Two notes to self:
- - - postpone passed DBA:
Interview start ups, pursue and track over time.
- - - Business (product) Idea (posted to FB a few days ago:
Frank Davis
I'm thinkin' a joy-stick controled solor powered lawn mower should be able to be manufactured at an affordable price by now ... where are they?
June 25 at 10:35pm · Friends Only ·LikeUnlike ·
Ed Wagner A.) Anything solar powered is anathema to the powers that be. That also goes for affordable. 2.) This makes me positive that there are a few hundred patents of this exact type stalled or sold somewhere. 3C.) When it's figured out how to make them break down on a regular basis for expensive repairs, they be selling them 2 for the price of 1 on infomercials...
June 26 at 12:20am · LikeUnlike · 1 personLoading....Frank Davis rhetorical question and Ed, I'm guessin' there's a lot of correctness to your responce.
June 26 at 5:49am · LikeUnlike.
Thursday, June 30, 2011
Sunday, June 19, 2011
Indefinite Hiatus [Sunday, June 19, 2011]
Happy Father’s Day.
A year ago today I blog posted for the first time. My intention was to offer something daily (hopefully smart and difference making on the topic of business generally, business globally, marketing and/or the applied arts). I have done that now for a year and I am glad I did this.
It remains to be seen what, if anything, will be posted moving forward. It is imagined any new postings will be intermittent at best. Demands dictate that I concentrate my efforts elsewhere. Should I pursue this again it may well be elsewhere.
The structure and discipline of this experience proved their own value. Much of what remains behind should prove worthy for some time to come.
The screen captures below represent the visual metrics blogger affords writers … in this case across this past year, the sum totals of what this experience generated.
If you have been one of the nearly 8,000 readers, I thank you for visiting.
-Frank
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A year ago today I blog posted for the first time. My intention was to offer something daily (hopefully smart and difference making on the topic of business generally, business globally, marketing and/or the applied arts). I have done that now for a year and I am glad I did this.
It remains to be seen what, if anything, will be posted moving forward. It is imagined any new postings will be intermittent at best. Demands dictate that I concentrate my efforts elsewhere. Should I pursue this again it may well be elsewhere.
The structure and discipline of this experience proved their own value. Much of what remains behind should prove worthy for some time to come.
The screen captures below represent the visual metrics blogger affords writers … in this case across this past year, the sum totals of what this experience generated.
If you have been one of the nearly 8,000 readers, I thank you for visiting.
-Frank
Friday, June 17, 2011
A Qualitative Research Literature Review [5 of 5]
References
Creswell's five approaches is a (perhaps the) comprehensive work on qualitative research, written in such a way to assure the organic qualities and nature of such projects. The work’s structure supports its readability.
Creswell, J. (2006). Qualitative Inquiry and Research Design : Choosing Among Five Approaches (2nd ed.). Thousand Oaks, CA: Sage Publications, Inc.
This writer still questions this work by Heimtun. As a single overseas eating, "alone" this writer never had an issue. Certainly, this writers experience did not carry with it emotional baggage, let alone loneliness, under similar circumstances. Granted, I am a man, but then again so too is this article's author (who, curiously, is only dealing with women).
Heimtun, B. (2010). The holiday meal: eating out alone and mobile emotional geographies. (Qualitative research (grounded theory). ISSN: 02614367). Retrieved from Argosy University Library databases: http://wfxsearch.webfeat.org/wfsearch/search
If there is a quintessential mystery as regards the creative process in relationship to culinary experiences, then this is smart and highly readable article solves that mystery (this writer was so impressed he forwarded a copy to his wife, sister and mother).
Horng, J., & Hu, M. (2008). The Mystery in the Kitchen: Culinary Creativity. (Qualitative research (grounded theory). ISSN: 10400419). Retrieved from Argosy University Library databases: http://wfxsearch.webfeat.org/wfsearch/search
Despite not having a personal experience of learning anything new, something as academic as the deconstruction of the current ethanol supply chain in the United States seem to brightly put together; and now I know.
Russell, D. M., Ruamsook, K., & Thomchick, E. (2009). Ethanol and the Petroleum Supply Chain of the Future: Five Strategic Priorities of Integration. (Qualitative research (grounded theory). ISSN: 00411612). Retrieved from Argosy University Library databases: http://wfxsearch.webfeat.org/wfsearch/search
Mses Scarborough and Luke did an excellent job of collecting all the related research, synthesizing it into a sort of background fabric against which all other good effort seems to do little more than confirm presumptions.
Scarborough, J. L., & Luke, M. (2008). School Counselors Walking the Walk and Talking the Talk: A Grounded Theory of Effective Program Implementation. (Qualitative research (grounded theory). ISSN: 10962409). Retrieved from Argosy University Library databases: http://wfxsearch.webfeat.org/wfsearch/search
No one can claim in sensitivity on the part of Ms. Williams. Although I hunger for other collection methodologies, she did they really count (and code) the variety of books (the collection of which had its own pros and cons in being a relatively stable collection).
Williams, L. M. (2008). Book Selections of Economically Disadvantaged Black Elementary Students. (Qualitative research (grounded theory). ISSN: 00220671). Retrieved from Argosy University Library databases: http://wfxsearch.webfeat.org/wfsearch/search
Creswell's five approaches is a (perhaps the) comprehensive work on qualitative research, written in such a way to assure the organic qualities and nature of such projects. The work’s structure supports its readability.
Creswell, J. (2006). Qualitative Inquiry and Research Design : Choosing Among Five Approaches (2nd ed.). Thousand Oaks, CA: Sage Publications, Inc.
This writer still questions this work by Heimtun. As a single overseas eating, "alone" this writer never had an issue. Certainly, this writers experience did not carry with it emotional baggage, let alone loneliness, under similar circumstances. Granted, I am a man, but then again so too is this article's author (who, curiously, is only dealing with women).
Heimtun, B. (2010). The holiday meal: eating out alone and mobile emotional geographies. (Qualitative research (grounded theory). ISSN: 02614367). Retrieved from Argosy University Library databases: http://wfxsearch.webfeat.org/wfsearch/search
If there is a quintessential mystery as regards the creative process in relationship to culinary experiences, then this is smart and highly readable article solves that mystery (this writer was so impressed he forwarded a copy to his wife, sister and mother).
Horng, J., & Hu, M. (2008). The Mystery in the Kitchen: Culinary Creativity. (Qualitative research (grounded theory). ISSN: 10400419). Retrieved from Argosy University Library databases: http://wfxsearch.webfeat.org/wfsearch/search
Despite not having a personal experience of learning anything new, something as academic as the deconstruction of the current ethanol supply chain in the United States seem to brightly put together; and now I know.
Russell, D. M., Ruamsook, K., & Thomchick, E. (2009). Ethanol and the Petroleum Supply Chain of the Future: Five Strategic Priorities of Integration. (Qualitative research (grounded theory). ISSN: 00411612). Retrieved from Argosy University Library databases: http://wfxsearch.webfeat.org/wfsearch/search
Mses Scarborough and Luke did an excellent job of collecting all the related research, synthesizing it into a sort of background fabric against which all other good effort seems to do little more than confirm presumptions.
