'customers'에 해당되는 글 3건

  1. 2009.01.08 Happy Returns by CEOinIRVINE
  2. 2008.11.22 For Exiting Wal-Mart CEO, a Victory Lap by CEOinIRVINE
  3. 2008.10.12 small banks gain customers by CEOinIRVINE

Happy Returns

Business 2009. 1. 8. 03:31

Sure, there are costs involved. But going the extra mile for unhappy customers can lead to serious growth.

We've all done some crazy things. Like when the "Happy Days" writers had Fonzie jump that shark tank; or when Tom Cruise flailed around on Oprah's couch; or when I recently grappled with the take-a-way sushi at Heathrow Airport.

For my money, though, the crazy crown has to go to the folks at Henderson, Nev.-based Zappos. Reason: This company sells shoes. To women. Online.

Ask any guy who's gone shoe-shopping with a female and you'll understand why I say this. This is not a matter of political correctness: Women simply have an unnatural relationship with shoes. My wife owns dozens and dozens of them. It's like she's on a never-ending search to find that perfect thing in her life to make up for her other disappointments (like her choice in men). And, like all other women, my wife has never purchased a pair of shoes without trying on 37 other pairs beforehand.

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Still more perplexing (to men, at least), these same women--after finally deciding on that one great pair--will head right back to the store 10 minutes after getting home to return them. Because that's what women do--they change their minds. It's their prerogative.

So why, a decade ago, did the Zappos guys decide to start an online female-shoe retailer? "We're actually not in the shoe business at all," says Sean Kim, vice president of business development. "We're in the service business. We just happen to sell shoes."


Posted by CEOinIRVINE
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Talk about a holiday surprise. Retail giant Wal-Mart Stores (WMT) announced just a week before Black Friday, the biggest sales day of the year, that it would have a new chief executive officer come February. Lee Scott, the company's CEO for the past nine years, is stepping down. He'll be replaced by Michael Duke, , 58, who currently leads the company's international division.

Retailers traditionally don't make such appointments right in the middle of their biggest selling season. But longtime Wal-Mart watchers see the change as more of a victory lap than a forced departure for the 59-year-old Scott, whose tenure had been marred by disappointing results and controversy until this year. "He's dealt with the public relations, the vicious union attacks, he's gotten morale back up—the best thing to do is leave at a moment of strength," says Howard Davidowitz, a retail consultant with his own firm in New York. "When you talk about management transition, this is as good as it gets."

Strategy Shift Lures Back Customers

Even long-term critics, such as the union-funded Wal-Mart Watch campaign, applauded the news, sort of. "Wal-Mart's announcement must be viewed in the context of the recent election," the group said in a statement. "It represents an opportunity for Wal-Mart to change from the low-wage, low-benefit business model to one that will be more appealing to an Obama Administration."

Wal-Mart's reputation took a beating in recent years as critics complained of its skimpy employee pay and health-care benefits as well as big-box stores that decimated smaller hometown rivals. Moreover, the nation's largest retailer seemed to lose its low-price focus, chasing designer apparel much like rivals Target (TGT) and Kohl's (KSS). Investors were disappointed, too, as the company's costly new store launches cannibalized sales at existing locations and Wal-Mart's once soaring stock price was relegated to the bargain bin.

The sorry streak began to change this year, in part due to the slumping economy luring customers back (BusinessWeek, 10/30/08) for cheap prices. Yet that shift was also aided in part by changes the retailer made in the past two years. Wal-Mart has been opening fewer locations and smaller stores when it does. A store remodeling program introduced skylights, wider aisles, and warmer colors to Wal-Mart's characteristically cold and cluttered layout. The company has also been editing its product assortment, focusing mostly on top sellers sold at rock-bottom prices. This holiday shopping season the chain is heavily promoting brand-name toys at $10 each.

