April 6, 2011

Diamonds in the Data Mine and Rewarding Our People

Posted in BADM 720 tagged , , , , , , , at 8:29 pm by Sarah

These two readings describe two great programs used by Harrah’s CEO Gary Loveman to put the company at the top of the industry.  “Daimonds” focuses on the use of collected customer data to create the perfect customer loyalty program, while “Rewarding” is all about the collective bonuses used to reward improving customer service ratings.

The loyalty card program that Harrah’s used to collect information about customers is, of course, brilliant.  The tiered levels of customer rewards appeals to the customers’ sense of achievement, while every use of the card gathers data about customer preferences, all in one sleek technology.  The system is simple and streamlined, and it practically improves itself by telling the marketing department which incentives will be most effective.  I just have to wonder what customers would say if they knew their gambling habits were being recorded for the purpose of the company being better able to relieve them of their cash.

The other reading paints a clear picture of how the company lived up to its desire to be the pinnacle of customer service in their
industry.  While I personally dislike filling out those annoying customer surveys, there really is no better way to find out what customers want than to ask them.  It gives the business an objective, measurable way to examine how their services are being received.

Finally, the collective bonus system had its pros and cons.  Giving the same bonus to the entire department gives the team a common goal and promotes working together to achieve it.  Basing the bonus entirely on customer service scores ensures that employees will be focused entirely on improving that score.  On the other hand, one employee providing bad service can bring down the entire team.  The bonus itself is not that much, but it is a good gesture to show that the company is committed to recognizing employees’ hard work.

February 8, 2011

Extra Reading for Chapter Four

Posted in BADM 720 tagged , , , , , , at 3:32 pm by Sarah

United Pilot Article

At my job, exceptional customer service is sometimes difficult to provide.  My team goes through the same process with almost every customer, and we use a lot of “canned” or pre-written emails to communicate with customers.  Occasionally, though, we do get inquiries that require some individualized attention, and I consider these to be opportunities. 

These are most often questions from customers who are unclear on our processes or are having trouble using our online tools, and though we often have similar answers, I try to make a point of exceeding the customer’s expectations by anticipating their next question or providing clear, step-by-step solutions to their problems.  More often than not, this extra effort will go unnoticed by customers.  But sometimes I do get a reply saying thank you, and just knowing that I have made someone’s day a little easier makes it all worthwhile.

Rules of Engagement

Speaking of my job, I have to admit I have no idea what goes on behind the scenes regarding the business benefits of employee happiness.  We do have some perks and some flexibility, but due to the nature of our business there are some pretty annoying aspects of the job as well.

As far as work-life balance goes, we are able to arrange for time off most of the time.  But during our busiest times of the fiscal month, everyone has to stay at work until their team’s work is done, sometimes late into the night, regardless of what is happening in their personal life.  I often wonder how employees with children at home are able to do this.  But I must admit that when our volumes are high at the end of the fiscal month, everyone hunkers down and gets focused, and things get done much faster because no one wants to be at work too late.  In our case, getting the job done is motivation in itself.