Exceeding the Need – Kenny’s Appliance Service

Valerie Reeves is a successful businesswoman in Louisville, Kentucky.

Time to her is money and recently when she purchased a new clothes washer from a local merchant she did so expecting that if she had a problem it would be fixed quickly and to her satisfaction without a hassle.

Wrong!

It all started when Valerie contacted the seller which is billed as Louisville’s leading kitchen and home appliance dealer to get them to come to her home and repair a leak her new washer had developed.

She expected that they did their own repair work. Nope, it seems they like many dealers they contract it out. So the customer service representative at Bonnycastle, the seller of the washing machine, calls her back and gives her 15-minutes to get to her home to let the contract repairman into her home to fix the washer — bear in mind she has had no advance warning of this need.

So, she leaves her office downtown drives straight home (about a 15-minute drive) and 5-minutes from the house she gets a call again from the customer service rep asking how much longer. Valerie tells her she is 5-minutes away.

When Valerie gets home — you guessed it the “repairman” had already left saying that he “waited 15-minutes.” To say Valerie was upset would be an understatement. When she called Bonnycastle back they explained that because it was the end of the week they wouldn’t be able to get anyone out there. This did not meet Valerie’s customer service expectations. She asked Bonnycastle’s service rep for another repairman and they recommended Kenny’s Appliance Service.

By the way, we recommend him too, except Kenny you see was not “authorized” to the do the warranty repair work under Whirlpool’s contract with Bonnycastle – we later found out – but I get ahead of my story.

Valerie calls Kenny. He  immediately answers the phone. He listens to the problem and says that “if you don’t object I can be there around 6 p.m.”

As Valerie said, “I will have tea and cookies for you if you will just come and get it fixed.”

Well, Kenny kept his word. He came, he saw, and he advised the pump had a leak. Then he found out he wasn’t authorized to fix it under warranty. Now remember that  Kenny was recommended by Bonnycastle’s customer service representative.

Valerie is now pretty upset and rightfully so, not at Kenny of course, because he has fulfilled his obligation even cheerfully.

Bottom-line: it took Valerie Reeves insisting on talking to the owner of Bonnycastle and insisting that the repairs would be done promptly before final action was taken that evening to repair her new appliance that was still under warranty.

Morale of this story: no consumer should have to jump through the dozen or so hoops that Valerie Reeves did to get warranty service, or for that manner any other service.

Although we acknowledge that Bonnycastle did eventually resolve the problem for Valerie and to her satisfaction it wasn’t without a great deal of angst and frustration.

This protracted insistence by the consumer to get customer service is simply not acceptable in today’s competitive world.

 We give Bonnycastle a passing grade but only because the owner got involved. We are sure they also learned a valuable lesson form all this and shared it with their customer service representatives.

However, this article is not about the lax approach to customer service it is about a small businessman named Kenny Evans and his focus on creating a memorable customer service experience.

Kenny’s Appliance Service will forever be recommended by Valerie Reeves to anyone who asks for prompt attention from an appliance serviceman because Mr. Evans was polite, prompt, courteous, and dependable.

Even though he was unable to fulfill the warranty obligations, he diagnosed the problem quickly, efficiently and fulfilled his commitments to his new customer.

Kenny says he services a wide variety of appliances and we believe he does and probably each time “exceeds the need.”

His website probably says it best though when he explains his mission —

To provide families and their businesses with the highest level of respect, honesty and service in the repair of their appliances with a complete commitment to their satisfaction.

Kenny, of “Kenny’s Appliance Service,” has been in the appliance service industry for more than twenty years. He has a strong commitment to making sure that the client is satisfied with the service that he provides. He believes in the “old fashioned” kind of service(sad it’s “old fashioned.”) He has helped clients carry in their groceries, babysat kids while mom or dad went out for a minute, plays with your dogs and remembers your name, your kids’ names (unless you have 10!,) your pets, and the appliances you have.

Most of his work has come to him by word of mouth and he has many customers who will not call anyone else. For that reason, we chose to put Kenny’s picture on every piece of material we could. That, and, because he has a friendly face! ).

And being a good marketer you can find out more about his service at http://www.kennysappliance.com/

We highly recommend that if you live in the Louisville area that you contact him the next time you need appliance repair.

He sure did make a friend in Valerie Reeves and all because he was a man of his word.

We give Kenny’s Appliance Repair an A+ for memorable customer service.

Until next time.

Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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How to Handle Conflict and Tension with a “Driver”

So now you know you have a “driver” personality and/or management style person you need to deal effectively with — how do you do it?

First, remember these people don’t want you to spend a lot of time talking to them. They want you to focus on the “payoff” of the situation. So get to the point in as few words as possible.

