January 30, 2013

Boeing’s new Dreamliner is experiencing serious issues. There have been smoldering battery compartments leading to emergency landings. This isn’t good on an airplane.

I love Boeing.

Boeing is one of the most important companies the U.S. has in its portfolio.

Sure, Boeing is not likely to bring me in to work on their team.

I would like to offer what I would do as CEO of Boeing.

I would set aside a large fund to compensate and reward customers for being early adopters of the Dreamliner. I would compensate for all losses as a result of grounded aircraft. Then, I would go beyond that with marketing money and then something extraordinary—something like paying for the fuel for each Dreamliner for a year. It has to be something to greatly please the customer. It has to make those deciding between Airbus and Boeing stop and think, “if there is a problem, Boeing will more than cover. Go Boeing.”

This is certainly an over simplification. But the goal is to surprise the hell out of the customer. Why? Because most businesses want to “stop the bleeding” rather than please the customer.

What do you do when your customer has a problem with your product? The real measure of service is how far beyond “fix” you are willing to go for your customer.

Chris Reich, TeachU

Chris Reich

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