Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Personal values in decision making
Personal values in decision making
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Personal values in decision making
Who Comes First?
"The Customer Comes Second" is an account of the management and leadership style of Hal Rosenbluth, the Chief Executive Officer (CEO) of Rosenbluth International, a global travel management firm that was founded in 1892 by Marcus Rosenbluth, Hal’s great-grandfather. The premise of Hal Rosenbluth’s management style is just as the title of the book suggests; concentrate on your employees first and your customers second. I found the management practices outlined by Mr. Rosenbluth to be innovative and applicable to all types of business, not just the travel industry. I was also very intrigued by some of the creative employment practices used by Rosenbluth International as well as their fight to stay alive in the travel industry following the tragic events of September 11, 2001 (9/11) (Rosenbluth, Prologue xi).
The majority of the book focuses on the process of hiring good people, treating them right, and letting their love and dedication for their company translate into premier customer service. The idea of putting employees first seems simple enough, however in today’s corporate environment it is easy to get caught up in the traditional measures of corporate success and lose sight of taking care of a company’s most important asset, its people.
It all starts with hiring the right people, and the book outlines some great strategies for doing just that. Rosenbluth contends that the most important approach to hiring is to find nice people. Their selection process focuses on finding kind, caring, compassionate and unselfish people as opposed to people with impressive resumes that tout multiple degrees, years of experience and impressive salary histories. It is customary for Rosenbluth International to intervie...
... middle of paper ...
...of finding good people and treating them right is not new. In fact, if you were to ask ten successful corporate CEO’s what their recipe for success was, all ten would likely mention the importance of finding good people and treating them right. The Customer Comes Second was a fantastic book because it provided real-life examples and anecdotes of just HOW to follow the philosophy of putting employees first and the customer second. The success of the company following the 9/11 tragedy gives substance and merit to the philosophies of Hal Rosenbluth. He does not just tell about his ideas; he explains how to make them work and then backs it up with an incredible story of success at a time when most travel management companies seized to exist.
Works Cited
Rosenbluth, Hal F., and Diane McFerrin Peters. The Customer Comes Second.
New York: HarperCollins, 1992, 2002.
Unlike most corporations, Southwest has an inverted pyramid structure with employees at the top, a higher priority than any other stakeholder. Customers come second, as Southwest President Colleen Barrett describes it: "If we treat them [employees] right, and give them proactive customer service, they...will in turn assure that our second most important group, [the passengers]...receive the same proactive customer service." (Barrett, Colleen. Interview. Knowledge @ Wharton. Wharton School of Management: 8 Jul 2008. Podcast). Barrett and her colleagues are demonstrating conceptualization, or the ability to distinguish what are their top short and long term goals. They hope to create a continuous wheel of service where employees at the top ensure that passengers below them are always satisfied. To complete the organization pyramid, management is at the bottom. This further embodies the spirit of servant leadership, where the focus is on increased services to others rather then to
He made his employees feel as if working at the stores was an abyss of opportunities. He taught them customer approach, which involved looking the customer in the eye, greeting them and finally inquiring how the employees could assist the customer (Williams, 2007). Today the company...
YakkaTech Corp. is growing IT services firm which mainly installs and upgrades enterprise software systems and related hardware. They have grown and consolidated as well as become more efficient at their business but this isn’t without growing pains. Their employees seem to lack job satisfaction and their customers feel that the employees “seem indifferent to their problems.” The company’s voluntary quit rates have risen above the industry average while management raises pay rates in the hopes that customer service quality and productivity would improve. However, customer service complaints and productivity remain low and employee moral seems to be low as well.
Focus on the needs of the customer and put the needs of the employee second, follow by the need of the leader as the last so to develop and grow the relationship of the customers while strengthening the
This article is about Harrah’s Entertainment; one of the largest casino entertainments made a decision to move away from being a product based company to a strategic marketing company geared towards customer satisfaction by implementing a customer focused rewards program. Bill Harrah, the founder of the company established the company’s reputation on the premise of pride of the employees working for “the best in the business” while given more attention to the condition of the properties. However, when Gary Loveman joined the company as the new Chief operating officer, he made a move towards customer service. Gary Loveman hired Marilyn Winn, the head of Human Resources, to change how the company engaged in people development. Winn came up with a strategic plan to develop Harrah’s human capital. As a result, Winn is faced with the difficult task of improving employee motivation and job satisfaction in a rough economy after 9/11, which changed our nation forever. Although, the company gained market share it did not quite meet the company’s projected level.