Second, practice your presentation before you deliver it. Don’t spend a lot of time developing rapport. A “driver” personality not interested in your weekend, your family problems or your health.  Just get on with the discussion you need to have. If you go to their office to have this discussion don’t sit unless asked. Always be brief and succinct. Be rationale in the delivery of your messages and remember they don’t care about what you “feel” the problem is they want you to “think” about the problem.

Third, give them options, if you are proposing solutions or alternatives. Position the alternatives in the order you want them selected. Most drivers will only hear the first alternative presented to them.

Finally, show them how taking the alternative will deliver specific and immediate action. Then tell them specifically yet succinctly what you will do to fix the problem.

Also, if you can’t fix the problem or don’t know how to do something — don’t ever bluff them! Simply tell them you can’t do whatever needs to be done. They will respect you for your honesty and directness.

 Until next time.

Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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Identifying “Driver” Personality and Management Styles

So you think/feel that your boss, your significant other, or your employee is a driver.

But how do you know that they are drivers?

Well, let’ s look at some of the “descriptors” – those things that accurately describe “drivers”.

Drivers are “dominant” in their actions; they are high control; tend to want to manage process; are very self-reliant; like to direct things; are often over achievers and can be volatile.

If you compared them to an animal they would be elephants, and if you compared them to a vegetable they would be garlic. They are often “big mouths” – and can be seen as “Sherman Tanks” running over other people. They always want to “finish” it.

Now, bear in mind how you see them and how they see themselves are totally different. Drivers see themselves as being results-driven, action-oriented, very focused, direct and self-reliant.

However, if you have to “partner” with them you may seem them as intolerant, short-term, insensitive and always wanting to win and have someone else lose.

The greatest single fear a driver has is — failure.

Under tension they will lose control or fall back to being indecisive. And their response to tension is to dictate.

Do you know some drivers? Are you one?

Probably the most intense and “famous” driver I have ever personally known and worked with was Marvin Runyon, former chairman of the Tennessee Valley Authority.

Until next time.

Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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Understanding Personality Styles: The Secret To Your Success In Getting Along with Challenging Co-workers, Managers and Employees

By H.J.D. Stimpson – Special Correspondent

Behold the salesman stereotype-the smooth-talking glad-hander wearing a flashy tie, white belt, and sporty shoes with a routine of jokes to entertain all of his prospects.

Expressive people like to talk and laugh but it’s important to relate to people on their own terms, which is the very basis of understanding public relations. Therefore, to be truly successful in business you must learn to size up your customers. Some of them may just want numbers-just the data, without a lot of fluff. With analytical clients, you have to learn to sit on your hands and keep your mouth shut.

If you apply these principles you will be more successful in all your relationships.

You can’t treat all people alike.  You must evaluate them as individuals and in terms of their personality types. Then deal with the situation according to their needs, not yours.

This approach works for hostage negotiators, sales people, and just folks like you and me, according to Dr. L. Darryl Armstrong, a public relations counselor and consultant from Eddyville, Ky.

Armstrong and his wife, Kay operate ARMSTRONG and Associates (http://www.armstrongandassociates.org/) a consulting and counseling firm located on Lake Barkley in western Kentucky.

“The key is being versatile and resilient, so that you can adapt your style to someone else’s style to achieve a mutual outcome,” Armstrong says.

“People like to interact with people who are like them and who understand how to develop rapport and sustain it. Most of the time for example in sales, you’re not selling your product, because there’s little difference between products. You’re selling your relationship with the client. If I’m a salesperson and I can get you to like me and trust me, then you’re probably going to buy from me. If I am a hostage negotiator and can develop rapport with you I may be able to resolve the situation amicably,” Armstrong says.

Like converts testifying to the congregation, his clients frequently refer to Armstrong’s lectures and workshops to back up this personality-style approach to predicting, preventing or resolving conflicts, or even selling Bibles!

“It’s worked for me for 35 years,” Armstrong chuckles. Armstrong is a trained behavioral psychologist with degrees from Murray State University and AIH and has applied his training in the government and corporate world for more than 35-years.

“Sometimes in the most difficult of situations,” he adds.

Forever the puzzle – but what fun you can have analyzing the situation

Using a “social style” four quadrant matrix with a horizontal and a vertical axis, Armstrong has his clients place themselves in quadrants as “drivers,” “expressives,” “amiables,” or “analyticals.”

Social Styles Quadrants

The horizontal line denotes degrees of responsiveness; the vertical line degrees of assertiveness. At the top of the matrix in terms of non-responsiveness are the controlling drivers and the task-oriented analyticals.

Below the horizontal line are those more responsive to people-the assertive expressives and the nonassertive amiables.

Armstrong says social styles are easy to spot.

Amiables and expressives wear warm colors and furnish their offices with personal items-family photos or kids’ artwork. Their work areas are often littered with papers. If there’s room, they may shove their desks against a wall and sit next to visitors.

Analyticals and drivers dress conservatively and use their furniture as barriers or space dividers. Art prints or sales charts decorate their walls.

