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DASM: The Big Squeeze

DASM: The Big Squeeze

(DASM= Dumb ass, stupid management)

The Big Squeeze

Outstanding businesses attempt to improve and increase their value to customers, thereby enabling higher prices/fees and enhanced customer loyalty and referral business.

But if you walk out the door these days, you’re not in any danger of tripping over those outstanding businesses.

Here are just a few examples of what airlines have done:

• Reduced amenities.

• Increased annoying charges for meals, luggage, leg room, etc.

• Penalized customers who choose to deal with people and not computers.

• Decreased ticket flexibility and change options.

And banks:

• Implemented fees for merely holding our money.

• Eliminated amenities such as free checking.

• Reduced services and hours at local branches.

• Increased fees for typical services (e.g., stop payments).

And newspapers:

• Annoying stick-on ads on front pages which must be removed.

• Charging for obituary notices.

• Increased charges for home delivery.

• Reduced news space and news influenced by advertisers.

And credit card companies:

• Increased monthly fees.

• Reduced billing cycle times requiring faster payment.

• Draconian penalties for missing a payment date or minimum amount.

• Interest rates far higher than economically necessary.

I could go on, but I have space limitations. Stupid management takes the constant position of regarding the customer both as a problem and an ATM. (“This business would be great if it weren’t for the customers.”) I remember interviewing a candidate for managing director of a theater company. “Why did the theater you left almost go bankrupt?” I asked. “Because,” he immediately responded, “the  audience was biased and didn’t understand out offerings.”

Oh. But you can’t fire an audience, can you?

Enlightened leadership understands the obligation to increase value. Dumb-ass, stupid leadership simply strives to perpetuate the enterprise, meaning you cut services and exploit the customers. (If you’ve been flying airlines and dealing with banks and DON’T feel exploited, you have a higher threshold of outrage than I do.)

For consultants, the opportunity is clear and so is the challenge. First, find prospects and buyers who believe in value and investing in business. Eschew those who want to squeeze the customer and sell the conference tables.

Second, when you find clients sliding into reducing its value for any reason, tell your buyers you have just three words for them: Bank of America. Amadeo Giannini would be spinning in his grave, but I think there’s an extra charge for spinning these days.

© Alan Weiss 2011. All rights reserved.

Written by

Alan Weiss is a consultant, speaker, and author of over 60 books. His consulting firm, Summit Consulting Group, Inc., has attracted clients from over 500 leading organizations around the world.

Comments: 7

  • September 30, 2011

    The spinning bit knocked me dead.

  • Shirley

    October 1, 2011

    WRT the banks and the credit card companies – these actions are a response to the recent financial regulation changes… so at least in theory we know from whence they arose. (Notice I didn’t say *correct* response, just *a* response.) As for the others, spinning is the correct analogy as best I can tell.

    • Alan Weiss

      October 6, 2011

      Correct, but the people in the streets are just looking for an excuse. If you listen to them and look at them, most don’t have a clue. They just want to rail at someone and something.

      • Shirley

        October 7, 2011

        …and isn’t that somehow deliciously ironic? We have DASM creating spinning and clueless responses to regulations, which are in turn responded to by “protesters” who are spinning and clueless as to what they are actually “for” or “against”…

        • Alan Weiss

          October 7, 2011

          Exactly. It’s easy to be “against” and too many politicians are simply “against.” But what are you “for”? That’s what garners my support.

  • October 3, 2011

    Good points Alan! Unfortunately this squeezing of the customer is all too common, and I believe driven by management’s obsession with short term goals to satisfy shareholders and their own greed (think fat bonuses).

  • Alan Weiss

    October 3, 2011

    It’s driven by abysmally stupid management.

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