Showing posts with label Customer Service. Show all posts
Showing posts with label Customer Service. Show all posts

December 17, 2014

Cash And Books

I took this photo in downtown Washington, D.C. today.

It was interesting to me for a number of reasons.

First, the amount and variety of advertising here (and there was more that is not even pictured here) was a little bit incredible, especially in light of the single customer at the stand.

Second, this vendor is buying the books back from the university students at a hotdog stand--yeah, more than a little weird, no?

Aside from the fact that students pay an exorbitant amout for textbooks and then get pennies on the dollar back, now you are encouraged to make your transaction with a street vendor in the cold of December.

Anyway, you think anyone will notice this cash for books stand? ;-)

(Source Photo: Andy Blumenthal)

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December 6, 2014

10 Reasons To Love Traders Joe's and 2 To Not

There are many reasons to love Trader Joe's, but here's my top 10 (can you tell I just came from there?):

1) Pretty much you can depend that their food is good and fresh, and a lot of it is readymade and "convenient". 

2) Prices are a value considering much of what they sell is private label, premium, or super premium--like the "Belgium chocolate" above!

3) They have many items in single-serve portions, so the food is easy to make, clean up, and store. 

4) The stores are relatively small, clean, well lit, and cozy with a limited number of goods, making shopping quick and easy--they've already narrowed the field for you. 

5) They have freebies to taste in the aisles--tonight it was 2 types of coffee and a pumpkin cheesecake sample--the check out guy asked me if I had a chance to try it--uh, not on my diet, but thanks!

6) They have a cool customer service bell in front that they ring whenever you need something done--tonight it was as simple as replacing a package that had opened up--ring, ring--a clerk brought up a brand new one, jiffy quick. 

7) They double bag the goods, so the bags don't break on the way home and the goodies don't fall out. 

8) Typically convenient locations in major shopping areas and short lines inside...never have to wait more than one person ahead on the line. 

9) They are eco-friendly and have lot's of stuff that is organic, non-genetically modified, and without artificial anything. 

10) They ask you--and seem to mean it--if you found everything okay with your shopping experience, and seem more than ready to correct anything that was less than perfect. 

Despite these wonderful traits, there is something about Trader Joe's that's Normal Rockwell all smiley, small-townish annoying and claustrophobic, especially in the age of the more modern megastore supermarkets and Costco warehouses.

So it's not the only store I go to--variety is still the spice of life. ;-)

(Source Photo: Andy Blumenthal)
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November 28, 2014

Micromanaging Your Customers

Standing in line at the store the other day, I've got to to say that I sort of really resented this ridiculous check out line.

We are not in kindergarten and do not need little footsies and signs to tell us where to stand, how far apart, and who is up next in the line.

Actually, it's really not all that complicated--we can figure out to lineup in front of the counter and wait our turn civilly.

Micromanaging your customers (or for that matter your employees) is a pretty stupid idea.

Get your own house in order--and do a good job servicing the people that are paying you (or working to make you a success).

How about you take your little feet over behind the counter and get the line moving that much faster and stop making us wait so long to begin with to give you our business.

Happy Black Friday...loosen the reins a little won't you and you'll find a happier customer (and employee) base and make some more money in the process. ;-)

(Source Photo: Andy Blumenthal)
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November 9, 2014

Lowest Price Guaranteed!

So I bought a really comfy chair--everyone wants one of these. 

(Note: Pictured here is not the actual chair or store from my story today.)

Anyway, I was so happy thinking about how lush the sitting experience would be. 

Yes, the "retail price" seemed high, but I got the "Veterans Day discount" and then bargained some more. 

So I thought I probably did okay on the negotiation, especially since I was dealing with a major national brand.

Also, the contract/invoice had in writing a "lowest price guarantee"--so that if within 30 days, I found the chair for cheaper, the company "would gladly refund the difference in full"!

Sounds good, right?

But something wasn't feeling right and when I went home I had trouble sleeping--something seemed off with this purchase and this merchant. 

So in the morning, I checked online and found the exact same chair for almost $300 less!

Well, I headed straight to the store with a printout of the lower price I had found and promptly presented it to the store manager for the refund of the difference as promised.

But instead of the glad refund, I got stonewalled and the dumbest look on the store manager's face I have ever seen. 

He started the million excuses why he wouldn't refund the difference in price as promised. 

