A very interesting article at http://www.pcworld.com/article/169261/what_the_microsoftyahoobing_deal_means_for_you.html
I love the comment, Google is like Mother's love - it is there forever
On a serious note, "I'm just not sure that Microsoft still has any of that kind of turn-on-a-dime mentality anymore." is the real point. Only time will tell.
Did anyone that was around in the early 90's think we would be talking about Microsoft this way????
Wednesday, July 29, 2009
Friday, July 17, 2009
Press release
http://soaringpr.com/blog/case-study-based-training-to-help-leaders-and-managers-develop-their-teams-in-the-work-place/
Thursday, July 16, 2009
Business Losers
It surprises me how organizations don’t understand that the small things can make a difference and are not always very expensive. This week I was booked into a hotel for one night in Lancashire England. I phoned up the hotel to check which was the closest railway station and how I could get to the hotel.
The phone rang and the infamous voice recording asking me to press 1 for reception, 2 for restaurant bookings and 3 for central bookings. I pressed one and listened to it ring and ring. Eventually someone picked up the phone and put it down again. I rang again and pressed 1. This time it just rang endlessly. I put the phone down and looked on Google. Exactly the same time I spent on the hotel trying to phone them, it took me to find another hotel and be on the phone to them. Another minute later I had a booking at the new hotel.
Not only did the hotel lose a customer but I spoke at a conference and told a group of businesses leaders about my experience with the hotel.
Why is it that a simple thing like answering the phone is such a major issue? Why is it that restaurants decide to close their kitchens at 8pm. Why do retail shops have staff that don’t want to talk to customers or only want to work in their areas? Why do telephone companies not want to make it easier to do business with them?
All of the above have been personal experiences in the last month. Every one would have brought in more revenue to their business for doing something that costs them nothing but generated more profit. What went wrong? Not being prepared to listen. Putting procedure above all else. Being inward facing.
Most of all not being ‘solution’ focused.
Conversely, on Sunday we went to buy a new car and eventually decided on a particular one. It was the last one they had until September. We told the sales rep we would check the finances and if there was a problem get back to him in an hour. All was well and so the next morning we phoned to ask what he wanted from us next?
Another sales man had sold the car!! I was annoyed. We went up and I said that I was annoyed. The sales man immediately apologized and then said, “There are no issues, there are only solutions. We need to sort out yours for you” and he went on to work with us to find a solution that ended up being better for us and for him.
He listened and instead of hiding behind processes and rules, he looked for solutions.
This months losers:
Stirk House Hotel and Restaurant – Lancashire
O2 – UK
Debenhams – Meadow Hall Sheffield
The phone rang and the infamous voice recording asking me to press 1 for reception, 2 for restaurant bookings and 3 for central bookings. I pressed one and listened to it ring and ring. Eventually someone picked up the phone and put it down again. I rang again and pressed 1. This time it just rang endlessly. I put the phone down and looked on Google. Exactly the same time I spent on the hotel trying to phone them, it took me to find another hotel and be on the phone to them. Another minute later I had a booking at the new hotel.
Not only did the hotel lose a customer but I spoke at a conference and told a group of businesses leaders about my experience with the hotel.
Why is it that a simple thing like answering the phone is such a major issue? Why is it that restaurants decide to close their kitchens at 8pm. Why do retail shops have staff that don’t want to talk to customers or only want to work in their areas? Why do telephone companies not want to make it easier to do business with them?
All of the above have been personal experiences in the last month. Every one would have brought in more revenue to their business for doing something that costs them nothing but generated more profit. What went wrong? Not being prepared to listen. Putting procedure above all else. Being inward facing.
Most of all not being ‘solution’ focused.
Conversely, on Sunday we went to buy a new car and eventually decided on a particular one. It was the last one they had until September. We told the sales rep we would check the finances and if there was a problem get back to him in an hour. All was well and so the next morning we phoned to ask what he wanted from us next?
