Sizzler Embraces Customer Experience Competencies

I just read a great article called Kerry Kramp Keeps Sizzler Relevant that discusses how Kerry Kramp, CEO of Sizzler, did a complete makeover of the company. What makes it so interesting is that Kramp embraced all four core customer experience competencies. Here are a few excerpts from the article that showcase each competency:

Purposeful Leadership:

“Leaders have to be directly engaged in the business to the point where they can really understand that the decisions they make are affecting the business — the employees, the profitability as well as the guests. You can’t lead from a corner office. You’ve got to lead from being out there where the business is actually done.”

The measuring stick was long-term success through customer satisfaction. Kramp didn’t want employees taking drastic measures to earn extra profit this quarter if it wouldn’t align with the company’s core in 50 years.

Compelling Brand Values:

“The value-to-what-you-got equation was a little bit off,” Kramp says. “So it began a course of discovery to try to understand what really made Sizzler tick — not so much where the direction had been in the past as much as where the guests wanted Sizzler to be.

“It was to try to understand the uniqueness of this 50-year-old company,” Kramp says. “Where it had been and, really more so, where everybody wanted it to be and how to make it relevant to the consumers that we would need to be attracting in this new world order with the economy changed the way it has.”

Employee Engagement:

Gauging what employees need to do their jobs should be ongoing and continually balanced with customer feedback. Kramp regularly tours stores to ask whether employees have tools to connect with customers, based on their own perceptions of what they think patrons want.

“All of a sudden, whether you’re the cashier, the dishwasher or the server, you knew the food,” he says. “You knew what ingredients were in it, you knew why we did what we did. If you know that the ladle’s supposed to be upright and it’s not, you stop and make sure that the ladle’s upright. The employees began to take real ownership of the way that things were done.”

Customer Connectedness:

“From the guest side, first it was to really understand what was important to them,” he says. “It was looking at: How do the guests want to use us?”

Start by observing as customers use your service and talk to others about it. Kramp watched customers as they examined their 50-plus menu options — often appearing overwhelmed.

“We kept our finger right on the pulse of the guests’ feedback,” Kramp says. “As they gave us indications of what they liked — either verbally or through the product mix, what were they ordering — we kept adapting our business to the direction that they wanted us to head in.”

The bottom line: Are you making customer experience sizzle in your organization?

About Bruce Temkin
I am a customer experience transformist, helping large organizations improve business results by changing how they deal with customers. As part of this focus, I examine strategy, marketing, interaction design, customer service, and leadership practices. I am also a fanatical student of business, so this blog provides an outlet for sharing insights from my ongoing educational journey. Simply put, I am passionate about spotting emerging best practices and helping companies master them. And, as many people know, I love to speak about these topics in almost any forum. My “title” is Managing Partner of the Temkin Group, a customer experience research and consulting firm that helps organizations become more customer-centric. Our goal is simple: accelerate the path to delighting customers. I am also the co-founder and chair of the Customer Experience Professionals Association (CXPA.org), a non-profit organization dedicated to the success of CX professionals.

4 Responses to Sizzler Embraces Customer Experience Competencies

  1. Anne Wood says:

    Another great post, Bruce. What Sizzler are doing seems such common sense but the irony is the ‘common sense’ is anything but common. A perfect example of putting the customer first and listening to their needs in order to create excellent service. I’ll be using this example with my own contact so thanks for sharing.

  2. Ray Brown says:

    Thanks Bruce. This is getting down to the real nitty gritty. It’s stories like this that make concepts like the four competencies real. Here in Australia I don’t even know who Sizzler is but I know that this post will be energising for clients of mine who are accountants. They are in the early stages of a “Clienteer” project where they are actually speaking to and learning from their clients, how novel is that for normally task based accountants. The Sizzler story resonates on every level with their project and seeing others create value from “customer work” will enthuse them come monday.

  3. Daryl Choy says:

    It’s the BCE Chain, or Brand-Customer-Employee. It’s similar to the Service Profit Chain (SCP) developed by Hesket et al. The main difference is that SCP establishes relationships among profitability, customer loyalty, and employee satisfaction. BCE is not really the so-called competency but instead key element to achieve profitable sustainability.

  4. Pingback: Improve “Purposeful Leadership” In 2011 « Customer Experience Matters

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