This press relase details the new structure of the European Customer Relations and Sales staff.

WESTINGHOUSE RESTRUCTURES EUROPEAN ORGANIZATION

Pittsburgh, June 8 – Westinghouse Electric Company today announced the appointment of Per Brunzell as Vice President, Customer Relations & Sales, Europe and the restructuring of the Westinghouse organization in Europe.

The newly unveiled organizational structure will be led by: Mr. Brunzell; Tony Granda, Vice President, Nuclear Services Operations, Europe; David Powell, Vice President, Nuclear Fuel, Europe; and newly appointed Vice President, Government Affairs, Europe, Fernando Naredo.

In addition to these vice presidents, regional directors now function in each major country of operation, where they serve as senior executives for Westinghouse in their respective regions.

Steve Tritch, Westinghouse Electric Company President & CEO commented that the appointment and restructuring will focus on growth while providing flawless products and services.  “I am confident that this new organization structure for Europe will help foster greater customer intimacy and alignment, while ensuring that we offer and deliver to our customers the highest quality products and services,” he said.

Mr. Brunzell returns to Westinghouse after a brief retirement.  He brings with him an extensive base of customer and industry experience and knowledge.  He will be responsible for managing Westinghouse’s relationships with customers in Europe, as well as supporting the pursuit of opportunities to expand Westinghouse’s business in existing and emerging markets in Europe and Russia.

Mr. Granda serves as Vice President, Nuclear Services Operations, Europe.  In this capacity, he is responsible to ensure quality execution and on-time delivery for all Nuclear Services products and projects in Europe.

Mr. Powell continues to lead as Vice President, Nuclear Fuel, Europe.  Mr. Powell’s primary responsibly is guaranteeing the delivery of fuel for Westinghouse’s European customers and enabling the growth of European Fuel Business.

Mr. Naredo, newly appointed Vice President, Government Affairs, Europe is responsible for partnering with the business units in developing new business opportunities in the European Union.   In addition, Mr. Naredo is maintaining European Union relationships, monitoring legislation that may affect the nuclear industry and creating a focused liaison with the European Union and other governmental agencies in Europe and related industry associations.

Regional directors, who will now report directly to Mr. Brunzell, will maintain customer relationships, identify growth opportunities and provide oversight to ensure efficiency and customer satisfaction in their respective regions.  Regional directors are: Michael Züfle, Germany and Switzerland; Bill Poirier, France; Jim Noyes, Belgium; Bob Bonner, Russia and Eastern Europe; and Rogelio de Haro, Spain. Mr. Brunzell will serve the Nordic Region.

Westinghouse Electric Company, wholly owned by BNFL plc of the United Kingdom, is the world’s pioneering nuclear power company and is a leading supplier of nuclear plant products and technologies to utilities throughout the world.  Today, Westinghouse technology is the basis for approximately one-half of the world’s operating nuclear plants.

This article was published internally, describing how the successful airline JetBlue incorporates ideas of Behavioral Differentiation, one of the four parts of Customer 1st.

JetBlue captures competitive edge by listening to its customers

Two tenets of Behavioral Differentiation are to “invest in the customer” and to “spend more time asking and listening than telling.”  JetBlue, a rising airline company has proven its excellence in both these areas.  By setting itself apart from its competitors, JetBlue continues to be known for its quality of service and customer relations.

“[Y]ou communicate whether you care, whether you are listening, whether you are responsive to the customers needs and concerns, and whether you are placing your customer’s interests ahead of (or behind) your own.  Your behavior communicates what you think of customers, what you consider important, and whether you really want their business.[i]”  Behavioral Differentiation, whether consciously or unconsciously, affects how we are perceived by our customers and the public.

The terrorist attacks of September 11, coupled with a weakening economy, resulted in the airline industry falling upon tough times.  Customers were extremely vocal in their reluctance to fly, demanding impenetrable cockpit doors among other increased security measures.

            As airlines such as American, Delta and British Airways fired employees and cited reasons for not incorporating impenetrable cockpit doors, JetBlue remaining quiet while listening to what the customers wanted.

