buyer Intimacy - Get To Know That Customer!

Frito Lay - buyer Intimacy - Get To Know That Customer!

Good afternoon. Today, I found out about Frito Lay - buyer Intimacy - Get To Know That Customer!. Which is very helpful for me so you. buyer Intimacy - Get To Know That Customer!

Customer intimacy! What's that? Sounds like one of those Harvard company School's or Tom Peters' stuff? With the financial meltdown upon us who needs an additional one fad. Come to think of it, the eggheads all the time come up with one of these management fads every few years. Remember Mbo, Tqm, Qcs, Tcs and Bpr, to mention but a few. So what's so extra about customer Intimacy or Ci? As an club you can select to make a few noises about it today, and get back to company as usual tomorrow, knowing fully well that this, too, will soon also pass away. But will it?

What I said. It is not the final outcome that the real about Frito Lay . You look at this article for home elevators what you wish to know is Frito Lay .

Frito Lay

Unfortunately for organizations, Ci will not pass away. It's a paradigm shift. A shift from the notion that generation of profits is the central goal of company to the notion that creation of value for the customer is the sole purpose. If you do it well the profits will come. Ci means ability assistance and much more. It goes beyond the race of customer delight to the capturing of the customer's very heart and mind. Naturally put, it means consistently outperforming the competition, serving the customer with care and passion, exceeding expectations and entirely partnering with the customer in all facets of the company interaction from the cradle to the grave.

Three stories, related below, capture the essence of Ci. The first is an emotional story, as told by Laurie Beth Jones, in Jesus Ceo. Laurie was talking about Art Huskey, an estate agent in San Diego. "...these friends told mom that Art sold them their first home years ago and in fact had beyond doubt 'saved their lives.' "It seems the elderly combine had both come down with a severe form of flu. It was so debilitating that they could not even pick up a phone to ask for help. Art, after not hearing from them, went to their home and found them dangerously dehydrated. He took personal responsibility for them and even when they returned from hospital brought them chicken soup for weeks. It seems every time I meet someone who knows Art, he has a similar story to tell." Any wonder Art Huskey outsells all other estate agents by five to one where ever he goes?

Tom Peters preaches staying close to the customer. Now Art Huskey would not have saved this elderly combine if he did not custom Ci, staying close to his customers. Art must have lost some money by his act of kindness but he gets hundreds of referrals from his grateful customers.

Douglas D. Danforth, old Chairman and Ceo of Westinghouse recounted the second story and he was quoted in the Wall road Journal. It told of an American traveler who bought a contract disc player in a Japanese department store. Chance the carton at her Tokyo host's home that night, she was horrified to find that she had been given a display model - a gorgeous case with no innards. The American could hardly wait until morning to take the store to task. But before she could telephone the store the next day, the store employer called her. Discovering the error, the store's vice president had traced the American Express fee slip to the buyer's apartment in New York City, gotten the Tokyo phone amount from the apartment sitter, and contacted the surprised American. A team from the store soon arrived. They brought a working contract disc player, a Chopin disc, a set of towels, a box of cakes, and sincere apologies. The woman contrasts that testimony to ability assistance with a six-month battle she fought with a Manhattan department store. It involved a wrong fee to her account. Most of the battle was done by phone. And the woman was still unsatisfied when she had her Tokyo experience.

Then there is the car salesman Joe Girard. He sold more new cars and trucks, each year, for eleven years running, than any other human being. As Tom Peters told the story in his In search of Excellence, in a typical year, Peters said, Joe sold more than twice as many units as whoever was in second place.

What is Joe's magic? As Peters tells the story, every month throughout the year Joe's customers get a letter from him. It arrives in a plain envelop, all the time a dissimilar size or color. And they open it up and the front of it reads, 'I Like You'. Inside it says 'Happy New Year from Joe Girard'. He sends a card in February wishing the customers a 'Happy George Washington Birthday'. In March it's 'Happy St. Patrick's Day.' They love the cards. Joe boasts, "You should hear the comments I get on them." Joe is the author of How to Sell anything to anybody and in that book he elaborates his approach. The book is an eye-opener.