Sales and Stock Up

As a result, Wal-Mart has been posting sales results sharply better than rivals in what is shaping up to be one of the worst sales years on record. Wal-Mart's stock is up this year, a rarity in the current dismal market. "This is Wal-Mart time," Scott told Wall Street analysts Oct. 27 during an annual presentation at company headquarters in Bentonville, Ark. "This is the kind of environment that Sam Walton built this company for." Wal-Mart shares rose slightly, to 51, on the news of Duke's appointment.

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small banks gain customers

Business 2008. 10. 12. 15:16
President E. Hunt Burke, left, Chairman Charles K. Collum Jr. and Vice President C.S. Taylor Burke III outside of the bank they run.
President E. Hunt Burke, left, Chairman Charles K. Collum Jr. and Vice President C.S. Taylor Burke III outside of the bank they run. (Marvin Joseph/twp - The Washington Post)


Joann Gaskins panicked. After absorbing a steady drumbeat of bad news about bank runs, bank collapses and bankruptcies, she arrived at a Manassas branch of faltering Wachovia Bank minutes before it opened Sept. 17, demanded her savings in cash and walked out the door. For eight days, she toted a metal box stuffed with $19,000 in a five-inch stack of $100 and $50 bills back and forth from work to home, while she tried to figure out what to do with it.

She picked Burke & Herbert, a family-owned Alexandria bank that takes pride not only in how boring its name sounds, but that the boring, conservative way it does business has kept it chugging steadily along since long before the Civil War. A few days later, Gaskins switched $23,000 -- in a cashier's check this time -- from her trucking business account to Burke & Herbert. Now she's just waiting for $200,000 in CDs to mature before she moves the rest.

"I feel a whole lot safer," Gaskins said. Plus, she gets to meet the bank president this week.

She knows, on some level, that her money would have been safe at Wachovia. FDIC insurance covers deposits up to $100,000, and Congress raised the limit to $250,000 because of the crisis. But her instinct was to flee. To seek comfort.

If anything, what the market meltdown has shown in sharp relief is that the global financial system runs as much on trust as on anything else. And now that that trust is shaken, the anxious and the nervous are draining bank and money market accounts by the millions from what they perceive to be unstable institutions and turning to something that feels more familiar.

Although exact numbers tracking the flow of this panic won't be available for a few more weeks, Chris Cole, spokesman and regulatory counsel for the Independent Community Bankers of America, said many of the 7,000 community banks in the country are reporting an influx of deposits. Indeed, Burke & Herbert, with $1.6 billion in assets, has seen a staggering $45 million in new deposits in the past two weeks. The draw of community banks, Cole said, is the relationship. "At times like this, people may feel it's time to shift to a bank that's nearby, where their neighbor may bank, where they may know the loan officer," he said, "a place that they know is safe."

Tellers at the Burke & Herbert main branch on King Street in Old Town Alexandria are poised behind a curving, polished, mahogany-and-green marble counter to greet depositors by name and offer bowls of lollipops for the kids and dog treats for the pets. They've been known to give a quick courtesy call to depositors who are about to overdraw their accounts. And the bank's mascot, a parrot, dates back to the days when a former bank president did business with a cranky one perched on his shoulder.

President E. Hunt Burke sports a bushy moustache, much like men did around the turn of the last century. He has been known to paint walls on weekends and mop up when the floor is wet to show "nobody's too good to do anything." And although they now offer such newfangled services as online banking, Burke runs the bank in much the same way that his great-great-grandfather did when he founded it in 1852. The board of directors meets every Thursday at 4 p.m. sharp, because it always has. Advertising, until recently, meant waiting until people found them. Residential loans require at least a 20 percent down payment. Loan officers sometimes show up at houses to make sure the appraisal isn't overblown. And no one even considered one of the "nutty" subprime loans that have taken Wall Street and global markets down.

"We do what we understand, and no one understood those," Burke explained. "We look dull and plodding."

"Because we are dull and plodding," said his brother, C.S. Taylor Burke III, senior executive vice president.

At times like these, dull and plodding looks pretty good.

Nervous investors also have been flocking to McLean-based Cardinal Bank, another community bank.






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