1to1 - Spring 2009 - (Page 22) puts a new An intense focus on employee engagement is at the heart of the appliance manufacturer’s customer care strategy. By Mila D’Antonio B uilding a better white box isn’t enough to retain customers today. Executives at Whirlpool Corporation recognize this, so the company’s approach to cultivating loyalty is to provide solutions that fit consumers’ unique needs. Whirlpool executives also realize that meeting customer needs starts by engaging the people who are closest to them: employees. The appliance behemoth’s mission, “Everyone, passionately creating loyal customers for life,” is the foundation for how its employees connect with customers. The challenge is instilling and maintaining that passion. Whirlpool developed a comprehensive strategy for meeting that challenge as a result of its 2006 merger with Maytag. Along with an extensive integration plan (see sidebar, page 23), the strategy includes guiding principles, continual communication, and employee empowerment, training, and recognition programs. Guiding principles align actions It takes an engaged and motivated staff to deliver a loyaltybuilding customer experience. One way Whirlpool maintains employee engagement is by helping its staff to understand their role in delivering that experience. The Gold Ring Promise and the Customer Bill of Rights elucidate both the company’s guiding principles and employees’ responsibilities in following them. The Gold Ring Promise is a pledge named for the gold “ring of promise” that wraps around the company logo. Its five 22 1to1 magazine http://www.whirlpool.com/home.jsp http://www.1to1media.com/View.aspx?BioID=24403
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