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ArticlesGlobal Business / Customer Service in a Diverse Marketplace Global Business / Customer Service in a Diverse Marketplace
Club Business International, September 2008In just 13 years, SATS has grown from a single club in Oslo to the largest club chain in Norway, Sweden, Denmark, and Finland. Its bold exploration of different ownership and business models has produced an empire of 108 wholly owned, 41 licensed, two franchised, and 21 corporate onsite facilities, with annual revenues of $226.9 million. For the past seven years, deputy CEO Dag W. Lee has played a critical role in its growth. Read More or Download and Print this article. 
Customer Service in a Shrinking World, from National Apartments Association’s Units Magazine, June 2002"One key to success is being knowledgeable about your market. Today, most accomplished businesses got that way because they are able to affectively communicate with people who are culturally and geographically diverse." Read More or Download and Print this article. Also on this subject: Customer Service in a Shrinking World from Sales and Marketing Excellence, February 2002." Read More or Download and Print this article. 
The Changing Face of Today’s Customer, from Connecticut Banker’s Association’s Magazine, Fall, 2004."What can we learn from a coffee house, an airline, a golf course and a ski resort? Plenty. Like many corporations in North America, Starbucks, Continental Airlines, and the Pebble Beach Company share a common challenge: They are all in mature markets and they offer a commodity that is widely available from any number of competitors." Read More or Download and Print this article. Also on this subject: The Changing Face of the Customer: Think Globally, Sell Locally, from Sales and Service Excellence, June 2005." Read More or Download and Print this article. 
Lipp Service, from HR Innovator Magazine, March 2004."In a global business world, the need for cross-cultural employee training is crucial to bridging functional gaps. Former, Walt Disney Company training executive, Doug Lipp knows this all too well. The Japanese executives representing the Tokyo Disneyland Resort were unhappy with their nametags and officials in California couldn’t understand why." Read More or Download and Print this article. 
How I got Here, from Sales and Marketing Management Magazine, May 2004"When he was 16 years old, Doug Lipp took a course in Japanese and fell in love with the language. A college internship in marketing at Disney focused his career plans, and after graduate school in Japan and the US, Lipp approached Disney for a job. He wound up helping start Tokyo Disney." Read More or Download and Print this article. 
Managing a Culturally Diverse Workforce, from California Nurserymen, June/July 1995"While the rest of the nation is awakening to the realization that the United States has a diversified populatin, California has been living with diversity for many years. You need to look no further than a recent factoid shown on CNN: California’s Department of Motor Vehicles issues written driving tests in 35 languages. The mix and introduction of cultures certainly has added to the energy and flavor of the California experience, but it presents its own set of challenges for owners and managers of business." Read More or Download and Print this article. 
Si Hablamos Espanol, How Banks are Tailoring Sales Strategies to Reach the Hispanic Market, from Bank Investment Consultant Magazine, June 2004"America’s Spanish-speaking population now numbers some 37 million people – 13% of the overall population, according to the 2000 U.S. Census Bureau. The fastest-growing market segment in the U.S., this demographic has been under-served by the financial services industry. But that’s changing." Read More or Download and Print this article. 
Going Global? Stifle Yourself! From Training Magazine, August 1995"When is 10 years of English not enough? When you haven’t learned the proud American practice of interrupting. Foreign nationals have to acquire that skill to get a word in edgewise with chatterhead Yanks." Read More or Download and Print this article. Would you like to read this article in Japanese? Click "here". 
Managing Culture, from Executive Excellence, December 2000"You are in a foreign land and faced with the challenge of self-preservation and conducting business successfully. Your corporate headquarters doesn’t know of the incredible challenges facing you. You have had little preparation for your assignment and have no idea if local managers will support or subvert you. What do you do?" Read More or Download and Print this article. Leadership / Managing Change
Embrace Change in Order to Remain the Same, from TASN News, Spring 2009"You are a successful food service professional. Perhaps you have been doing your job for a number of years. You might be a dietician, a cook, a supplier or administrator. In some cases, you have many employees reporting to you, or might even own a small business. In other cases, you are on the "front lines" and have learned over the years to skillfully work with a variety of colleagues to provide great service. You represent the variety of faces of success of your profession… and you are ripe for failure." Read More or Download and Print this article. 
Stuck in the Middle Seat, from TASN News, Summer 2009"Being Stuck in the Middle Seat® represents any number of things, and those things generally are not pleasant. Of course, at its most basic and literal level, it can refer to a physical location. You’re in a house, office, or physical environment that is uncomfortable. Perhaps it is too noisy, you don’t get along with your neighbors or your basic safety needs are not met. More often, however, it is a metaphor for a state of mind or an attitude. You’re in a career, relationship or state of mind that isn’t optimal, yet for some reason you don’t take the steps to change your situation. In essence, you’re "stuck." Don’t worry, you’re not alone. Moving beyond being Stuck in the Middle Seat® is a challenge each of us face." Read More or Download and Print this article. 
Embrace Change in Order to Remain the Same, from California Grocer’s Association Magazine, October 2004"As was learned the hard way at the Walt Disney Company, success breeds arrogance and arrogance can lead to complacency. Complacency can come in many forms and one of them is the one trick pony. In other words, you ride your successes-to-date well beyond their effective lifespans. It might be that creative way you give presentations to prospective clients, or it could be the way you have traditionally served and supported your customers or employees." Read More or Download and Print this article. 