Scarborough, J. L., & Luke, M. (2008). School Counselors Walking the Walk and Talking the Talk: A Grounded Theory of Effective Program Implementation. (Qualitative research (grounded theory). ISSN: 10962409). Retrieved from Argosy University Library databases: http://wfxsearch.webfeat.org/wfsearch/search
No one can claim in sensitivity on the part of Ms. Williams. Although I hunger for other collection methodologies, she did they really count (and code) the variety of books (the collection of which had its own pros and cons in being a relatively stable collection).
Williams, L. M. (2008). Book Selections of Economically Disadvantaged Black Elementary Students. (Qualitative research (grounded theory). ISSN: 00220671). Retrieved from Argosy University Library databases: http://wfxsearch.webfeat.org/wfsearch/search
Thursday, June 16, 2011
Wednesday, June 15, 2011
A Qualitative Research Literature Review [3 of 5]
Concluding thoughts
There seemed much to learn from this experience. The greatest irony for this writer was that material pre-judged as dry (the supply chain of ethanol) or pre-judged as challenged (the Chinese writing in English) seemed eminently readable. By contrast, the combination of Western voices writing of human experience seemed the most tedious.
This author was heartened to read grounded theories based on populations of 17 and 35, and is grateful that the documentation does not have to extend into the many hundreds. Glimpses of creativity were also appreciated; e.g., the solicited diaries.
This writer remains in awe of the array of moving parts that distill into a grounded theory, not the least of which is the wealth of research that lies ahead. Nonetheless, with the proper pace and effort, was reassured that such a creation of one's own is, in fact, within reach.
There seemed much to learn from this experience. The greatest irony for this writer was that material pre-judged as dry (the supply chain of ethanol) or pre-judged as challenged (the Chinese writing in English) seemed eminently readable. By contrast, the combination of Western voices writing of human experience seemed the most tedious.
This author was heartened to read grounded theories based on populations of 17 and 35, and is grateful that the documentation does not have to extend into the many hundreds. Glimpses of creativity were also appreciated; e.g., the solicited diaries.
This writer remains in awe of the array of moving parts that distill into a grounded theory, not the least of which is the wealth of research that lies ahead. Nonetheless, with the proper pace and effort, was reassured that such a creation of one's own is, in fact, within reach.
Tuesday, June 14, 2011
A Qualitative Research Literature Review [2 of 5]
Book Selections
This was a doctoral piece by an individual from the University of North Florida. This work sought to explore literature selection not only by economically disadvantaged students, specifically, economically disadvantaged Black elementary students. This author would have appreciated a pair of smaller studies for compare and contrast, under the circumstances, for example of Blacks and Hispanics / Asians / Arabs, etc.
The author, Ms. Williams, expressed authentic sensitivity and depth of knowledge on the subject matter she was exploring. Moreover, it was clear through her writing that she cared to make a significant contributory difference. I could hear her voice in her writing.
Detracting from Ms. Williams, for this author, were a few other things. One was that she also was exhaustive (many hundreds of documents) with her paperwork. Another issue was that her data collection tools were exclusive to audio recordings of children. The final issue this writer mentions had served her well, (her voice); however, this author wonders how much she may have influenced the outcomes.
The Holiday Meal (Heimtun, 2010)
Sourced from a Norwegian University, this researcher was initially unfamiliar with the gender of the writer's name. The gentleman (as it turns out) chose 32 single Norwegian women in the 35 to 55 age range to work with, and his topic centered around the emotional experience of eating out alone while on vacation. This author found this work obtuse, both in its premise and execution (and wonders, here as well, as to whether or not Mr. Heimtun was able to remove the influence of himself from his work effectively enough). This work, ironically, was not a holiday to read.
This author appreciated that the work sourced from what he views as a workable number (32 people). This author further delighted in the clever device of using as a data collection instrument solicited journals (thereby not only including the participants, but reducing some of the workload as well).
Mystery in the Kitchen (Horng & Hu, 2008)
Horng & Hu are both associated with institutions of higher learning in the island nation of Taiwan. I found their sample population of 17 to be questionably low, while heartening as do-able. What made this sample population even more questionable was how they divided them up: eight Western, six Chinese and three pastry specialists (this is akin to mixing apples and oranges, were the pastry specialists from South America, where the Chinese all entrée while the Western all side dishes?). Coding seems questionable, and the larger structure more simplistic than implied by Creswell (Creswell, 2006).
Nonetheless, with all four other works standing side-by-side, all from Western writers (mostly English-speaking writers at that), this author found Horng & Hu’s work most readable; muscular in its execution with details coming alive throughout. For what is ostensibly supposed to be left-brain stuff (business and all that), attempting to map creativity itself certainly seems an abstract, if not tall order. This writer was very impressed.
School Counselors (Scarborough & Luke, 2008)
The school counselor piece is the work of the pair of professors from different American universities. One of the distinguishing characteristics of this particular work is that the humans that Scarborough and Luke are looking to cull information from are also academics. Indeed, the creation of their pool occurred through a pre-whittled down mailer process to various institutions (calling forth an especially amenable population). Scarborough & Luke held so closely to the existing literature and the mechanics of the process that I could hardly hear what they had to say. Their study seemed more a deconstruction of the current state of CDSCPs then bringing forth out of such a thorough exploration any overt learning, anything new.
That is not to say that strategies were not identified, but it did not seem as if anything was added (anything that was new was simply being reported).
This was a doctoral piece by an individual from the University of North Florida. This work sought to explore literature selection not only by economically disadvantaged students, specifically, economically disadvantaged Black elementary students. This author would have appreciated a pair of smaller studies for compare and contrast, under the circumstances, for example of Blacks and Hispanics / Asians / Arabs, etc.
The author, Ms. Williams, expressed authentic sensitivity and depth of knowledge on the subject matter she was exploring. Moreover, it was clear through her writing that she cared to make a significant contributory difference. I could hear her voice in her writing.
Detracting from Ms. Williams, for this author, were a few other things. One was that she also was exhaustive (many hundreds of documents) with her paperwork. Another issue was that her data collection tools were exclusive to audio recordings of children. The final issue this writer mentions had served her well, (her voice); however, this author wonders how much she may have influenced the outcomes.
The Holiday Meal (Heimtun, 2010)
Sourced from a Norwegian University, this researcher was initially unfamiliar with the gender of the writer's name. The gentleman (as it turns out) chose 32 single Norwegian women in the 35 to 55 age range to work with, and his topic centered around the emotional experience of eating out alone while on vacation. This author found this work obtuse, both in its premise and execution (and wonders, here as well, as to whether or not Mr. Heimtun was able to remove the influence of himself from his work effectively enough). This work, ironically, was not a holiday to read.
This author appreciated that the work sourced from what he views as a workable number (32 people). This author further delighted in the clever device of using as a data collection instrument solicited journals (thereby not only including the participants, but reducing some of the workload as well).
Mystery in the Kitchen (Horng & Hu, 2008)
Horng & Hu are both associated with institutions of higher learning in the island nation of Taiwan. I found their sample population of 17 to be questionably low, while heartening as do-able. What made this sample population even more questionable was how they divided them up: eight Western, six Chinese and three pastry specialists (this is akin to mixing apples and oranges, were the pastry specialists from South America, where the Chinese all entrée while the Western all side dishes?). Coding seems questionable, and the larger structure more simplistic than implied by Creswell (Creswell, 2006).
