Failing Grade for @BassettUS

Four years ago I made the mistake of purchasing a sofa from Bassett Furniture.  I didn’t know it was a mistake at the time, but I should have.  (Now, I’m kind of blue.)

Bassett Furniture makes me blue

Warning signs I should have considered:

  • No online customer feedback mechanism – Does the company offer online feedback mechanisms and transparency?  Bassett doesn’t and this omission should have spoken volumes to me.
  • Plenty of irate customers making their voices heard anyway – A simple internet search would have yielded many vocal consumers.  (1, 2, you get the idea.)
  • Remember you are buying the brand – In my case I shopped for a product.  Initially, I liked the product.  My perception of the brand is much different now.

Advice for Bassett Furniture:

  • Stop hiding behind your warranty – Instead, stand behind your products.  A company like Bazaarvoice can help provide tools to enable a feedback loop with the purpose of developing loyalty.  Companies that offer a way to communicate (good, bad, or indifferent) demonstrate their customer commitment.
  • Find SOME way to satisfy the customer – Fact: the product is poor.  I didn’t expect a full refund.  However, some financial acknowledgement would have gone a long way towards restoring a rapidly fragmenting relationship.  “Not our problem” may work in a monopoly, but it cannot survive in a competitive, transparent, and vocal marketplace.
  • Own the problem – Local store management, who knew otherwise, suggested I contact the warranty company and indicate that I’d only recently noticed the problem.  Helpful?  Dishonest?  You decide.  A company willing to treat its business partners without integrity is unlikely to treat customers otherwise.
  • Rename your “Customer Service” department – I suggest “Policy Enforcement” but only as the most expedient and honest course of action.  Guaranteed your employees would rather that you improve the products and services instead.

In the final analysis, Bassett Furniture gets failing grades in Product, Service, and Honesty.The pivot point is that Bassett would be better served by treating customer complaints as gifts.  From the looks of things, other customers have gifts for them too.

Before you go, please Tweet or post to Facebook or LinkedIn.  I made a mistake with Bassett Furniture… help ensure others don’t make the same mistake.

Make your 2012 Resolutions on Mercury Time

Another year dawns… and we go through the time-honored (but not people-honored) tradition of setting New Year’s resolutions.  We set them with the best of intentions, yet forget them and quickly fail.   You can either continue with what you tried last year (did it work?) or make some changes.  This year make your resolutions on Mercury time.

Make this year different.  This year, instill revolutionary change:

  1. Be selective and intentional – not all goals are created equal.  Choose fewer goals.  Choose the right goals, those that will matter in your life and your business.  Lose 20 pounds?  Or exercise 20 minutes daily?  Grow revenue 25% annually?  Or close one new deal each week?
  2. Set goals continuously – one of the jobs of a leader is to ensure the goals are appropriate as the environment changes.  To do this effectively one cannot wait until next quarter or next year to assess the goals.  Has your team met the challenge to close a new deal a week?  Set the bar higher.  Don’t wait for the earth to circle the sun again.  Do it now.  Too hard?  Then at least consider setting goals as Mercury circles the sun (every 88 days).
  3. Track results with a vengeance – where are we?  Assuming you’ve set the right goals, ensure that progress towards meeting them is known, published publicly and discussed in the hallways.  I once worked for a company that launched a company-wide initiative but failed to report results to employees for over 9 months.  The result?  People assumed the initiative was tabled, unimportant, or worse.
  4. Celebrate often –People appreciate knowing that you noticed a goal was met.  If we fail to celebrate or acknowledge we miss one of the simplest ways to build momentum to accomplish more each day.  (Author’s confession: an area for personal development.)

The pivot point is to set fewer goals that have more meaning and to focus on them relentlessly.  If we set our aspirations on the basis of the earth’s path around the sun, we would be better suited to becoming farmers than business people.

Customer Service… No More Monkey Business

I had to laugh at a recent HBR blog post titled “People Are Not Your Greatest Asset”.  “Your Baby Is Ugly” would have raised fewer hackles in popular business circles.

Customer Service… No More Monkey BusinessRest assured that people are the engine that powers a company.  But people without a structure are unlikely to succeed in maximizing the value of the firm.  Consider the ‘infinite monkey theorem’ which is defined as (my thanks to Wikipedia… donate here):

“A monkey hitting keys at random on a typewriter keyboard for an infinite amount of time will almost surely type a given text, such as the complete works of William Shakespeare.”

So yes, it makes [some] mathematical sense that people are your greatest asset in the [remote] sense that a monkey is a giant in the literary field.  Given enough time, and trying random combinations of products, services, markets, and pricing, it is possible, though unlikely, to create the next economic juggernaut.  How much better could we be if we instead developed a culture that aligned people, process and technology towards a common goal?  If we don’t align, the theorem suggests a more likely scenario where people expend time and effort which yields little.

In the end, people can be the most expensive stranded asset without leadership, vision, culture, and execution to support them.  The pivot point is that in order to create that masterpiece our people, process and technology must be aligned to work together towards a common purpose.  If we don’t, our monkey business creates gibberish not value.