“Drivers may not have anything on their desks except a calendar or clock, because they’re very time-oriented,” Armstrong says.

“Color preferences in cars, as well as dress, are cues to personality,” he continues.

“Drivers and analyticals like neutrals, black, and ivory, while amiables and expressives are more into pigment. Amiables like softer colors, while expressives prefer bold ones.”

In class and his many workshops, Armstrong has his participants do self-evaluations to identify their personal styles. Then they practice various situations.

“Students do videotaped presentations, and we view them in class so that we can learn from each other,” he says.

“The funniest videos are those with two drivers: It’s like watching a Ping-Pong match.” 

Personality styles emerge at birth or shortly after

Armstrong says that personality types emerge soon after birth.

“One of my ‘daughters’ is an analytical driver with a strong amiable backup, so I have to deal with her differently from the way I deal with the other ‘daughter’, who is a mixture of both amiable and expressive,” he says.

Emphasizing that most people are mixtures of several styles, Armstrong says that sales representatives can draw on different elements of their own personalities in dealing with others.

 ”To be successful in sales, presentations, surviving mergers of companies or everyday conflict resolution, you can’t stick completely to your own personal style all of the time and be successful. It just doesn’t work that way. Resiliency is critical to being successful in the business world,” he says.

“You must be resilient, adaptable and flexible. You must be able to ‘flex’ yourself to fit the situation.”

One of my colleagues, who graduated a few years ago with a business degree, says he was able to use what he learned very quickly.

The young man had been going to school full-time and working for the local cooperative as a marketing intern, Armstrong says.

He deals with some farmers, but mainly with their farm managers or their wives. He tell us that he found that identifying social styles is a great tool not just in selling, but also in developing and keeping good client relationships, which in turn prevents conflicts.

Cowboy boots and business suits and western shirts – don’t forget the bolo tie

Walk in Darryl Armstrong’s office, and it’s pretty easy to peg his social style as amiable and a driver with hints of being expressive. His smile is wide, his handshake firm. He wears jeans and dress T-shirts or other casual clothes often. Books and papers cover his desk and floor, and children’s drawings, awards and certificates, news clips and doodling adorn his walls. Yet, there is his “To Do List” right there in front of him keeping him focused on the tasks at hand. 

Armstrong notes that, in most interactive situations, social-style “signals” can work both ways.

For example, customers also often “read” salespeople, making it important for those trying to make sales to fit into customer environments. The way salespeople dress is the most obvious and immediate way to achieve this “fit.”

“When I worked for the Tennessee Valley Authority, we had a senior manager from west Texas who wore cowboy boots and Western shirts,” Armstrong says.

“Everybody else wore business suits. However, he was always out in the field checking how things were going on the lines and he would have been totally out of place wearing suits. He would throw a sport jacket over his western shirt and jeans when he wanted to be more ‘formal.’”

What if you sell John Deere tractors but have an afternoon appointment at the bank to get a loan?

“Adapt, be flexible and resilient,” Armstrong says.

“Maybe you can wear khaki pants and a knit shirt at a farm, but put a jacket in the car to wear to the bank. Or, if you’re wearing a suit while at the bank, remove the jacket and tie, then roll up your sleeves at the farm.”

Once you learn to do it – it’s like riding a bike

Armstrong says that evaluating social styles becomes automatic in almost every situation-business or social.

“It’s almost like riding a bicycle,” he says. “Once you learn the basic skills, you do it without thinking.”

It’s always important, he adds, to remain open to social-style cues as situations evolve.

Never, he cautions, assume that you know someone’s social style beforehand.

“The other day, I had an appointment with the vice president for network operations at a major corporation,” he says. “I assumed I was going to be talking with an analytical. He wasn’t.”

“Every detail of your person, every nuance of your speech-all of those signals combine to create an important impression in a client’s mind,” Armstrong stresses.

“Those are the cues that can make or break a deal or help you prevent or resolve a conflict, get along better with your colleagues, make a sale, survive a merger, or resolve a hostage situation. It is all about understanding how psychology, consultative analysis and public relations fit together to make us successful in life and work,” Armstrong says.

You can learn more about the use of personality styles or arrange a consultation or workshop by contacting Dr. L. Darryl Armstrong toll-free at 1.888.340.2006 or at his website at http://www.armstrongandassociates.org/

Until next time.

Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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Part Two of Two – Generational Marketing – Do you serve ALL your customers? — The Baby Boomers, Generations X and Y

BABY BOOMERS: 1943-1960

Baby Boomers are ages 38 to 55. The first Baby Boomer in fact applied for their social security yesterday on line and like so many of us doubts they will ever see a payout. They have an idealistic personality and tend to be dreamers. They are the country’s most nurtured generation. They had stay-at-home mothers who tended to their every need.The generation was born after World War II, when the population exploded. As Boomers aged, job markets grew increasingly crowded. Never before had so many people been competing for the same jobs at the same time.

