What Does It Mean To Be “Customer-Centric”?

Comment

Non-Operator Comment by Bill Campion on May 19, 2011 at 5:16am

Em - That's what it takes.  An everyday focus.  I think the key make sure it doesn't become a drone, you know same ole, same ole.  Managers need to be creative in the way the encourage their employees to work as a team to provide the ultimate customer service experiences.  Summer Camp will be a blast.  Are you a Giants fan too?  Have a wonderful day!  Enthusiastically Yours, B

Non-Operator Comment by Bill Campion on May 19, 2011 at 5:13am

MD:  Love your approach.  Anybody can hire and train robots.  The way you separate yourself is by hiring creative, talented people.  You are so right when talk about the "lack of proper training".  Seems in the restaurant business we have this mentality that server training lasts a week to 10 days then it's done.  It needs to be on-going as I'm sure it is in your business.  I'm really interested to hear more about your philosophy on customer service and what you do to keep your customer service game at a high level.  I think you are right about service in the states.  Many servers appear to be going through the motions.  They need to learn how to engage in a genuine way.  Thanks for reading my blog and thanks for your thoughtful comment.  I hope we can continue the dialogue.  BTW have you read anything written by Daniel Pink?

Non-Operator Comment by Bill Campion on May 19, 2011 at 5:04am

Jim I love it.  Thought provoking is awesome.  That's why I like to play in this space.  I figured you'd be a fan of Robert Gates.  Straight shooter and as you said in he totally understands what goes on in the trenches.  Keep on provoking Jim and have an awesome day.  Enthusiastically Yours,  BC

Non-Operator Comment by Jim Matorin on May 18, 2011 at 4:25pm

BC:  Huge fan of Mr. Gates.  Now some people might fine your rant a stretch, but I don't becasue here is the common thread.  Mr. Gates never lost touch what was happening in the trenches.  Great leaders don't, but unfortunately some do as their organizations grow.  Case in point Howard Schultz, Starbucks went off course then he had to step back in, understand the day to day (a.k.a trenches).  The next great leader that is going to be challenged will be Stephen Elis.  To me why go Asian as you grow when you have not totally solved supply chain for your concept.  Now aren't I being thought provoking.

 

Comment by Emerald Reilly on May 18, 2011 at 2:45pm

Bill, the way CCF gets their staff to take off the blinders and see outside their own section is to talk about it everyday. They have "daily alignments" where they talk about how we can improve as servers, as a company and as individuals. We talk about team work and helping out our neighbor's sections. I know, as a server, that if guests in my section ask another team member for something they will follow through on that. In turn, I help other guests as well. We are a team and the goal is for our guest to leave satisfied. 

I am SO excited to get to know you as well at PRSC! I'm looking forward to learning from and getting to know this stellar group. 

Non-Operator Comment by Bill Campion on May 18, 2011 at 1:54pm

Jim thanks for reading my blog and commenting.  I totally agree with you regarding the breakdown that seems to come with growth.  There are exceptions and I also agree that Nordstrom is one of them.  I also realize that to a certain extent it is a balancing act.  This is probably way off the subject but I don't know if you saw 60 minutes last Sunday where they did a feature on Robert Gates Secretary of Defense.  Been working for the defense department for like 30 years.  While this is an extreme example, I think I can draw an analogy.  During the height of the war in Iraq he was able to secure funding for $30 billion to replace the Humvee with MRAPs (Mine Resistant Ambush Protected Vehicles).  These new vehicles can  protect our troops from the devastating effects of roadside bombs (and other high powered attacks). I'm not trying to get into a discussion about politics, however he had to fight through the bureaucracy at the Pentagon to get the funding.  In his mind there is nothing more important than keeping our soldiers alive.  A concept I support wholeheartedly.  They refer to Robert Gates as "The Soldiers Secretary" because he understands that their safety has to take precedence.  I told you it was an extreme example.  Back to being "customer-centric".  It takes strong leadership and an unwavering commitment to stay focused on protecting the customer.  I would never compare the value of customer to the value of a soldier's life. However I believe business leaders must take a stand for the customer and make keeping customers their top priority, just as Mr. Gates has done for our troops.  Even though it's a stretch, I was so inspired by the Robert Gates story, I just had to use it.  WOW sorry for the verbose response Jim.  Passionate, relentless commitment is what it takes.  Thanks so much for allowing me to rant.  Enthusiastically, BC

Non-Operator Comment by MD Pauwels on May 18, 2011 at 1:29pm

Hello, intrigued by your post as well. European born, trained and accustomed to the high end etiquette of service. Have been in awe at the fake friendly service back here and lack of proper training.  My goals in our past and present hospitality ventures is to provide customers with true service.  It's not about the money in the drawer today, but longevity of profitability with our guest in the spotlight, a home away from home. Have them actively involved instead of passively. We only hire creative and talented people, not people who want a job, people that can think out of the box and want to join something great. With our open door management policies we've again created a true "familia" style team, a positive energy that rubs off on our guest.

Non-Operator Comment by Jim Matorin on May 18, 2011 at 5:59am

I enjoyed reading your post this mornng Bill. Two thoughts: 1.) I understand your point re: profits, but I also think as a company grows so does their culture. As a result, in their quest to be customer centric something breaks down in the process amongst its people - silos begin to surface between departments, within departments, communication inbound & outbound meltdown, etc. Not sure what it is, but I think it is correlated to size/crtiical mass; and 2.) There are the exceptions: Nordstrom

Non-Operator Comment by Bill Campion on May 17, 2011 at 10:52am

Em - thanks for the comment!  I appreciate  you taking the time to read my blog.  I love to hear about companies that don't just give it lip service.  For me "create" is all about the art of service.  The science will only get you in the game.  To win the brand ambassadors must be allowed to create.  I've only been to Cheesecake a couple of times but I do have a positive impression of the brand based on those experiences.  I love "every guest is your guest" which I think in many environments is easier said than done.  What did Cheesecake do to push people to see the entire restaurant, not just their section?  Can't wait to talk to you more about this topic at Summer Camp next month.  Have a great day.  I can just imagine you and Sarah make quite the one-two punch for FohBoh!  Look forward to meeting you.

Comment by Emerald Reilly on May 17, 2011 at 10:00am

Hi Bill, I worked for The Cheesecake Factory for many years and they are definitely a company who puts their customers first. Their mission statement is "To create an environment where absolute guest satisfaction is the highest priority." They like to way heavy on the "to create" part of that statement and they talk with staff members on a daily basis about how they can go above and beyond to "create" that environment for their guests. Staff members also embody one of their daily commitments that "every guest is your guest." I have no doubts that this is one of the driving forces in all the success that they have and will continue to achieve.