President has an enclosed office. “It is all an open plan, designed to encourage interaction”.
- Flexibility – Internet capability means that staff members can meet or work wherever they want. There are casual seating areas places strategically on all floors, as well as an outdoor area to bring people together socially or for impromptu meetings.
- The atrium is intended to send a message of dynamism and collegiality.
- Teamwork – glassed-in meeting rooms promote teamwork. In addition there are 14 “huddle rooms” painted in primary colors and designed for small groups.
- Happiness – bright colors and large windows were conceived to combat the dreariness of long winter days.
We believe that Ikea is on to something. It is not only important to align both customer and employee experiences, but equally it is important to create a more appealing workplace for staff members. Why? Increasingly the boundaries between work and live are blurring, and employees are recognizing that their job is having an impact on both their health and their happiness. What does this mean for organizations?
It means that they will have to create welcoming and attractive work environments to not only create dynamism and creativity, but also to attract, retain and engage employees.
February 05, 2007
Help Employees Deliver The Promise
We recently had the opportunity to stay in the Westin Trillium in Collingwood, Ontario. How does the Westin position itself?
Westin Hotels & Resorts® redefine efficient service with an effortless style and gracious attitude that ensures a truly unforgettable experience.Well, as someone that helps companies deliver customer experiences, I must say I couldn’t wait to visit the Westin and experience their promise. But, unfortunately the experience did not meet our expectations. Where should I start?
It all started with a promised 3:00 p.m. check-in. We arrived at the hotel at 3:00 p.m. to discover a line-up 20 deep. We joined the queue. So much for efficient! And we waited – 15 minutes before getting to the front desk. Upon arrival, we were told that we were too early for check-in and could we come back in 30 minutes. Ok – I waited another 30 minutes in the cold lobby, as I watched the line-up grow, and grow! Then I re-entered the line, and waited another 10 minutes in the queue. When, I reached the front desk again, I was told that I was too early and would have to re-enter the line! What!?!
At no point did the Westin apologize for making me wait. At no point was I offered a drink. At no point was I welcomed to the hotel and made to feel welcome on this freezing cold day. At no point did I experience the efficient service delivered with effortless style! Wouldn’t you think that the Westin (an international hotel) would know that a Friday check-in would be a busy period and as a result would put more than two check-in agents?
It only gets better…..
The next morning, we arrived downstairs for breakfast at 8:30. We were greeted, by the Manager of the restaurant. The first words out of his mouth were – “You will have to bear with us, we have just had 50 people for breakfast”! Do I care? No, I want to be treated like a valued guest, not reminded that I am only one of many demanding customers!
Once seated, we waited 15 minutes for a server to come to our table. And when we ordered, we again waited nearly 40 minutes for our food to arrive. As we waited, I watched three very overworked waitresses work several tables of increasingly angry customers. In fact, one table got so angry that they called over the Manager. The customer took the Manager to a corner and explained that they had come last year and had experienced the same pathetic service. The Manager stood and looked at the customer, with his hands on his hips, and explained that they were busy and only had one kitchen to serve both the restaurant guests and the guests who wanted breakfast in their rooms!
Too busy? Are you joking – why didn’t the Manager just apologize? Why didn’t the Manager have the common sense to offer the customer something for their inconvenience? Wouldn’t you think that the Westin would know that breakfast time would be a busy period? Wouldn’t you think they would staff accordingly instead of stressing out both their staff and their customers?
Guess what – the efficient and effortless service continued in a downward spiral. Yes, we arrived back at 6:00 p.m. to no hot water in our room. The explanation – we have a lot of guests staying with us!
And just to top it all off – we wanted to watch a movie in our room. We looked at the list of movies and all were the latest – Casino Royale, The Children, Volver and so on……! We finally choose Casino Royale – waited and then the screen said – “We’re sorry the movie is sold out”! Huh? This was on-demand! We waited and tried again – same message. We then selected five others – same message! So we called down to the front desk only to be told that the digital company had loaded movies that were not actually available to watch! Imagine, setting your employees up to have to deal with continually disappointed customers.
So what?
Companies need to think about helping their employees deliver on the customer promise – every time. If you promise customers efficient service with effortless style, you may want to think about the following:
1. Staff for peak times. Help your staff deliver efficient service with effortless style by staffing appropriately.
2. Teach your staff what you mean by effortless style – how do you want them to welcome guests, if you are busier than you thought? How will you empower your employees to solve your customer’s problems?
3. Don’t offer services that you don’t provide. Sounds crazy, but don’t set your employees up for failure. If the digital company loaded movies that are not available – take them off the list!
4. Train your staff to deal with angry or disappointed customers. Putting your hands on your hips or becoming defensive is no way to deal with customers. Train your staff to handle difficult situations.
We know that the Westin is not the only company, who needs to spend more time helping their employees deliver on the corporate promise. But, the Westin needs to remember that if a competitor arrived in Collingwood with truly efficient service delivered with effortless style – we bet many guests would defect to the new provider!
