#goes very well in line with theme of all relationships in the show being transactional when it comes down to it

[stewykablooey]

yeah i sort of agree i dont think stewy would care if shiv or roman are dead or alive lmao like he'll be sad? for a day and then he would never think about it again outside of being annoyed at kendall being sad like get over it dude!! its been 2 weeks!!!

yeah i mean stewy is not attached to the siblings in any meaningful way and the siblings are not attached to stewy in any meaningful way. i think the culmination of the entire relationship is almost just an inadvertent intrigue for all parties because it’s a unique situation for them. stewy being weirdly intrigued by the sibs because he doesn’t know what its like to have siblings and the sibs being weirdly intrigued by stewy because they don’t know what it’s like to have friends

[sinner-as-saint]

My Favorite Kind Of Night - 3.

Camboy!Bucky x CEO!Reader

Part 3 of this series

Run-through: On Friday nights, you are punctual to your virtual meet-up with your favorite camboy over a streaming platform, for your private stream session. You’ve known him for a couple of months now. He goes by the alias of ‘Winter Soldier’ on the platform, which is perfect for the kind of man he is; brawny and drop dead gorgeous. Over the past few months, he has become your favorite kind of night. And secretly, you became his as well. You two get closer over time, and things get interesting when your real, professional lives gets intertwined.

Themes throughout the series: sex worker!bucky, smut, phone sex, fluff, language, dirty talk

Through texts and phone calls and his livestreams, you got closer to your favorite camboy over the past couple of weeks.

Even if you and him went hours without texting each other during the day because of work, calling each other every night became sort of a ritual. You lived for those naughty phone calls with him. But also, in the meantime you got closer to James.

At work, even in the professional environment, a couple of flirty comments, frequent texts and stealing glances soon became a thing between you two. How could you resist him and his magnetic aura and charm, his stormy-blue eyes and his perfect face?

You were conflicted however. Because you didn’t know what exactly was going on with you and Bucky, but also whatever was between you and James was equally unclear.

You thought to yourself, if it came down to it, hypothetically – who would you choose? The online sex-god whose voice alone could make you cum multiple times in one night? Or the hot employee who made your heart race and flutter whenever he was around?

 Bucky found himself in a similar case. Over the past few weeks, he had gotten so close to his favorite girl. Then again, he was also feeling all warm and tingly towards his boss.

Should it, let’s pretend, come down to it one day, who would he choose? The perfect doll who had the power to make him stutter with just one photo? Or the gorgeous, confident boss lady who made his heart race with just one look?

He shook the thoughts out of his head as he walked over to your office with a couple of interoffice memos and a file. He knocked and waited for the sound of your voice, before entering the room.

He found you standing by your desk, typing on your phone. Dressed in a dark grey sheath dress and black heels, you could bring a man to his knees in no time. But Bucky maintained his composure even though he kept thinking how much better you’d look on top of the desk instead of standing beside it.

“James, hi.” You greeted. And yes, you and him were on first name basis now. No more ‘Mr. Barnes’ and ‘Ma’am’ and you both preferred it this way.

He sent you a breathtaking smile. “Hi Y/N.” He walked over to you and set down the file and notes down and just gave you a slight nervous look.

You caught it. “Is everything alright?” you asked and he let out a nervous chuckle.

“Yeah just…” he trailed off and shook his head. “Nevermind. We still up for lunch?” he asked. And yes, you and him often took lunch breaks together now.

You frowned a little before smiling again, “Yeah, of course.”

He nodded and said a quick ‘see you later’ before turning around and walking away. You called out after him right before he grabbed the door handle to walk out. “James?”

He concluded he would never get used to how his name sounded coming from you. It sounded so sweet and gentle which also made him want to figure out how his name would sound when you would be screaming in his bed while he’s just giving it to you raw-

“Yes?” he forced his thoughts to come to a stop so as not to torture himself any further.

You took a few steps and joined him at your door. “You seem a little off. Are you okay?” you gently placed a hand on his bicep and as soon as you did, his muscles flexed. You held back a smirk and he did the same.

You knew exactly the effect you had on him, and he did too. “I’m alright. Just… how about we talk about it over lunch? Sound good?”

You nodded and let him go. And as soon as he left, you heard your phone buzz on top of your desk. You picked it up and saw a message from Bucky.

Bucky: Do you happen to like someone in real life?

You stared at his text for a moment. What? Also, did you? And what a timing the man had, because just a second ago when you placed your hand on James’ arm, you could have sworn you felt a spark ignite deep within you. Was that because you liked James like that?

You: I don’t know the right answer to that right now. Why do you ask?

You waited for his reply.

Bucky: Don’t mind me. I’m just being stupid. Anyways, have a lovely day babygirl. And think of me.

You giggled at his message put down your phone and tried to get to work again but many questions still lingered in the back of your head.

Did Bucky ask you that because he liked someone in real life and wanted to know if you did as well so he wouldn’t feel guilty about it? Or perhaps he was just confused about the nature of your ‘friendship’? Or was that just a random question? And did you really like James, or did you just find him attractive? Was it wrong to like James? And even if you did, did he feel the same or is he just being nice and friendly?

You sighed and groaned and pushed the thoughts aside and resumed your work.

 Bucky on the other hand, was a little more stressed out. Was it a mistake to text his favorite girl that? What must she be thinking? He hoped he hadn’t messed up. He liked his favorite, naughty girl and he had soon grown addicted to her. Her body, her voice, the sounds she made when she came… he couldn’t get enough.

But he also liked his boss. Her elegance, her politeness and her easy-going manner. Also why did he just make a fool out of himself in front of his boss – who is potentially the woman he’s developing a crush on – by being all awkward?

His brain definitely short circuited the moment you touched his arm moments ago though. He couldn’t help it, that simple touch from you sent electricity coursing through his veins and he stopped functioning for a moment there.

Initially, he came by your office because he planned on asking you a rather important question. But upon entering your office, he began second guessing himself. Should he have just asked you and put himself out of his misery?

He sighed as he sat back in his seat, he glanced at his watch and knew that one way or another he’d have to confront you and ask you his burning question at lunch.

 Lunch time came by sooner than you expected. You had spent all morning drowning in meetings, calls, emails and overthinking. So when James showed up at your door telling you that it’s time to go out, you jumped from your chair in excitement.