First he said, oh, the chair I found was a different color--I showed him the chair online and the one in his showroom, and they were the identical color and everything. 

Then, he goes for a second attempt, saying, uh the price guarantee doesn't apply to prices found at outlets, and I said where does the price I found say outlet anywhere? He couldn't find anything like that. 

So he tries a third time to get rid of me, and says, the merchandise has to be advertised under "the same terms and conditions," and it wasn't.  I said what terms and conditions weren't the same?  He said, well, they just weren't the same. 

At which point, he told me plain and simple that he wasn't going to refund the difference and that I should get out of the store. 

I won't tell you all the (legal) details how, but let's just say this guy was sorry for trying to do that...and I walked out with the price difference refunded. 

Buyer beware--lot's of crooks out there trying to take your money and giving guarantees that are complete b.s. 

This is probably especially the case with many brick and mortar retailers who are having serious problems competing with their significantly lower overhead online brethren. 

Beware--Beware--Beware!!! 

I learned again today and taught my daughter to stand up for what is rightfully yours and don't let anyone take advantage of you!  

You work for your money too and no one should cheat you out of it. ;-)

(Source Photo: Andy Blumenthal)
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October 12, 2014

For The Love Of Pizza

So I was at an eatery (not this one) in South Florida. 

I order a sandwich, and I must've been in a little mood.

The waiter says to me, "Do you want it with everything?"

And I smiled and said, "Yeah, especially the everything!"

Then when we were done eating, I get up to pay at the counter, and pull out my plastic. 

The cashier says to me, "We only take cash."

I smile again and now playing with her respond, "Well, I only pay plastic, now what do we do?"

I was only joking around as I pull out the few bucks of cash I happen to have in my pocket (note: I rarely even carry paper money in the age of technology).

As I left, I thought about the brief exchanges and sort of laughed to myself. 

It doesn't pay to take a hard and fast line with people...

Much better to be flexible like, "What would you like on your sandwich (we have X, Y, and Z)?" or "Cash or credit today Sir?"

Being all or nothing just provokes an occasional smart aleck to pay a little back. ;-)

(Source Photo: Andy Blumenthal)
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September 29, 2014

Talk To The Hand

So you know the saying "Talk to the hand, because the face ain't home..."?

Well IPSoft has an artificial intelligence agent called Amelia that handles service requests. 

Instead of talking to a human customer service rep, you get to talk to a computer. 

The question is whether Amelia is like talking to a hand or is someone really home when using IA to adroitly address your service issues?

Now apparently, according to the Wall Street Journal, this computer is pretty smart and can ingest every single manual and prior service request and learn how to answer a myriad of questions from people. 

On one hand, maybe you'll get better technical knowledge and more consistent responses by talking to a computerized service representative.

But on the other hand, if the interactive voice response systems with the dead end menus of call options, endless maze of "If you want to reach X, press Y now" along with all the disconnects after being on for 10 minutes already are any indication of what this, I am leery to say the least. 

The Telegraph does says that Amelia can service customers in 20 languages and after 2 months, can resolve 64% of "the most common queries" independently, so this is hopeful and maybe even inspiring of what is to come. 

These days, based on how much time we spend online in the virtual world, I think most people would actually prefer to talk to a knowledgeable computer than a smart alec human who doesn't want to be handling annoying customer calls all day, anyway. 

The key to whether Amelia and her computerized brothers and sisters of the future will be successful is not only how quickly they can find the correct answer to a problem, but also how well they can understand and address new issues that haven't necessarily come up the same way before, and how they handle the emotions of the customer on the line who wishes they didn't have the problem needing this call to begin with. ;-)

(Source Photo: here with attribution to Vernon Chen)
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July 12, 2014

Robots Reach The Clouds

So robots have reached the clouds before many of our government agencies have--who would've thought? 

Bloomberg Businessweek reports how robotic activities are being stored in the cloud and are then accessible to other robots to learn from and repeat as necessary. 


The "cloud servers essentially [are] a shared brain" where memories and experiences are uploaded and accessed by other robots with a need to know the same thing. 


The cloud is the means of transfer learning from one robot to the other.


It serves like a master neural network where the Internet provides the how-to for everything from serving juice to patients in a hospital to functioning as autonomous warbots in battle. 


Like the Borg on Star Trek with a collective brain, the cloud may become the mastermind for everything from day-to-day functioning to taking over the species of the universe. 


