This morning a would-be customer of my store gave me a stern lecture on the benefits of buying local. She was offended by my grande, unsweetened, green tea lemonade from Starbucks. So, standing in the middle of my store filled with art, gifts, clothing and other great, locally-designed and locally-made goods, she proceeded to inform me of the many local coffee shops within a three block radius of my store, and reprimand me for "supporting a mega-corporation"...
*sigh*
There are several coffee shops just a short walk from the front door of my store. They all have the following things in common:
1) They are not very clean. Flagstaffricans seem to have a sense that "grimy" means "local"... any business that seems too well-kept-up, like my store and printing company, will have to regularly field questions about whether or not they are part of *gasp* a chain. Ew.
2) They are wildly expensive compared to Starbucks. A similar drink at some of the "local" shops would have cost me $6 instead of $2.75.
3) They are staffed by sullen, over-educated, ironic hipsters (or not-very-clean hippies if you get your coffee at Macy's). It is not cheap to live in Flagstaff. We have a university here, steadily cranking out graduates who would prefer not to move away, but need to take whatever jobs are available in order to stay here. In Flagstaff it's very likely you will be receiving your beverage/meal/t-shirt/copy job from someone with a master's degree (or more). In fact, I believed for a very long time that you needed a college degree in order to work in a bike shop...because everyone working in the bike shop had a college degree.
4) Speed is not a priority. If you are in a hurry you can expect, at best, no change in the server/staffer's speed. You may also receive an extra hot shot of condescension with your drink, because *you* should not expect *the person serving you* to hustle.
5) Locals are treated better. Maybe this attitude makes sense somewhere where all your customers are locals. Since the biggest thing going on in Flagstaff is the constant flow of tourists, it makes no sense to be rude to our visitors...they are the basis of our entire economy.
Our local Chamber of Commerce has a "Buy/Dine/Stay Local" campaign to encourage locals and visitors to take advantage of the many locally-owned businesses in town. Flagstaff has a very active Independent Business Alliance chapter. These and other, similar programs completely miss the mark. No customer should choose a business because it is local. They should, and do, make choices based on quality, service, price, proximity, consistency, and a host of other factors.
Can a big chain store put small, local companies out of business? It certainly happens. We lost a small, local bookstore when the Barnes and Noble opened. However, McGaugh's Book Stand reincarnated itself into McGaugh's Smokes and Spirits and has a highly successful business now (the old book store used to sell pipe tobacco...it's not a completely random transition). I think good marketing combined with quality, service, price, and constantly focusing on the needs of your customers can almost always win, even in a tough market.
So, lady with your reusable shopping tote, made-by-a-Guatamalan-womens-collective skirt, organic cotton Patagonia tank top and Tom's shoes, take a hike. I'll keep drinking my Starbucks until one of the local coffee shops figures out that I want to be served by someone friendly and clean in a pleasant environment at a reasonable price.
Or maybe I won't. Starbucks has done more to create a market for fair-trade, shade-grown coffee beans than any local coffee shop ever could. And Starbucks employees receive health-care benefits, thus allowing them to spend more of their paychecks on local goods and services. And Starbucks corporation actively seeks out and promotes women to key corporate roles. Which is better? I know which experience makes me happier to part with some of my money...that's the one I will repeat.
Thursday, June 23, 2011
Wednesday, April 27, 2011
Cult of Personality
A belief I've been slowly forming for several years goes something like this...
There are two kinds of people in the world:
•people who love Neil Diamond, and
•people who don't.
Wait, that's not it. It's Managers and Employees. I can't make any determination on the quantities of each type in the world, but, just like pornography, I know one when I see one. I'm not talking about what actual role a particular person fills at the present time, but what his or her personality is suited for.
Employees like security. They like knowing that, when it comes down to it, someone else will make the global decisions about What We Are Doing and Where We Are Going. This is not a bad thing at all. To know you are more comfortable following directions than giving them is a gift to yourself, because you can find opportunities where your dedication, follow-through and commitment will always be considered an asset. People will be glad to have you on the team, reliably doing whatever needs to be done to meet a goal.