Nonetheless, with all four other works standing side-by-side, all from Western writers (mostly English-speaking writers at that), this author found Horng & Hu’s work most readable; muscular in its execution with details coming alive throughout. For what is ostensibly supposed to be left-brain stuff (business and all that), attempting to map creativity itself certainly seems an abstract, if not tall order. This writer was very impressed.
School Counselors (Scarborough & Luke, 2008)
The school counselor piece is the work of the pair of professors from different American universities. One of the distinguishing characteristics of this particular work is that the humans that Scarborough and Luke are looking to cull information from are also academics. Indeed, the creation of their pool occurred through a pre-whittled down mailer process to various institutions (calling forth an especially amenable population). Scarborough & Luke held so closely to the existing literature and the mechanics of the process that I could hardly hear what they had to say. Their study seemed more a deconstruction of the current state of CDSCPs then bringing forth out of such a thorough exploration any overt learning, anything new.
That is not to say that strategies were not identified, but it did not seem as if anything was added (anything that was new was simply being reported).
Monday, June 13, 2011
A Qualitative Research Literature Review [1 of 5]
Abstract
This document serves as a response to a guided inquiry on the qualitative methodology of grounded theory. Specifically, said inquiry leverages five articles chosen at random (one, an actual study) with their deconstruction in mind.
Purpose
Creswell outlines five approaches (narrative, phenomenological, grounded theory, ethnography and case study), this author focuses on grounded theory under the impression that this particular qualitative methodology is most suited for what will become a doctoral dissertation (by this writer)(Creswell, 2006). In short, this document becomes preparatory research for the targeted research expected to follow.
Example Issues
Despite this author's findings of works that might well prove more suitable for his own long-range purposes through more pedestrian searches (Google), the five grounded theory works (one of which being a full-blown study) were randomly downloaded through academic databases.
These five works express individual strengths and weaknesses (the individual delineation of which will follow in the next subhead), yet overall serve well as unique expressions of grounded theory (Fig. 1).
Nonetheless, a few issues arose among the works that were not necessarily unique to just one work. Chief among these was what appears to be a ridiculously exhaustive amount of documentation. While this author can appreciate, as an example, the need to literally transcribed word for word what might occur in a given interview (and both the process and result are deceptively long and tedious, if one has not done this before), what is being pointed at here might colloquially be termed as encyclopedic expressions. One of the works cited upwards of 700+ documents!
Other shared issues include checking recording devices and sensitivities to settings. This latter seems especially nuanced and insightful, for it is true how subtle extraneous considerations can influence inputs (the color of the room, the lighting, the nature of images on the wall, etc.). Indeed, a wonderful dissertation could be composed of just this alone.
The Pros and the Cons
As previously noted the works selected were entirely at random. It is interesting, however, that two pair of the five works had something in common; i.e., one pair shared a culinary theme, another pair was concerned with an aspect of a K-12 experience. The subheads (in no particular order) that follow are abbreviated versions of the full titles of the works considered.
Ethanol (Russell, Ruamsook, & Thomchick, 2009)
The ethanol article was fascinating on several levels. For one, it was the most business grounded article of the group focused exclusively on supply chain. The article was also (for such an esoteric pursuit) surprisingly readable. This work was cobbled together by a trio (an associate professor, an assistant professor and a visiting scholar), all from the Smeal College of Business, Penn State. Among its pros would also include how thoroughly the subject matter was explored and how understandable were the graphics. To its detriment, this article focused on its metadata and did not see the creation of any research, simply the embrace of the wealth of research that was already available.
This document serves as a response to a guided inquiry on the qualitative methodology of grounded theory. Specifically, said inquiry leverages five articles chosen at random (one, an actual study) with their deconstruction in mind.
Purpose
Creswell outlines five approaches (narrative, phenomenological, grounded theory, ethnography and case study), this author focuses on grounded theory under the impression that this particular qualitative methodology is most suited for what will become a doctoral dissertation (by this writer)(Creswell, 2006). In short, this document becomes preparatory research for the targeted research expected to follow.
Example Issues
Despite this author's findings of works that might well prove more suitable for his own long-range purposes through more pedestrian searches (Google), the five grounded theory works (one of which being a full-blown study) were randomly downloaded through academic databases.
These five works express individual strengths and weaknesses (the individual delineation of which will follow in the next subhead), yet overall serve well as unique expressions of grounded theory (Fig. 1).
Nonetheless, a few issues arose among the works that were not necessarily unique to just one work. Chief among these was what appears to be a ridiculously exhaustive amount of documentation. While this author can appreciate, as an example, the need to literally transcribed word for word what might occur in a given interview (and both the process and result are deceptively long and tedious, if one has not done this before), what is being pointed at here might colloquially be termed as encyclopedic expressions. One of the works cited upwards of 700+ documents!
Other shared issues include checking recording devices and sensitivities to settings. This latter seems especially nuanced and insightful, for it is true how subtle extraneous considerations can influence inputs (the color of the room, the lighting, the nature of images on the wall, etc.). Indeed, a wonderful dissertation could be composed of just this alone.
The Pros and the Cons
As previously noted the works selected were entirely at random. It is interesting, however, that two pair of the five works had something in common; i.e., one pair shared a culinary theme, another pair was concerned with an aspect of a K-12 experience. The subheads (in no particular order) that follow are abbreviated versions of the full titles of the works considered.
Ethanol (Russell, Ruamsook, & Thomchick, 2009)
The ethanol article was fascinating on several levels. For one, it was the most business grounded article of the group focused exclusively on supply chain. The article was also (for such an esoteric pursuit) surprisingly readable. This work was cobbled together by a trio (an associate professor, an assistant professor and a visiting scholar), all from the Smeal College of Business, Penn State. Among its pros would also include how thoroughly the subject matter was explored and how understandable were the graphics. To its detriment, this article focused on its metadata and did not see the creation of any research, simply the embrace of the wealth of research that was already available.
Friday, June 10, 2011
Operations Marketing and American Airlines [6 of 6]
References
4lowfare. (2009, ). (e-commerce site) (e-commerce ). Retrieved from 4lowfare: http://www.4lowfare.com/ : .