(Source Photo: Andy Blumenthal)

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June 28, 2014

Service From Yourself

I was so proud this week to see some true customer service excellence from a colleague. 

Someone had run out of toner and they had put in a help desk ticket to get it replaced.  

In the meantime, there was a large order of toner on order, but it was still a day or two out from delivery.

So my colleague responsible for this area took his own toner out of his printer and gave it to the person who was out. 

I got a wonderful email thanking us for the unbelievable customer service. 

Honestly, there are other printers that the person could have used in the meantime, but this person went above and beyond to keep the customer working and happy. 

Great lesson in customer service and exemplary behavior here. ;-)

(Source Photo: Andy Blumenthal)
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April 9, 2014

Hey Abrham!

Thanks Starbucks for writing Abrham on my breakfast purchase this morning. 

Apparently, religious sterotypes are alive and well with you. 

How about a little sensitivity training for your staff or do you guess biblical names for all your customers?

Don't worry though, it turns out that is my Hebrew name (and I'm Jewish and proud of it), although it's spelled like this: Avraham. ;-)

(Source Photo: Andy Blumenthal)
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April 5, 2014

Archaic Federal Hiring Practices

So the Federal government has some archaic hiring practices.

Some common critiques of the system:

- While gone are the dreaded KSAs (knowledge, Skills, and ability essays), in it's place are what many could consider meaningless multiple choice questions that enable applicants to game the system and answer what they think or know is the right answer just to get the highest points. 

- Also, there is always the potential (however infrequently) that there is a favorite candidate of someone or someone who knows someone, but knowing doesn't necessarily mean best qualified, but rather well-networked or connected. 

To be fair, there are protections in the hiring system to include an oath of truthfulness on the application as well as security clearances which are used to help ensure accuracy. Additionally, there are the Merit System Principles that prohibit favoritism and nepotism of any sort.

However, when it comes to hiring, what you can't really do in the government is just plain and simple see and recognize talent and bring someone on board. 

Anyway, this came to mind today, when we ran again into this amazing lady at Starbucks. She works there right out of college. 

She's a barista and has the most amazing customer service skills I've seen in 25 years of professional experience. 

She remembers us every time we come in and recalls what we talked about on our last visit. She regularly asks about things like my kids talking their SATs, visiting colleges, and more. 

But she doesn't just do this with me, but with all her customers.  

She has a big welcoming hello, and smile for all of them, and doesn't just take their orders, but engages them as human beings. 

I tell you this young lady would be terrific as a customer service representative in my IT shop or any other...and if I were in the private sector or had my own company, yes, I'd conduct a more thorough interview and background on her, but then I'd probably shake hands on the spot and offer her a job. 

I can see her interacting with my customers, capturing their requirements, problem-solving, as well as routine troubleshooting through engagement with the customer and the subject matter experts.  

Why?

Because she is a natural with people and intuitively understands how to work with them, engage, and establish trust and good service ethos. 

However, if she applied on USAJOBS in the current system of hiring, I think she'd never make "the cert" (the list of qualified applicants that gets referred to the hiring manager), because she's currently working in a coffee shop. 

Something is wrong that we can't easily bring in young or old, talented people from the private sector or out of school, and grow them into federal service, even if they don't have the perfect checklist answers. 

Unfortunately, this is a problem in many bureaucratic-driven organizations, where if it's not checklist-driven, then it's usually not at all. ;-)

(Source Photo: Andy Blumenthal)
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March 17, 2014

Time To Spread The Magic

So I'm not the biggest fan of Disney theme parks -- maybe that is not a popular thing to write.

But to me, the rides alternate between fake or nauseating (when they're not broken down), the characters are outdated, the parks are hot, overcrowded, and the lines and wait times are long, and the ticket prices are sort of crazy for what you're getting (not). 

Let's see, a day at Disney or day at the beach--uh, I'll take the beach any day!

But Disney is doing something magical these days. 

Bloomberg Businessweek reports how Disney's new MagicBands are using technology to make the theme park experience more convenient, even if not more fun. 

The MagicBands are like an all-in-one electronic link between you and Disney:

- No need for an admission ticket, because the MagicBand does that.

- Reserve your favorite rides, use your wrist band. 

- Hotel room keys, that's right the band unlocks your door.