Boomers’ are nicknamed “The Me Generation” because it partially reflects their early, nurtured status and partially the fact that they were forced to focus on their own needs in order sustain themselves in an overly competitive environment, Ann Fishman says.

This generation had to ask themselves: “How can I be different?” and “What must I do to separate myself from the pack?”

Boomer personalities include Hillary Clinton, Oprah Winfrey and Spike Lee.

Thanks to their nurtured, protected childhoods, Boomers have an overwhelming sense of entitlement. They have been taught that they can and should have it all. They are also better educated than any generation before them.

Marketers can appeal to Boomers’ sense of entitlement with campaigns that reinforce “You deserve it” ideas and themes. Essentially, Baby Boomers want the answers to two questions from marketers: What’s in it for me? and How do you see me?Boomers’ purchasing habits are values-driven.

Example: Saturn automobiles captured this in its commercial spots that discuss the company’s values and the good folks in the Tennessee town who make the Saturn car.  

Boomers also respond to nostalgia. 

Example: Mercedes Benz made an effective appeal to Boomers with a commercial built around the Janis Joplin song, “Mercedes Benz.

This generation is busy. They are juggling kids, parents, jobs and spouses, so anything that will help make their lives easier or more convenient will appeal to them. Yet as you know, this generation also gets a lot of mail. In fact, they probably get the most direct mail of any generation ever. They don’t have time to read lengthy, misdirected marketing efforts. If you don’t capture their attention within seconds, you’re going to lose them.

GENERATION X: 1961-1981

Gen Xers are age 17 to 37 and have a reactive personality type. They are most widely known for rejecting the status quo to create something new, and are also our most misunderstood generation.

They include such personalities as Eddie Murphy, Brooke Shields, Leonardo DiCaprio, Michael J. Fox, Whitney Houston and Tiger Woods.

Historians have nicknamed this “The Street-Savvy Generation” because they’ve endured divorce, one-parent families, step families, working parents, latch-key lives, violence on television, violence in the streets, and a breaking down of traditional values and sources of comfort.

They’ve grown up in a world in which sex can kill you and in which government entitlement programs for older generations will make their taxes go sky-high.Yet this is also the most surprising generation, because they are creating their own generational patterns. They don’t want to work the long hours set by their predecessors, because they want to spend time with their family and friends.

They’ll accept a lower salary if it means taking a job that fits their interests. They want to succeed because they are doing what they love.

Gen Xers are doing this not just for the sake of rejecting tradition, but because they believe that the older generations have made a mess of things.So what does this generation want from you? They want pared-down lives that work. They want real-life fundamentals. They long for a sense of belonging and family, because they have been unfairly short-changed in this area.

The best metaphor for this generation is derived from one of the toys that they cherished: the Teenage Mutant Ninja Turtles. The tale behind these turtles starts when people, who did not have time to care for a group of baby turtles, flushed them down the toilet. The turtles grew up in the sewer system, where they lived on a diet of nuclear waste and junk food, and not only survived but became stronger. Gen Xers identify with these turtles.

The ramifications of generational differences really become clear when you imagine the difference between communicating with a person (The GI Generation), who as a child identified with Superman  — able to leap tall buildings in a single bound — and a person who relates to the Teenage Mutant Ninja Turtles!Generation X is also a multicultural generation, which is key to understanding them.

Once again, Saturn provides a great example of how to use what you know about a generation to reach them.

For example, one Saturn commercial features Jenny, a white Xer who comes to pick up the keys to her first new car. An African-American salesman gives her the keys, congratulates her and brings over the sales staff, who also applaud and congratulate her.

In an earlier era, a family would have been depicted gathering around Jenny to celebrate this occasion. Here, the Saturn company and its employees act as a substitute.

Have you ever wondered why Xers date in groups? Why friends are so important to them?

Friends have become the support system that family wasn’t quite able to be. Think about the popular television shows that feature Xers. The program “Friends” is just one example of how this generation has substituted friends where family has failed.In other words, if you want to market to Generation X, treat them like family. Yet, you’d better make sure that your approach is honest and straightforward, and that your product or service is sound.

Gen Xers are the savviest generation of shoppers.

This group began shopping at a young age, to help out working parents. They want value and quality for their money. Malls were, and still are, a central part of their social lives, but they also shop off the Internet and over television. Marketers who try to use traditional tactics or tricks with this group will fail. Xers see through all such attempts, and are repelled by hype and phoniness. If you burn them once, they’ll walk away-and it will be a long time before they’ll consider coming back.

They want practical information about what your product can do for them. Will it improve their lives? Will it give them quality and value? Xers hunt for quality investments. They read the small print.

