Tag Archive | customer loyalty




Does anyone remember 3 TV channels for baby boomers and older? abc, cbs, nbc

Does anyone remember the three basic vegetables growing up for baby boomers and older? Carrots, broccoli, potatoes

Does anyone remember the basic seasoning growing up for the baby boomers and older? Salt and pepper maybe oregano

Now we have …. unlimited potential for food, seasoning, local, forage, Nordic, ethnic, global flavors, ethnic spices, spirits and more.

With the advent of the internet, better communications and technology we learn more and expect more. People rely on perspectives, and answers to their questions.

So what does this mean to the foodservice industry? Whether you are an operator, director, or manufacturer you need to ask the questions who’s my audience, do I engage them with the right products/services and am I exceeding their expectations. If not someone else will take those sales, and opportunities. Need help to get started think foodservice forums, internet, think tanks, and related industries innovations.services.

Today more than ever you should revisit your options and make sure you are appealing to your customers or clients today and in the future. 3 channels doesn’t make it anymore!






J.Walter Thompson Company (JWT) releases a major study on the key upcoming trends influencing the business of marketing this year. On this year’s list is a trend, which has great implications for the healthcare industry: the correlation between health and happiness and the scientific findings, which support this relationship,

Happiness improves the function of key biological process

Positive mental health with longevity

Happiness and mental health improve in direct correlation with consumption of healthy food

62% feeling healthy is an important part of being happy

90% agree that happiness can have a positive impact on health

The connection between health and happiness is a natural one for hospital branding itself. Positive solutions with messaging.

All hospitals departments should be encouraged to include in their marketing initiatives social media and in house visuals that are outwardly posted (videos, posters, pictures) to help accomplish positive branding and marketing of their hospital culture and mission.

Only hospitals that want to increasing sales opportunities, patient satisfaction scores and be an Advocacy for wellness and healing.

Given the current pressures on marketing healthcare organizations there is a need to improving alignment with these ideas. Be healthy together. Brand strategy. New products, service and care culture that helps facilitate a healthier and happier life. According to Rob Rosenberg of Springboard Brand and Creative Strategy Hospital Branding Blog, “as you evaluate your brand strategy, consider ways you can motivate consumers to accomplish their health and happiness goals. Look for new products and services that help facilitate a healthier and happier lifestyle rather than just providing a “solution” to their medical problems. This upcoming trend is a great one for hospital brands to get behind. The more consumers see your hospital brand at the “corner of healthy and happy,” the more loyalty to it they will have and the more they will sing your tune”.

What are you doing to move forward your hospital’s image? Remember perception becomes reality.

Best wishes for a happy holiday season and a new year filled with health, happiness, and spectacular success!




When you are leader, you have an obligation to be certain that your team is clear about your strategy and the big picture. If they do not “get it,” the first place to start to look is at yourself and the senior leadership of your organization.  You have heard it before all initiatives and positive energy starts from the top down. If you employees do not believe you believe and are just going through the daily tasks without any passion why should they. Why would you? Does everyone truly understand these differentials or do they fall back into the same old general routine?

As a leader, do you know really know if your strategy is understood and can be executed? Have you gotten the objective results? Sales numbers, patient satisfaction scores, positive customer experiences, employee retention.

If not, then realign and reenergize your workforce. Start by setting a standard for what you mean by “getting the big picture. Set up talking points. Have a 30-second and three-minute elevator speech about the services and goods you produce. Have every employee in your organization answer 5-10 questions about the strategy and focus.

If they sound like your boss and your peers, you are golden; if not, you are likely out of sync.
Some questions to get you started.

1. Who are the customers or customer segments we serve, listed in priority order?

2. What are the services we provide now and which ones, if any, need to change as we implement the current strategy?

3. What is our value proposition and how does it set us apart in the marketplace?  This is crucial -do not be a commodity. Customization of service, experience will definitely make a different. Ask your audience what they want?

4. Which environmental trends/issues (such as market, economic, societal, political or environmental) are important to our strategy?

5. What are three things your division/department is doing to support the strategy?
Each of these big picture questions gets at the intent behind the strategy. There are right and wrong answers to these questions. In addition, a superficial understanding is not enough. Good people can be working hard on the wrong thing if their understanding of these questions is off base. Everyone involved in your team has to have a deep understanding of the big picture so that they can have the right tools, services, and people to provide solutions.

Throughout my career there have been frequent times that you can see the misalignment with strategy-it is evident in attitude, scores, and sales quotas. People have to understand and are engaged to be on the right rung in the ladder to move your company, its products and services upward and forward.

Regardless of your job or title, you have an obligation to ensure you can answer each of these questions (plus others as needed) for your business. If you are a senior leader, you have an additional obligation to ensure that everyone in your reporting structure can answer these questions in a manner consistent with your expectations. See what you learn and then take action.

What have you done in your department to have everyone on board?  Love to hear you ideas.