You and James walked to a nearby, cozy and uncrowded little bistro and ordered your favorites. Once you sat down and faced him, you saw that same nervous or bothered look on his face.

“Okay. Spill, what is going on with you?” you asked, sipping on your drink.

He sighed and knew that there was no avoiding it now. “Uh, it’s… regarding the charity ball we’re supposed to attend this Friday night.”

You nodded slowly. The charity ball which was to take place two days from now was being hosted by a friend/business ally, and you and some of those who worked with you were invited, including James.

“What about it?”

He fought back a smile and said directly. “I was wondering, you know since we’re both attending, if you wanted to come with me. As my date?” he waited, gauging your reaction to see if it was tipping towards good or bad.

You gave him a bright smile. “I would love to!” you giggled as he immediately seemed much more at ease than a minute ago. “Is this why you were acting like that all morning?” you asked.

He chuckled. “I wasn’t sure what your reaction would be. And as much as I like you, I would never want to disrespect my boss and cross a line.”

I like you… His confession shocked both you and him. Oh well, he thought, there’s no going back now.

You couldn’t help but smirk. “You like me, huh?”

He froze for a millisecond because the tone you used resembled so much to that of his favorite girl whenever she asked him ‘You missed me, huh?’

Or maybe he was just way too tangled in the thoughts of both you beautiful women that he was purposely mixing up to avoid facing the fact that he would have to choose between the two of you eventually. Also, now that he finally confessed he liked you, does that mean he already made a choice and now he’d have to make sure that the relationship between him and his favorite girl is purely transactional – no cute and flirty texts, no more nudes, just private sessions on Friday nights?

Stop. He told himself. You’re overthinking.

“I do.” he replied confidently. Whatever follows, he’ll deal with it, he told himself.

You smiled at him, feeling that same spark ignite as it did this morning. “I think I like you too, Mr. Barnes.” And the smile and the look he gave you made your heart flutter.

 After lunch, you sensed a shift between you and James. A pleasant one – which you would’ve enjoyed so much more if you hadn’t been overthinking ever since he confessed to liking you. You realized then, that you liked him as well.

But what did that mean for you and Bucky? Should things escalate between you and James, would that mean that whatever you had going on with your favorite camboy would come to a stop? No more texts, no more flirting, just Friday night sessions like before?

You’re thinking too much again. You reminded yourself that worrying and overthinking won’t do any good. You’d just make sense of it as you go. You decided that going with the flow for now would be the wisest thing to do.

When you stepped out of the elevator after lunch, to get back to work, James kept his hand very politely at the small of your back as he led you out of the metal box. You both paused outside his cabin, and shared a brief look and shy smiles before you walked away reluctantly to your office.

You felt giddy and warm, desperately awaiting for Friday.

---

The two days leading up to the ball went by swiftly. Casual, non-sexual, but ridiculously funny texts from Bucky and a lot of sweet tension between you and James at your workplace.

Your very traditionalist father had warned you against workplace affairs while he was mentoring you to become your own boss. But now, all his warnings were meaningless because things were just effortlessly comfortable between you and James.

You could tell something shifted between you and Bucky, even when you called him on Thursday night he sounded a little… more-friendly and less sexual. You didn’t engage in phone sex but just talked for about an hour about nothing at all. It was fun and light-hearted and not awkward at all.

You noticed something then. His chuckle resembled that of James a lot. Then you thought maybe you were going crazy, after all, most male chuckles sound alike. Correct?

---

The night of the ball, you were nervous as you awaited James’ arrival in your living room. You wondered if you should’ve texted Bucky to let him know that you wouldn’t be available for your weekly cam session today. Then you decided not to, you’d just make up an excuse later when, or if, he called.

The plan was that he’d drive to your house, leave his car there so that both of you could go to the ball venue in your limo. And as of right now, you were a nervous mess, pacing around in your living room and checking your appearance constantly in one of the floor to ceiling mirrors in the room.

Burgundy evening gown; low-cut, long-sleeved and a risqué slit. The dress showed just the right amount of skin. You wondered for a second what it would be like if instead of a gentleman like James, it’d be a reckless sex-god like Bucky who was to be your date on an evening like this. Would Bucky be playful and fool around even in a crowded room? Would James do something of that sort?

Thing is, the more you observed James, the more you came to the conclusion that he was so chivalrous, and well-mannered and gentlemanly. You couldn’t even imagine him trying to make a move on you tonight, even though you’d want him to. And just as your thoughts so effortlessly drifted to James, he walked into your living room. One of your housekeepers must’ve let him in, you figured.

But oh was he a sight! Lovely black three-piece suit, black silk tie, and a lovely brooch pin with a discrete chain. He looked so well put together, and so classy and mouthwatering. Like the kind you didn’t know whether you wanted to just admire like the masterpiece he was, or if you wanted to just get on your knees and suck h-

“Judging by your stare, I suppose I’m the most handsome man you’ve ever seen?” he lightened up the mood and you giggled, pushing away all your filthy thoughts.

Thing is, he had to use humor to distract himself from staring at you for too long because not so innocent images began filling his head the moment he saw you standing there. The color of your dress looked great on you. Your hair was perfect. All of you was perfect.

Only upon looking at you did he wonder if he should’ve texted his favorite girl and told her that he wouldn’t be available for their weekly cam session tonight. Then he decided not to, he’d just make up an excuse later.

“You do look very handsome, Mr. Barnes.” You complimented the man and walked up to him, reaching out to straighten the knot of his tie but really it was just an excuse to lean closer and get a whiff of that delicious cologne of his.

His heart raced at the proximity. He gave you yet another breathtaking smile. “And you look as gorgeous as always.” He spoke, softly.

You pulled your hands away from his tie and looked up at him. The closeness was making your heart flutter. The more you stared into his eyes the more you wanted to just lean in just kiss his handsome face. You were so close you could feel each other’s body heat radiating off one another.

“We should get going.” You suggested. And he nodded, agreeing.

 The ride to the ball was filled with sweet tension and flirty smiles and casual, light-hearted talk. You were amazed by how easy it was to be in James’ company. How easily the conversation flowed between the two of you. He was definitely your type; amiable,confident, really charming and something about his eyes gave away that he had a playful and naughty side to him as well – which you hadn’t seen yet, but wished with your whole being that you do soon.

You only thought of Bucky once or twice during that car ride. The resemblance between his laughter and that of James was almost uncanny.