Tom Peters whose book In search of Excellence, written with Robert Waterman Jr., brought the whole idea of ability assistance down to earth, to the language that can be understood by all, describes twelve attributes or traits of the ability revolution. The first two attributes are "Management's obsession for quality", and "Passionate systems". Management's obsession for ability stresses the significance of practical activity to back up the emotional commitment to quality, e.g. Never walking past shoddy goods, having passion for the customer. Passionate systems, Peters recognizes is foremost in the race of quality, for failure ''can be brought about by passion without system, or law without passion.''

The book describes graphic instances where workers display heroism and passion in their drive to deliver excellent service. I have two favorites, one is about a Honda laborer who, on his way home each evening, straightens up the windshield wiper blades on all the Hondas he passes. He just can't stand to see a flaw in a Honda. Remember, Honda is "Built Without Compromise"; Honda is "One of Life's Best Feelings".

Then there is the Frito-Lay's 10,000-person sales force, which will brave rain, snow, storm, sleet and mud to restock their customers' shop with potato chips to keep the "99.99 percent assistance level". These are the stuffs passion is made off.

Horst Schulze, the then president of The Ritz-Carlton Hotel company in writing about the need to deliver assistance with care and sincerity, poses this hypothetical question. He asks, "Suppose I go into a bank to change , and the teller greets me with, 'Yes', not 'Good morning, sir'. I say, 'I want to change ', which she does. She gives me my definite change. But I want something more. I want the teller to understand my values as a customer - to understand it intellectually and emotionally - and to treat me accordingly. That's the assistance aspect, the caring aspect that comes on top of the product. The goods is giving definite change. But if the teller then adds, 'Sir, I'm happy to give you the change, and please have a wonderful day', then he has served me. Then he's delivering both ability and service". What is indispensable to note is that there is a gulf of divergence between fact and perception, and as it has all the time been emphasized, perception is more mighty that facts. Show the customer that you care in easy mighty ways: thank you sir/madam; have a nice day, love to the kids, smile, smile, smile, etc, etc.

W. Edwards Deming, the creator of the ability notion emphasized time and again that top management holds the key to quality. In one of his very last articles, printed in the administrative Excellence Magazine, Deming, as in the past, stressed, "quality is made in the boardroom". Hear Deming, "A bank that failed last week may have had excellent operations - speed at the tellers' windows, few mistakes in account statements, but the cause of failure was bad management, not operations. Everyone is in favor of improving quality, but many population misunderstand ability as clear by seeing at some of their suggestions for improving quality. Just add automation, new machinery, more computers, gadgets, hard work, best efforts, merit systems, Mbo, Mbr, rankings, inspections, incentive pay, work standards, specification, motivation. What's wrong with these suggestions? The fallacies are determined - every one of them focuses on systems, not the customer!"

Top management must show through policies adopted in the company that all decisions are for the relax and convenience of customers, staff must be empowered to conclude in favor of the customer, but above all else, the culture must be such that staff are able to examine the way we do things colse to here. Unless staff are able to examine the status quo, pretty petite will change.

Today, customer delight guarantees very little. beyond doubt customer delight today is regarded merely as an admission ticket. The battle arena has shifted. customer intimacy is the ultimate ground where the battle for the hearts and minds of customers will be fought in this century and beyond. Technology, which makes it potential to collect every conceivable facts about a customer, opens up enchanting new frontiers for construction unbreakable bonds between the company and the customer. With all the facts at your disposal, it becomes potential to pursue cradle to grave customer strategies, tailor assistance to the customer's standard, needs and values, and anticipate his next and hereafter needs. Above all, Ci enables you to get ready to deliver assistance to the generation yet unborn. A customer intimate company has a permanent place in the heart of the customer production it near impossible for an additional one company to find a welcoming fertile ground to germinate. This is the key to permanent success and the time to begin to think and act in customer intimate ways is now.

I hope you will get new knowledge about Frito Lay . Where you can put to used in your life. And most importantly, your reaction is passed about Frito Lay .

Posted in: customer, Intimacy