• Applicable


Management consultant Gregg Lederman believes many companies overlook the obvious: Your employees’ “behaviors” – not your marketing slogans – shape customer attitudes about your business more than any other factor. Define a common set of behaviors for your employees, or they’ll devise their own ways to fulfill your marketing promises. Those results can be good or bad, but they will definitely be inconsistent. Try Lederman’s solution: Put every employee on the same page with a customer-service makeover he calls “Living the Brand.” His system is designed to help you establish a company mind-set, define desired behaviors and hold employees accountable for delivering a terrific customer experience. In an effort to make his advice universal, Lederman frequently favors the conceptual over the concrete. His book could benefit from more specific examples of behaviors and stories of how to put his ideas into practice; he makes you want to know. getAbstract recommends this approach to managers seeking to inspire their employees so they can develop loyal customers.


“Living the Brand”

“Engaged” customers are every business’s holy grail. These customers go beyond merely being satisfied; they love your company. They’re loyal and reward you with repeat business, increased revenue and referrals. “Even in a negative economy, 60% of consumers say a better experience is a high priority and one that they are willing to pay more for (either most of the time or always).”

Engaged employees are the secret to engaged customers. These employees exceed expectations. They don’t simply provide service or a product: They deliver an “experience.” When customers know that they can expect the “branded experience” from every employee, your company will win customers for life. Engaged employees internalize the company’s mind-set, mission and core values, and master the specific behaviors essential to the branded experience. To reach this level with your workforce, institute a “Living the Brand System,” a thorough performance makeover that, first, defines the branded experience and, then, supports people in learning and performing the behaviors that bring the experience to life. Ongoing support is a core requirement.

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About the Author

Gregg Lederman is the founder and CEO of the management-consulting firm Brand Integrity. He is a columnist for the Rochester Business Journal and an adjunct professor at the University of Rochester’s Simon School.

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