-

Your evening at the ball was perfect. The auction was great, the ambiance was amazing, many of your work friends were there and James was the perfect date.

You danced at some point, to a slow and sensual song but James was nothing but a gentleman as he held you close to his body. He even complimented you on your skills at slow dancing.

You were having a great time, and surprisingly, you didn’t think of Bucky once. Okay that was a lie, you did think of him once when James laughed at something you said. His laughter was oddly familiar… but you refused to admit that it sounded like it was Bucky laughing.

 You glanced at the golden, very large, vintage and grand clock in the room. It read ten forty-five. You let out a little sigh, normally around this time on Friday nights you’d be preoccupied with your favorite camboy. And for the past months, you hadn’t missed a session. This would be the first time.

You looked around at the room, then turned to look beside you. You frowned when you saw that James was missing. Weird. You could’ve sworn he was here just a minute ago. You looked over at the bar, but didn’t find him.

But then you felt him.

His large frame pressed against your back and you froze. He leaned down and whispered in your ear, “Follow me.”

You turned to face him, and he held a finger up to his lips; asking you to follow him with no questions asked. He held out his hand and you giggled as you took it, allowing him to lead you wherever it is he was taking you.

The dimmed lights masked the two of you as you made your way away from the party and the crowd. You followed James a hallways, at the end of which was grand French doors. The whole theme of the ball was quite extravagant, and so was the décor and the venue.

“Where are you taking me?” you asked in between giggles.

James looked down at you and smirked. “You’ll see in a second.” He led you down the hallway, and past the pretty doors and you two stepped into the prettiest garden you had ever seen.

Wide and open. Pine trees around the perimeters. A large fountain which made the whole space seem like it was straight out of a dream. You could see a section of the backyard had a very well-maintained maze of grass bushes. And the entire thing was dimly lit by garden lanterns.

“Walk with me.” James spoke again and pointed at something you hadn’t noticed yet – the lovely thatched gazebo in the corner. It looked magical, covered in vines and a couple of lanterns hanging from it; yet another thing which made this space look like it was a dream.

“Sure.” You replied with a smile, linking your arms to his as you two leisurely strolled around and talked. “How did you find this place?” you asked, after a little while.

He smiled as he looked up at the lanterns. “It was a bit too crowded in there, I needed a break so I wandered around and I found this. Then I thought you should see it too.” He answered.

Something about how he felt the need to show you his little finding made you feel all warm inside. You were in complete awe of the place as you looked around. “Well done on your discovery.”

He chuckled.

James held your hand as you stepped on the stairs which led to the gazebo. He watched how you admired the entirety of the vast garden from there. The gazebo provided a perfect view of its green and lush surrounding.

“It’s so pretty here.” You whispered and you leaned against the balustrade, looking around. The garden was almost enchanting, with the lanterns and vines and pine trees.

James’ reply made your heart skip a beat. “Not more than you.”

You turned to look at him and he had a soft look in his eyes as he stepped closer to you. Like he was being cautious, but wanted to be close to you at the same time. “Oh yeah?” you teased, and turned to face him.

He nodded and stepped even closer, trapping you gently between him and the balustrade behind you. “Oh yeah.” he confirmed. Then lifted his hand gently, tucking a lock of your hair behind your ear – just an excuse to touch your face really. “Keep giving me that look and I might just cross a line.”

You shivered at the tone he used. You heart fluttered and pounded at the same time. Oh, that’s how it is? Okay then.

A sudden boost of confidence coursed through your veins. “Go ahead then, I assure you I wouldn’t mind it one bit.” You smirked at the pleasantly surprised look on his face.

He smirked as well as he slowly lifted his hands and placed then on each side of your waist. His touch was gentle, and careful but it made you all hot and bothered. He inched closer and his warm breath fanned your face, your heartbeats rang in your ears already and he had barely touched you yet.

“Can I kiss you?” he whispered and his voice sent tingles down your spine. Your stomach flipped as your eyes dropped from his intense eyes to his perfect lips. You knew you wouldn’t be able to talk, so you just nodded. You don’t remember the last time a man made you this nervous by just standing close to you – probably never before.

James wasted no time in leaning in and pressing his lips to yours. His kiss was gentle and sweet at first, he was testing the waters. And when you kissed him back, you felt him smile against your mouth and he deepened the kiss. Placing his hand gently against your skin, cupping your face with one hand while the other circled around your waist; he pressed your body against his.

You felt his body heat and smiled through the kiss. You gently wrapped your arms around his broad shoulders and held on to him as he kissed you like you were the most precious thing in the world.

James pulled away for a brief second, letting you catch a breath before he pressed his forehead to yours. Your hands rested at the back of his neck and you gently caressed his skin and felt the goose bumps which erupted at your touch. You giggled and he groaned.

“You’re making me all crazy.” He mumbled, looking down at your bodies pressed together. How he wished you were both wearing less clothing…

You giggled again. “You’ve been making me all crazy since the day I first saw you.” You finally confessed. James chuckled and pulled away to look into your eyes.

You looked back in his and saw a hunger. You were sure he saw the same in your eyes. An unspoken desire ignited in the two of you; you wanted him. Needed him. Bad, and right this instant.

He could no longer hold back either. His eyes dropped to your lips for a moment before he leaned in for another kiss. And he wasn’t so sweet and gentle this time. His kiss was needy and heated. And you kissed him back with the same enthusiasm.

He pushed you further back against the balustrade. Your hands slid into his hair, messing up his already messy man bun, and he held you tightly against him as his mouth moved perfectly against yours; driving you crazy.

Slowly, his tongue slipped into your mouth, making you moan gently into the kiss as he slowly slipped his hand down to the slit at the front of your dress. He pushed his knee in between your legs. And caressed the exposed skin at your upper thighs with his warm fingertips. His touch was unfamiliar, but so good. You melted under his touch in no time.

His lips left yours momentarily to kiss along your jaw, and down your neck; nibbling on your skin and making you sigh in pleasure. His beard scratched your skin deliciously; making you whine and giggle at the same time. You could feel him smirk against your skin as he gently slipped his hand in between your thighs and gently caressed the front of your clothed core.

You gasped and whined as he nibbled on your skin, surely leaving marks along your throat. “Can I touch you?” he asked, suddenly sounding all soft and shy rather than the absolutely confident man who was kissing you like his life depended on it just a minute ago.