AirIndia . (2011). (e-commerce site) (e-commerce). Retrieved from AirIndia : http://home.airindia.in/SBCMS/WebPages/Home.aspx
American Airlines commercial ’Thank You’ . (2010, ). ’Thank You’ [Video file]. Retrieved from http://www.youtube.com/watch?v=-peCyr5ALJU
American Airlines. (2011). (Social Media sites) (leveraged relationship marketing). Retrieved from Facebook, Twitter, YouTube & Android Market: http://www.facebook.com/aa; http://twitter.com/americanair;
American Airlines. (2011). Welcome to AA.com’s online press guide, your American Airlines and AA.com resource for marketing information (Press Guide ). Retrieved from Press Guide & Ad Campaign’s: http://www.aa.com/i18nForward.do?p=/aboutUs/pressGuide/pressGuide.jsp&v_locale=en_US&v_mobileUAFlag=AA; http://www.whyyoufly.com/whyyoufly.jsp; and http://www.aa.com/i18n/amrcorp/newsroom/advertising.jsp
Staff (2011, March 20). What’s the best airline loyalty program?. The Economist. (Online), (The Economist Newspaper Ltd). Retrieved from http://www.economist.com/blogs/gulliver/2011/03/frequent_flyer_programs; and http://search.proquest.com.wf2dnvr2.webfeat.org/docview/857940743/fulltext?source=fedsrch&accountid=34899
Thursday, June 9, 2011
Operations Marketing and American Airlines [5 of 6]
A New B2B
This recommendation would require significant research on Americans part and would necessarily result in an out of industry strategic alliance, or network of the same. There is a significant well-established niche sub-industry within the education industry, made up of workshops, seminars, conferences and trainings that may or may not yield professional credits (yet are nonetheless significant events in their own right).
So far, the airlines have been a feeder for this phenomenon. With such detachment comes freedom of responsibility. Yet, what could come of taking some responsibility? This much of the idea only has the carrier collaborating more closely in networks it picks and chooses. American Airlines would suddenly have a voice as to location, time of year and the like. While there is no illusion that American could call such shots in a vacuum, at this level alone they have lower operation costs (by choosing optimal times and locales) and increased consumption by a prized demographic (professionals, further enticed by packages of accommodation, auto rental etc.). Partnerships with certain accrediting bodies may also prove lucrative as relationships develop (“the official airline of Notre Dame, Duke, Villanova, etc.”). There may be many moving parts to this idea, and yet it seems that every moving part is an opportunity.
The Child Agenda
The essential idea here is to bring to bear subject matter expertise on making flight child friendly. This necessarily includes matters of developmental appropriateness on one spectrum end and sourcing the lowest cost amusements at the other. The most radical suggestion here, however, is sacrificing the back row, cordoning it off as a space for newborns and toddlers (with parents and guardians, of course). This would include an unobstructed view and audio/video monitoring for the staff (and security), and would be made to be as comfortable and sound proof as possible (stocked with a variety of necessities as well as niceties).
The seat or two (or three) that may be lost may be offset by raising the ticket price of the child somewhat (for the privilege of specialized accommodations) and slightly on all else (justified by way of the assurance that the flight will be unmarred by screaming children). Such benevolence in the ad campaigns that follow would show AA as accommodating and caring beyond its competitors.
Conclusion
Given the relative thoroughness of the review of the Marketing Operations for American Airlines in particular, its industry and industries generally, it is the opinion of this writer that said operations are muscular and well attended as they are.
The only concern is that the DNA might be too conservative to seek chance taking. There is no talk of blithely actuating anything with naïveté. AMR has both a regional as well as commuter line through which to pilot projects. Heck, it now has a NY affiliation with JetBlue (where it might leverage piloting through them somehow). There is ample resource to gather data and run numbers. However, at this level the tendency is to let others pioneer. The payoff is tried and true, it never costs them much to let others do the innovating (or so it seems). Still, what if the payoff is significant and lasting, then it has cost them that, and they remain undifferentiated.
In addition, one understands that during this economic downturn, it may be prudent to put such an effort off until better times, a rationale that makes sense.
Nonetheless, between fuel being a diminishing resource (with no clear answer yet in sight) and the industry being as unstable as it is, differentiation could be huge. Each year sees mergers and acquisitions, (not to mention the dozens of carriers that come and go each year), being relatively undifferentiated from Continental, the only other legitimate legacy airline in the US, may eventually prove a fight to the finish. Positioning for a win in advance may prove very wise indeed.
This recommendation would require significant research on Americans part and would necessarily result in an out of industry strategic alliance, or network of the same. There is a significant well-established niche sub-industry within the education industry, made up of workshops, seminars, conferences and trainings that may or may not yield professional credits (yet are nonetheless significant events in their own right).
So far, the airlines have been a feeder for this phenomenon. With such detachment comes freedom of responsibility. Yet, what could come of taking some responsibility? This much of the idea only has the carrier collaborating more closely in networks it picks and chooses. American Airlines would suddenly have a voice as to location, time of year and the like. While there is no illusion that American could call such shots in a vacuum, at this level alone they have lower operation costs (by choosing optimal times and locales) and increased consumption by a prized demographic (professionals, further enticed by packages of accommodation, auto rental etc.). Partnerships with certain accrediting bodies may also prove lucrative as relationships develop (“the official airline of Notre Dame, Duke, Villanova, etc.”). There may be many moving parts to this idea, and yet it seems that every moving part is an opportunity.
The Child Agenda
The essential idea here is to bring to bear subject matter expertise on making flight child friendly. This necessarily includes matters of developmental appropriateness on one spectrum end and sourcing the lowest cost amusements at the other. The most radical suggestion here, however, is sacrificing the back row, cordoning it off as a space for newborns and toddlers (with parents and guardians, of course). This would include an unobstructed view and audio/video monitoring for the staff (and security), and would be made to be as comfortable and sound proof as possible (stocked with a variety of necessities as well as niceties).
The seat or two (or three) that may be lost may be offset by raising the ticket price of the child somewhat (for the privilege of specialized accommodations) and slightly on all else (justified by way of the assurance that the flight will be unmarred by screaming children). Such benevolence in the ad campaigns that follow would show AA as accommodating and caring beyond its competitors.
Conclusion
Given the relative thoroughness of the review of the Marketing Operations for American Airlines in particular, its industry and industries generally, it is the opinion of this writer that said operations are muscular and well attended as they are.
The only concern is that the DNA might be too conservative to seek chance taking. There is no talk of blithely actuating anything with naïveté. AMR has both a regional as well as commuter line through which to pilot projects. Heck, it now has a NY affiliation with JetBlue (where it might leverage piloting through them somehow). There is ample resource to gather data and run numbers. However, at this level the tendency is to let others pioneer. The payoff is tried and true, it never costs them much to let others do the innovating (or so it seems). Still, what if the payoff is significant and lasting, then it has cost them that, and they remain undifferentiated.
In addition, one understands that during this economic downturn, it may be prudent to put such an effort off until better times, a rationale that makes sense.
Nonetheless, between fuel being a diminishing resource (with no clear answer yet in sight) and the industry being as unstable as it is, differentiation could be huge. Each year sees mergers and acquisitions, (not to mention the dozens of carriers that come and go each year), being relatively undifferentiated from Continental, the only other legitimate legacy airline in the US, may eventually prove a fight to the finish. Positioning for a win in advance may prove very wise indeed.
Wednesday, June 8, 2011
Operations Marketing and American Airlines [4 of 6]
Areas for Improvement, Identified Potentials
While there is always room for improvement, American Airlines is ostensibly doing everything right. If one were to run a SERVQUAL process and analysis, one imagines a few minor patterns might percolate to the surface (perhaps there's a series of airports where the plants are not being watered properly, or maybe there's a reason of the country where people are forgetting their name badges more than elsewhere). However, overall the carrier is a model of the industry. Naturally, this is a good thing, until you are in a position seeking a way to push the envelope; then it seems there is nowhere to go.
