Page 127 - The Starbucks Experience

PRINCIPLE 4

by what David Martin reported shortly after his negative
Starbucks column was published:
“A few days after the column posted, I was in an airport,
and picked up a voicemail message that caught my attention.
The call was from a gentleman named Gregg Johnson . . . the
SVP of Emerging Businesses at Starbucks. He stated that he
had read the column and would appreciate the opportunity
of discussing it with me. I think I cringed. . . .
“I was able to call Gregg that evening. I remember prepar-
ing myself for an unpleasant interaction. I know that many
senior managers become über-defensive when given negative
feedback. Nothing could have been further from the truth.
“To begin with, Gregg thanked me for my business. He
then told me that he apologized for the instances in which his
company had failed to deliver the kind of experiences they
112 strive for and customers expect. In 10 seconds, he had turned
this phone call into a pleasant one [emphasis added].”
Ultimately, David and Gregg developed a positive and
ongoing relationship, and Gregg and other Starbucks leaders
have spoken at events sponsored by David’s organization.
Gregg has even utilized David’s initial critique as a training
tool for partners in licensed stores.
From David’s perspective,

The entire experience reinforced a few lessons for me:
1. When presented with negative feedback by a cus-
tomer, recognize that you may have an opportunity
to actually strengthen that relationship. By first
thanking customers for their business and recogniz-
ing their grievances, ...you are far more likely to
keep that customer as well as gain useful feedback
to improve your business.