Having been raised with a lot of stress, Gen Xers also respond to genuine initiatives that help them reduce anxiety and retain peace of mind. Guarantees and easy cancellation policies should be staples for publishers targeting this group.At the same time, this generation craves new experiences, which help them create their self-image. They’ve always looked past traditional limits to seek out the new.

This is the generation that went beyond bungee jumping, to extreme sports. That’s why J. Peterman offers Xers a new twist in the form of stories that accompany each of its products. Xers say that they love this catalog because it gives them a new shopping experience.This cataloger, and other companies that are successful in marketing to Gen Xers, also recognize that these people, who grew up in front of the television, need visual stimulation and expect great visuals.

They appreciate the work that goes into exciting Web sites and printed materials. Smart marketers have Gen X employees critique their Web sites, direct mail and other promotional vehicles, and follow through on their feedback.

GENERATION Y: 1982-PRESENT

Like their GI Generation forbears, members of the newest generation, age 16 and under, are characterized by a civic personality orientation and a “can-do” attitude.

The major differences are that they tend to view the world more positively, and growing up in a globally connected world has molded their behavior.

This “Millennial Generation” is accustomed to receiving the same messages across many media. They talk across oceans and cultures through the Internet and email. They converge in “chat rooms,” in addition to malls.

If this generation likes your product, people around the world will know it. What’s hot in Beverly Hills today will be hot in Buenos Aires tomorrow.

This group loves fashion and dressing up. Rejecting the Generation X “grunge” look, they have gone to the opposite extreme. As Barron’s recently noted, “Generation Y girls have had it up to their carefully plucked eyebrows with flannel shirts and grubby jeans.”

Members of Gen Y also have the money to demonstrate their fashion sense. In fact, they have more financial power than any previous young generation. According to Women’s Wear Daily, their number-one choice for spending their discretionary income is clothing. For these reasons, it’s a big mistake for marketers to assume that they can use the same approaches with Gen Y as they do with Gen X.

For example members of Gen Y are attracted to publications and other products that have an image of being cool and cutting-edge.

Influenced by their brand-conscious Boomer parents, they are attracted to brands at an earlier age.

For example, they seek out teen fashion catalogs such as Dellia’s and Zoe and also favor clothing by Wet Seal, Abercrombie and Fitch and Old Navy.

UNDERSTANDING THE DIFFERENCES

I hope that these insights and examples have driven home the very real and very significant differences among the various generations to whom we are marketing today. While these differences certainly make marketing challenging, the marketer who understands them and creates tailored, coherent strategies for each group will thrive in the years ahead.

Until next time.Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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Branding … can be enhanced by a song, the right lyrics, and a clever slogan…

 When Carole Bailey asks a favor, I simply can’t resist.

Carole is the widow of my friend and “brother” Doug Bailey and the sister of my dear friend Dr. Marilyn King. Marilyn and I go back to college days at Murray State University, however, I digress. Carole has a friend in Nashville that is a songwriter and that does jingles for companies all across the United States. So, when she started reading my business blog she immediately thought of me to suggest her friend to our clients.

So, I went to his web site and I am pleased at what I see and hear. 

Carole’s friend is Buzz Jackson and the company is Brand Identity Group (BIG) (http://www.brandidentitygroup.net/index.php) and they are not using the term “brand” lightly — they understand the concept of branding and you can see that quickly on their own web site, of course “branding” is a topic you frequently read about here on this blog.

We know that branding requires creativity, and if you decide to use music in your branding campaign you need original cutting-edge music. Combine the music with a well-written and clever slogan and your company, your product or your service can stand out from the noise and clutter of other competitors.

There is no lack of creativity at BIG. You will recognize the “Nashville” sound in many of the commercials they have done and they also understand that a web site is an excellent tool to get their messages out and brand their own business.

I suggest you visit the site and click on “Music Samples” on the left side and listen to more than a dozen examples of their commercials – my favorite – well, I would have to say ATLANTIC EYE LASER- Lasik Vision Correction.

By the way, Buzz’s partner, Greg Barnhill, wrote the new theme song for the Today Show and has written and recorded songs for many top recording artists.  

BIG is a service worth considering and if Carole Bailey says it’s so, it’s so.

Until next time.

Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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A Special Place in Heaven – Honor Air Program for WW II Veterans

Eddie Mannis, owner of Prestige Cleaners in Knoxville is one special fellow and I am convinced there will be a special place in Heaven for him.

This past weekend Kay and I were honored to be “guardians,” who escorted WWII veterans on a US Air charter flight to Washington, D.C. to see the WWII memorial.

The event was arranged and sponsored by Mr. Mannis. We were invited to participate by our friend and business associate Dawn S. Ford, president of Consumer Awareness Management, and Mannis’s logistical coordinator.

I am here to tell you I have always known that these folks were of the “Greatest Generation” and this trip confirmed that beyond any doubt.