Large corporations are rarely as nimble as small to medium-sized businesses or startups. Given the size of American Airlines, one has reason to expect that nothing will be happening overnight. Yet as we look back at the steady progression into the 21st century, we see that American Airlines has evolved at a relatively brisk pace (albeit consistent with its competition). To ask of this carrier a quicker pace, a greater risk or even an out of character creativity may seem ludicrous at first. Nevertheless, American has been such a compelling success that it has "filled its space", and in order to effectively differentiate itself it will need to "create new space".
Increasing Customer-centricity Recommendations
With all due humility, here is a small list of actions that clearly live outside of American Airlines "box". These ideas have all been written up elsewhere before at some length. Here, with an eye toward increasing customer centricity, are the recommendations.
iPad® Surveys
In a previous document, this author spelled out in quite some detail the logistics for this idea. For current purposes, the essence of the idea is to preload iPads and replaces the current paper surveys handed out on certain flights. The rationale is several folds; it can make the survey a more fun experience (given all the digital opportunities for interaction not afforded by paper), several planes worth of iPads donated by Apple may compel some co-branding or some mutual advertising, the data has already been entried, etc.
Referencing the previous document once again, the inspiration is in no small way tied to the nature of the survey itself. The example given fully explored a digital experience while in flight, and asked for consumer feedback. Moreover, the payoff for completing the survey is the opportunity to sneak peek various immersive experiences that American airlines might consider exploring.
While there is always room for improvement, American Airlines is ostensibly doing everything right. If one were to run a SERVQUAL process and analysis, one imagines a few minor patterns might percolate to the surface (perhaps there's a series of airports where the plants are not being watered properly, or maybe there's a reason of the country where people are forgetting their name badges more than elsewhere). However, overall the carrier is a model of the industry. Naturally, this is a good thing, until you are in a position seeking a way to push the envelope; then it seems there is nowhere to go.
Large corporations are rarely as nimble as small to medium-sized businesses or startups. Given the size of American Airlines, one has reason to expect that nothing will be happening overnight. Yet as we look back at the steady progression into the 21st century, we see that American Airlines has evolved at a relatively brisk pace (albeit consistent with its competition). To ask of this carrier a quicker pace, a greater risk or even an out of character creativity may seem ludicrous at first. Nevertheless, American has been such a compelling success that it has "filled its space", and in order to effectively differentiate itself it will need to "create new space".
Increasing Customer-centricity Recommendations
With all due humility, here is a small list of actions that clearly live outside of American Airlines "box". These ideas have all been written up elsewhere before at some length. Here, with an eye toward increasing customer centricity, are the recommendations.
iPad® Surveys
In a previous document, this author spelled out in quite some detail the logistics for this idea. For current purposes, the essence of the idea is to preload iPads and replaces the current paper surveys handed out on certain flights. The rationale is several folds; it can make the survey a more fun experience (given all the digital opportunities for interaction not afforded by paper), several planes worth of iPads donated by Apple may compel some co-branding or some mutual advertising, the data has already been entried, etc.
Referencing the previous document once again, the inspiration is in no small way tied to the nature of the survey itself. The example given fully explored a digital experience while in flight, and asked for consumer feedback. Moreover, the payoff for completing the survey is the opportunity to sneak peek various immersive experiences that American airlines might consider exploring.
Tuesday, June 7, 2011
Operations Marketing and American Airlines [3 of 6]
All airlines have had to cut back. You may not receive the kind of meal you may have had once upon a time, but what you receive will not only be a choice (kosher fare, the departure location cuisine, vegetarianism and the cuisine of the arrival location tend to be standard), but also, one designed by a master artist chef.
Your flight attendant today is no longer window-dressing, indeed, by contrast, they are invisible more than before, but if you need him or her, they arrive quicker. Professional small talk replaces chitchat, they no longer pretend to be your friend, and they are there to serve you.
In the earlier decades, the business model more closely resembled that of other, more rudimentary mass transportation models, and now we have a half century of evolution on this score, elevating and reflecting that which is particular to flight.
Current Marketing Communications (echoes of Segmentations)
As one of arguably two (and possibly three) legacy airlines from a recently emergent empire, (a new status for the US), positioning itself not only to embrace all its consumers domestically, but everywhere, becomes a clarion opportunity for American’s marketing. However conscious of this, they at least intuit the need to embrace more than just business class, and have proactively moved on that front.
Americans main conduit, perhaps predictably, are the mainstays of outdoor, print, TV and online; with budget monies recently shifting from TV to online.
It was not so very long ago when marketing communicated as a broad-brush stroke, all at once. While American and the rest of the industry were juggling the balls in the air of global recession, (response to) war on terror and escalating fuel costs, social media inserted itself as one more ball in the air, so utterly transforming how corporations were to interact with consumers. Deftness applied, American moved in this direction with a degree of accomplishment. This now unpacked audience has found magazine articles appealing to an African-American audience celebrating a black female principle among AAs upper management, as well as “dude trips” in a man’s health publication. Other publications, as well as sub pages on its company website, catering to the Latino community. There are sub pages for a variety of demographic, including the LB GT community. American has allied with conventions for seniors, charities against cancer and everywhere else it seems it can speak to a group.
Along with external segmentation, internal industry based segmentation has moved apace simultaneously. To better meet consumer needs, the company evolved to include both a regional as well as commuter line (as previously referred to). Consistent with the larger movement in the industry, code-sharing arrangements and the strategic alliance of OneWorld were committed to, leveraging well over a dozen other carriers. As recently as 2010, perhaps by way of the intimacy lessons of social media, to serve better its New York market, American announced a new alliance for that market with Jet Blue. With similar motivation, a new partnership with British Air and Iberia found recent approval.
Meanwhile, American continues to attend to standard segmentation established long ago, its AA Flagship Lounges and Admirals Clubs as well as members of Aadvantage.
Your flight attendant today is no longer window-dressing, indeed, by contrast, they are invisible more than before, but if you need him or her, they arrive quicker. Professional small talk replaces chitchat, they no longer pretend to be your friend, and they are there to serve you.
In the earlier decades, the business model more closely resembled that of other, more rudimentary mass transportation models, and now we have a half century of evolution on this score, elevating and reflecting that which is particular to flight.
Current Marketing Communications (echoes of Segmentations)
As one of arguably two (and possibly three) legacy airlines from a recently emergent empire, (a new status for the US), positioning itself not only to embrace all its consumers domestically, but everywhere, becomes a clarion opportunity for American’s marketing. However conscious of this, they at least intuit the need to embrace more than just business class, and have proactively moved on that front.
Americans main conduit, perhaps predictably, are the mainstays of outdoor, print, TV and online; with budget monies recently shifting from TV to online.
It was not so very long ago when marketing communicated as a broad-brush stroke, all at once. While American and the rest of the industry were juggling the balls in the air of global recession, (response to) war on terror and escalating fuel costs, social media inserted itself as one more ball in the air, so utterly transforming how corporations were to interact with consumers. Deftness applied, American moved in this direction with a degree of accomplishment. This now unpacked audience has found magazine articles appealing to an African-American audience celebrating a black female principle among AAs upper management, as well as “dude trips” in a man’s health publication. Other publications, as well as sub pages on its company website, catering to the Latino community. There are sub pages for a variety of demographic, including the LB GT community. American has allied with conventions for seniors, charities against cancer and everywhere else it seems it can speak to a group.