Managers like independence. They like to know their ideas are heard, valued and integrated into the final product or action. They like jobs where meeting goals is more important than punching the clock. They are creative problem solvers and risk takers who are more interested in getting to the goal than in doing everything exactly the same way every time. They often innovate new ways to do the same tasks.
Employees in Manager jobs are usually not very successful. They tend to micro-manage and are fearful of overseeing people who may want to creatively approach a given task. They don't want to be entirely independent and left to their own devices, so they treat their employees as if everyone feels the same way...making all their reports feel that their boss does not trust them.
Managers in Employee jobs are often miserable. Or, at best, frustrated. They want to be rewarded for meeting the goal, not for having perfect attendance. They want to know not just WHAT we are doing but also WHY. They want to know their opinions are valued and sought after, and they want to work in a collaborative environment where ideas are tossed around, manipulated, and melded into a workable plan...not in an environment where the plan is simply handed down from on high.
I believe the best way to treat all employees is as if they are Managers. Give them freedom, space, time, flexibility and a budget, and see what they can do. I don't think most people have ever been treated this way in a job, so it may take some folks a little while to get used to it. But, keep trusting them and I believe most people are happier with more independence and less managing.
Some people do not like this work environment, and there are great jobs out there for tried and true Employee types. Just don't try working for me...as a die-hard Manager myself, I don't want to have to give you an exact list of what to do and when. I'd much rather see what you can come up with on your own!!
There are two kinds of people in the world:
•people who love Neil Diamond, and
•people who don't.
Wait, that's not it. It's Managers and Employees. I can't make any determination on the quantities of each type in the world, but, just like pornography, I know one when I see one. I'm not talking about what actual role a particular person fills at the present time, but what his or her personality is suited for.
Employees like security. They like knowing that, when it comes down to it, someone else will make the global decisions about What We Are Doing and Where We Are Going. This is not a bad thing at all. To know you are more comfortable following directions than giving them is a gift to yourself, because you can find opportunities where your dedication, follow-through and commitment will always be considered an asset. People will be glad to have you on the team, reliably doing whatever needs to be done to meet a goal.
Managers like independence. They like to know their ideas are heard, valued and integrated into the final product or action. They like jobs where meeting goals is more important than punching the clock. They are creative problem solvers and risk takers who are more interested in getting to the goal than in doing everything exactly the same way every time. They often innovate new ways to do the same tasks.
Employees in Manager jobs are usually not very successful. They tend to micro-manage and are fearful of overseeing people who may want to creatively approach a given task. They don't want to be entirely independent and left to their own devices, so they treat their employees as if everyone feels the same way...making all their reports feel that their boss does not trust them.
Managers in Employee jobs are often miserable. Or, at best, frustrated. They want to be rewarded for meeting the goal, not for having perfect attendance. They want to know not just WHAT we are doing but also WHY. They want to know their opinions are valued and sought after, and they want to work in a collaborative environment where ideas are tossed around, manipulated, and melded into a workable plan...not in an environment where the plan is simply handed down from on high.
I believe the best way to treat all employees is as if they are Managers. Give them freedom, space, time, flexibility and a budget, and see what they can do. I don't think most people have ever been treated this way in a job, so it may take some folks a little while to get used to it. But, keep trusting them and I believe most people are happier with more independence and less managing.
Some people do not like this work environment, and there are great jobs out there for tried and true Employee types. Just don't try working for me...as a die-hard Manager myself, I don't want to have to give you an exact list of what to do and when. I'd much rather see what you can come up with on your own!!
You've been served.
Customer service...the holy grail of successful business. At least, it is as far as I can tell from every magazine, book, blog and piece of marketing junkmail I receive. If you want to get more touchy-feely about it, the new lingo is actually "Customer Experience". Because now it's not enough to get what you came for in a prompt, courteous way...you also have to leave with a smile and a deep feeling of satisfaction. Every time I read about creating the perfect "Customer Experience" all I can think of is "Printing With A Happy Ending". Yes, THAT kind of happy ending. Um, we don't do that here. That has not prevented some of our customers from asking for that kind of service (no, I am not kidding).
Today I spoke to the co-founder of LexJet...a supplier of papers, inks and equipment for the digital printing industry. He took 30 minutes out of his day to call me personally in response to a comment I sent through their webform. The comment I left was something to the effect of, "Holy crap, you guys provide the most amazing customer service and excellent prices I've ever seen! How do you do it?"