I had the honor of escorting Messieurs Ted Schropschier, Fred Kiser, Ernest Croley and Ed Ballard. Kay escorted Ms Kathryn Robinson and Wilson and Juanita Reynolds. All of the veterans were from the Oak Ridge and Knoxville area. A total of 164 people made the trip.

We started our trip by meeting our Oak Ridge veterans at one of my favorite places for breakfast – Waffle House at 5:30 a.m. Of course, this meant we were up and dressing by 4:30 a.m. and to say I was excited about this would have been an understatement. I simply didn’t sleep any the night before despite taking some meds. My excitement I believe came from having the opportunity to personally extend my appreciation as a patriot to fellow patriots.

I was not disappointed in their enthusiasm and excitement. These men and women may be advancing in age; however, I am here to tell you they wore us both out.

Our crew arrived right on time. We then went over to Knoxville and picked up Mr. Ballard and headed to McGee-Tyson Airport to meet Kay’s charges.

We loaded the plane and headed out right on time and when we arrived in D.C. I had my first emotional event – as did some of my men – we were greeted by the Washington symphony, a gang of well wishers all showing their appreciation to the veterans profusely with flowers, hugs and handshakes. More than one of us had a tear or two and a major lump in our throats. As we privately acknowledged to each other later, known of us had ever experienced such an outpouring of appreciation for jobs done long ago.

We motor coached to the World War II Memorial where we took photos with Senator Bob Dole, who told us that he was there most Saturdays from 10 a.m. until 4 p.m. and anyone who wanted to have their photo with him was invited to do so. He could not have been more gracious and kinder. He would have made a good President but that is for another blog.

We then bussed over to the Vietnam Memorial – The Wall — and the Korean Memorial. While most of my crew took off and went to the Korean Memorial – I later went myself – I had a long overdue package to deliver and leave at The Wall.

The Korean Memorial is haunting. If you have not seen it you must. It is a long overdue tribute just as the WWII Memorial was long overdue. Our next stop was the Marine Memorial and Arlington National Cemetery to see the changing of the guard a truly magnificent and solemn ceremony to witness. Our final stop was the Air Force Memorial, the newest memorial in the DC area.

Our veterans were once again treated to a jubilant group of men, women and children all cheering the vets, handing them flags and giving them hugs as they loaded back on the plane.

And yes, when we arrived in Knoxville they “walked the gauntlet” once again – greeted by families, friends and neighbors and some folks who just wanted to let them know they appreciated their service.

Tears, my friends, freely welled up in many of their eyes and mine, as they are now, as I write this.

Finally, I felt and realized after all these years these men and women, our mothers and fathers, grandfathers and grandmothers, aunts and uncles, our “God Parents” — finally, they were being shown the appreciation that so many of us in this country have for their service.

Sadly, and yet with great gratitude, we said our goodbyes. We hugged and we knew. We all knew that in most cases this was the final hurrah.

As one of the brothers from the 101st said, “Tonight, for the first time since I came home I will go to bed knowing that we were truly appreciated and I will sleep well.”

Yes, my dear veterans you are truly cherished and appreciated.

Simper Fi dear ones and do sleep well.

Simper Fi.

Until next time.

Dr. Darryl
L. Darryl Armstrong
ARMSTRONG and Associates

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Part One of Two: Generational Marketing – Do you serve ALL your customers?

 The GI and Silent Generations – Part One

Consider this situation – your management team is made up of “Baby Boomers”. Your staff is made up of “Generation X and Y” and your current customer base consists of “Seasoned Citizens” and the “War Generation”.

How are you going to communicate effectively to all these various generations? How can you motivate them? How do you advertise your products and services? How will you grow your business? How do you decide which generation to market to?

Understanding your customer today, and the generations that make up your staffs and management is important on a “macro” level. As well as the specific marketing segments you must motivate in order to be successful.

GENERATIONAL MINDSETS

In a marketplace that’s evolving from product-driven to customer-driven, understanding the fundamental needs, values, icons and historical experiences of the various generations to whom we hope to market is more critical than ever. Generational mindsets and feelings are major factors in determining what and how consumers buy, and in developing an effective marketing strategy, according to Ann Fishman writing in Circulation Management, July 1998.

“We are each members of our own generations, and our world views are colored by our own experiences, we have to work at understanding the feelings and behaviors of those from other age groups to effectively communicate and market to them.” Fishman says.

Each generation is molded by the world events that occur during its formative years. For example, if you lived through the Great Depression, you carry some mark of that experience. You save; you may be thrifty. If you lived through the Vietnam War, it almost certainly affected your view of authority. These distinct historical experiences create characteristics that stay with people throughout the rest of their lives.

Currently we have five generations that coexist in our country today, along with their personality types, as defined by historians Neil Howe and William Strauss.

