R.W. Beckett Corporation Revenue and Competitors

We commit to being very attentive to our customers, going beyond servicing them to satisfying their highest expectations. We pledge to be responsive, following through on commitments while avoiding any kind of arrogance or indifference. We desire to be predictable, reliable and trustworthy, willing to go the extra mile for something we believe in. We don't have to look far for ways in which to follow through. The tone in which phones are answered, how we handle the irritated customer, how aggressive we are in remedying problems, all knit together to define our service character or its lack. Jan Carlson, former CEO of SAS Airlines, describes these encounters as "moments of truth"?occasions, if we choose, for extraordinary service. Here are some of the specific ways we've sought to bring a higher level of service to others:We expect our internal as well as our external customers to be well served. An "internal customer" is anyone who receives services from another, such as a manager who receives a letter typed by a secretary, or an employee who receives a performance review from the boss, or a person in final assembly who receives a part from the welding or paint department. Each such transaction?and they are occurring between people in business all the time?provides a prime opportunity to serve one another. We find we must keep our external customers visible throughout the organization. Occasionally our production employees visit customers' plant facilities. There they can meet their plant-floor counterparts and ask them directly about ways to improve what we do for them. Uncompromising quality goes hand in hand with service. We have put sophisticated quality systems in place to help assure that we are delivering substance, not hype. An Employee-of-the-Month is nominated and selected by fellow employees, based in part on unselfish cooperation with others. The employee is recognized by a professionally made photograph which is prominently displayed, a biographical article in our monthly newsletter, and verbal commendation at periodic companywide meetings. Our supervisors are specifically trained to "serve" their employees: facilitating, not demanding; coaching, not bossing; teaching, not criticizing. We keep a very flat organizational structure with a total of four levels to encourage lateral transactions and discourage hierarchy. We try to do lots of listening?the most important aspect of communication.