Tag: southwest airlines

By Posted on Posted in Business Ethics, Corporate Social Responsibility, Entrepreneurship, People Helping People, Social and Economic Justice Tagged with , , , , ,

If you read this blog regularly or have read any of my recent books (especially Guerrilla Marketing to Heal the World), you know I’m all about business as a tool to crate social change and profit at the same time.

This is social entrepreneurship, and it has a long and honorable history. 19th century chocolatiers the Cadbury brothers in the UK and Milton Hershey in the US founded their companies to model humane labor practices, for instance.

Still, I encounter lots of skepticism that business can create positive outcomes across the triple bottom line of People, Profit, and Planet. It’s the same kind of skepticism I used to hear a decade ago when I was making the case that business ethics could be a profitable business success strategy. Over and over again, I would hear, “Business Ethics—that’s an oxymoron!”

No, it’s not. And interestingly enough, I don’t hear that any more. The world is finally convinced that it is possible to be an ethical, profitable business. It’s convinced that you can run a profitable green business. I like to think my years of speaking and writing on this, and the ethics pledge campaign I ran from 2004-2014, had something to do with these shifts in thinking.

Now we have to take it further, beyond just being “sustainable” to creating a regenerative world. One way to do that is to develop and market profitable products and services that turn hunger and poverty into sufficiency, war into peace, and catastrophic climate change into planetary balance.

So on a recent flight, when I pulled the July Southwest Spirit out of the seat pocket and saw a big feature on combining social entrepreneurship with food, I was thrilled. You couldn’t really guess the social entrepreneurship piece from the title, “Good Food: To serve their communities, today’s top culinary minds are reaching far beyond the kitchen.”

Can’t say I’m surprised. I’ve admired Southwest’s commitments to ethics, service, leadership that continually honors its employees, eco-friendly features AND profitability for many years. And I was over the moon when the company purchased 1000 copies of my first book on business ethics as a success strategy, back in 2003.

While Southwest’s magazine reaches a far larger readership than my humble blog, I do think it’s important to spotlight a company that cares enough about other companies doing good to devote 13 pages to it, even semi-disguising it as a food feature.

Here are the businesses they spotlight, and what they’re doing. The article, of course, has a lot more details. Note: I’ve been a vegetarian for ethical reasons since 1973, but I recognize that is not everyone’s choice. I am including the meat businesses featured in the article.

  • Cala, a high-end San Francisco Mexican restaurant that seeks out ex-felons to hire
  • Portland Fruit Tree Project, matching urban homeowners who have surplus fruit with volunteers who come to pick the fruit, keep half, and give the other half to food pantries, food banks, and health clinics
  • The director of Rocky Mountain Institute of Meat, who set up a training program serving soldiers stationed far away—to make sure they could learn safe, sanitary procedures as well as discover ways to use the entire animal, with nothing wasted

  • Southwest's illustration for the Community Ovens profile (screenshot)
    Southwest’s illustration for the Community Ovens profile (screenshot)
  • A community oven project founded by the White Bear Lake, MN United Methodist Church, building community while providing a place to bake bread
  • Rooster Soup Co, a tony Philadelphia establishment that adds fresh turmeric to make soup from chicken parts that would have been thrown out; all profits fund Broad Street Ministry, a social service organization

Kent, Washington’s Ubunto, hiring and training refugees and new immigrants from many cultures, all learning each other’s food traditions

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By Posted on Posted in Advertising, Branding, Customer Service as Marketing, Entrepreneurship, Marketing Techniques and Philosophies, Marketing Trends/News, Shel's Personal Life Tagged with , , , , , , , , , ,

If you don’t think customer service is part of marketing—and maybe the most important part—this post is must reading for you.

Old movie theater marquee. Photo by Marcus Buckner.
Old movie theater marquee. Photo by Marcus Buckner.

Great Service Builds a Business

Great customer service builds long-term customers, relationships, and ambassadors for your brand! Just ask Nordstrom. They surely don’t compete on price.

Ask Southwest Airlines, which made its original reputation on low prices but now is known for exemplary service in an industry that generally treats its customers like crap. Many times, I’ve actually paid a bit more to fly Southwest, because I know I can check bags for free and—more importantly—change my ticket if there’s an issue.