THE GI GENERATION: 1901-1924

The GI Generation consists of people between the ages of 74 and 97. Researchers call them a civic personality type: They are concerned with others and have a sense of “rendezvous with destiny”. They survived the Great Depression and World War II and made our country the most powerful in the world. They put the first man on the moon. They are the “Can-Do Generation” and include such notables as John F. Kennedy, Walter Cronkite, Katherine Hepburn, John Wayne, and Ann Landers. They identify with and believe in Superman as an icon – able to do whatever needs to be done.

Accenting the positive is critical in marketing to them. They may not be as hardy as they used to be, but they want to be offered upbeat experiences. They are positive and active, and do not dwell on negatives. This is a generation that had to postpone personal gratification because of social upheavals. They learned that the good life had to be earned. Today, they feel that their time for reward has come. Example: “You’ve earned the right to …”

Vicki Thomas, creator of the “Dancin’ Grannies” video, which has sold over one million copies, says, “They are interested in looking good and feeling confident.”

At this stage in their lives, GIs are still generous with their children and grandchildren, but they’re also finally ready to spend more on themselves. However, their style of spending is cautious. They are willing to spend money to enjoy life, but they’re too disciplined to spend frivolously. They have the funds for a full retirement and they plan to spend it, but wisely and responsibly. Example: They will come early for the “Early Bird Specials” in  nice restaurants when offered and will often become regulars.

One strategy in communicating with this generation is to make a strong appeal to their conviction that they have earned a full retirement and that they are still young enough to enjoy it.

It’s also wise to base your direct marketing campaign on old-fashioned American values. Members of this generation do not live in the past, yet they do respect old ways and values. Older, more established brands give them a sense of security. This is also the generation that built today’s institutions, they prefer doing business with an established institution. Therefore, if your company has history, it’s smart to emphasize this in your marketing. Example: “In business since 1975 or with more than 25-years experience we offer …”

They are also realistic about their limitations, although they don’t want to be patronized, or treated as “old people”. It’s okay to enlarge the type subtly on your direct mail piece to accommodate their eyesight, just don’t overdo it. If you create a special piece with really large letters, you’ll offend them-not only by stressing their infirmities, but because people in this age group don’t like to be segregated or singled out. This generation overcame obstacles together, and they like being part of a team. With this group, you must take particular care to ensure that your copywriting is grammatical and that your arguments are sound. This is our most literate generation. They are willing to read longer letters to find out about your product, and they won’t throw your mail away-if it meets their standards. Direct mail is also important to many older people because they may be isolated by transportation difficulties.

Finally, be sure to offer polite, considerate customer service. The GI Generation expects it. They don’t want a salesperson; they want a friend in the business. Be that friend.

THE SILENT GENERATION: 1925-1942

People aged 56 to 73 have an adaptive personality type. They excel in the role of helpmate. This generation has never produced a president, but has produced almost every civil rights leader, as well as the leaders of the women’s movement. They were trapped between the powerful leadership of the GIs and the forceful numbers of the Baby Boomers, so they developed skills to help others, Fishman says. They became mediators, commentators and problem solvers. They include such people as Dr. Martin Luther King Jr., Bobby Kennedy, Sandra Day O’Connor, Phil Donahue and Rosalind Carter.

There is a tendency among marketing agencies to lump the Silent Generation in with the GIs. This is a mistake. They did grow up in the shadow of the Great Depression and WW II, and they do share some of the same characteristics. Yet, unlike the GIs, they are much better mediators than decision-makers. Their defining war was the Korean Conflict. In times of peace, they fought for equality so that all people might succeed.

There’s certain guilt in this generation because they know that they never had it as hard as their parents did and that their children will never have it as easy as they did.

Your Silent Generation customers are savvy travelers, loving grandparents, budding entrepreneurs, affluent retirees and life-long learners.

From a financial standpoint, this generation is very stable and upwardly mobile and holds most of this country’s wealth - and they do spend it. According to the Bureau of Statistic’s 2004 consumer survey, women aged 55 to 64 spend the most, per capita, of any age group on clothes: 56 percent more than the average household. They rank second in per-capita spending for transportation and entertainment. Those who are 65 to 74 spend more per capita than those age 25 to 44 on most major categories of goods and services, including food, housing and transportation.

“Although Silents are generally conservative, they are in a life stage in which they will also splurge on a big-ticket item. They will buy that titanium golf club, take a Caribbean vacation, or buy a luxury car,” Fishman says.

Medical science has given the Silent Generation a longer life span, yet they are not going to be elderly longer. Science has created something new: a second middle age. These are vital, active people who are redefining the aging process. Women in this generation, in particular, are pioneering the way that aging people look. They have their teeth whitened, they have plastic surgery and liposuction, they dye their hair, take hormones and exercise.

If you want to get into the hearts and minds of the Silent Generation, you have to market to them as people who are in the prime of their lives. For example, a subscription offer to them that highlights a senior discount will be discarded, because these people don’t see themselves as seniors and yet you may want to market to them as “mature and seasoned citizens.”

