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The Customer Comes Second. Who Comes First? “The Customer ... McFerrin Peters. The
Customer Comes Second. New York: HarperCollins, 1992, 2002.
... of those people indicate they will give the establishment a second chance if ... were
age, gender, martial status, how many times a week a customer comes in, what ...
... In fact their main outlook on customer service is that the consumer comes second
behind their employees who are considered their first customer. ...
... The first is then agency, the second commissionaire and third will be the ... well for
buying from parent company as selling to the customer, comes into existence. ...
... Word of mouth is critical in this segment. We will have to make sure that once
we gain a customer, we never lose them. ... Advertising comes second. ...
Submitted by Homeranubis on April 3, 2008
Category: Book Reports
Words: 1482 | Pages: 6
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Who Comes First?
“The Customer Comes Second” is an account of the management and leadership style of Hal Rosenbluth, the Chief Executive Officer (CEO) of Rosenbluth International, a global travel management firm that was founded in 1892 by Marcus Rosenbluth, Hal’s great-grandfather. The premise of Hal Rosenbluth’s management style is just as the title of the book suggests; concentrate on your employees first and your customers second. I found the management practices outlined by Mr. Rosenbluth to be innovative and applicable to all types of business, not just the travel industry. I was also very intrigued by some of the creative employment practices used by Rosenbluth International as well as their fight to stay alive in the travel industry following the tragic events of September 11, 2001 (9/11) (Rosenbluth, Prologue xi).
The majority of the book focuses on the process of hiring good people, treating them right, and letting their love and dedication for their company translate into premier customer service. The idea of putting employees first seems simple enough, however in today’s corporate environment it is easy to get caught up in the traditional measures of corporate success and lose sight of taking care of a company’s most important asset, its people.
It all starts with hiring the right people, and the book outlines some great strategies for doing just that. Rosenbluth contends that the most important approach to hiring is to find nice people. Their selection process focuses on finding kind, caring, compassionate and unselfish people as opposed to people with impressive resumes that tout multiple degrees, years of experience and impressive salary histories. It is customary for Rosenbluth International to interview eight to ten people for a position, especially leadership positions. Above all, look for nice people that care, because in most cases everything else can be taught (Rosenbluth 29).
It is...
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