Another sales man had sold the car!! I was annoyed. We went up and I said that I was annoyed. The sales man immediately apologized and then said, “There are no issues, there are only solutions. We need to sort out yours for you” and he went on to work with us to find a solution that ended up being better for us and for him.
He listened and instead of hiding behind processes and rules, he looked for solutions.
This months losers:
Stirk House Hotel and Restaurant – Lancashire
O2 – UK
Debenhams – Meadow Hall Sheffield
Tuesday, July 07, 2009
Best Buy's new CEO
Newsweek did a great interview with Best Buy's new CEO Brian Dunn. It is worth reading at http://www.newsweek.com/id/165379
My thoughts are Dunn is making all the right noises. However, my experience is nowhere near his comments. Having had a bad customer experience in a Best Buy four years ago, I vowed never to go back. I relented a couple of months ago and went in to buy the new FlipHD camera. The young lady that served me was so unhelpful that I was dumbfounded. I asked if they had one for sale and she said, "I think we sold out". I had to ask her to please look for me. She went to the cupboards under the display and rummaged around each one. Finally she said, "No, we are sold out". I asked her to open the first one again and pointed to a box at the front and said "isn't that the FlipHD?". She picked it up and then said "Oh, well this must be the last one".
I had to tell her how to find it on the system to get the price. Had I not been desperate and in a hurry, I would have walked out.
So Brian's comments, "[Not] all retailers are customer centric, and I think on our best days we are. People get it confused with customer service … For me, customer centricity is taking you as a human being—your wants, needs, desires—and creating solutions." left me wondering if I just had Best Buy on a bad day. Twice!!! I don't think so.
He goes on to say, "There is intrinsic value in every single human being that works for you. One of the sayings I use is that 'Together, we're a group of ordinary people who, when we really come together, can accomplish extraordinary things.'" I think that this is wonderful statement and a brilliant philosophy. I wonder if his managers really understand the wisdom of those words?
Newsweek asked: "When store managers are failing, what's the most common problem, and how do you decide if they can be rehabilitated?"
Brian's reply: "My primary focus is whether they're learning: Are they repeating mistakes? Are the mistakes a result of an error in judgment? Are the mistakes the result of not being interested in creating an environment where people can make a difference? You can teach your way through errors in judgment, but having a lack of interest in creating an environment where people matter is very, very difficult to overcome."
I really want to believe that. I really hope Brian Dunn has the drive to push that philosophy through his company. Best Buy has such great potential but could be soooo much better and it has the ability to be a role model to the retail industry if it figures out the basics. Brian Dunn strikes me as someone that really does want to create this type of organization. I wonder if he can really get his philosophy down to the lowest level of the business? I hope so.
At least his words have me thinking I won't wait another four years to go back. Maybe I will go again later this year!
My thoughts are Dunn is making all the right noises. However, my experience is nowhere near his comments. Having had a bad customer experience in a Best Buy four years ago, I vowed never to go back. I relented a couple of months ago and went in to buy the new FlipHD camera. The young lady that served me was so unhelpful that I was dumbfounded. I asked if they had one for sale and she said, "I think we sold out". I had to ask her to please look for me. She went to the cupboards under the display and rummaged around each one. Finally she said, "No, we are sold out". I asked her to open the first one again and pointed to a box at the front and said "isn't that the FlipHD?". She picked it up and then said "Oh, well this must be the last one".
I had to tell her how to find it on the system to get the price. Had I not been desperate and in a hurry, I would have walked out.
So Brian's comments, "[Not] all retailers are customer centric, and I think on our best days we are. People get it confused with customer service … For me, customer centricity is taking you as a human being—your wants, needs, desires—and creating solutions." left me wondering if I just had Best Buy on a bad day. Twice!!! I don't think so.
He goes on to say, "There is intrinsic value in every single human being that works for you. One of the sayings I use is that 'Together, we're a group of ordinary people who, when we really come together, can accomplish extraordinary things.'" I think that this is wonderful statement and a brilliant philosophy. I wonder if his managers really understand the wisdom of those words?
