Great article today in the NY Times about Cash for Clunkers vs. High-Speed Rail service and their impacts on the environment. A lot of facts that I did not know or consider. http://freakonomics.blogs.nytimes.com/2009/08/13/cash-for-the-climate/
What is the intended impact of your program?
For over a year my wireless provider has sent me a text saying they cannot reach me at my billing address. I changed my billing address over a year ago but the wireless company has a glitch in their computer system and it reverts my records to my old address. Every couple months I call customer service and update the billing address again. The representative assures me that the changes are confirmed by the computer. By the end of the month I am receiving the same text message.
My contract ends soon and I am ready to switch providers just to have a company who can keep my information correctly. It is a basic expectation and should be a simple process. If the fundamentals do not work then why should I consider investing more of my time and energy? Do you execute on the basics?
Continuing to read a fine line by Hartmut Esslinger. He proposes developing a future market using a pricing index that includes an ‘ecological load factor’. Meaning that the environmental impact of an item a consumer purchases would have an ELF index and the price would increase if the process the manufacture used to produce the item is environmentally unfriendly. If the product utilizes green production processes, sustainable materials, uses less energy and is recycled or returned to the manufacture at the end of its lifespan, the ELF index would be low. If the product did not meet the standards set above then the price for the product would have a higher EFL index. The index would evaluate the ecological impact of manufacturing process of product, materials used and the cost to dispose of the product at the end of its life cycle. Currently, we give tax credits for green initiatives but consumers do not have to pay more at the point of purchase. How would the marketplace change if pricing were altered to reflect the ecological load factor of each item?
How do we prepare for changes to the marketplace? What might we anticipate that supports the mission of our organizations? Where is your enterprise on the ‘green movement’ scale?
Went running earlier this week in western Colorado. I followed the road into a beautiful canyon that turns into a dirt road. To drop off the plateau and into a completely different world below the canyon rim is a favorite moment of mine. As I adventured along the county road locals were driving to town mostly in pick-up trucks. They stared out their windshields at me or gave a little nod but continued forward at a high rate of speed. What they did not consider was that their trucks were spraying gravel in a rooster tail which descended on me as I ran in the other direction. I started covering my face with my hands when they approached. What clearly appeared as the start of a friendly wave on my part was actually a self-defense mechanism. It took me a moment to realize that if I had been riding a horse down the road the drivers would have been more courteous but they were not thinking about the impact of their on a runner.
Are you on the same page with your clients and customers? Do you both realize the consequences of your actions?
Co-op Boards are a tricky group. Not only do you need to make decisions as a board member but then you truly need to live out the consequences of these decisions in your own home. Pick the wrong new owner, agree to let the doorman go, replace the outdated chandelier and you may have just started a new version of the War of the Roses.
Interesting article in the NY Times about when it all goes wrong? http://www.nytimes.com/2009/08/02/realestate/02cov.html
Is there a better way? How do you avoid decision-making that becomes so personal?
Attended the Sun Valley Summer Symphony summer gala, ‘Some Enchanted Evening.’ Headliners included Tony Award winning singers (Victoria Clark and Paulo Szot) supported by the Sun Valley Summer Symphony. An evening dedicated to the works of Roger & Hammerstein. The stars arrived, rehearsed and then performed and jetted back to New York in a 24 hour period. The choreography of their performance and the energy of the symphony appeared polished and well-rehearsed. Entrances, exits, romantic kisses. The whole evening felt much like we had flown to Broadway instead of Broadway coming to Idaho. What was most remarkable was the stars synergy. This was not two recognized talents trying to steal the evening. It was teamwork with their respective co-star, the conductor, and musicians. Visible appreciation for each others unique talents. By the end of the night the patrons wanted more, almost disappointed that they could not coax a second encore.
Clearly Victoria, Paulo and guest conductor Ted Sperling are professionals. What they could not fake was their enthusiasm and authentic passion for the place, people, and moment.
Do you have the right performers? Are you maximizing their talents? Is it authentic?
While on the theme of surveys from yesterday, I recently had the chance to participate in a focus group for a major hotel chain. Very interesting and appreciated the chance to provide feedback. One of my observations (and I know many of you have the same):
Why does the more economical property in your hotel chain provide the following free or complimentary amenities when I stay: wifi, breakfast, recently upgraded room, fitness center access, parking, shuttle, business center? All for usually half what I play for the flagship hotel.
Why does your flagship property charge me extra for: wifi, breakfast, parking, resort fees, smaller room, fitness center access, parking, business center?
Does this model make sense? I have stayed in cities where if I travel one more exit down the highway I can stay in the same hotel family but get a whole lot more for my money.
Do we have our organizations arranged so the services are aligned for what you charge? Do we send mixed messages with our fees? Do customers and donors shake their heads in disbelief at our model or do they approve?
I just received a JD Power survey about a vehicle I own. I started answering the questions on the survey because I am always interested in how they design customer surveys. I made it about a page before I began to laugh. and tossed the survey into the shredder. What made me laugh? I could only imagine the scenarios where I did either of these actions in an after-market:
Does your car have tires/rims? Were they installed by the dealer or after-market?
Does your vehicle have keys? Were they installed by the dealer or after-market?
I know the intention of these questions was to gain data on upgrades or changes to the vehicle but since brevity was clearly the theme of all the questions they make no sense. Did I carry my car off the lot? Did I have it taken by flatbed and have tires and rims added and while you are at could you call the locksmith and have a set of keys made-up so I can drive this thing?
What questions are we asking our customers that make no sense? Do we allow for feedback so we can uncover objections to inappropriate questions? Have you accounted for how many customer feedback forms went to the shredder because the questions could not be answered?
Attended a Lyle Lovett concert last night. Probably the sixth time I have seen him and his large band. He puts on a great show in my estimation. Lyle seems to have a handle on the local community and is able to make reference to a couple places he visited while in-town. It makes you feel like he went out and explored in the community and did not just roll in on the tour bus, play, and leave.
One of Lyle’s greatest skills as a performer is his ability to share the spotlight with all the musicians he has on tour with him. I recognize many of the members of his band so there appears to be a loyalty and desire to continue touring with Lyle. He arranges songs that give the entire band a chance to demonstrate their talents. The vocal back-up singers are impressive in themselves. Add a violin, bass, keyboard, guitar, cello, piano, horn, fiddle, drums and you have the making a large band.
How do you arrange your meetings so all your staff and board get a chance to shine? Does your organization inspire loyalty? Do people want to stay involved?
What-if-concepts 