Southwest earned my loyalty by saving an expensive cruise vacation that was about to go up in smoke when our airport closed for a snowstorm and we weren’t going to make our connection to the cruise ship. Southwest cheerfully if perplexedly let us shift to the following day in a different city, so we could board at the ship’s first port-of-call.

These days, I go to the Southwest website first, and only check discount travel sites if I can’t get a good flight there. Have I told people they should fly Southwest? You betcha. I just told you and a few thousand others, in fact.

Crappy Service Kills a Brand

Yet no amount of (expensive) marketing will undo bad customer service. This is something I talk about in many of my books, including the most recent, Guerrilla Marketing to Heal the World.

I have boycotted a number of businesses that treated me shabbily—including the movie theater in the New York City neighborhood I grew up in that sold my 12-year-old self a full-price adult ticket and made me sit in the children’s section. I have not been back in the 47 years since—because I felt wronged and discriminated against.

But the worst was our local Toyota dealership. We had a long and extended bad interaction with them that culminated in a phone call, “you have 24 hours to get your car out of our lot—and by the way, the engine is in pieces in the trunk.”

Not only did I write a five-page complaint letter with full documentation to the VP of customer relations for Toyota USA (which gave a too-little-too-late form-letter make-good offer a full year later), not only did I never buy as much as a tube of touch-up paint from that dealer for the rest of their career and was not sorry when they closed—but the next time I went car shopping, I didn’t even seriously consider Toyota and bought a competing brand. That was the first time I bought a car not built or designed by Toyota since 1981; they threw away decades of strong brand loyalty. Over the 30 years or so that likely remained in my car-buying lifetime at that moment, they probably cost themselves well into the six figures.

And no amount of expensive advertising will counter the disconnect if you don’t walk your talk, even if it’s not a customer service issue. If you have a sign posted in your store noting that you’ve empowered your employees to solve customer issues, as the late Blockbuster Video did, that should actually be the policy. It wasn’t for Blockbuster, in my personal experience. And they’re gone.

And these days, a frustrated customer doesn’t just tell ten friends. I just read recently that Dave Carroll’s video, “United Breaks Guitars”—seen by nearly 17 million people—actually lowered the airline’s stock price. The video also garnered tons of mainstream media coverage (including CBS and CNN), many new fans for Carroll and his band, the Sons of Maxwell, and even a book contract (the book—big surprise—is called United Breaks Guitars. And think about all those “companysucks.com” websites out there damaging brands.

In Guerrilla Marketing to Heal the World, I cite an auto-industry study that only 40 percent repurchase. So it’s up to you to turn satisfaction first into delighted amazement, and then into loyalty, and finally into ambassadorship for your brand?

Timothy Keiningham and Terry Varva, authors ofThe Customer Delight Principle: Exceeding Customers’ Expectations for Bottom-Line Success, point out that marketing’s primary role is to communicate “the wants, needs, and expectations of current and potential customers,” [emphasis mine] so the business can “create and distribute products or services that more closely address and answer these inherent needs.” If meeting the needs of current customers doesn’t encompass customer service, you’re in trouble.

Please share your customer service successes and disasters (either as a vendor or a s a customer) in the comments section, below.

 

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By Posted on Posted in Abundance and Prosperity, Corporate Social Responsibility, Energy & Sustainability Tagged with ,

As I repeatedly point out in my eighth book, Guerrilla Marketing Goes Green, going green can reduce costs and boost profits, as well as provide numerous marketing hooks. Here’s a great example.

From reusing the aluminum seat frames when replacing seats to changing to modular carpeting where only the worn spots get replaced, Southwest—often a pioneer—has shaved weight by more than 600 pounds per plane, drastically lowered its consumption of resources, and shaved costs. The long list of improvements Southwest has made toward greener flying can be seen here.

BTW, did you know that Guerrilla Marketing Goes Green (list price: $21.95) comes with more than $2000 worth of bonuses? Like going green, I try to make buying the book a win-win; click the link and see what else you get.

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