The customer service I am referring to goes like this:
1) We receive random catalog in the mail...but the catalog is incredibly easy to read, the prices are vastly cheaper than what we've been paying, and, when we take a look, the website is SO much better than the one we've been using (HP).
2) We place a small web order.
3) We receive a personal call and email from our new account rep, Jonathan.
4) We receive a hand-signed thank-you letter from the president of the company for our recent order.
5) We receive follow-up calls and emails from our account rep to answer questions, suggest products, and make sure we are happy with our order.
6) We receive a hand-written thank you note from our rep.
7) We can ask our rep literally any question and receive a great answer that shows he actually knows all about the products he sells, and shows that he understands the needs of our company.
So, following my compliment on their webform, the co-founder of the company called me today. This is not a small company. This is not some guy with nothing else to do. This is an example of actual, real life, good customer service. And he told me how they do it, AND he offered to answer any questions I might have, any time, and he demonstrated a genuine interest in the ongoing growth and success of my company. So, what is LexJet's secret to out of this world customer service?
They invest in their employees, train them and provide them total access to all levels of the company. They encourage all staff to be internal entrepreneurs, meaning that they are personally invested in the growth and success of the company. If they decide they'd like to branch off and start their own, related company instead, LexJet will help them do that, and see them off on very friendly terms. The company books are totally open, and staff are trained to read balance sheets and profit and loss statements so everyone at every level of the company really understands how the company is doing. They hire people in groups of five, and encourage those teams to work and grow together. The list goes on and on...
Notice anything missing??
They don't have a top-down CUSTOMER SERVICE program. They have happy employees who love their jobs and are totally dedicated to LexJet because they feel a personal connection to the company, and to the bottom line. Their employees feel empowered to make suggestions and decisions, so they love coming to work.
This conversation made me completely reconsider my approach to growing my own companies. We want our customers to be ecstatically happy but, just like in life, you have to be happy with yourself before you can give love to someone else!
Today I spoke to the co-founder of LexJet...a supplier of papers, inks and equipment for the digital printing industry. He took 30 minutes out of his day to call me personally in response to a comment I sent through their webform. The comment I left was something to the effect of, "Holy crap, you guys provide the most amazing customer service and excellent prices I've ever seen! How do you do it?"
The customer service I am referring to goes like this:
1) We receive random catalog in the mail...but the catalog is incredibly easy to read, the prices are vastly cheaper than what we've been paying, and, when we take a look, the website is SO much better than the one we've been using (HP).
2) We place a small web order.
3) We receive a personal call and email from our new account rep, Jonathan.
4) We receive a hand-signed thank-you letter from the president of the company for our recent order.
5) We receive follow-up calls and emails from our account rep to answer questions, suggest products, and make sure we are happy with our order.
6) We receive a hand-written thank you note from our rep.
7) We can ask our rep literally any question and receive a great answer that shows he actually knows all about the products he sells, and shows that he understands the needs of our company.
So, following my compliment on their webform, the co-founder of the company called me today. This is not a small company. This is not some guy with nothing else to do. This is an example of actual, real life, good customer service. And he told me how they do it, AND he offered to answer any questions I might have, any time, and he demonstrated a genuine interest in the ongoing growth and success of my company. So, what is LexJet's secret to out of this world customer service?
They invest in their employees, train them and provide them total access to all levels of the company. They encourage all staff to be internal entrepreneurs, meaning that they are personally invested in the growth and success of the company. If they decide they'd like to branch off and start their own, related company instead, LexJet will help them do that, and see them off on very friendly terms. The company books are totally open, and staff are trained to read balance sheets and profit and loss statements so everyone at every level of the company really understands how the company is doing. They hire people in groups of five, and encourage those teams to work and grow together. The list goes on and on...
Notice anything missing??
They don't have a top-down CUSTOMER SERVICE program. They have happy employees who love their jobs and are totally dedicated to LexJet because they feel a personal connection to the company, and to the bottom line. Their employees feel empowered to make suggestions and decisions, so they love coming to work.