Along with external segmentation, internal industry based segmentation has moved apace simultaneously. To better meet consumer needs, the company evolved to include both a regional as well as commuter line (as previously referred to). Consistent with the larger movement in the industry, code-sharing arrangements and the strategic alliance of OneWorld were committed to, leveraging well over a dozen other carriers. As recently as 2010, perhaps by way of the intimacy lessons of social media, to serve better its New York market, American announced a new alliance for that market with Jet Blue. With similar motivation, a new partnership with British Air and Iberia found recent approval.
Meanwhile, American continues to attend to standard segmentation established long ago, its AA Flagship Lounges and Admirals Clubs as well as members of Aadvantage.
Monday, June 6, 2011
Operations Marketing and American Airlines [2 of 6]
E-commerce is also a wealth of information gathering. Here process, experience (ease of use) and results rule the day, for the consumer. Meanwhile, every nuance of a profile has already been digitized and is updated with each use; an extraordinary resource of data.
Other methods of data capture include e-mail databases, postal databases, databases based on frequent flyer membership, platinum and gold card membership, executive lounge membership and associations with blogs, forums, other social media and mobile apps.
Classically, a small variety of senior vice presidents (operations, marketing, etc.) have their departments generating reports and charts constantly, based upon the information generated. What is been spoken of as far as that which produces the new information, the new variable. However, historical patterns for the industry itself, for this carrier in particular and for other relative constants such as food and fuel costs fluctuations, these are all well established. Although no software can be absolute, one imagines a constant striving for algorithms that will arbitrage all of these variables against each other. Whether or not such software is in the process of existing, it remains the task of these upper managers to best leverage the knowledge outcomes of all these syntheses.
Customer Centricity as it is
Once upon a time American was the first institution to establish a frequent flyer program. Although unprecedented, let us really contextualize this larger consideration.
Imagine the air travel elegance of the 1950s and 60s, most all men in suit jackets, women in beautiful period dresses. Please also notice the dozen or more ticketing agents jostling behind the counter, and all the beautiful flight attendants on every plane. Of course, a half-century later, this image has shifted. While many would argue for the worse, (nostalgia tends to filter for that which we wish to hold on to), let us pause for a moment and consider the pluses that have evolved over the years.
Consumer dress has downshifted to a more casual look, however this has utility of purpose, and comfort goes a long way on a many hours long flight. Simultaneously, the behavior shift of these individuals has likely been for the better. Consistent with an increase in need is the imagining that passengers these days are significantly more orderly. Contributing factors would include, at a minimum, the war on terrorism, the absence of cigarette smoke and a decrease in alcohol consumption.
A half-century ago ticket counters were significantly manual, and as mentioned “fully” staffed. One can easily see the enormous potential for error with all this physical paperwork. Moreover, in such narrow confines, the jostling of baggage and bumping into each other likely had been more frequent.
Gone is the sexist “Coffee, Tea or Me” days (with their “mile high club” implications), as we find not only both genders yet also a wider age spectrum attending to our needs as well.
There is less leeway for anything short of professionalism on the front lines, and carriers such as American Airlines are fully aware of this. There may only be a small handful of agents behind the ticketing counter, but chances are every one of them is willing to jump through hoops to make sure that your needs are fulfilled with a smile (not a double meaning smile, a professional smile). Chances are they are not bumping into each other either, and that their areas are immaculate. Now this company puts its employees through constant trainings (agents every six weeks!).
Other methods of data capture include e-mail databases, postal databases, databases based on frequent flyer membership, platinum and gold card membership, executive lounge membership and associations with blogs, forums, other social media and mobile apps.
Classically, a small variety of senior vice presidents (operations, marketing, etc.) have their departments generating reports and charts constantly, based upon the information generated. What is been spoken of as far as that which produces the new information, the new variable. However, historical patterns for the industry itself, for this carrier in particular and for other relative constants such as food and fuel costs fluctuations, these are all well established. Although no software can be absolute, one imagines a constant striving for algorithms that will arbitrage all of these variables against each other. Whether or not such software is in the process of existing, it remains the task of these upper managers to best leverage the knowledge outcomes of all these syntheses.
Customer Centricity as it is
Once upon a time American was the first institution to establish a frequent flyer program. Although unprecedented, let us really contextualize this larger consideration.
Imagine the air travel elegance of the 1950s and 60s, most all men in suit jackets, women in beautiful period dresses. Please also notice the dozen or more ticketing agents jostling behind the counter, and all the beautiful flight attendants on every plane. Of course, a half-century later, this image has shifted. While many would argue for the worse, (nostalgia tends to filter for that which we wish to hold on to), let us pause for a moment and consider the pluses that have evolved over the years.
Consumer dress has downshifted to a more casual look, however this has utility of purpose, and comfort goes a long way on a many hours long flight. Simultaneously, the behavior shift of these individuals has likely been for the better. Consistent with an increase in need is the imagining that passengers these days are significantly more orderly. Contributing factors would include, at a minimum, the war on terrorism, the absence of cigarette smoke and a decrease in alcohol consumption.
A half-century ago ticket counters were significantly manual, and as mentioned “fully” staffed. One can easily see the enormous potential for error with all this physical paperwork. Moreover, in such narrow confines, the jostling of baggage and bumping into each other likely had been more frequent.
Gone is the sexist “Coffee, Tea or Me” days (with their “mile high club” implications), as we find not only both genders yet also a wider age spectrum attending to our needs as well.
There is less leeway for anything short of professionalism on the front lines, and carriers such as American Airlines are fully aware of this. There may only be a small handful of agents behind the ticketing counter, but chances are every one of them is willing to jump through hoops to make sure that your needs are fulfilled with a smile (not a double meaning smile, a professional smile). Chances are they are not bumping into each other either, and that their areas are immaculate. Now this company puts its employees through constant trainings (agents every six weeks!).
Friday, June 3, 2011
Operations Marketing and American Airlines [1 of 6]
“You cannot expect successful buy in without accommodating participation”
-Frank Davis
Introduction
The idea of doing a review of the marketing operations for American Airlines in this, the spring of 2011, seems in many ways as much about the business climate of the time as anything else. That the technology that has grown, the geopolitical instability across the world, the United States ‘reluctance to take on the mantle of empire has indelibly affected. What has happened with fuel, the continued growing nonchalance of the consumer perspective (shifting air travel meaning downward to just another means of transportation), globalization and so on, has metaphorically moved the industry from the caliber of a Tiffany's to Wal-Mart.
Like everyone else, American Airlines finds itself making every effort to do more with less. No different from other airlines, American has razor thin margins. And in keeping with its own stature as a legacy airline, like Continental, Lufthansa, etc, American has done its level best to continue to communicate itself as an airline of professionalism, if not accessible sophistication.
For the record, American Airlines is actually one aspect of AMR, (which represents its stock symbol, not an acronym), along with a Chicago-based regional expression, American Connection, and its commuter line American Eagle. As the fourth-largest airline on the planet, American has been flying since 1934. American has its headquarters in Fort Worth, Texas, and the Dallas-Fort Worth hub is the largest in America. As part of the relatively recent branding phenomenon, the major-league sporting arena in Dallas is the American Airlines Center (with naming rights to a center in Miami also). American celebrated 40 years of transcontinental flight this year (2011). By all indications, the DNA of American Airlines is essentially conservative; by approach, by operations, by expression, etc.