            Morning shows on both television and radio across the country discussed the importance of impenetrable cabin doors and other added security features on airlines.  While this topic was in the forefront of the entire nation’s minds, the largest airline carriers refused to budge, remaining in stasis.

            The larger airline carriers continued to state that they could not add these additional safety measures.  Doing so would make the aircraft heavier, and as such, would need more gallons of fuel each flight.

            JetBlue however listened to its customers, and without the layoffs that were becoming typical of other airlines, JetBlue unveiled the first bulletproof and impenetrable cabin doors in the air.  At the same time, JetBlue also announced that it planned to absorb the cost of the extra fuel itself, without raising the price of tickets.

            JetBlue cited the decision as an easy choice: offering the customers what they wanted and needed, even if it meant working harder from their end.  Travelers finally had the security they were seeking in the air while JetBlue launched ahead of its competitors who were reluctant to change and vocal in their opinions that they did not need to alter their existing fleets of planes[ii].

            Since its first flight in February of 2000, JetBlue has served more than 25 million customers flying non-stop between 32 cities in the United States and the Caribbean.  The JetBlue fleet currently consists of 68 planes and orders have been placed for 433 more planes as the carrier rapidly expands[iii].  Posting a gross profit of over 450 million dollars last year[iv], JetBlue continues to be a rising leader in the airline industry.

            JetBlue differentiated itself from the other airlines of the industry by listening.  Not revolutionary, but different; different enough to stand out and move to the forefront of consumer’s minds.

This article was published internally, describing how the cartoon show “The Oblongs” shows characteristics of Behavioral Differentiation.

“The Oblongs” showcase overcoming obstacles, mirrors corporate culture

“The Oblongs” aired in 2001 on The WB, following the lives of the Oblong family.  Milo, the show’s main character, is almost physically normal (his only physical difference is that one eye is much smaller than the other), but suffers from Attention Deficit Disorder and Obsessive Compulsive Disorder.  Also featured are his mother, Pickles, his sister Beth, conjoined twins Chip and Biff, his father Bob and Milo’s friends Helga, Susan, Peggy and Mikey.  The heroes of the show live in a valley contaminated by “a chemical spill [that] came from the people living up on the Hill.[i]”

            All the characters overcome their adversities, even Bob, though he has no arms or legs.  Bob keeps an assembly-line job, cuts wood, gives charade clues and lights a barbeque- all with his head.

            To create customer success, it is necessary to help our customers navigate barriers, and although it is a different variety of barriers than the Oblongs must navigate, the issue remains the same: becoming a resource for the customer.

            Westinghouse behaviors state that “the account team will identify for each level of the customer’s organization, primary and alternate Westinghouse points of contact to navigate Westinghouse and act as a resource for any other issue.[ii]”

            By assisting and guiding our customers around these barriers, Westinghouse can gain what “The Oblongs” did not: success and survival.

            Those living up on the hill are well aware that they have everything they could ever want.  Spoiled and pampered, they go about their day-to-day lives without a care.  Each episode however, shows the resourcefulness and ambition of those living in the valley, the Oblong family and their friends.  While those people living on the hill refuse to change, it is the Oblongs who succeed in the end, even in the face of their personal obstacles.

            One such episode shows Pickles as she forms a troop of girl scouts.  Subsequently, they become stranded in the middle of the big city along with the troop of girls from on top of the hill.  The troop led by Pickles ultimately saves both groups, utilizing what skills they each possess, even with their mental and physical obstacles.

            Unfortunately, “The Oblongs” did not survive past their first season.  Canceled due to low ratings, it was hailed as one of the best, but least understood, satires of its time.  “Oddly, the media’s most direct and critical representations of class inequality are in cartoons, the only spots on American television that make no claims whatsoever to realism.[iii]”  It is the story of the series itself that is the greatest irony.  “The Oblongs” could not overcome their own barriers, the sheer absurdity of the premise and characters, coupled with the far-off satire, and was eventually forced into television history (it is aired as re-runs on Cartoon Network’s, “Adult Swim” and on TBS).

However, by keeping a Customer 1^st attitude and assisting our customers navigate the barriers they are presented with, Westinghouse has the opportunity to continue to build its relationships with these customers and grow as a company.  By ensuring that we act like those who lived in the valley, we can guarantee our customers honest, helpful and productive points of contact and interactions.