This conversation made me completely reconsider my approach to growing my own companies. We want our customers to be ecstatically happy but, just like in life, you have to be happy with yourself before you can give love to someone else!
Sunday, April 17, 2011
F#@% you, headwind.
Today I rode about 35 miles on my bike. The first half was glorious...sunshine, birds singing, beautiful scenery, average speed well over 20mph (great for me). The only thing I could wish for was to be able to share such an amazing activity.
When I turned around to head home, I knew I would have a little wind. I don't think it is actually possible to ride Lake Mary without being in the wind. Since this is the same course as my race in August, I tell myself that I like the wind, because it is preparing me for race day. I will be more prepared than half the people out there, I tell myself, because they didn't know EVERY day is a windy day. This is similar to what I tell myself whenever I am running up a hill ... this is great! I say. This is exactly what training runs are for! This is making me stronger! That internal cheerleader is lucky I can't actually punch her in the face during those times.
So, today I headed home into the wind. Sometimes gusty, sometimes steady, but always relentless. Every mile my GPS announced my average pace, and every mile it was a little slower. I kept grinding on, slowly losing my gears, slowly running out of water, steadily creeping up every hill only to be greeted at the top by another blast of wind. The last 30 minutes or so I had so much burning in my quads, calves and glutes I was blinking tears into the wind. Every sideways blast of wind made me want to yell "motherf#@%er!" ... which I would have done except I didn't feel like wasting the energy. At some point I fell into the zen state I reach in workouts sometimes where I am totally checked out. There is pain coming from somewhere, but I am disregarding that information and only thinking about speed and cadence.
Even before I was done with the workout, I started to think about how great headwind is. Not great as in, "Oh, good, more wind!" but great as a teacher. Headwind is invisible. It's not like a hill, which you can see, practice on, prepare for, visualize, and time. Hills are friendly training partners...there when you want them, gone when you don't. You can always choose a route with no hills. Headwind is like a giant hand that pushes you back when all you want is to move forward. But nobody else can see the hand...cars passing by just see another cyclist, slowly moving along, eyes focused, head down.
Life is full of headwind, if you let it creep in. Invisible barriers you start to fear. All the "what ifs" and unknowns about the future are headwind. It's easy to spend a lot of time fighting against the invisible force of things you can't control, or to spend a lot of time feeling unhappy about how much easier everything would be if only ________. Headwind does give you options though...they just don't seem as good as the options hills give you. You can give up. Call for a ride. Hitch-hike. Walk.
Or, you can hear what headwind is really trying to tell you...
Headwind is giving you a chance to stop wondering about the past. To stop worrying about the future. Headwind will only let you do what you should be doing anyway - focusing on what you can do RIGHT NOW to keep moving forward. Headwind can teach you not to be a wimp, to do what needs to be done, and to look forward to unexpected challenges.
Headwind, I love you. Sorry about what I said to you earlier.
When I turned around to head home, I knew I would have a little wind. I don't think it is actually possible to ride Lake Mary without being in the wind. Since this is the same course as my race in August, I tell myself that I like the wind, because it is preparing me for race day. I will be more prepared than half the people out there, I tell myself, because they didn't know EVERY day is a windy day. This is similar to what I tell myself whenever I am running up a hill ... this is great! I say. This is exactly what training runs are for! This is making me stronger! That internal cheerleader is lucky I can't actually punch her in the face during those times.
So, today I headed home into the wind. Sometimes gusty, sometimes steady, but always relentless. Every mile my GPS announced my average pace, and every mile it was a little slower. I kept grinding on, slowly losing my gears, slowly running out of water, steadily creeping up every hill only to be greeted at the top by another blast of wind. The last 30 minutes or so I had so much burning in my quads, calves and glutes I was blinking tears into the wind. Every sideways blast of wind made me want to yell "motherf#@%er!" ... which I would have done except I didn't feel like wasting the energy. At some point I fell into the zen state I reach in workouts sometimes where I am totally checked out. There is pain coming from somewhere, but I am disregarding that information and only thinking about speed and cadence.