Newsweek asked: "When store managers are failing, what's the most common problem, and how do you decide if they can be rehabilitated?"
Brian's reply: "My primary focus is whether they're learning: Are they repeating mistakes? Are the mistakes a result of an error in judgment? Are the mistakes the result of not being interested in creating an environment where people can make a difference? You can teach your way through errors in judgment, but having a lack of interest in creating an environment where people matter is very, very difficult to overcome."
I really want to believe that. I really hope Brian Dunn has the drive to push that philosophy through his company. Best Buy has such great potential but could be soooo much better and it has the ability to be a role model to the retail industry if it figures out the basics. Brian Dunn strikes me as someone that really does want to create this type of organization. I wonder if he can really get his philosophy down to the lowest level of the business? I hope so.
At least his words have me thinking I won't wait another four years to go back. Maybe I will go again later this year!
Wednesday, June 24, 2009
A great visit to Malaysia
Had a great visit to Malaysia last month. The first evening was a Keynote at the Hilton Hotel. You can read about it here:
http://www.taylors.edu.my/news/news_landing.php?id=5&news=70
http://www.taylors.edu.my/news/news_landing.php?id=5&news=70
Thursday, June 11, 2009
Is there any reason we can't get along?
Watch this video clip and ask yourself, why can't we get along?
http://www.youtube.com/watch?v=cjyb0t5Jm44
http://www.youtube.com/watch?v=cjyb0t5Jm44
Wednesday, June 03, 2009
Business Leaders identify the three keys to survival this far through these economic times
Over the first five months of this year we have been asking business leader what are the key principles to remaining in business. Interestingly, the replies were consistent under three headings. The business leaders interviewed said that these were fundamental to ensure that the whole business stayed focused on the right things.
As one CEO expressed it, “At any time a CEO has hundreds of issues that need dealing with. It is important that you know the three to five that are your priority and do not allow yourself to be side tracked from those.”
Communicate, communicate, communicate
At a time when there is a lot going on and people are unsure about what is happening and how it may affect them, it is vital to communicate. The leader needs to be visible because people want to see their leader as well as hear the message. People get a level of comfort from seeing the leader and pick up on the subliminal messages. For example, if the leader seems relaxed, it relaxes them. If the leader seems confident, people feed off that confidence.
Communication needs to be two-way because people more questioning. Listening is important because it creates the dialogue, which in turn engages people. An important part of the communication is the content which must include the strategy or plan of action. Knowing the direction that is being taken makes people feel that there is some leadership taking control of the situation and there is something worth committing to.
Quotes include:
“Be visible and communicate frequently”
“Ensure two-way communication”
“Clearly communicate strategies and actions to employees to ensure higher morale”
“Continue to inspire the entire organisation to succeed”
Redefine Value
At a time of economic downturn, the customer has a good reason to assess what they spend and where they spend it. Customers actively seek alternatives and so the focus needs to be on providing the best value possible. Anything that creates a connection with the customer and shows that they are getting value for money, is vital.
A company needs to believe in itself and what it offers. Any sign of low confidence will impact the value on offer. The enthusiasm and belief in what the company is providing has a direct link to the value being offered. This is a significant shift in terminology from giving “customer service” to “creating value”.
Quotes include:
“Refusing to cut corners on customer service during tough times”
“Create value and make a difference”
“Every employee starting with me as the CEO, must step up and be an advocate of the value we offer”
“Collaborate, be nibble and innovate”
Objectivity and Discipline
Every single person interviewed took a fresh and objective look at their business and what they were doing. They spoke about getting back to core business and being dispassionate about what fitted in the business and what didn’t. Where should time, energy and money be focused? They spoke of stripping out pet projects that were distracting and using up resources better spent else where.
Obviously cost were important, but interestingly, although cash was seen as important, they saw the importance of still spending but spending wisely. “Discipline” was a word used on a number of occasions.
