"Rough Seas, Tough Customers", FAST Company, June 1999

FAST Company June 1999

"Rough Seas, Tough Customers"

"Rough Seas, Tough Customers" talks about a transportation giant called Sea-Land Services, Inc. based in Charlotte, North Carolina and how rapidly things have changed in their business. John Crawley is VP in marketing and talks about three very powerful forces 1) globalization, 2) technology, and 3) deregulation that is transforming the business. This relationship with customers is changing because they are becoming more demanding than ever. Now doesn't that sound like some similar parallels in Extension?!

Crawley is finding they have to change the way they do business, just like the way Extension has had to do in order to reach old and new audiences. Crawley recalled when the shipping business used to be pretty basic and his company moved goods from point A to point B. Not anymore. They are facing new competitors, they have had to diversify into other services and they simply have to please their customers. I thought this is a very similar challenge we face in Extension. We have to offer cutting-edge information through new technologies and methods in order to reach our audiences.

Sea Land addresses customers needs by inviting their best customers to their headquarters for a daylong session of dialogue, requests, complaints, suggestions, etc. The goal is to collaborate on new ideas and to reinforce relationships. This concept brings them to Sea-Land's headquarters and turf where the customers can gain the scope and depth of the company. I believe this concept is similar to what we have and do in Extension programming. We have developed Extension committees, focus groups, advisory committees, or other groups who are our customers. Through these committees or groups, programs have been developed and audiences reached.

It is a grassroots type of mentality in program development. It gives our customers ownership of the program. In my opinion, ownership is the most important ingredient for successful programming. This programming can be enhanced by technology, but by continuing to meet in advisory groups or focus groups, the most practical and sensible use of technology will surface.

As Crawley admits in this article, there is risk in being so open with the customers when they review performance, look at numbers and analyze social trends. However, that can be the real eye-opener, even though there's risk. He believes that when they let customers into their world, they become more inclined to share relevant information about their world.

Again, I believe that is what Extension has done since it was formed earlier this century. We have tried to become informed about our customers issues and needs by being involved in their world. Then we let them into the resources of land-grant universities and became partners with them and developed programs to enhance and improve their lives. These efforts have helped build collaboration on new ideas and reinforced successful relationships just like Sea-Land is trying to accomplish.

--James B. Nesseth (jnesseth@extension.umn.edu), October 14, 1999

-- Anonymous, October 15, 1999