Category Archives: Culture

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.

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.

Navel-Gazing… Your Worst Enemy

Umbilicus intuens can be extremely debilitating.  Indeed, I worked with a leader who once remarked that his organization was full of navel-gazers… those who spent more time looking within the company than outside the company.

navel-gazing

Sir Winston Churchill’s wry description about the enemy lends a credible analogy:

“However absorbed a commander may be in the elaboration of his own thoughts, it is sometimes necessary to take the enemy into consideration.”

Here are 4 warning signs that you should spend more time considering the competition when executing your business plans:

  • Marketing literature touts features and capabilities vs. solving customer needs – Customers may indeed care that your product comes in a variety of colors, or has WiFI but the most important consideration is whether or not it addresses a customer need.  (This TED video illustrates how appealing to ‘why’ is more persuasive than showing ‘what’.)
  • Metrics measure activity vs. achievement – (see Moneyball and the Customer Experience)
  • Culture rewards those who play politics vs. help the company succeed – If you look around and find people more interested in advancing their personal prospects than in serving the customer/company, you have a problem.   Companies are teams so if one teammate begins to monopolize the energy and attention of a group, you can be sure that they are no longer serving the company’s needs to the fullest extent.  Think I’m wrong?  Ask yourself about the US politicians and our recent fiscal woes.  The needs of the country are clearly subordinated to the re-election hopes of congress.
  • Employees are ranked and evaluated against their peers vs. the industry – your company wants the best people on the market, right?  So when evaluating performance it is critical to understand which employees compare favorably to the overall talent pool.  (And just as critical to know where you have talent gaps compared to your competition.)

The pivot point is that if you neglect competitive forces or customer needs POGO’s reflection that “we have met the enemy and he is us” may indeed become a self-fulfilling prophecy.

What can you do to help align your company to focus on external factors to ensure your continued survival and success?