A strategy that does appeal to the Silents is Revlon’s choice of Melanie Griffith to represent “Age-Defying Makeup”. However, it’s generally best to avoid the use of the word “age” and instead refer to “life stages”.

Silents respect the opinions of others particularly experts because they had heroes to look up to when they were growing up, such as Truman and Eisenhower. Therefore, testimonials and expert endorsements also tend to work with this group. Example: Wilford Brimley advertising help for diabetes … or Robert Vaughn advertising legal services.

They like to help other people. Their generosity tends to be directed toward their grandchildren.

According to George Mochis, director for the Center of Mature Studies at Georgia State University, “Today’s grandparents are much more involved with their grandchildren, mainly due to the high number of single, working and divorced parents.”

As grandparents, they spend more per capita than people aged 25 to 44 on pets, toys and playground equipment. Clearly, there’s a substantial opportunity for marketers to target grandparents on behalf of children’s products.

Part Two: Baby Boomers and Beyond

Until next time.

Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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Part 3 of 3: Measuring Customer Service

If our customers drive us to be better as business people then we are destined to get valuable customer feedback and react to it so we develop better products and services — arent’ we?

Well, it depends upon what part of the organization you sit in, says David Baker, vice president of email solutions at Avenue A/Razorfish.

What does customer measurement mean to your organization, and how do you use it to improve what you do today?

Do you measure “satisfaction,” “loyalty,” “experience,” or the new “holy grail” of customer measurement, “would you refer?”

Do you manage a customer scorecard on different variables important to your business?

The truth is it varies widely by industry and by how much money you have to devote to the measurement. More importantly, it will depend on the commitment of the leadership team to understand how this information applies to the business and then how they will use it once they get it.

“In the retail world, there’s a frenzied optimism around Net Promoter and understanding if your customers “Would recommend you to a friend or colleague.” But if you are relying on this NPS rating only, you are missing the boat as a loyalty factor,” Baker says.

Sometimes it takes going back to the basics to develop a good customer survey strategy that aligns with what you really want to know about your customers.

Baker has put these into five categories.

Administration

Surveying customers is an art, not a science. Why? Because, like an artist, you never have enough money to produce the perfect picture, you never have a specific time to finish it, and many viewers can interpret the end result differently. You should first understand that consumers are open to providing feedback on their experiences — but, it’s important to note, if they are 55+, they are more likely to give feedback on bad experiences than good ones. Those 18-34 are not likely to give feedback on good experiences. At least that is what the “Forrester Consumer Technographics Retail Study, March 2006 reports.

Bakers says that before you start, you should outline some fundamental “outcomes” that your entire organization believes in. That could be, “satisfaction,” “loyalty,” or “experience,” but each should have clear definition and controls.

Targeting

Finding that audience of customers, lost customers and prospective customers is key to any survey strategy, Baker notes.

Finding the feedback “pool” is  the key.

There are finite groups of people that will respond to surveys, and that will go to great lengths to provide feedback and will not require a great incentive to participate.

How many of you actually have feedback segments in your database?

Methodology

Your methodology should align with your resource and budget limitations.

If you have a limited budget and limited resources, then the frequency and depth of this analysis will vary. The consumer packaged goods industry has great examples of good consumer research at a high price. There isn’t much they don’t know about what you like about cat food: price sensitivity, product satisfaction, and relative depth of department involvement.

Bakers says that the grocery industry will know everything there is to know about shopping cart analysis and the relative reasons a person shops at a retail, grocery or superstore.

While the automotive and pharma industries are great at focus groups and high-touch satisfaction measurement related to the buying experience, in-product experience and future product needs.

The online retail space is typically great at high-frequency online measurement of the online buying experience and NPS.

The hospitality industry will know everything about a customer’s travel and hotel requirements, but is woefully ineffective at understanding the post-stay experience, the relative levels of satisfaction of discrete customer groups and/or the buying/booking experience.

Feedback Loops

Baker is emphatic on this point: Don’t ask for something unless you’re prepared to handle the results.

The result may be a need for intervention.

Are you prepared for this if you get an overly negative response?

What will you do with those that “will not refer you to a friend or colleague”?

Be sure to structure your programs to align with your ability to support response. This is why many customer service departments own the “customer satisfaction” process. Be wary of marketing organizations that do surveying without keying in the customer service teams, Baker says.

Compensation

Should you pay for feedback?

Baker says, “YES.”

Call it a customer reward, but whether you pay or not, you should budget this compensation in some form, as you’ll find some customers will only respond to incentives, some will do it free, and others will tell their friends about the rewards.

In either case, be prepared to pay for feedback; you’ll do so in one form or another.

There are creative ways to do this without conditioning your customer to rewards, yet promoting the right activities.

P.S. Don’t forget to send me your examples of exemplary good or bad customer service!

Until next time.

Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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