Soman,D & Marand, S (2009). Managing Customer Value: One Stage at a Time.: World Scientific Publishing. p9-14.
In this book, Jim Collins also challenges the notion that "people are your most important asset" and postulates, instead, that "the right people are." Despite the author's emphasis on finding the right people, there's no evidence that a company has to have concern for its employees as a core value for it to be great. There are a number of inherently great companies that didn't have this. I don't think Walt Disney cared about his people. He cared about films, and Disneyland, and smiles of kids. On the other side, with Hewlett-Packard and IBM, you had the antithesis of Walt Disney. When you look at corporate history, what matters is not what core values you have but that you have core value, and that you believe them. As another example, take David Maxwell's bus ride. When he became CEO of Fannie Mae in 1981, the company was losing $1 million every business day, with $56 billion worth of mortgage loans under water. The board desperately wanted to know what Maxwell was going to do to rescue the company. Maxwell responded to the "what" question the same way that all good-to-great leaders do: He told them, "That's the wrong first question.
Customer service is valued as a competitive tool by many organisations. It gives you the ability to gain customer loyalty while meeting the customer’s expectations. Staff will have many skills and knowledge that will provide a competitive edge. Most organisations are known for the quality of their customer service. This means that they are known for good customer service or poor customer service. However, being known for good customer service will attract customers. It will also attract customers who are usually hard to reach.
So how do you know if you have the right people? It starts with the hiring process. I love the idea of hiring outstanding people whenever and wherever you find them, even if you don't have a specific job for them in mind.
One area to be addressed by HR in order to achieve this is there need to be a HR strategy to build and retain an engaged and committed workforce. Employees would have to exhibit great skills and behaviors in how they treat customers. Firstly they will have to formulate
For many important and well known companies its people are most important asset. For McDonald’s this applies as well. Employees who demonstrate positive attitudes and ability of commitment strive to be number one in customer satisfaction. For this same reason, McDonalds’s restaurants focus on attracting and hiring the best and at the same time provide the best place to work. Unfortunately McDonald’as well as other companies have to experience staff turnover. Many of these reasons consist of changing careers, going back to school, leaving the area, and even new opportunities they are offered. Although, it can be very expensive to recruit and train staff to reduce turnover, McDonald’ reinforces these steps and makes sure they choose wisely and also treat their staff well. McDonald’ needs and looks for people who want to exceed and deliver great customer satisfaction service. In order for them to make sure they select the best, they must identify quality skills, and or behaviors that applicants must demonstrate in order to be hired and be part of McDonald’s family. Every position or job description has an outline of the regular duties and or responsibilities McDonald’ want their employees to follow. McDonald’ also has a person specification where personal skills and competences can be defined of each applicant.
We are in the midst of a revolution in business. Some call it a customer revolution, others a quality revolution, others a service revolution. Organizations are attempting to obtain increased customer satisfaction by focusing on the quality of their products and the service provided. This movement toward quality has produced significant benefits but just like other business fads, joining and adopting the religion does not insure that the real objective of producing customer satisfaction will be obtained.
Hiring an individual is simple, but getting the right individual takes a lot of effort and this makes a big distinction. The finest workforce gets the work done, they are bliss to supervise and assist the organization’s development. Recruitment focusing on merely employing warm bodies could result in headaches and unexpected setbacks. Sudden hire might need hours of management and time used up in control, retraining in addition to terminat...
“Excellent customer service is defined as service that treats customers with a friendly attitude and tries to resolve their problem or question as efficiently as possible.” (Reference). Employees also need to realize that providing excellent customer service will provide positive word of mouth recommendations for the business that they work for in the community. A business wants their customers to say that I am coming back to this location because of the customer service that I received from this employee. “You’ll never have a product or price advantage again. They can be easily duplicated, but a strong customer service culture can’t be copied. -Jerry Fritz”.
...s in the corporate world by setting new standards to promote and better satisfy their employees. We chose four leading companies in four different industries. The above analysis definitely reveals that perhaps one of the reasons why these companies are the leaders in their industry is because they are well aware of the importance of the work force. They mention in their mission statements as well that yes in deed customers are important but in order to make the customer happy they first need to motivate and satisfy the employee as well. According to Citibank, the general belief is that a happy worker is a motivated and loyal one. So keeping employees' spirits high is a sure-fire way of maintaining a productive workforce. A productive work force would ultimately lead to a healthy organization which would not only promote the society its working for but also itself.