Even before I was done with the workout, I started to think about how great headwind is. Not great as in, "Oh, good, more wind!" but great as a teacher. Headwind is invisible. It's not like a hill, which you can see, practice on, prepare for, visualize, and time. Hills are friendly training partners...there when you want them, gone when you don't. You can always choose a route with no hills. Headwind is like a giant hand that pushes you back when all you want is to move forward. But nobody else can see the hand...cars passing by just see another cyclist, slowly moving along, eyes focused, head down.
Life is full of headwind, if you let it creep in. Invisible barriers you start to fear. All the "what ifs" and unknowns about the future are headwind. It's easy to spend a lot of time fighting against the invisible force of things you can't control, or to spend a lot of time feeling unhappy about how much easier everything would be if only ________. Headwind does give you options though...they just don't seem as good as the options hills give you. You can give up. Call for a ride. Hitch-hike. Walk.
Or, you can hear what headwind is really trying to tell you...
Headwind is giving you a chance to stop wondering about the past. To stop worrying about the future. Headwind will only let you do what you should be doing anyway - focusing on what you can do RIGHT NOW to keep moving forward. Headwind can teach you not to be a wimp, to do what needs to be done, and to look forward to unexpected challenges.
Headwind, I love you. Sorry about what I said to you earlier.
Wednesday, April 13, 2011
Thankful
I'm working on a longer piece about employees and managers, and I'm sure it will be delightful, life-changing, and it will make you laugh and cry and call your mom. But, I can't focus because what I really want to say is that I am thankful...
I'm thankful to friends who are constant and patient, even when I'm not.
I'm thankful for good advice, insightfully given.
I'm thankful for good listeners, who know when I just need to be heard.
I'm thankful for random chance and fast reflexes, which saved a wonderful person last night from what could have been an even worse car accident.
I'm thankful for intelligent, introspective people. You are all around me!
I'm thankful for laughter, which put a great finish on a very difficult couple of days.
If I know you, I'm glad that I do. Thanks :)
I'm thankful to friends who are constant and patient, even when I'm not.
I'm thankful for good advice, insightfully given.
I'm thankful for good listeners, who know when I just need to be heard.
I'm thankful for random chance and fast reflexes, which saved a wonderful person last night from what could have been an even worse car accident.
I'm thankful for intelligent, introspective people. You are all around me!
I'm thankful for laughter, which put a great finish on a very difficult couple of days.
If I know you, I'm glad that I do. Thanks :)
Tuesday, April 12, 2011
I want you to want me.
Many people come through the doors of Local Color, make a fast lap around the store, and leave promptly. They all have the following in common:
1) They are not happy to respond when we say, "Hello!" brightly when they enter, nor when we say, "Please let us know if you have any questions!" or "Can I help you find something?"
2) They do not touch anything. They view everything from a distance of at least four feet, and lean awkwardly forward if they want to take a better look at something, but do not move their feet closer when doing so.
3) They do not appear to notice the floor-to-ceiling mural in the back, or the sale rack next to it. If they do notice these things, they assiduously apply themselves against such appearances.
4) They seem genuinely surprised and unable to formulate an answer when we say, "Have a nice day!" as they are heading for the exit. A few grunt. Most say nothing and speed up.
Have these people been through some kind of terrible retail experience that left them with significant scars? Has some overbearing clerk forced them, through sheer friendliness, to make an unwanted purchase? Short of installing some kind of obstacle course (I'm thinking this should include a mud-pit...) how can we encourage people to slow down long enough to actually SEE what we have for sale?
I'm the first to admit I am not a retail expert. I have been into many stores, but I do not feel the fear and trepidation these customers seem to display. Are we doing something wrong? Are the contents of our store objectionable? Are our honest attempts at friendly service somehow off-putting? I don't expect everyone to buy something, but I also never expected customers to seem like the last thing they would ever want would be to touch something or have a conversation with a store employee.
1) They are not happy to respond when we say, "Hello!" brightly when they enter, nor when we say, "Please let us know if you have any questions!" or "Can I help you find something?"
2) They do not touch anything. They view everything from a distance of at least four feet, and lean awkwardly forward if they want to take a better look at something, but do not move their feet closer when doing so.
3) They do not appear to notice the floor-to-ceiling mural in the back, or the sale rack next to it. If they do notice these things, they assiduously apply themselves against such appearances.
4) They seem genuinely surprised and unable to formulate an answer when we say, "Have a nice day!" as they are heading for the exit. A few grunt. Most say nothing and speed up.