- Shopping at Disney kingdom, the band functions as your debit/credit card. 

- Being greeted by name or wished a happy birthday, the bands make your experience more personal.

What's more Disney uses the bands for "big data" analytics--for capturing your likes and preferences for rides, restaurants, food, and souvenirs--and this adds up to customer service enhancements like restocking shelves, opening up reservations, expedited queues, and even targeted mail and text messaging/advertising. 

The bands have radio frequency identification tag/chips (RFID) as well as GPS sensors, so Disney knows who you are, where you are, and even much of what you're doing. 

Spooky from a privacy standpoint--sure, you are really sitting there exposed in just about every way. 

But this technology has arrived, not just at Disney, but via embedded RFID in your smartphones or your body someday soon. 

The synthesis of man and machine...the mystery is gone in the magic kingdom, but maybe the service gets better. ;-)

(Source Photo: Andy Blumenthal)
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January 8, 2014

Amazing Amazon

So Amazon should be renamed Amazing, because they are.

They are the best online retailer--love 'em!

SELECTION: Amazon has everything. 

PRICE: Amazon is reasonably priced.

SPEED: Amazon Prime gets you your goodies delivered in under 48 hours. 

RETURNS: Amazon takes returns easily; virtually no questions asked. 

Amazon is so customer focused that you can even email Jeff Bezos, the founder and CEO himself, at Jeff@Amazon.com. 

Aside from their highly successful retail operation, they have the Kindle tablets, Amazon Web Services (AWS) for cloud computing, Kiva Robots for warehouse operations, and more. 

So what's the secret of their success?

One thing, according to the Wall Street Journal, is their tough hiring practices. 

Amazon has "several hundred" interviewers called "Bar Raisers" that give candidates extremely thorough interviews.

Bar Raisers typically have conducted "dozens or hundreds of interviews and gained a reputation for asking tough questions and identifying candidates who go on to become stars."

Typically, it "takes five or six employees at least two hours each" to evaluate and vet an applicant. 

Amazon makes all this effort in recruiting to weed out people who are the wrong fit for the company. 

They believe that it's better to invest in a sophisticated recruiting process than to make costly hiring mistakes. 

While this certainly sounds like a well thought out and vigorous hiring process, the article makes little to no mention of performance measures showing that their hires really are better matches, have superior performance, or stay with the company longer. 

The one anecdote given was of a Bar Raiser who found a candidate for a programming job that "didn't know much about the specific programming language."

Barring some real statistics though, either you could conclude that Amazon's hiring process is truly superior or perhaps question why it takes them 5 to 6 interviews to do what other successful companies do in 1 or 2. 

Either way though, Amazon is a amazingly great company. ;-)

(Source Photo: Andy Blumenthal)
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October 24, 2013

Performance and Transparency - 2gether 4ever

Really liked this performance measurement and transparency at Home Depot.

Here are their store performance measures prominently displayed.

Not a high-tech solution, but every measure has its place and metrics. 

- Looks at friendly customer service.

- Tracks speed of checkout.

- Measures accuracy of transactions.

This lines up well with the management adage that "you can't manage what you don't measure."

Some pointers:

- Identify, collaboratively, your key drivers of performance

- Determine whether/how you can measure them efficiently (i.e. qualitatively, quantitatively)

- Set realistic, stretch targets for the organization

- Communicate the goals and measures, 360 degrees

- Regularly capture the measures and make the metrics transparent

- Recognize and reward success and course correct when necessary

- Reevaluate measures and goals over time to ensure they are still relevant 

Wash, rinse, repeat for continuous improvement. ;-)

(Source Photo: Dannielle Blumenthal)
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August 28, 2013

Wheelchair Complexity

So my approach to enterprise architecture, product design, and customer service, as many of you know, is plan and simple, User-centric!

Innovating, building things, servicing customers, and communicating needs to be done in a way that is useful and usable--not overly complex and ridiculous. 

The other day, I saw a good example of a product that was not very user-centric. 

It was a type of wheelchair, pictured here in blue. 

And as you can see it is taking 2 men and a lady quite a bit of effort to manipulate this chair. 

This little girl standing off to the side is sort of watching amusingly and in amazement.

What is ironic is that the wheelchair is supposed to be made for helping disabled people. 

Yet, here the wheelchair can't even be simply opened/closed without a handful of healthy people pulling and pushing on the various bars, levers, and other pieces. 

