- Regional competition for customers shows focus on customer satisfaction as the key business driver
- Developing a customer centric corporate culture is essential for success
- Motivate employees to care and be creative to keep customers happy and develop employee growth
No company wants to say that, do they? And while the Region sorts out logistical, cultural, and human capital specifics, Amazon.com and their CEO Jeff Bezos are already doing a growing business here.
Now, while you may say the GCC and Regional organizations have adopted a steep learning curve to meet customer needs and things are improving; the reality is simply this: you’re customers are there already and they’re waiting with high expectations for you to take care of them. And if you don’t, Jeff et almost certainly will.
Today, commitment to the organization’s success is expressed directly as commitment to the customer. And in our Region and around the world, it has to be. Otherwise you won’t survive for long in today’s highly competitive marketplace.
The secret is to bring smart and creative customer driven employees and timely value based solutions to customers so they are happy and continue to buy from you. Simply said, you need a customer-centric culture to drive organizational success. Commitment to your customer must be paramount.
Take Zappos, which has been acquired by Jeff Bezos’ amazon.com, and how they both feel about the importance of customer service and the need for staff to buy into their concept. For Tony Hsieh, Zappos’s CEO, this meant taking his customer-centric philosophy to another level. Zappos employee training and orientation process sought to retain only the best employees with the most customer oriented mindset. This paradigm was so engrained in its culture, Zappos designed a program unheard of in the industry. Hsieh referred to it as the “walk-away option” where newly trained employees were offered up to one month’s salary to walk away after completing their intensive training program.
That’s right, after finishing Zappos’s comprehensive and intensive training, newly hires were given the option of leaving the company to pursue other job possibilities. About 2-3% would take the offer, but the vast majority, or upwards of 97-98% decided to stay. For Hsieh, this method created an internal culture driven to be the best and drove out anyone who wasn’t as committed to their programme’s customer-based ideals.
This unorthodox approach, along with Zappos strong brand attributes, caught the eye of Amazon’s CEO, Jeff Bezos. After Bezos acquired Zappos, he tweaked Hsieh’s idea and adapted it to the Amazon culture. Bezos has adopted a similar pay-to-leave program aiming to copy its subsidiary’s selective recruitment and retention strategies.
Once a year, Amazon’s front line employees have a chance to reflect on their work, their company, and their coworkers to decide if they are committed or if they wish to take a pay-to-leave package. Those who choose to stay and forego the quick cash remain a more closely tied group of committed employees.
This kind of environment is one wherein Amazon and Zappos are not only saying “there’s the door if you don’t like it”, but “here’s how much we care for our customers. If you’re not fully on board, here’s the door and cab fare as well to take you home. Thanks for coming.”
Creative retention and employee training programs like these may be a key driver to attract people to your company. Furthermore, this could be key in developing an internal brand identity whose hallmark is serving customers’ needs. And of course, no matter what your business is, when customers’ needs are met or surpassed, business succeeds. We can thank Zappos for a creative option to building a culture of customer service and yes, Jeff Bezos for building on a solid construct in customer-centric thinking.