Fuck… “Yes… please.” You whined.

He kissed along your jaw, and down your neck; nibbling on your skin and making you sigh in pleasure. He gently moved your underwear aside and ran his knuckles along your wet folds; smearing your arousal around in the process.

He groaned when he felt that you were wet and ready for him. You looked down to see his hand moving gently against your dripping core but you also noticed the growing bulge in his pants. You bit your lip at the sight of it.

Fuck…

Bucky pushed his two fingers past your entrance with ease and moaned right in your ear as he felt your wet and warm walls immediately welcoming him in. He curled his fingers inside of you, hitting all the right spots which make you weak in the knees. Thrusting your hips against his hand involuntarily, you tried to get him to speed up, and he chuckled quietly in your ear as you moaned out loud while he touched you.

“So needy, aren’t you?” he mumbled in your ear and kissed down your neck; nibbling on your skin around your collar bones. Meanwhile you slowly reached down and unbuckled his belt and unbuttoned his pants lazily. He smirked against your skin, it was nice to see that you were just as impatient as he was.

You palmed him through his underwear and felt his erection. You smirked to yourself as he grunted the moment you touched him. Bucky pulled away from you for a moment, and you saw the hunger and desire in his eyes.

“Touch me.” He said softly; parted lips, chest heaving and hooded eyes. You didn’t have to be told twice. You reached down his underwear and wrapped your hand around his length. And you stroked him gently. He groaned and sped up his fingers inside of you.

You whined and gasped against his mouth as he leaned in to give you a messy kiss, probably smudging your lipstick a little but you didn’t care. He groaned as you touched him so perfectly, pumping his cock gently and making him lose his mind.

He touched you to arouse you more, but he didn’t plan on making you cum around his fingers. He had waited quite some weeks for this, and he just needed to come undone around his cock. So he pulled his fingers out of you and lowered his pants and underwear just enough to free his throbbing, leaking cock.

Then he hurried in parting the slit of your dress, picked you up by your thighs pushed you against the edge of the balustrade as he wrapped your legs around his waist. He leaned in to kiss you deeply again, holding you between him and the balustrade.

Your legs secured around his waist, and your arms held on to him tightly. His cock briefly brushed against your wet folds in the process and you whimpered through the kiss. He needed to be in you already. He couldn’t wait to hear you scream his name as you cum around him. So he wasted no time in aligning his throbbing tip to your wet entrance.

“You okay?” he mumbled in a haze. And you nodded frantically, you were breathless already and he wasn’t inside you yet. Fuck… this man was going to be the death of you.

Bucky pushed himself into you; stretching you out deliciously. His nails digging slightly into your skin as he held you by your hips, and your nails scratched at his neck as he filled you up like no one ever did; making you whine and moan as he went. You were both gasping by the time he filled you up entirely.

He gave you a moment to get used to him. He grunted when he felt how perfect you felt around him, warm and wet.

All your sensed could pick up on were his body heat, his scent and his breathy moans, his heartbeats as his chest pressed to yours and his messy kiss as he coaxed you into surrendering to him and allow him to make you feel good. You gave in the minute his lips touched yours.

“I’ve wanted you for so long…” he whispered against your lips and you melted right into his embrace.  

Bucky started rocking in and out of you, gently at first. He waited to see if you were comfortable, then sped up just a little. You felt all of him, snug inside you; your walls clenched around his thick cock as he started out with slow strokes and then gradually sped up into you.

He was perfect as he stroked your walls with his pulsating cock. You were a moaning mess in no time, pushing your face into the crook of his neck to keep yourself quiet and you were sure you would be leaving behind lipstick stains on his skin, but neither of you cared.

Each sound from your lips, each sigh from you, and each moan only fueled his desire and he sped up into you more and more. His strong arms supported you up by grabbing you at your thighs; holding you against him, as he sped up into you; showing you just how much he wanted you.

Moaning, he pushed his head into the crook of your neck and swore under his breath, all while occasionally mumbling how good you feel wrapped around him; lust lacing his words. Your name sounded so good coming from him, especially when he was a little hazy and pounding into you.

He fucked you relentlessly; earning more and more moans out of you each time his cock stroked your walls. Your hand slid into his hair and you tugged on it each time he pushed into you. You soon felt the familiar pressure forming; pressing inside you as the familiar warmth spread all over your body. You moaned wantonly.

Bucky nibbled at the skin under your ear and you lost all control you had left. Your thoughts became cloudy and all you could focus on was how his body brought you immense pleasure; your mind a foggy mess. Your clit rubbed against his pelvic bone each time he buried himself completely in you, and he soon quickened his pace; earning even more moans and mewls from you.

He pounded into you as fast as he could, making you moan and whine with each thrust. Your body moved along with his perfectly, sensually. You could hear the wet sounds that he caused and the sounds of your skin clapping against each other; it was all too sinful.

He moaned right into your ear and the sound sent shivers down your back. And you refused to think about how familiar that moan sounded.

Your legs started to shake around him as he quickened his pace; pounding into you relentlessly. The pleasure built nicely as he took you higher… and higher… and higher. Until you couldn’t hold back anymore. So, you came undone around his cock; screaming his name in the process.

Walls clenching around him, nails scratching down his back and a loud moan erupting from your mouth. Bucky’s thrusts became irregular and slower as he came right after you did, cock throbbing against your pulsating walls; moaning out loud when he felt your walls pulsating violently around him, both of you gasping for air.

Bucky didn’t pull away immediately, he wanted to relish your warmth and the feeling of you around him for a while longer. He leaned in for a sweet kiss; your fingers tangled in his hair and he gripped your waist, holding you carefully as he set you back onto your shaky legs. He moaned into the kiss, rubbing his tongue against yours before pulling out of you and pulling away to look down at you.

You took in his messy and rugged look as well. Messy hair, swollen lips, slightly hooded eyes and a satisfied look in them. You were sure you looked well fucked as well.

You smiled at you looked up at him. “We should do that again.” you whispered and he gave you a big smile.

“Sure boss. Whatever you want, I’m all yours.” He answered and you hid your face in the crook of his neck and giggled again. Just one round of sex and you were already light-headed. James wrapped his arms around you, sheltering from the slightly cool air of the night.