If only Apple could build a wheelchair--it would be simple and intuitive and only take one finger to do everything, including play iTunes in the background. ;-)

(Source Photo: Andy Blumenthal)


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July 26, 2013

Sears Couldn't Sell An Appliance Let Alone A Rolex

So I was amazed at the depths to which Sears will go to try to save their horrible brand. 

The Wall Street Journal (21 July 2013) described how Sears online has started a marketplace where they are now hosting the selling of high-end goods at their low-end department store site. 

Sears which normally sells kitchen appliances, tools, and crappy clothing is now trying to market $33,000 Rolex watches and $4,400 Chanel handbags.  

Good luck to that after their failed 2005 merger of Sears and Kmart--as if combining two lousy companies make one good one.

Since 2005, the company revenue has steadily declined about 25% from $53 billion to $39.9 billion and they lost $4 billion in 2011-2012. Yeah, that today's Sears!

My own horrible experience with Sears:

I went online to order a range, and Sears botched the order over and over again and kept me holding endlessly throughout the miserable process and at each stage asking for my feedback and apparently doing nothing with it. 

Problem #1: It started out pretty simply--I asked for some guidance comparing a couple of models, chose one, and they entered my order. However, when I looked over the order, they had entered the incorrect delivery date--when I wasn't available. So I contacted Sears back to correct the mistake, but they couldn't get their system to reflect the correct date--it would only show the original incorrect date--and this is a multi-billion dollar company? But I shut an eye when a supervisor finally assures me that it will arrive on the correct date. 

Problem #2: The next day or so, I get a call from a Sears customer service representative who asks me whether I am the Andy located in XYZ (some G-d forsaken location)--ah, no! Well, they explain that's where they have my order shipping to. They can't explain how that happened, but promise Sears will fix it. 

Problem #3: This time, I get a call from the Sear's installation company. They are demanding that they will not come out to do the install unless I pay them a required inspection fee.  But I explain that my order from Sear expressly states that shipping and installation are FREE. Sorry, they tell me free is not free, and if I have a problem, here's a number to their national whatever line. 

Three strikes, Sears is out--I contact them to review what had happened and to cancel this order. They refuse to cancel it--again, I think to myself this is a multi-billion dollar company? Over and over again this goes on, until finally they agree to cancel the order and refund my money. 

All this nonsense literally wasted hours of my time.

Sears is no longer that brilliant mail order catalog of the early 20th century; now they are a dumpster diving junk company trying to sell brand stuff, but they are laggards to the brilliant Amazon and eBay retailers--and soon Sears will be out of business headed to the big retail trash bin of history. 

The Rolex watches and Chanel bags are just another Sears circus sideshow. ;-)

(Source Photo: Andy Blumenthal)
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May 25, 2013

Murderous Customer Service

This is a funny video about some really bad customer service experiences.

- From Seinfeld who goes to the trouble of making a reservation, which the company doesn't hold. 

- To Steve Martin who waits and waits for customer service, but the attendant keeps yapping obnoxiously on a personal phone call.

- To Michael Douglas who just wants breakfast, but the order taker will only serve him lunch.

- To Rod Farva who can't order a burger without the threat of the fry cook spitting in it. 

- To Judge Reinhold who refuses to give a customer's money back, despite the 100% money back guarantee hanging prominently overhead. 

Wow, we've all been there..."mad as hell and not going to take it anymore," but just when you think it can't get any worse, the customer service rep disconnects you and you have to start all over again. ;-)
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December 12, 2012

Lessons Learned on IT Customer Service and Team Building

In Public CIO Magazine (12 December 2012) Andy Blumenthal talks about lessons learned as an IT leader.

You've got to serve the mission, solve problems, take care of your customers, while at the time forming a cohesive, high performing team. 

Read here for the full article.

Hope you enjoy!

(Source Photo: here with attribution to Dell Inc.)

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June 18, 2012

Flying The Miserable Skies

So I had booked up on the airline to go to the Florida Keys.

You have to go to Miami first and switch flights—it’s a two-legged trip.

But I decided after the first flight to just to stay in Miami and not go on the second flight to the Keys.

Since the flight was overbooked—not only didn’t the airlines lose anything by me not going, they actually benefited by having my empty seat for another passenger—and making money twice off of the same seat.