Even Monkeys Fall From Trees: Embrace Change…In Order to Remain the Same, from National Association of Independent Life Brokerage Agencies Magazine, Winter 2004."Why change now? Great question. the key to getting beyond the one trick pony is to level with yourself and recognize that, quite possibly, the way you currently conduct business is outmoded. Perhaps your customers would like services that you can’t won’t provide." Read More or Download and Print this article. Also on this subject: Why Change? Avoid Complacency, from Leadership Excellence, April 2005." Read More or Download and Print this article. 
Deciphering the Needs of the Multicultural Workforce, from Leading for Results, February 2004"Maybe once upon a time, managers and corporations in the U.S. could get away with treating people all the same way. Today, with the immigrant population nearing close to 12 percent of the U.S. population a a whole, business leaders can’t get away with pretending that their employees and customers are clones of a typical US citizen." Read More or Download and Print this article. Customer Service
Rare Care: Experts Say it’s Easy to Improve Service, from Sacramento Bee, December 2001"In the early and mid-1980’s, Lipp cut his professional teeth at the Walt Disney Co., where he was on the start-up team for Tokyo Disneyland. Later he was named head of training at Disney University in Burbank, the company’s corporate headquarters. From his Disney days and subsequent work at NEC Electronics, Lipp has just two bits of advice for companies striving to improve their customer service." Read More or Download and Print this article. 
United in Innovation: Leading in Customer Service? Residential Lighting, February, 2004"Good customer service is often overshadowed by the day-to-day duties of running a business. Lighting showrooms need solid leaders, from the sales floor to the stockroom in order to succeed." Read More or Download and Print this article. 
Dealing with the Challenging Customer: How Empathetic are your Reps? from Best Practices in Customer Service, April, 1998"One of the most challenging areas of customer service is listening effectively with empathy. This is especially difficult when interacting with a customer who is frustrated or upset. Faced with an agitated customer, it is all too easy for the service provider to fall back to a pattern of responses such as: "That’s the policy… If you would just calm down… The only thing I can do is…Let me get my supervisor." None of these responses address the emotional state of the customer." Read More or Download and Print this article. 
Customer Service Killers: Know Them and Avoid Them, from Amusement Business, December 1995"Lipp noted that people react to actions, vocal tone and actual words in that order. People believe the message they get from our facial expressions, general body language and the tone of our voice before they believe our words. Your words are useless unless your actions and voice are sending the same message." Read More or Download and Print this article. 
The Customer Service Balancing Act: Art or Science?, From The Chiropractic Journal Magazine, December 1996"What is the secret of Disney success? One of the secrets is consistency. The message spoken is the same one lived by every employee. Too many companies talk about the importance of ‘our human resources‘ without supporting them. At Disneyland, we constantly reminded employees that every function was important. Any position could make or break the experience of the customer." Read More or Download and Print this article. 
Be it Art or Science, Customer Service Demands Diligence, from The Sacramento Bee, January 1994"Many service providers are unaware of the basics of how to be courteous, friendly, or even helpful. The ability to provide outstanding customer service is as much an art as it is a science. The ‘art’ of customer service appeals to the emotional needs and ego of the customer. The ‘scientific’ side is more task-oriented." Read More or Download and Print this article. Japanese & American Intercultural DiversityClick here for articles in Japanese
Bridging the Cultural Gap: Sacramentan Tutors Business People in the ways of Japan, from Sacramento Bee Business Section, February 1998"As Olympic athletes are discovering, Japan is a nation riddled with subtle and labyrinthine social rules. When local business leaders need help in fording these tricky cultural waters, the man they turn to is Douglas Lipp. Lipp earns a living helping U.S. and Japanese companies understand each other." Read More or Download and Print this article. 
Working in Contrsting Cultures, from Training & Development Magazine, February 1998"Here’s a seven step process that can help people from different cultures understand each other’s intentions and perceptions so they can work together harmoniously – based on real-wrold examples of U.S.-based Japanese subsidiaries." Read More or Download and Print this article. 
Smoothing Out Cultural Misunderstandings, from Training Magazine, October 1992"The American employees at NEC Electronics American base were confused. NEC is a Japanese-owned company and the American workers could make no sense of some of the behavior of their Japanese coworkers. The Americans were puzzled by several things." Read More or Download and Print this article. Would you like to read this article in Japanese? Click "here". 
Spanning a wide Cultural Gap: Consultant Teaches American Executives Japanese Protocol, from the Sacramento Union, December 1990"A group of American executives travel to Tokyo to discuss a joint venture with a Japanese conglomerate. In their briefcases, they carry terms that will make both companies rich. Still, the Americans come home empty-handed. Chances are their failure had more to do with etiquette, or the lack thereof, than with business strategy." Read More or Download and Print this article. 
Working with Japanese: Taihen Desu Ne, from The Japan Times Weekly, March 1986"Seven enthusiastic foreign businesspeople, comprised of four Americans and three Euroeans working closely with Japanese on a daily basis, attended the ‘Working with the Japanese’ seminar recently in Tokyo. Their goal: to learn how to avoid potentially costly misunderstandings." Read More or Download and Print this article. 
Working for the Japanese, from Training Magazine, December 1992"Americans who work in America for Japanese companies do a lot of head scratching, mumbling and puzzling over the behavior of the people in charge. Working for the Japanese presents challenges for American workers that are unique and often frustrating yet, at the same time, potentially rewarding. Complex human issue arise when Americans and Japanese are employed by the same company and are expected to work together." Read More or Download and Print this article. Would you like to read this article in Japanese? Click "here". Articles in JapaneseGoing Global? Stifle Yourself! From Training Magazine, August 1995 Smoothing Out Cultural Misunderstandings, from Training Magazine, October 1992 1995 Working for the Japanese, from Training Magazine, December 1992 |
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