A Quote by John J. Legere
I've given my email address to all 3,000 T-Mobile stores. Serious customer escalations come directly to me. Customers get a kick out of me responding to them, and the employees do, too.
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Customers or employees are free to shoot me email. I may not respond to every single one because sometimes the numbers are voluminous, but I read them all.
When I go to T-Mobile retail stores, I jokingly tell the employees that everybody between me and them is the enemy. In effect, what I mean is that in my paramilitary hierarchy, if I can hear them and they can hear me, everything will be fine. All we need to do is make sure the entire company understands that it's their job to pass information between us. And so far so good.
The biggest myth about fatherhood that you get given a direct phone number to talk to Santa and tell him how your kid has been behaving. Absolute bullshit. I got an email address and it's just giving me an out of office reply.
Motivate them, train them, care about them and make winners out of them. We know if we treat our employees right, they'll treat the customers right. And if customers are treated right, they'll come back.
![J. W. "Bill" Marriott, Jr.](/assets/images/photos/avatars/j-w-"bill"-marriott-jr.webp)
The decision-makers should communicate the customer pictures and the logic of the strategies and actions. That communication allows employees throughout the organization to implement the strategies and actions, tweaking them appropriately in response to variations in the marketplace. It also allows employees to recognize information in the marketplace that contradicts the customer pictures, either because the pictures were not entirely correct or because customers have changed.
I have connected by phone with customers who have left negative reviews and had a chance to get to know them. Not only was I able to solve their problems, a lot of the customers were so happy with the customer service that they become repeat customers.
An email address is like a customer's "digital fingerprint".
The outside-in discipline requires that you have an explicit customer-based reason for everything you do in the marketplace. Managers need to create what I call "customer pictures," verbal descriptions of customers that highlight the key customer characteristics and make those customers come alive. Although managers never know as much about customers as they want and need to know, the outside-in discipline requires that they construct customer pictures anyway, basing the pictures on whatever hard data they have plus hypotheses and intuition.
Starting my own business was kind of a wakeup call in a number of different ways. I had to meet a payroll every week, and we had to satisfy customers, and we had competitors that we had to compete with in order to have those customers come into our stores, and we had to compete with other employers for our employees.
Suppose a bad guy guesses the password for your throwaway Yahoo address. Now he goes to major banking and commerce sites and looks for an account registered to that email address. When he finds one, he clicks the 'forgot my password' button and a new one is sent - to your compromised email account. Now he's in a position to do you serious harm.
If you go into business school and suggest firing a customer, they'll kick you out of the building. But it's so true in my experience. It allows you to identify the customers you really want to work with.
Customers should complain more. You know, food's expensive nowadays. And these sommeliers come along with their thousand-page wine list and practically throw it in your lap. They're all businessmen and know that customers get intimidated and buy something overpriced. I say, always put them on the spot. 'You come back to me with a red wine at $30, $40. Come back to me with a choice.'
I'm told by our internal surveys that we take of customers - by customers themselves directly and by a very large group of our employees - that there's a new spirit at United.
Your employees come first. And if you treat your employees right, guess what? Your customers come back, and that makes your shareholders happy. Start with employees and the rest follows from that.
When email and the Internet came along, I never publish an email address. I just stuck with this P.O. Box address.
When you fight me, you aren't going to be able to be so careful. They better block their face and knock me out. I'm going to hit them, kick them. I'm going to come forward. They'll have to run, literally run, backwards. That's the only way to get away from me. And eventually you're going to run into the cage.
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