Yet, the airline demanded that I pay them a change ticket fee.

This is the first time that I heard of being asked to pay extra for not using a product or service.

Common sense and basic business practice is that if you don’t use something, you get a credit or refund, but the airline was actually demanding I pay an extra fee for this so called “change.”

I explained politely that I didn’t change anything and that I just wanted to be able to get home.

They said even by not getting on another flight that is a change—and as the customer service representative (and I choke on even calling him that) then went on to say, “you will pay for that mistake!”

I reiterated that I didn’t make a mistake or any change, I simply decided not to use the second leg of the trip.

I asked to see a copy of the policy or guidelines where I had to pay for not using something, but the customer rep refused this.

He may as well have said, “Who needs right, when we have might?”

Basically, it came down to, “If you want to go home, you will have to pay.”

As if this wasn’t enough, when I arrived at the airport, another airline representative made me put my rolling carry-on into the sizing device to check that it would fit in the overhead.

Dar-gone-it—I bought it specifically for just that purpose, as it was advertised—why go through this?

In the airport, in front of everyone, they made me empty my things out and put some in another bag to skinny the first--“just a little.”

Then they said, uh ha, now you have an extra carry-on we can charge you for—but I didn’t, I only had two bags, total!

Later, in the airport, I overpaid for a stale sandwich and diet soda.

And for the first time, even after going through airport security and showing my boarding pass and picture identification once, I was then asked to do it all over again—while “walking the plank” to board the flight, with suitcase and sandwich in hand. 

Not long after I sat down, an airline attendant literally shoved my seat up straight, and then reminded me put up my seat before takeoff! Yet the seat was already up—the whole time.

Another comes up and asks me if I was the one who asked about the Internet—no, it wasn’t me, but there’s another customer somewhere onboard who did ask about it—they just forget who it was—oh well.

It used to be that the airlines were just overcrowded, the bagged peanuts were skimpy, and the recycled air was nauseating, but now the flying experience is at a whole new level of yuck!

This is no way to run an industry, treat customers, or generally do business.

On the airline, the stewardess gets on the mic and says “welcome to {Blank} airlines” and hope you enjoy the ride—unfortunately, they are riding all of us. ;-)

(Source Photo: here with attribution to Kuster and Wildhaber Photography)

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March 17, 2012

Goldman Sachs Reputation Sacked?

When Greg Smith published his editorial in the New York Times (14 March 2012) on the alleged debased culture and greedy exploits at Goldman Sachs, this was far from surprising after the many misdeeds of Corporate America over the last decade that saw the rise of Sarbanes Oxley in 2002 and the massive financial bailouts in 2008, which does not represent who we really are and can be. 

It's not that Corporate America is bad, it's just that they frequently get rewarded for doing the wrong things

All too often, promotions, corner offices, year-end bonuses, and stock options are the rewards for racking in profits, but are not necessarily tied to innovation and/or customer satisfaction.

I believe over the years this has taken many word forms from snake oil salesman, charlatans, spoilers, and many others.

Greg Smith who worked for a dozen years at Goldman--in of all things "recruiting and mentoring"--described the venerable Goldman Sachs as a place where:

- "Interest of clients continue to be sidelined" 

- "Decline in the firm's moral fiber represents the single most serious threat to it's long-term survival."

- If you make enough money for the firm...you will be promoted."

- At sales meetings, "not one single minute is spent asking questions about how we can help clients." 

- Leaders callously "talk about ripping off clients" and call their clients "muppets," a British slang terms for "idiots."

The funny-sad thing is that after all these horrific accusations, Goldman has not come out and full-on-full repudiated these claims. 

On March 15, the Wall Street Journal reported "Goldman Plays Damage Control" saying that "it will examine the claims."  

Rather than denying the accusations in specific ways and pointing out their true moral fiber, the Chairman in a memo to employees chose to downplay the accuser calling him only one "of nearly 12,000 vice presidents" of 30,000 employees. In other words, this is just the opinion of a lone wolf. 

More generally, the Chairman wrote coyly that this does "not reflect our values, our culture, and how the vast majority of people at Goldman Sachs think of the firm and the work it does on behalf of our clients."

In another article, in Bloomberg BusinessWeek (19-25 March 2012), it states similarly that "Goldman Sachs would have you believe it's learned from the financial crisis. Don't be fooled."