-

James ended up staying over at your place that night. Even at the back of the limo you two had trouble keeping your hands off each other, and when you finally made it to your bed – you two fucked until the early hours of the morning.

You debated whether you should text your favorite camboy, then decided not to. You could just text him in the morning, right?

Bucky was in the same dilemma as he spooned you from behind, your naked body pressing against his. He wondered if he should text his favorite girl. Then he decided not to, and just cherished this night with the woman he liked.

And you two fell asleep in each other’s arms, soundly.

---

You were reluctant in letting James go in the morning. And he smirked when you walked towards him while he was getting coffee in your kitchen, you came over and wrapped your arms around him from behind.

“Don’t go yet.” You whined, pressing a soft kiss to the back of his neck.

He turned around to face you. “Please ma’am. I’m only a man, not a machine.” And those words earned him a gentle, playful smack on his muscular arm.

“I didn’t mean that.” You looked up at him and frowned. He set down his coffee cup and wrapped his strong arms around you.

“No,” he leaned in and nuzzled your neck, making you giggle, “But you’ve got that ‘fuck me’ look in your eyes.” You laughed and hugged him tightly. He hugged you back. And then out of nowhere he asked, “Will you go out with me? Tomorrow night?”

You pulled away and raised an eyebrow and looked at him with a smirk on your face. “Like on a date?”

“Yeah,” he replied. “Like on a date.”

You agreed in a heartbeat and eventually let him go home.

 You had a silly smile on your face after he left. You went back into your room to clean and noticed that your sheets still smelt like him. You giggled to yourself and then a thought popped into your head. Maybe you should text Bucky now.

You: Good morning, soldier. And I’m sorry.

Not even a second later, his reply appeared.

Bucky: I’m sorry too.

You frowned. Huh?

You: What for? I was apologizing because I missed our session. Thing is, my roommate broke her arm and I had to rush her to the hospital.

You lied and waited for a reply.

Bucky: Oh… I was apologizing for the same. A buddy of mine who got shit-faced drunk and I had to go find him and picked him up from a bar and dropped him home and all that.

Oh. Well isn’t that an odd coincidence.

You: Crazy hectic Friday nights for the both of us then, huh? Maybe we should catch some sleep.

His reply came right after.

Bucky: I agree. Talk later, doll.

You didn’t feel one bit bad about this whole thing. Mainly because you had just spent the most amazing night with a man you genuinely liked.

 Bucky stopped by a breakfast place on his way home. And as soon as he placed his order and sat down, his phone buzzed. It was from his favorite girl. But why was she apologizing? Bucky texted her back immediately and when her explanation came, Bucky was pleasantly surprised.

Well, would you look at that!

He admitted that lying was bad, but it was just one little, innocent lie in this case. It’s not like he ignored you or stood you up, because thankfully you were unavailable last night as well.

Last night… Bucky smiled to himself at the thought of you. And how pretty you looked under him and how warm your embrace was and how the butterflies inside his stomach went crazy each time he made you cum around him.

Fuck. He smiled to himself and shook his head. He could feel how hard and fast he was falling for you. And he didn’t want to hide anything from you. So he decided that he would tell you about all about the camboy thing over a date on Sunday night. He knew you would never judge him, but he just wanted to be truthful and build this new thing with you on a solid foundation of honesty and transparency.

 But unfortunately, most of the times in life; things don’t go as planned…

[painted-starlight]

Frozen: Love As Transactional and Contradictory Themes

Warning: LONG POST, Anti-Frozen, Anti-Kristan//na, Anti-Agdu//na, swearing, discussion of colonialism

Tl;dr/Summary: The romantic pairings of Frozen, which are meant to drive the theme of unconditional love appear less romantic and more transactional. Love is something that is owed if you do nice stuff for the person you love. 

The romances feel convenient for male characters and give them what they want at the expense of Anna and Iduna’s agency or against their best interests. This convenience isn’t even beneficial in the long run for either party, because it actually hinders the male character’s growth by making them the lesser of two evils rather than good characters with likable personalities of their own. 

Both Kristoff and Agnarr are meant to be ideal love interests, but they are very underdeveloped despite the former being Anna’s true love and the latter being the center of Iduna’s character motivation. 

Introduction

Frozen’s interesting in the sense that I completely understand what it’s trying to do, but that doesn’t mean it does it well. 

The story itself is constantly contradicting itself an it’s own themes. The theme of Frozen is that love should come with no strings. Unconditional love is the right way to love someone, either romantically and platonically. Iduna and Agnarr’s love for Elsa came with strings while Anna’s didn’t. Which is why Anna’s act of love was the cure, while Elsa suffered under them. 

Kristoff appeared to have a conditional relationship with Anna but then it turned unconditional, while Hans’s love appeared unconditional but in the end was conditional. 

However, upon examining Frozen and it’s sequel, it’s themes become...muddled at best and hypocritical at worst. Especially when it comes to it’s romantic pairings. 

Kristoff and Anna, as well as Iduna and Agnarr are one of the biggest issues that threaten to undermine the very themes of Frozen and it’s views on unconditional love. Note that I think it’s views on platonic unconditional love are...OK to an extent (at least in the first film), but it’s romantic pairings are just plain awful.  

Kristoff/Anna: The Transactional and the Unconditional 

My huge problem with Kristoff and Anna’s relationship is that it feels like the story (through Olaf) pressures her into returning Kristoff’s sudden feelings for her just because he helped her. Their relationship was already very transactional and it really felt like they couldn’t stand each other for a majority of the movie.  

Kristoff goes from hating her spontaneity (”You don’t tell Sven what to do!” while throwing her on Sven) to suddenly loving this side of her on the flip of a coin. I could pinpoint the scene too, when she jumps into his arms after failing to scale the mountain by hand. Her incompetency is played for comedy while he watches her. Then, like a switch, he likes her. Seriously, when did he start liking that side of her?

And Anna doesn’t even appear to feel that way towards Krisotff until Olaf basically tells her Kristoff did all that nice stuff for her, so the implication is that she HAS to return his feelings. If she weren’t dying at that very moment, I don’t think that would be an option for her. 

They Helped You, You Owe Them!

This theme of “they saved your life, you owe them!” also applies to Iduna and Agnarr, no matter whether or not the latter remembers this because it’s a narrative implication. The person who sacrifices their life for you or does nice stuff for you, should be your true love/or platonically they love you without strings. But only if they have no ill intentions. 