American Airlines current customer-centric orientation
Upon what Customer Centricity is Based?
Establishing a baseline of customer centricity may be best expressed among Webster's four key approaches as “Marketing as creating and managing markets”. This particular context for marketing is a relatively academic perspective; one of study, measuring, seeking constant feedback, and paying attention to benchmarks, and so on. This makes sense, and American is by no means alone in its industry as this appears to be the industry standard.
In marketing ops speak this is accomplished by way of marketing performance measurement and management; measuring every way possible.
Transaction data (ticketing) yields PNR/Ticket Data. E-commerce builds customer profile databases (name, address, phone number, e-mail etc.). Daily surveys generate database entries as American sees fit, typically demographic and attitudinal feedback. Such surveys are not the domain of passengers alone. Periodically other stakeholders survey as well.
Among the hyper vigilant constants which constitute the pulse of our customers wants, needs and preferences, feedback on key performance indicators, internal strengths and weaknesses and the perception of the external comparative strengths and weaknesses.
Sales are another ripe area for constant pulse taking. Classic metrics here include sales variance and micro sales analysis, expense to sales and market share analysis. These metrics expose gaps, generate ratios and yields comparative information.
-Frank Davis
Introduction
The idea of doing a review of the marketing operations for American Airlines in this, the spring of 2011, seems in many ways as much about the business climate of the time as anything else. That the technology that has grown, the geopolitical instability across the world, the United States ‘reluctance to take on the mantle of empire has indelibly affected. What has happened with fuel, the continued growing nonchalance of the consumer perspective (shifting air travel meaning downward to just another means of transportation), globalization and so on, has metaphorically moved the industry from the caliber of a Tiffany's to Wal-Mart.
Like everyone else, American Airlines finds itself making every effort to do more with less. No different from other airlines, American has razor thin margins. And in keeping with its own stature as a legacy airline, like Continental, Lufthansa, etc, American has done its level best to continue to communicate itself as an airline of professionalism, if not accessible sophistication.
For the record, American Airlines is actually one aspect of AMR, (which represents its stock symbol, not an acronym), along with a Chicago-based regional expression, American Connection, and its commuter line American Eagle. As the fourth-largest airline on the planet, American has been flying since 1934. American has its headquarters in Fort Worth, Texas, and the Dallas-Fort Worth hub is the largest in America. As part of the relatively recent branding phenomenon, the major-league sporting arena in Dallas is the American Airlines Center (with naming rights to a center in Miami also). American celebrated 40 years of transcontinental flight this year (2011). By all indications, the DNA of American Airlines is essentially conservative; by approach, by operations, by expression, etc.
American Airlines current customer-centric orientation
Upon what Customer Centricity is Based?
Establishing a baseline of customer centricity may be best expressed among Webster's four key approaches as “Marketing as creating and managing markets”. This particular context for marketing is a relatively academic perspective; one of study, measuring, seeking constant feedback, and paying attention to benchmarks, and so on. This makes sense, and American is by no means alone in its industry as this appears to be the industry standard.
In marketing ops speak this is accomplished by way of marketing performance measurement and management; measuring every way possible.
Transaction data (ticketing) yields PNR/Ticket Data. E-commerce builds customer profile databases (name, address, phone number, e-mail etc.). Daily surveys generate database entries as American sees fit, typically demographic and attitudinal feedback. Such surveys are not the domain of passengers alone. Periodically other stakeholders survey as well.
Among the hyper vigilant constants which constitute the pulse of our customers wants, needs and preferences, feedback on key performance indicators, internal strengths and weaknesses and the perception of the external comparative strengths and weaknesses.
Sales are another ripe area for constant pulse taking. Classic metrics here include sales variance and micro sales analysis, expense to sales and market share analysis. These metrics expose gaps, generate ratios and yields comparative information.
Thursday, June 2, 2011
Not Making the Change [2 of 2]
Franchise
As the general dialogue of this document unfolds, it is reaching across these subcategories. A chief differentiator between retail and franchise is that in the former every little business expression island is still wholly owned by the larger corporate entity. Imagine creating an even larger built-in disconnect by spinning off independent "plug and play" locations. One imagines the common experience of settling down with your sack lunch only to realize that the drive-through person got it wrong. As these errors occur regularly at the hands of minimum wage earners, this author's self conciliatory mantra to himself has become, “remember, that's why they're working here, and their consequence is both their experience and compensation package” (the consolation is not an elevated feeling so much as a backing off perspective).
Such ineptitude has even spawned the term "McJob” (…now in the Oxford Dictionary, by the way) McDonalds countered as recently as yesterday (April 19, 2011 with a National Hiring Day; and to its credit is among the few who give felons, among the most challenged populations, a second chance). One franchise owner of several stores in Philadelphia reported a need to hire approximately 100, and at one location received over 400 applications in the first four hours alone. Corporations, such as McDonald's, who have come a long way in recent decades to express social responsibility, continue to miss the point in such instances as this recent national, what amounted to a "cattle call" (McDonald’s, 2011).
Elsewhere
There was a passage of time in this author's life when employment was in call centers. Fortunately, there was an ability to rise out of those trenches and become part of management. In many cases, these institutions were multinational brands.
A number of things are notably different here. The interaction with the customer is not face-to-face and we are speaking of a highly scripted, highly controlled environment.
This is not to say that nonsense does not occur here as well, however, having been on both sides of the managerial/employee construct, the highly controlled environment and the scripting certainly helped. What is also true (and I know this as a trainer in those settings), is that when a company chose to honor the humanity of its employees by empowering them through training, coupled with real leadership, transcendent things happened.
Conclusion
People are not disposable. That axiom has to become first and foremost.
There is very little that we manufacture in the United States today, and if we cannot learn to serve each other better, we likely have a very dim future (not everyone will get to participate in the new knowledge economy). The companies that highlight their growing talent efforts at the base of operations, rewarding lower management, embracing and honoring its base employees, they will be rewarded with more loyalty, candor and better customer relations.
As one looks back over this document, only something as blatant as shrinkage falls in the domain of the employee, the rest is management’s responsibility. Now, in an age when business is actively studying and engaging the technology of leadership itself, hardly is there an excuse. Like any mentor/mentee relationship, the mentor cannot keep changing mentees; they need to step up their own game.
References
McDonald’s. (2011). Working Here (Corporate hiring site). Retrieved from McDonald’s: http://www.mcdonalds.com/us/en/careers/working_here.html
NPR. (Producer). (2011, April 19). Caitlin Kelly: “Malled” [Audio podcast]. Retrieved from http://thedianerehmshow.org/audio-player?nid=14089
As the general dialogue of this document unfolds, it is reaching across these subcategories. A chief differentiator between retail and franchise is that in the former every little business expression island is still wholly owned by the larger corporate entity. Imagine creating an even larger built-in disconnect by spinning off independent "plug and play" locations. One imagines the common experience of settling down with your sack lunch only to realize that the drive-through person got it wrong. As these errors occur regularly at the hands of minimum wage earners, this author's self conciliatory mantra to himself has become, “remember, that's why they're working here, and their consequence is both their experience and compensation package” (the consolation is not an elevated feeling so much as a backing off perspective).
