This went through my mind last night as I dined at Bonefish Grill, a national chain of fish and seafood restaurants. Our customer experience was minor but it does speak to the power of empowered brand trained employees who live their brand and those that don’t. Bonefish is in the latter category.

My friend ordered the sea bass. This item is offered in 6 and 8 ounce portions.  He ordered the smaller portion. The waiter, who offered exceptional service in every way, came back and told us that they had run out of 6 ounce portions and that he could order something else or accept the 8 ounce portion. My friend said he would accept the 8 ounce portion, but didn’t think he should have to pay for the larger order. The waiter agreed that this was something they should be able to offer and said he’d go to bat with management. That was that. Until his order was placed on the table that is.

My friend was given a piece of fish no more than 6 ounces. We were all somewhat surprised by this. He asked the waiter, “so…did they find a 6 ounce piece of fish” and the waiter said that they had taken a larger piece, took off 2 ounces and served what he ordered.

We all looked at each other in amazement. Someone in management would rather throw out 2 ounces of fish than unexpectedly delight the customer. We asked about this and the waiter said he was just as surprised and would get the general manager. Apparently the kitchen manager made the call.

The manager came over, was very apologetic about what happened, and handled it well.
But this was a huge missed opportunity to build the Bonefish brand with some regular customers! Rather than bring the customer a small extra serving at no additional cost, the kitchen manager only saw his job to live to the order.  He had no understanding on his role in creating a memorable experience for the customer, and thereby building the Bonefish brand with us.

We were filled to the gills, but our brand experience of Bonefish Grill was certainly, well, fishy…all because of two key missing ingredients. First, the waiter should have been empowered to do what it takes to satisfy the customer and build the brand. And second, the kitchen manager needs to know that, despite being behind the scenes, his decisions can impact customer’s brand touchpoints everyday. Will we go back to Bonefish? Probably. But our expectations of their brand are definitely lower.

Jeff Cohn receives Inc. 5000 award.

I just finished attending the 2009 Inc. (as in Inc. Magazine) Conference, celebrating the Inc.500/5000 list of the nations’ fastest growing companies. To be on this list, a company must show a minimum level of revenue ($1m) and submit certified financials to prove revenue growth. The top 5000 companies are ranked. This year, Cohn Marketing marked our second consecutive year on the list at the rank of 1279. Those companies on the list as well as “alumni” of the list are invited to the conference, now held annually in D.C. Part award and recognition, part motivation, part education and part just fun, the conference brings together entrepreneurs from all walks of life that have made the list. It’s a great experience each year, meeting these incredible people that have started businesses with a good idea, a few dollars and a lot of hope and prayers.

The Inc. Conference offers 2.5 days of general and break out sessions with some of the country’s best thinkers on business and entrepreneurship. This year featured some new voices and some trusted previous presenters. At the top of the list were three especially impactful voices, Tony Hsieh, CEO of Zappos.com, Jim Collins, bestselling author and business thinker and Ari Weinzweig, founder of Zingermans in Ann Arbor, Michigan.

Each had a different message worthy of thought and consideration. Zappos CEO Tony focused his presentation on how Zappos focuses on customer loyalty as a driver of brand. Collins spoke about his new book about why “Great” companies fail as well as good reminders of the many important messages in his hugely selling book “Good to Great,” including the key concepts of the core values, having the rights seats on the bus and the right people in those seats, etc. Ari spoke of Servant Leadership, his company’s way of management that teaches managers to “serve” the level below them, ultimately leading to the front line employees serving the customer.

Another great experience came courtesy of the Kauffman Foundation of Kansas City. This foundation is one of the top 25 foundations in America and is solely focus on the subject of entrepreneurial achievement. I was an invited guest to a special event presented by Kauffman featuring Chris Gardner, the subject of the Will Smith “The Pursuit of Happyness.”  Mr. Gardner spoke about the need to empower entrepreneurs in the U.S., dovetailing in the launch of a new initiative by the foundation to bring a policy voice for entrepreneurship to the U.S. Government.  I’m glad they are taking this on as so much of the country’s economic and job growth comes from small growth oriented business

One extremely moving moment came at the beginning of the big celebration dinner. At the beginning of the dinner, a few key entrepreneurs were highlighted on the large video screens. The last person was a woman named Allison Schubach, who created Invisibib, a company resulting from her own personal disability. She discovered a need for transparent adult bibs that could catch food spills without being clinical. Her company emerged from this simple idea and is a thriving venture now. As she was applauded with a standing ovation as she sat in her wheelchair on stage, I don’t think there could possibly have been a dry eye in the house. One feels a sense of tremendous acknowledgement for someone that has overcome such adversity, built a business and served millions with their idea. And at the same time, you cannot escae the feeling of motivation to follow in her proverbial footsteps and make a difference in the world.

This was my fifth time attending the Inc. Conference, having been there three times with my friend and client Michael Szyliowicz when his company, Mont Blanc Gourmet was on the Inc. 500 list. The last two years we’ve gone because of Cohn Marketing’s inclusion. Helping my friend and client to be there and being there as a result of my team’s focus on excellence are two of my most proud achievements. Inc. celebrates this in so many ways. And now, with the lessons of the speakers, the motivation of Ms. Schubach and my own sense of drive, I’m excited to focus on being there again and again.

MKE business center

As I got off of my flight, I walked through the concourse wondering where I could sit, plug in and work for an hour or two during my layover. I walked by a room near my gate called “Business Center.” The door was open, there was no staff and no membership fees to pay. Just a calm, clean, quiet room with carpeting and nice lighting, along with a lineup of ten cubicles. Each cube offered plugs, a working space and very nice office chair.

Happy kids make happy moms.

In the quiet space, way far away from the din of the concourse, I worked and worked. Nearby were bathrooms, newsstands, coffee shops and other amenities. I had everything I could possibly need. So did the mom’s across the concourse as they watched their kids play in a small but well executed play area. Business people getting work done. Happy moms. That’s putting their customers first. Impressive.

I propose that these simple amenities, being provided by the City of Milwaukee and their aviation board, are impacting the MKE brand in a positive direction. One that makes me think I’ll fly through here again soon if given the option. And one that builds their brand in my mind through this thoughtful touchpoint.

I wish other airports, including my own in Denver, had this level of progressive thinking. I also wish this type of innovation would be considered by the shopping center industry. Making the right decisions on behalf of customers is the first step towards rebuilding the industry in the hearts and minds of people it serves.

Online reputation management isn’t rocket science. Basically, it is a blend of traditional public relations and customer service, coupled with crisis communications strategies. And, the number one PR 101 strategy still applies: Be proactive because if you don’t proactively get your message out someone else is eager to offer his or her opinion of the situation. Taking a proactive approach might even more important in the online world because today’s consumers expect brands to be listening and they demand an honest, timely response. At the end of the day, no matter how big or small the brand, no one can hide from customers or media. If they try, to hide companies are basically allowing anyone and everyone to manage their brand’s reputation.

Instead of being guided by fear of the unknown, we encourage companies to begin learning and engaging in this new world…it is certainly in their best interest.