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… for something completely different.
I think it was a Python line, although I was never a fan.
I’ve been a bit not too well the past few days and, distracted the past few weeks, with other stuff going on. It’ll all come out in the wash but it needs to fester for a bit. So, not been writing much lately as I’ve been somewhat otherwise engaged.
Comments and discussion on this subject are welcomed, good or bad. It needs some kicking about.
The Amica thing…
I was thinking, as I do, what about we actually try to use the opportunity to our [the repairer’s] advantage? Of course that train of thought got me to thinking about service delivery and stuff and how stuff works in terms of a “network” (God I hate that term in this industry) for repairs et all.
So, my thinking was and, has been for a while, that the model of a repair infrastructure that is, was and probably always will be, is the old Zanussi repair network. It was the standard by which all others have been judged until the idiot middle management in Electrolux thought that they knew better. Which, they didn’t and, promptly u-turned, after they wrecked it.
So this was rattling around in my head the past few days whilst not feeling so well.
And, I thought, “I’m going to have to build a repair network whether I really want to or not”. That being the case, I decided that I don’t want to do it the same as all the others and, if I’m going to do it, then it’s going to be the best that it can possibly be as I’m not exactly interested in being second best. That train of thought led to the thread of, well if I feel that way about it and with my pretty damned obvious notion of giving the repairers as much back as possible and maximising the potential to them, then I’d be pretty sure that the repairers would most probably want likewise.
Anyway, I decided that if we all choose to do this thing then it has to be the very best that it can be, we have to beat everyone else at their own game. Being as good as them, isn’t good enough, it’s just an alternative then, not something completely different.
Before my big bust up with our very own shining star, Kevin Heath, we came to blows (almost literally) over the fact that he wanted to do a Repaircare and rule the world. I didn’t agree.
What I wanted was more of a co-operative affair for the repairers where all got a share but, to my mind, that was best done through higher job rates and a payback of any profits in the kitty when the dust settled. Needless to say, that sort of giving away a bunch of cash didn’t go over too well. But, three, four years on and many after I hatched this nefarious plan, I still think that the notion is valid.
Which is why, a lot of things are the way that they are in my world.
I’ll just press on but, with recent events in the trade I thought it might be best to share a little bit of the way I was thinking.
I would appreciate a bit of discretion on this as, obviously, if some people got a gist of what I was thinking they’d either be well p1ssed off or would try to replicate it. Trouble is, replicating a business model that basically hands off a load of revenue to other businesses is somewhat alien to most businesses as well as others.
And, if anyone really wants to take on the “establishment” then it’s a team sport, no one repairer is going to achieve much of anything other than curry favour for a time with someone or other. But we’ve all now seen first hand how fickle that can be.
Question is, who has the stomach for a change to the order of things?
I think it’s pretty damn clear where I stand.
K.
Re: And Now…
kwatt wrote:Question is, who has the stomach for a change to the order of things?
I say do it! You know my opinions! And I’m sure 99{e5d1b7155a01ef1f3b9c9968eaba33524ee81600d00d4be2b4d93ac2e58cec2d} of repairers would be behind you 😀
Ade.
Re: And Now…
Remember, the old Zanussi model had regional managers who used to be on our case to ensure we put them first and kept up standards. They used to insist on the look of van and image, also provided all training, stationery etc.
All meters were inspected, and testing regimes were audited from time to time. They could police us as there was volume, and one brand.
They would look at volumes of purchases of certain items, and reconcile them back against what was being booked out etc. If there were repairer issues, they were simply removed. Zanussi used to get applications looking for an agency all the time. Because of that we adapted, and followed their regime.
Now things may have changed, and we are nearly all multi-branded. however quality still has to be held in place.
I’m not suggesting any one of your repairers would perhaps fail to meet basic criteria, but you will need more that just one man bands and those that operate with an answering machine etc. You will have to be able to guarantee integrity etc. After all you are only as good as your worst repairer or even engineer.
To make it work, would have to be divorced from UKW completely. Heath tried to do it with the DASA network originally, and it fell on its arse.
If you can see it working, and painlessly, then I suppose may as well go for it.
Alex
Re: And Now…
The point is that what was before cannot be recreated in the now. So, you have to do something different.
I would point out that I was using the old Zanussi model as an example of a service organisation being held in regard… which one is now?
K.
Re: And Now…
The old Zanussi era was before my time, but if the basics are in place ‘Morally’, and they are stuck too, I don’t see why a ‘New’ network can’t produce first class service etc…
What’s the alternative anyway? Just say sod it and accept what’s there currently, as rest of life?
If this could be something I could be involved in directly, I’d jump at the chance! If not, it would have my support 100{e5d1b7155a01ef1f3b9c9968eaba33524ee81600d00d4be2b4d93ac2e58cec2d}
Ade 🙂
Re: And Now…
I note no takers on the “which one is now?” question. 😉
I think that what I’m trying to gauge here is appetite for it and general “in principle” stuff.
Other than that, well, not much really.
What I do know is that, if anyone else tried to do this thing or anything like this thing that it’d be a little different but not much and, probably just be a replication of other efforts. By the very nature of which, the same mistakes are almost certain to be repeated. You have to do something different, run a different race to the competition otherwise, you’re just a competitor in the same race.
K.
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