As if people in general are somehow mind readers who can tell when people are fooling them. As Hans character proves, this is a very faulty line of thinking. You shouldn’t owe someone love because they do nice stuff for you, and you might never know what someone’s motivations are until it’s too late. 

It feels like this notion of romance is very skewed in favor of what the story wants. Iduna can give away the only life she knew for someone she just met, but not Anna. Iduna is portrayed as selfless because she did it for Agnarr, while Anna is selfish because she did it for herself, a child neglect and in a lonely environment. 

Convenience for Male Love Interests To Their Detriment and The Preservation of “Good” Royalty

I find it strange that Frozen and Frozen 2 seem to be centered on what’s the most convenient for male love interests, regardless of whether or not they are fully rounded or compelling. 

And this doesn’t even mean that it’s to their benefit, but to their convenience because it actually does way more damage to be given things by the story rather than making them fully fleshed out characters. 

Kristoff’s Convenience Destroyed His Character

Kristoff likes Anna, so the story is twisted in a way that benefits him so he is the one Anna ends up with. 

Consequently, because his story arc is considered done he is reduced to comedic relief to keep him relevant, even when he’s not needed. Both Kristoff and Agnarr are given superficial amounts of “background” through the barest minimum, but only because it is a means to an end to convey a point. 

Kristoff and Anna go through the basic boyfriend introducing girlfriend to family, (even though she is already engaged to someone else) bit. They interact with Rock Trolls, have banter with them in a wasteful song. And he talks to his reindeer. These points are necessary within a modern dating context, but they do very little to provide a deeper insight into his character that would him a better option than Hans. Things like who he truly is as a person is stripped to what is needed by the story because we are already supposed to like him by virtue that he isn’t Hans. 

In fact, because we know so little about him, his characterization can change on a whim from a gruff loner to perfect boyfriend who’s entire identity is “I’m Anna’s Fiancé, look at me do goofy things!” as demonstrated by Frozen Fever and Frozen 2. Frozen 2 actually tells on itself when they include lines like “Who am I if I’m not your (Anna’s) guy?” And that is a good question. Who is Kristoff without Anna? Who is he really?

And I know that the story uses Krist*nna as a way of perpetuating the idea of not diving into a relationship with someone you literally just met, but it’s obvious that Anna does EXACTLY that, just with someone the story approves of. She and Kristoff are making out within probably a day of the end of the movie.

You can’t tell me they let Hans and the Duke of Weasleton stay for weeks between their attempted assassination of royalty. Kristoff and Anna moved WAY too fast.

Agnarr’s Convenience and Position as “Good Royalty”

Like Kristoff, Agnarr’s position as the good successor to his idiot father Runeard, is considered essential to his characterization. Good, of course, being relative. He was “slightly less of a bastard,” and therefore, better.  

But you can’t make a character by saying who they AREN’T. You need to show who they ARE. And saying  “well, he could’ve been worse to Elsa” is no excuse. And Runeard in a league on his own, being the stupid dumbass he was. 

Agnarr, by the definition of the story, needed to live so he could be the good king. And meant that Iduna had to sacrifice herself for his convenience.  

Out of both parents, Agnarr is given the most screen time and dialogue. His convenience and inability to love Elsa correctly motivates him and Iduna to force her to conceal her powers.  All the problems that arise in the story are due to him introducing the gloves to Elsa, and he and by extension Iduna are the basis on the conflict. 

I say an extension because she almost a complete nonfactor of a character in the original Frozen movie. She is given maybe two lines, tops. She is still accountable, though, for the hot mess that is called Elsa’s upbringing. 

But it’s also worth noting that the second movie expands her character and background. She is given more screen time, dialogue, and songs relating to her character. And it’s still very centered on her love for Agnarr, which is portrayed as a positive influence on her despite him being the main source of her leaving her community and keeping her identity as secret. It doesn’t really feel romantic when she basically has to live in fear to keep him on the throne. 

Iduna and the Boy She Just Met

Iduna’s character is motivated to leave her people for a boy she just met. This goes against the very themes of Frozen, but not really upon closer inspection. It’s mostly about the convenience of “good” royalty, and he’s Agnarr so he’s special. 

Not special enough to give him a fully rounded character, but special in the sense that he is considered a better alternative. As I’ve said before, his characterization is mostly based on the idea of him being the lesser of two evils. 

His convenience is placed above Iduna’s safety. The questions of where she lived during her time in Arendelle, who took care of her, how she navigated this life as a child and still felt comfortable being with the person who is the prince of colonialistic nation is considered almost a nonfactor. It is meant to evoke sympathy, but not outrage at her circumstances that left her basically without a support network. 

She is praised as sefless for saving Agnarr at the expense of herself. And she is rewarded with his love, which apparently totally worth losing so much.

Final Thoughts

I’m not really sure how Frozen will navigate it’s themes in future installments. However, without significant changes and a reevaluation of what it wants to say, it’s ultimate impact on audiences will leave them questioning if Frozen’s desire to convey unconditional love actually comes with strings attached. 

[passionate-reply]

This week on Great Albums: most 80s enthusiasts are well aware of the Buggles’ “Video Killed the Radio Star,” famous for being the first music video ever played on MTV. But when’s the last time you actually listened to the whole song? Chances are, it’s better than you remember. And the rest of this album is a masterpiece, too. FInd out more by watching the video, or reading the transcript, below the break:

Welcome to Passionate Reply, and welcome to Great Albums! Today, I’ll be looking at the 1979 debut album of the Buggles, The Age of Plastic. If you know anything about the pop landscape of the 1980s, you’ll know that MTV played a key role, codifying the “music video” format and aestheticizing the music industry like never before, not to mention introducing a plethora of British electronic acts to American audiences for the first (and sometimes only) time. The Buggles were one of the many synth-pop bands that scored a crossover hit chiefly from the exposure that heavy rotation on MTV won for them, but at the same time, their legacy is intertwined with MTV’s much more deeply. The Buggles’ clip for their single “Video Killed the Radio Star” has the distinction of being the very first ever played on MTV, during its 1981 launch.