Quotes include:
“Offer high value solutions while keeping a steady and disciplined handle on expenses”
“Conduct a dispassionate review of the business”
“Take strong defensive positions, preserve lots of cash and continue investing lots of cash in R&D for the core business”
“Look at our job with fresh eyes”
What about the future?
A notable difference between this and previous recessions is the focus on spending money through the recession on R & D. Many saw the recession as an opportunity to retrain staff and refurbish the business. Money spent in these areas was seen as fundamental to the business being able to perform when the recession is over.
Although some providers of training and development programs have seen a down turn in their business, many have seen a surge as well. The difference seems to be in the ability of these providers to deliver results and not programs.
A recession or economic crisis has an evolutionary effect on business. Businesses emerge differently with new demands and expectations. We do not know for sure what it will be like when it is all over, but we do see certain signs emerging. The key word will be ‘value’ and the key action will be “measure”.
As one CEO expressed it, “At any time a CEO has hundreds of issues that need dealing with. It is important that you know the three to five that are your priority and do not allow yourself to be side tracked from those.”
Communicate, communicate, communicate
At a time when there is a lot going on and people are unsure about what is happening and how it may affect them, it is vital to communicate. The leader needs to be visible because people want to see their leader as well as hear the message. People get a level of comfort from seeing the leader and pick up on the subliminal messages. For example, if the leader seems relaxed, it relaxes them. If the leader seems confident, people feed off that confidence.
Communication needs to be two-way because people more questioning. Listening is important because it creates the dialogue, which in turn engages people. An important part of the communication is the content which must include the strategy or plan of action. Knowing the direction that is being taken makes people feel that there is some leadership taking control of the situation and there is something worth committing to.
Quotes include:
“Be visible and communicate frequently”
“Ensure two-way communication”
“Clearly communicate strategies and actions to employees to ensure higher morale”
“Continue to inspire the entire organisation to succeed”
Redefine Value
At a time of economic downturn, the customer has a good reason to assess what they spend and where they spend it. Customers actively seek alternatives and so the focus needs to be on providing the best value possible. Anything that creates a connection with the customer and shows that they are getting value for money, is vital.
A company needs to believe in itself and what it offers. Any sign of low confidence will impact the value on offer. The enthusiasm and belief in what the company is providing has a direct link to the value being offered. This is a significant shift in terminology from giving “customer service” to “creating value”.
Quotes include:
“Refusing to cut corners on customer service during tough times”
“Create value and make a difference”
“Every employee starting with me as the CEO, must step up and be an advocate of the value we offer”
“Collaborate, be nibble and innovate”
Objectivity and Discipline
Every single person interviewed took a fresh and objective look at their business and what they were doing. They spoke about getting back to core business and being dispassionate about what fitted in the business and what didn’t. Where should time, energy and money be focused? They spoke of stripping out pet projects that were distracting and using up resources better spent else where.
Obviously cost were important, but interestingly, although cash was seen as important, they saw the importance of still spending but spending wisely. “Discipline” was a word used on a number of occasions.
Quotes include:
“Offer high value solutions while keeping a steady and disciplined handle on expenses”
“Conduct a dispassionate review of the business”
“Take strong defensive positions, preserve lots of cash and continue investing lots of cash in R&D for the core business”
“Look at our job with fresh eyes”
What about the future?
A notable difference between this and previous recessions is the focus on spending money through the recession on R & D. Many saw the recession as an opportunity to retrain staff and refurbish the business. Money spent in these areas was seen as fundamental to the business being able to perform when the recession is over.
Although some providers of training and development programs have seen a down turn in their business, many have seen a surge as well. The difference seems to be in the ability of these providers to deliver results and not programs.
A recession or economic crisis has an evolutionary effect on business. Businesses emerge differently with new demands and expectations. We do not know for sure what it will be like when it is all over, but we do see certain signs emerging. The key word will be ‘value’ and the key action will be “measure”.
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