Such ineptitude has even spawned the term "McJob” (…now in the Oxford Dictionary, by the way) McDonalds countered as recently as yesterday (April 19, 2011 with a National Hiring Day; and to its credit is among the few who give felons, among the most challenged populations, a second chance). One franchise owner of several stores in Philadelphia reported a need to hire approximately 100, and at one location received over 400 applications in the first four hours alone. Corporations, such as McDonald's, who have come a long way in recent decades to express social responsibility, continue to miss the point in such instances as this recent national, what amounted to a "cattle call" (McDonald’s, 2011).
Elsewhere
There was a passage of time in this author's life when employment was in call centers. Fortunately, there was an ability to rise out of those trenches and become part of management. In many cases, these institutions were multinational brands.
A number of things are notably different here. The interaction with the customer is not face-to-face and we are speaking of a highly scripted, highly controlled environment.
This is not to say that nonsense does not occur here as well, however, having been on both sides of the managerial/employee construct, the highly controlled environment and the scripting certainly helped. What is also true (and I know this as a trainer in those settings), is that when a company chose to honor the humanity of its employees by empowering them through training, coupled with real leadership, transcendent things happened.
Conclusion
People are not disposable. That axiom has to become first and foremost.
There is very little that we manufacture in the United States today, and if we cannot learn to serve each other better, we likely have a very dim future (not everyone will get to participate in the new knowledge economy). The companies that highlight their growing talent efforts at the base of operations, rewarding lower management, embracing and honoring its base employees, they will be rewarded with more loyalty, candor and better customer relations.
As one looks back over this document, only something as blatant as shrinkage falls in the domain of the employee, the rest is management’s responsibility. Now, in an age when business is actively studying and engaging the technology of leadership itself, hardly is there an excuse. Like any mentor/mentee relationship, the mentor cannot keep changing mentees; they need to step up their own game.
References
McDonald’s. (2011). Working Here (Corporate hiring site). Retrieved from McDonald’s: http://www.mcdonalds.com/us/en/careers/working_here.html
NPR. (Producer). (2011, April 19). Caitlin Kelly: “Malled” [Audio podcast]. Retrieved from http://thedianerehmshow.org/audio-player?nid=14089
Wednesday, June 1, 2011
Not Making the Change [1 of 2]
Abstract
This document is a consideration of the absence of customer centricity. It is general in its scope, and seeks to touch upon some of the larger patterns.
Introduction
Classically, even successful marketing operations, when large enough, disconnect from the managerial perspective experience in the trenches. In large measure, the rationale for this occurrence is that these are separate worlds.
The dilemma is that there is this phenomenon of degradation of communication and purpose across a wide spectrum of products and service providers. Much like making a copy from a copy from a copy from a copy, with each remove in the production of a facsimile image when can actually witness the graphic progression of deterioration. Unless there is a conscious effort to intervene and reinsert something close to, if not the original itself, the breakdown is something one can count on.
When one asks which companies are becoming more customer-centric, and which are not, the exercise here of defining terms shifts the perspective to include other constructs. While one company may generally express itself better than another may (and clearly this is managerial operations), a consumer experience "in the trenches" can vary akin to winning a lottery. This may have to do, in part, to the size of the organization, what it pays its base employees (including benefits are not), what it asks of its employees, its structure and a variety of other excuses.
This is where the rubber meets the road. This too is managerial operations, where assessments of marketing reengineering transcend business as usual.
Retail
Have you been in Wal-Mart? This icon of consumer capitalism is fraught with issues. You may find yourself in a department with the question and no one is around to answer it. You may be reviewing a kiosk of product, the top half of which is one price and the bottom half another … or maybe there's no price marked anywhere. The configurations are endless.
This writer, frustrated with customers in front of me in a 20 item or less line, engaged management (at the store level) about this. The response was a reluctance to accept a paying customer. My suggestion was to amend the signage with the disclaimer that every item over the 20 would invite an additional progressive charge based on a price percentage, and that this overage would in no way go to Wal-Mart itself, but to a rotating charity of the month. This would turn a frustrating situation into a win-win-win. Management still would not have to confront customers, customers would self regulate, and local charities would reap the benefits. The feedback given was that management's hands were tied (at the store level management was unable to have an effective voice, unable to bubble the idea up).
Caitlin Kelly, in her new book Malled, explodes the results of these kinds of disconnects as she chronicles her experiences working in a retail outlet in a typical American shopping mall (NPR, 2011). A few of the expressions include more theft occurs by employees than customers, employee disrespect by customers seems almost a given and what is asked of employees regularly inconveniences the individuals to the cost of their health, security, etc.
This document is a consideration of the absence of customer centricity. It is general in its scope, and seeks to touch upon some of the larger patterns.
Introduction
Classically, even successful marketing operations, when large enough, disconnect from the managerial perspective experience in the trenches. In large measure, the rationale for this occurrence is that these are separate worlds.
The dilemma is that there is this phenomenon of degradation of communication and purpose across a wide spectrum of products and service providers. Much like making a copy from a copy from a copy from a copy, with each remove in the production of a facsimile image when can actually witness the graphic progression of deterioration. Unless there is a conscious effort to intervene and reinsert something close to, if not the original itself, the breakdown is something one can count on.
When one asks which companies are becoming more customer-centric, and which are not, the exercise here of defining terms shifts the perspective to include other constructs. While one company may generally express itself better than another may (and clearly this is managerial operations), a consumer experience "in the trenches" can vary akin to winning a lottery. This may have to do, in part, to the size of the organization, what it pays its base employees (including benefits are not), what it asks of its employees, its structure and a variety of other excuses.
This is where the rubber meets the road. This too is managerial operations, where assessments of marketing reengineering transcend business as usual.
Retail
Have you been in Wal-Mart? This icon of consumer capitalism is fraught with issues. You may find yourself in a department with the question and no one is around to answer it. You may be reviewing a kiosk of product, the top half of which is one price and the bottom half another … or maybe there's no price marked anywhere. The configurations are endless.
This writer, frustrated with customers in front of me in a 20 item or less line, engaged management (at the store level) about this. The response was a reluctance to accept a paying customer. My suggestion was to amend the signage with the disclaimer that every item over the 20 would invite an additional progressive charge based on a price percentage, and that this overage would in no way go to Wal-Mart itself, but to a rotating charity of the month. This would turn a frustrating situation into a win-win-win. Management still would not have to confront customers, customers would self regulate, and local charities would reap the benefits. The feedback given was that management's hands were tied (at the store level management was unable to have an effective voice, unable to bubble the idea up).
Caitlin Kelly, in her new book Malled, explodes the results of these kinds of disconnects as she chronicles her experiences working in a retail outlet in a typical American shopping mall (NPR, 2011). A few of the expressions include more theft occurs by employees than customers, employee disrespect by customers seems almost a given and what is asked of employees regularly inconveniences the individuals to the cost of their health, security, etc.
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