Music: “Video Killed the Radio Star”

I’ve done my fair share of videos where I talk about artists who are brushed into the “one hit wonder” bin in America, and I usually find myself saying that their big hit isn’t that outstanding compared to the rest of their work, or the album it appears on. But in the case of “Video Killed the Radio Star,” I have to say, I think this track is a veritable masterpiece. It’s a shame that it’s become so inextricably linked with MTV, and its place in history overshadows its ability to stand on its own as a great work of art. It’s a song that feels very familiar, because it’s used so often as a sort of jingle for this era of music history, but every time I go back and listen to it in full, it blows me away. The song was, of course, not written with the intent of being about MTV--it’s about how the advent of television doomed radio dramas back in the 1950s, and was chosen by MTV in a bit of amusing irony.

But “Video Killed the Radio Star” is so much more than that post facto smug joke. It’s delicately wistful and nostalgic, with the crisp, soprano backing vocals of Linda Jardim providing a nod to 50s pop, but also very firm and powerful, once you add in that despondent piano. It’s the part that’s usually cut in the “jingle-ificiation” of the song for B-roll, but also the piece that really makes the composition tick--it’s the contrast between the brash and childlike optimism represented by Jardim, and the rest of the melody coming in to remind us of how those hopes are dashed as we come to adulthood, and we grow to see the world we lived in as children collapse upon itself. This all comes together to make the song utterly compelling to listen to in full, despite how pithy and trivial its oft-repeated hook has become.

While “Video Killed the Radio Star” was the single that managed the most mainstream success, the rest of the album features tracks that resemble it, in their sense of cinematic narrative and fascination with nostalgic retro-futurism. It’s not quite a concept album, but it still has an impressive amount of thematic consistency, and its tracks’ resonance only seems to increase when considered alongside one another.

Music: “Johnny on the Monorail”

Stark and plaintive, “Johnny on the Monorail” closes out the album on a moody, introspective note. Those bright backing vocals return, this time adding in some scatting, in a more overt reference to 50s doo-wop. Its high-tech mass transit theme calls to mind Kraftwerk’s seminal “Trans-Europe Express” from a few years earlier--but where they had used heavy, hyper-physical percussion to portray the workings of the machine itself, the Buggles’ hymn to the train focuses on the internality of its human occupants. The train is a socially-charged space here, but one filled with awkwardness and tepid, partial connections to other people. It’s a perfect microcosm of a sterilized future world that separates man from physical actions, like walking, as well as from his fellow man. This emphasis on the human, emotional toll of high technology is a constant throughout the album, even on its lone “love song.”

Music: “I Love You, Miss Robot”

In “I Love You, Miss Robot,” the age-old myth of romance between human and machine serves the role it always does: satirizing the transactional or objectifying nature of “modern” relationships, and the perversity of our attempts to fill our needs for companionship with things instead of people. The composition is, fittingly, quite hollow and languid, centered around a simple bass guitar riff while electronically-distorted vocals flit around like ghosts. Despite Trevor Horn’s reputation for orchestral, baroque pop, there’s actually a surprising amount of driving, rock guitar on this album too. It’s most prominent on the track “Clean, Clean!”, which is certainly a major sonic contrast with “I Love You, Miss Robot”! “Clean, Clean!” actually directly follows it in the tracklisting, albeit broken up by the flip to side two, if you’re listening on vinyl.

Music: “Clean, Clean!”

Despite its rough-edged aesthetics and driving rhythm, “Clean, Clean!” maintains the sense of high-concept narrative that pervades The Age of Plastic, showing us a glimpse into a brutal war. But, set against the haunting sense of distance and sterility embodied by tracks like “Johnny on the Monorail,” “Clean, Clean!” ultimately feels quite different thematically as well, with its soldiers inhaling diesel fumes and struggling to “keep the fighting clean.” Both sonically and lyrically, its feel is a bit less atompunk, and more dieselpunk--and, for once, the linguistic allusion to “punk music” is also relevant here!

The cover of The Age of Plastic features a headshot of Buggles frontman Trevor Horn, rendered in lurid primary colours. Combined with the tight horizontal lines of the background, and the digital-looking typeface used to render the name of the band, it seems to be an image culled from some futuristic display screen, fitting the album’s aforementioned science fiction themes. Looking back on it now, of course, there’s a certain retro feel to these now-outdated ideas about computer displays. It’s a reminder that for as much as this album was, in its own time, looking backward to Midcentury ideas about the future, and embracing a certain retro-futurism, it’s now aged into being “retro” itself, in a world where much of contemporary culture looks back at the 1980s with hope and wonder.

The title, “The Age of Plastic,” calls to mind not only a world of futuristic super-materials, but also the negative connotations of plastic: fakeness, disposability, and malleability to the point of having no fixed identity. In that sense, Horn’s technicolour visage can be read as the image of that plastic-age hominid, formed anew by evolving technology and an increasingly cold and alienating culture.

If you’re familiar with Western pop, the odds that you’ve already heard a lot of other work by Trevor Horn is extremely high. For as much as “Video Killed the Radio Star” has gone down in history as a gimmicky number, Horn’s fingerprints run all throughout popular music, from a stint as the frontman of progressive rock outfit Yes, to producing hit songs for artists like ABC, Frankie Goes to Hollywood, the Pet Shop Boys, and Seal. My personal favourite project of his, though, is probably his sample-heavy, avant-garde work as a member of the Art of Noise. A lot of people don’t know that there was actually also a second Buggles album, 1981’s Adventures in Modern Recording. I’ve met few people who would argue that it’s quite as good as The Age of Plastic, but if you’re interested in more of this sound, you might as well give it a shot! Lead single “I Am a Camera” even managed to chart minorly in several markets.

Music: “I Am a Camera”

My favourite track on The Age of Plastic is its opener, the pseudo-title track, “Living in the Plastic Age.” Moreso than any of the other tracks, it really draws its strength from its narrative, with clever lyricism that really rewards a close listen. It captures a day in the life of a businessman in a soulless, corporatized future, going through the motions despite a nagging notion that the corporate grind is no path to true fulfillment. The song’s frantic pacing portrays that ceaseless, hectic sense of stress, and its soaring refrain is one of the album’s highest points of drama. I can’t think of a better summation of the album’s overarching themes. That’s all for today, thanks for listening!

Music: “Living in the Plastic Age”

[thisisevenharderthannamingablog]

6.12 Murder Most Foul

Quite the divisive episode this turned out to be. I admit, I had discarded the theory that they were going to go with Killian as the murderer, and although they obviously will resolve it, I can’t fathom how they might do so without feeling cheap.

