The winners in the study were guided by the suggestions of customers. They paid close attention to that defining moment when an employee and a customer interact. Their front-line people have authority.

Randy Katz DMD, practicing dentistry in Monticello since 1989 said; “When a billing question comes in, either of our receptionists can deal with it. After hearing out the patients’ question, they say ‘I will pull the file, review everything and get back to you within an hour.’ My receptionist handles it promptly and shows respect for our patients time.”

As Peter Drucker said, “Each of the individual service people must be the ‘boss’ with the customer. The rest of the organization must support him or her.” The best way for Hudson Valley organizations to overcome competitors is to deliver products and services that meet customers’ expectations…and immediately remedy problems!

To stay ahead of competitors keep information up-to-date and allow it to fine-tune strategy as the market changes. “No two store locations are quite the same,” say’s Burgess Peters of Price Rite Trailer Sales in Youngsville, Montgomery and Tennessee. Customer needs vary from market to market and inventory may have to be different to serve them.”

An unending competitor advantage is to constantly strive to improve productivity and eliminate waste. In other works, perfect operational excellence. But it’s important to decide which processes are most important.

Dr. Katz continued; “Our practice gross has increased and much can be attributed to investments in continuing education and new equipment. As a result, we are able to do more root canals and crown and bridge work rather than referring out to a specialist. The patient knows and trust us and is not inconvenienced with travel or intimidated by having to see a stranger.”

When David Johnson became CEO of Campbell Soup in 1990, sales were flat, profits were declining, and market share was dwindling. Johnson cut the workforce by 15 percent, shut down 20 plants, and dumped unprofitable products.

His surviving plants bid for the business that had been handled by the operations axed. Plant managers were forced to focus on cutting costs and improving productivity to get the extra work. Johnson created a performance-oriented culture and operating efficiencies soared.

Awarding achievement with praise and bonuses is evident at Home Depot, where employees make no more than the industry average. But part of their income comes in company stock, which ties their performance directly with their pay. Every winning company in the Evergreen study had some compensation tied to overall company performance, making people feel like owners.

In the wake of corporate scandals, establishing clear values and requiring everyone to abide by them is more important than ever. Hudson Valley organizations that empower and train their people to serve the customer and authorize them to immediately solve product or service problems will flourish.

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