1: Ever said, “It’s just quicker if I do it myself?”
Probably.
Yesterday, we looked at the powerful results of “the ownership program” at the New York City restaurant Eleven Madison Park where junior team members were given ownership of different types of beverages, including coffee, cocktails, and tea.
“I’m not going to lie,” General Manager Will Guidara acknowledges in his book Unreasonable Hospitality, “it’s much easier to … continue reading
1: “Screw them. We could run a better convenience store than these folks!”
Twenty-one-year-old college student Ron Shaich was mad. He and his friends had been “escorted” out of the Store 24 convenience store directly across from Clark University, which they attended.
The “beefy security guard . . . had taken one look at the trio of scruffy kids lingering over the ice-cream freezer and decided we were intent on … continue reading
1: Getting better at getting better is what RiseWithDrew is all about.
Monday through Thursday, we explore ideas from authors, thought leaders, and exemplary organizations. On Friday, I share something about myself or what we are working on at PCI.
One of my goals for the year is to experiment with different approaches and tools to strengthen my relationships with the people I love and care about.
We will revisit … continue reading
1: According to legend, a Nordstrom salesperson gladly gave a customer a refund on a set of automobile tires, even though Nordstrom has never sold tires.
The legend is true, write Robert Spector and breAnne Reeves in The Nordstrom Way.
In 1975, Nordstrom acquired three stores in Alaska from the Northern Commercial Company, a full‐line department store that sold many products, including tires. After the acquisition, many product lines … continue reading
1: Let’s travel back in time to the 1950s. Imagine being in the middle of the hustle-and-bustle of the New York City wholesale shoe market. A shoe representative has just shown off the company’s line to Nordstrom CEO Everett Nordstrom and a young Nordstrom buyer.
The rep asks Everett for his reaction. “Don’t talk to me,” says Everett, “Talk to my buyer.”
Yesterday, we looked at the Inverted Pyramid, the upside-down organizational … continue reading
1: The woman who appeared in the Nordstrom shoe department had an unusual request. Would they sell her one shoe?
She was on crutches because her left leg had been amputated from the knee down. She had been to other department stores, and the answer had always been no.
“That request made them nervous and ill at ease,” she shares with Robert Spector and breAnne Reeves in The Nordstrom Way… continue reading
1: Among the paperwork new Nordstrom associates receive on their first day of work is a single notecard entitled “Employee Handbook.”
“Our One Rule: Use good judgment in all situations.”
That’s it. That’s the handbook.
“This simple, straightforward directive is the foundation upon which The Nordstrom Way is built because it removes the roadblocks to taking care of the customer,” write Robert Spector and breAnne Reeves in their book, The Nordstrom … continue reading
1: “We can hire nice people and teach them to sell, but we can’t hire salespeople and teach them to be nice. We believe in ‘hire the smile, train the skill,'” says Bruce Nordstrom, who led Nordstrom for 40 years, growing the company from seven shoe stories and under $40 million in revenue to 156 stores in 27 states and $8.6 billion in revenue.
How has Nordstrom maintained its … continue reading
1: Imagine standing at a customer service counter. We have expectations. A good product. A fair price. If there’s an issue, it will be taken care of quickly.
“Simple stuff, right?” write Robert Spector and breAnne Reeves in The Nordstrom Way.
“But a funny thing happens to people when they move to the other side of the customer service counter (or the front desk or the reception area or the phone or Internet) … continue reading
1: “Location, location, location.”
That was the advice then aspiring restaurateur Danny Meyer was given when selecting a space for his restaurant in New York City. “This is the idea that you somehow need an upscale address to be considered a great restaurant,” Danny writes in Setting the Table: The Transforming Power of Hospitality in Business. “Back then, an excellent restaurant was too often confused with an expensive restaurant.”… continue reading