This article was published internally, describing how Zippo incorporates ideas of Behavioral Differentiation, one of the four parts of Customer 1st.

One expectation of Performance-Related Behaviors is to own and proactively solve problems.  As the Westinghouse Behaviors state, we should “Proactively identify issues, regardless of origin, when working with customers, and behave as though you own the issue.  Address relevant commercial issues in the context of a solution and not as a barrier.[i]”

“Positive behavioral differentiation has several important effects.  First, it’s memorable.[ii]”  Memorable is the word to describe the 70-year old company, Zippo.  Their commitment to their customers and their customers’ concerns make them stand out in the minds of consumers.

Based in Bradford, Pa., Zippo has offered its lifetime guarantee since its founding.  And the catch to this guarantee: there are no disclaimers.

Zippo lighters are repaired, at no cost to the customer, for any reason, even extraordinary circumstances.  One common situation is the lighter being run over by a car.  When Zippo customer relations are approached about any lighter in disrepair, they offer a repair packet, which includes a fiber-reinforced envelop with Zippo’s address.

Zippo’s in-house repair clinic fixes more than 131,000 lighters a year.  Grateful customers send an average of 20 handwritten thank-you notes a week.  These are kept on file and discussed during performance reviews, recognizing Zippo employees for their dedication to the customers.

When a lighter comes into the repair shop, the 14 full-time employees not only fix what is indicated, but also replace flints, hinges and anything else that may be wearing.

George G. Blaisdell, founder of Zippo, led by his image of customer relations.   His philosophy was, “Build your product with integrity … stand behind it 100 percent and success will follow.”

Employees of Zippo routinely state that their job is more enjoyable and fulfilling because of the importance placed on the customer.  Shirley Evers, consumer relations manager states, “I wouldn’t want to do consumer relations for a lot of companies because of their poor attitude toward the consumer or because they don’t stand behind my product.  This makes my job so much easier.”

The employees at Zippo truly do take on issues as their own, proactively identifying potential problems, regardless of the cause as Evers exclaims, “It’s a whatever-it-takes attitude here.[iii]”

This article was published internally, describing how the American Medical Association and Sunbeam refused to incorporate Behavioral Differentiation, resulting in a loss of brand equity.

 The Good Housekeeping seal is almost universally known to be adorned on quality products, as deemed by the Good Housekeeping Institute.  This symbol is visible to consumers to allow them to easily identify products that have been thoroughly tested and deemed of the highest quality.

            In quite the same manner, the American Medical Association (AMA) seal also signifies the same: that the association made up of about 300,000 physicians stands behind a product or practice.

            The AMA entered a partnership with Sunbeam Corporation, stating that it would affix its seal of approval to Sunbeam home health products without any testing.

            The board of the AMA did not know of this deal and when they found out they were infuriated.  Working to stop the damage however proved too late, as Sunbeam then sued the AMA for 20 million dollars and the right to affix their approval seal on their home health products, creating a losing situation all around: the AMA has lost credibility while Sunbeam’s products will now be endorsed by a seal that is only there because of a major lawsuit.

            A former member of the AMA board, Dr. Raymond Scaletar, spoke out about the situation, stating, “The board and the staff have to be much more forthright about what business relationships are planned or are under development.”  Scaletar continued, “We need to know—in what direction is this organization heading?[i]”

            It also came to light that the AMA pursues many of these types of ventures each year, working with Procter & Gamble, Hoffmann-LaRoche and Minnesota Mining and Manufacturing Co.

            By sharing valuable knowledge, Westinghouse can put forward a Customer 1^st attitude through its behavioral differentiation.  As the Westinghouse Behaviors state, we should “Proactively provide pricing transparency by sufficient breakdown and explanation for the customer to understand cost drivers and develop budgets without requiring additional information.  Keep customers informed regarding Westinghouse industry status, performance and direction.[ii]”

            “The Sunbeam – AMA scandal teaches us the importance of reputation when it comes to credibility – how hard it is won and how easily it is lost.[iii]”