Customer Relationships are Recession Busters

From Kevin Eikenberry's blog ...

This post is about two things: recessions and a solution to them.

Don't worry this is not an economic treatise about the definitions and causes of economic downturns sometimes called recessions. Rather, it is an explanation of how we can think about these events differently and, when these circumstances surround us, how we can improve our results regardless of what the media tells us.

While regional, national or global level economic indicators can show that an economy is slowing down, that people are losing their jobs and the like, I believe that for individuals, a recession is little more than a change in circumstances that we can choose to participate in or not. I would argue that recessions don't even exist for us as individuals, unless we allow them to.

Recessions and Our Response

First, if you are reading this and have lost your job or are facing significant changes in your situation due to the events being labeled "recession", please don't get angry with my comments, but continue reading with an open mind. Use these ideas to be proactive in dealing with the opportunity you are now facing.

The media and/or politicians may say we are in a recession. And yet, businesses are still buying products and services (though perhaps a bit less than 'normal') and businesses are still hiring employees and moving forward.

The key for you and your business is to be the one who gets a larger percentage of the orders or the interviews or job offers that are available. In this proactive way you can choose to recognize that recessions are macro not micro events. You have a choice about how you will view the event the media calls "recession."

What I'm saying is that times might be a little tougher and that it might not be as easy as it used to be (or will be again), but so what? You can succeed through a better plan and a bit of persistence. When things are a little tougher, it simply separates out those who are prepared to work harder and more creatively.

Read the rest of the article ...

Leadership lesson from T5

Well, I guess we have all been reading about the unfortunate and embarassing debut of Heathrow's T5.

Just opened as the "jewel in the crown" for the world's busiest international airport and one of the most succesful airlines around, British Airways, it has led to recriminations and accusations of all kinds. Poor staff readiness seems to be part of it, but what can we all learn from this mess?

I do not want to get into blame games (not least as I have to fly from T5 on Monday to Canada, so I hope it is all working well by then!).

But we can draw a leadership lesson - that of fully understanding where the customer leverage really is, and acting accordingly.

What do I mean? Well, we all assume that planes will take off and land, and airlines fight hard to gain our loyalty - with very cheap flights, expensive cabin equipment, pleasant terminals, friendly staff, great lounges, or good wines. etc.

But, when is the customer REALLY won over? Yes, all the things above count, and we all have our favourite and disliked airlines as a result. But, no matter what happens in the air, if we get messed around on the ground with lost luggage, delays or just incompetence we all "loose it".

Customer loyalty is won or lost at the leverage points - and in an airline's case that is often on the ground not in the air ....

BA chief executive Willie Walsh said he accepted the chaos "was not our finest hour". But is he drawing the leadership lesson?

And is everyone else in the services business wondering what their "customer leverage point" really is?