The article goes on to list a scathing history of scandal from Goldman Sachs Trading Corporation that "blew up" after the stock market crash of 1929 to Goldman's settlement with the SEC for a whopping $550 million in 2010. Further, it describes a current conflict of interest case with El Paso and Kinder Morgan that they call a Goldman "heads-I-win, tails-you-lose approach."

While I have always respected the likes of Goldman Sachs for their unbelievable brainpower and talent, the accusations against them and by extension against others in Corporate America is very concerning.  

The notion that customers are but idiots for Corporate America to pillage and plunder is not democracy and capitalism, but greed and evil.  

When we no longer value a creed of service above pure profiteering then moral bankruptcy is just a prelude to financial bankruptcy. 

No company can stay afloat and be competitive over time, if they do not work to strengthen their balance sheets, income statements, and cash flows.

However, at the same time, no competitor can thrive for long on a culture of greed and duplicity that sees people as victims to spoil, rather than as customers to serve.

While I do not know the details of Greg Smith's accusations, this last part I know in my heart to be truth. 


(Source Photo: here)

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December 18, 2011

Beyond the Four Seasons

For anyone who has ever stayed at the Four Seasons, you know it is an incredible hotel.
Customer service reins supreme and that's not just good business, it's good corporate values.
But reading about the Indian version of the Four Seasons called the Taj--it seems like they have taken customer service to a whole new level.
The Taj which has been operating for more than 100 years (opened in 1903) has 108 hotels in 12 countries, including of course India, but also Australia, South Africa, the United Kingdom, and even America (Boston, New York, and San Francisco).
Harvard Business Review (December 2011) describes not just the routine day-to-day service provided at the Taj, but rather how they behaved under one of the most trying events, a terrorist attack.
On November 26, 2008, there began a coordinated 10 attacks across India's largest city Mumbai than killed at least 159 and gravely wounded more than 200. The attack now referred to as 26/11 (i.e. 26th of November) included the luxury hotel, the Taj Mahal Palace and Tower (i.e. the Taj Mumbai).
The Taj Mumbai suffered at least 6 blasts and "stayed ablaze for two days and three nights" engulfing the beautiful domes and spires of this structure.
But while the hotel suffered significant damage resulting in months of rebuilding, the spirit of service by the workers at the Taj was tested to the extreme and thrived.
HBR describes how Taj staff, hearing the blasts and automatic weapons, safeguarded their guests during the attack going so far as "insisting that husbands and wives separate to reduce the risk to families, offering water and asking people if they needed anything,...[and] evacuating the guests first."
The Taj staff did not run out screaming--everyman and woman for themselves, but they not only stayed calm and helpful, but they actually put their guests lives above their own.
This is sort of reminiscent of the firefighters, police, and other emergency first responders on 9-11, who ran up the stairs on the burning World Trade Center to save people--but in this case at the Taj, these were not trained rescuers, they were hotel staff.
In another instance at the hotel, according to the article, hotel employees even "form[ed] a human cordon" around the guests.
This again sounds more like the Secret Service protecting the President of the United States, then waiters and waitresses serving guests.
This is not to say that culture is the driving factor here, for example just this December 9, ABC News reports on how a fire broke out in an Indian hospital and killed at least 89 residents, while the "staff flees" and 6 administrators are subsequently arrested.
So if national culture is not the difference in how organizations and its people treat customers--what is?
HBR explains that it's really a recipe for customer service and user-centricity.
Starting with a "values-driven recruitment system" where the hotel looks for employees with character traits such as respect for elders, cheerfulness, and neediness (this reminds me of a boss I had that used to say she likes to hire employees "who are hungry.").
The Taj follows up their recruitment with a commitment to training and mentoring and empowering employees fully to do whatever it takes to meet the needs of its customers at what it calls "moments of truth."
The values of the Taj go so far toward serving its customers, that they insist that employees actually put customer needs ahead of the company and this is reinforced with a recognition system for those who strive and act for making happy customers.
Is this user-centric orientation limited to just the Taj Mumbai?
Apparently not, when a Tsunami struck at 9:30 AM on December 26, 2004 and killed 185,000 people, the Taj on the Maldives Island affected "rushed to every room and escorted them [the guests] to high ground" and still managed to serve lunch to survivors by 1:00 PM.
Talking about setting the bar high for customer service--how can you beat that?
(Source Photo: here)

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