I worked for Discover Financial Services last summer and was able to see that their main focus is on customer service. In terms of branding, they focus mainly on being the card used by your average, middle-class card member. As opposed to American Express who targets a higher class member, Discover focuses on the normal American consumer. In its current commercials, Discover promotes that its employees are just like the people calling them. Discover wants its members to know that when they call in, there will be a real person on the other end of the line that can assist them in whatever they need.
Below is a link to the Discover website where you can view some of the current commercials:
https://www.discover.com/company/our-company/advertising/index.html
Discover is known for its customer service. It was ranked a close 2nd to American Express in the JD Power survey on customer satisfaction. Discover was only behind by a few points. They have also won numerous awards for customer service and follow the motto that the customer is always right. During my internship, I was able to visit one of the call centers and listen in on calls. The agents are not only incentivized to answer as many calls as possible, but more importantly they are incentivized to make the calls memorable and about the customer. Discover is a new company and used its customer service focus to get to the top of its industry.
I think there is a strong relationship between brand and reputation. Discover ties its branding of being a company for the average American with its reputation of customer service by providing exceptional service to anyone and not just a targeted class of people. Discover is the all encompassing brand where any customer can call in and feel like they are having a personalized experience. They don't want to be all fancy and technical, but instead treat their customers in a casual, yet still professional, way.
Tuesday, November 19, 2013
Tuesday, November 12, 2013
Reputation
Not to bring up my sorority...again. But it has truly been a defining factor in my college years. When I first became President, the only reputation I had was the one of being a good member. People knew that I was organized and had the potential to be a great leader, but they knew nothing about my ability to be the face of the organization.
It was my job to set-up my reputation right from the start. I began by setting expectations for the chapter that I would not falter on. Those include things such as: coming to chapter, being composed at events, paying their dues, treating the executive board with respect, etc.
I knew that from the start I had to stick by my expectations as well as present a united front with my executive board. If I faltered, I would have lost all of the respect I had built up and would have to start all over again so that members would learn that they can't walk all over me.
To keep my reputation intact I make sure that I stick by what I say. If the executive board creates a new rule, we will all stand by the rule even if it is not popular because we know it is best for the house. I also want to enhance my reputation by acknowledging when I am wrong. If I make a mistake, I will own up to it because I want the house to see me as a trustworthy person who is confident enough to admit my own mistakes.
It was extremely difficult at first, especially because I was only a sophomore, not to give into the demands of the seniors. They were older than me and thought they could take advantage of my position; however, I always stuck to my beliefs and eventually they realized I would not falter. Building that relationship with them was important to building their trust in me as a leader.
It was my job to set-up my reputation right from the start. I began by setting expectations for the chapter that I would not falter on. Those include things such as: coming to chapter, being composed at events, paying their dues, treating the executive board with respect, etc.
I knew that from the start I had to stick by my expectations as well as present a united front with my executive board. If I faltered, I would have lost all of the respect I had built up and would have to start all over again so that members would learn that they can't walk all over me.
To keep my reputation intact I make sure that I stick by what I say. If the executive board creates a new rule, we will all stand by the rule even if it is not popular because we know it is best for the house. I also want to enhance my reputation by acknowledging when I am wrong. If I make a mistake, I will own up to it because I want the house to see me as a trustworthy person who is confident enough to admit my own mistakes.
It was extremely difficult at first, especially because I was only a sophomore, not to give into the demands of the seniors. They were older than me and thought they could take advantage of my position; however, I always stuck to my beliefs and eventually they realized I would not falter. Building that relationship with them was important to building their trust in me as a leader.
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