Page 53 - How to Drive the Bottom Line with People

Understanding Higher Math

It seems odd the business culture struggles with the
concept of a genuine focus on the uniqueness of

employees, especially given the concentrated effort
made to connect with customers. Without an emo-
tional investment in team members, there will be an

emotional void in the effort to sustain customers.
From a branding perspective, it is easy to accept the
idea that the best brands generate an emotional con-
nection with customers, but that cannot take place
without engaged, enthusiastic team members.

In the supermarket industry, we have learned that
we can improve sales by developing our own brands
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to replace generic brands. But if you simply create a =

brand and alter the packaging without providing an
engaged team member to promote the product, the
brand’s full potential will never be realized.
For example, Harley-Davidson enjoys a strong
emotional connection with its customers. What other

company has customers who tattoo the company’s
brand name on their body—permanently? United sells
a lot of green beans, but we have yet to see the Del

Monte brand tattooed on a guest’s chest. Harley-
Davidson sells more than motorcycles. The company
sells a lifestyle of adventure and excitement—univer-
sal ideals that appeal to hardcore bikers and account-