Have these people been through some kind of terrible retail experience that left them with significant scars? Has some overbearing clerk forced them, through sheer friendliness, to make an unwanted purchase? Short of installing some kind of obstacle course (I'm thinking this should include a mud-pit...) how can we encourage people to slow down long enough to actually SEE what we have for sale?
I'm the first to admit I am not a retail expert. I have been into many stores, but I do not feel the fear and trepidation these customers seem to display. Are we doing something wrong? Are the contents of our store objectionable? Are our honest attempts at friendly service somehow off-putting? I don't expect everyone to buy something, but I also never expected customers to seem like the last thing they would ever want would be to touch something or have a conversation with a store employee.
Tuesday, April 5, 2011
Graphic designers must die!!
Oh, how I would like to offer a course at every graphic design program in the country! I would call it "How to design for real customers"
Or maybe "Do you have any idea how much your ridiculous, complicated, not-a-standard-size piece is going to cost to be printed?"
or possibly just "What were you thinking? 101"
The course would be simple... Students could learn things like:
1. What are standard paper sizes? (Here's a hint...8.5x11 and 11x17) (wait, that's more than a hint...)
2. What is your customer's total budget for this project? (It's less than you think, especially after they finish paying *your* bill!!)
3. What need is the customer trying to address? (It may not be a deep need they have to showcase your illustration/design/layout skills!)
4. What are Pantone colors? Is it really necessary to cause your customer to have a total cow because that shade of purple does not EXACTLY match the purple on the letterhead/business cards/vehicle magnets/outdoor banner/reusable tote bags? Pantone is a company that sells ink!!! Of course they want you to only buy their overpriced and unnecessary inks...that's their entire business model!
5. Have you ever tried designing something in black and white in order to save your customer on printing costs? (Hint...you should!!)
6. Why you don't need to convince your customer that special, high-end paper (linen, cotton rag, etc) is utterly necessary to the success of their project.
7. Which is more important...design or content? (Hint...it's not design...)
8. Why you should have a copy of your printer's price list in your office.
9. How to provide your customer with copies of all design files, explain what the files are for, and make sure the customer really understands. (You will learn the shocking truth that, after paying one design fee, customers will attempt all future design themselves using your files, Microsoft Word, and cheap paper...)
And finally...
10. Why every graphic designer should work in a printshop for at least 6 months...yes, making copies, not doing fabulous design work.
So, I have the syllabus ready! I'm qualified to teach at a university! I'll be accepting offers via email starting...now!
Or maybe "Do you have any idea how much your ridiculous, complicated, not-a-standard-size piece is going to cost to be printed?"
or possibly just "What were you thinking? 101"
The course would be simple... Students could learn things like:
1. What are standard paper sizes? (Here's a hint...8.5x11 and 11x17) (wait, that's more than a hint...)
2. What is your customer's total budget for this project? (It's less than you think, especially after they finish paying *your* bill!!)
3. What need is the customer trying to address? (It may not be a deep need they have to showcase your illustration/design/layout skills!)
4. What are Pantone colors? Is it really necessary to cause your customer to have a total cow because that shade of purple does not EXACTLY match the purple on the letterhead/business cards/vehicle magnets/outdoor banner/reusable tote bags? Pantone is a company that sells ink!!! Of course they want you to only buy their overpriced and unnecessary inks...that's their entire business model!
5. Have you ever tried designing something in black and white in order to save your customer on printing costs? (Hint...you should!!)
6. Why you don't need to convince your customer that special, high-end paper (linen, cotton rag, etc) is utterly necessary to the success of their project.
7. Which is more important...design or content? (Hint...it's not design...)
8. Why you should have a copy of your printer's price list in your office.
9. How to provide your customer with copies of all design files, explain what the files are for, and make sure the customer really understands. (You will learn the shocking truth that, after paying one design fee, customers will attempt all future design themselves using your files, Microsoft Word, and cheap paper...)
And finally...
10. Why every graphic designer should work in a printshop for at least 6 months...yes, making copies, not doing fabulous design work.
So, I have the syllabus ready! I'm qualified to teach at a university! I'll be accepting offers via email starting...now!
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