That wrinkle aside, this was a far better episode than either of the ones preceding it. (Hell, the inclusion of badass Ruth alone lifted it over that bar.)

In the past: Robert and Ruth face a terrible decision. The twins are sick and will not survive the oncoming winter without medicine they cannot afford. Rumplestiltskin has a deal: give up one twin to be adopted by King George, and both can live. The choice is made by a coin toss. David stays; James goes.

Years later, drunk and broke in a tavern, Robert gets slapped in the face by opportunity when King George shows up. His son has gone missing, and whoever returns him will be richly rewarded. Robert bids farewell to his family, promises that he return to them as his true and whole self, and goes to Rumple for James’ location: Pleasure Island.

In this land of exotic temptation, Robert finds James with some help from Pinocchio. Robert proposes to take him home to his birth family. James does not like George, and is happy to agree, but of course they are intercepted before they can leave the island. Robert’s attempt at defiance avails nothing. James is whisked back off to the palace; Robert is whisked off to be disposed of by some of George’s soldiers.

Killian happens along and kills the soldiers and Robert for Reasons.  

In the present: Everyone celebrates Emma’s victory. Later, outside the house, David sees his father’s ghost, reviving his determination to find out how he really died (see 6.03). Snow is not around to urge him to give it up; he recruits Killian into helping him.

Killian, meanwhile, is most concerned with how to ask David for his blessing before he proposes to Emma, and goes along with the plan mainly it seems in order to keep David out of too much trouble.

Meanwhile, Regina comes to reluctant grips with the fact that this Robin is not her Robin but a very different man who really really wants to kill Nottingham and also he kisses weird, and that she may have made a mistake bringing him to Storybrooke.

Zelena shows up just long enough to warn Regina against letting him think that he has any claim on Robyn. Robin steals some “powerful” stuff from Regina’s vault.

While Killian distracts Emma, David steals some magical supplies. He and Killian make a potion to work out where the coin was the day Robert died, giving them the Pleasure Island connection; they visit August. August confirms that Robert was there for James, and that he was sober. He also mentions that he didn’t put all of his own story into Henry’s storybook; there are a few pages he kept back, and if he can find them, they may have more information about Robert.

Charming concludes that George must have killed Robert. He cuffs Hook to a bike rack and goes off to confront his twin’s adoptive father. George admits to having ordered Robert’s death. David gives George a knife and demands that he fight for his worthless life. Killian intervenes (so much for that cuff! Emma probably gave him a key), and a second, more intense confrontation ensues, this one over the question of what man David wants to be. Charming breaks down and abandons his murderous quest.

Later that night, at the docks, David tosses the coin into the water; his father’s ghost is put to rest. Killian joins him and asks his blessing to ask Emma to marry him, which is granted (duh). Ring in hand, Killian heads home, only to be stopped by August, who found those pages of the storybook. Those happen to show Robert’s face... which Killian recognizes as being that guy he killed that one time.

Buzz well and truly killed, thanks a bunch, August.

Parallels: Robert and Charming are both presented as having lost their way, their families in danger of destruction. Both men must face a choice and remain true to themselves. Robert is aided in this by a regretful Rumple, and Charming by Killian.

The title of the episode is a reference to Hamlet, although it’s a bit of a stretch to say the least. They both involve the ghost of a murdered father. (Given what we know about the Underworld, does this mean that Arthur has the phones running again?)  

Robert’s ghost says, “Family is everything,” a line used by King George to Snow in 2.03.

The Pleasure Island location is from Pinocchio, and referenced in the page August was typing in the end of 6.11. Pinocchio plays a guide role in both halves of the story -- a reluctant, lying guide in the past, and a more mature and rueful one in the present.  

Charming being six at this time, since Pinocchio became a real boy at most a couple of years before the Dark Curse, at which point I would guesstimate Charming was supposed to be around 20, that’s at least a decade of wooden-Pinocchio shenanigans for Gepetto to endure. Yikes.

Representing fate with a coin toss is a very old mechanism. I love when this show gets all classic with its symbolism.  

Wardrobe Department:

In Hindsight: The setup represents a bit of a retcon to the twin-trading dilemma as originally given by Ruth back in S2, but I can live with it. George is now responsible for ordering the deaths of both of Charming’s parents, which seems worth promoting him from enemy to nemesis.

We never find out the name of George’s queen -- presumably she had died by the time of the episode’s main action -- but that emphasizes how exclusively this plot is focused on fathers and sons, a theme that will carry through into 6.13 with Rumple and Gideon. “Family is everything” might as well be the theme of the show.

I really liked Robert appearing at Rumple’s place with nothing to pay; it puts the scene on an entirely different footing than their first encounter, and if it does not entirely remove the transactional element -- “You owe me” -- it does alter the resonance. This is not about money, not about anything material, not even about life or death, but about fatherhood in its purest form, the need to protect one’s child. That is a uniquely potent approach with Rumple in this context. (Of course the whole situation was Rumple’s connivance to begin with, but I think that by virtue of Robert being willing to make the deal, Rumple would argue that Robert deserved to be treated that way before.)

Having Zelena show up to deliver a patently obvious piece of information -- since Robyn is not his child by any definition, the entire scene was unnecessary -- seems like it can only have been intended to pave the way for future Robin 2.0/Zelena interactions.

Other than being certain that it will all end in tears, I’m curious what they have in mind for this plot. It was an interesting choice to say the least to place the healing scene in the crypt. Her attempt at a fresh start was doomed from the get-go, Robin wearing a dead man’s clothes in the place that symbolizes death-in-life, surrounded by the towering evidence of Regina’s past and her continued power-hoarding. She might regret the hearts, at least when reminded about them, but she has yet to do anything about it. I hope Sean had fun, anyway.

I liked the repeated shots of David watching Snow’s video on his phone; it really emphasized how isolated he feels. (I’ve seen a fair amount of annoyance over how Snow’s only waking scenes this ep were with Regina, but it fits with my assignment of the Devil’s Advocate role; Regina is currently under the sway of false hope, and it’s Snow’s job to argue with her.) Those moments preface Robert’s first two appearances to David. Can the ghost only appear when David is feeling particularly low and alone?   

“The one time I need you to be that guy” - thing is, David, you can’t be “that guy” just “one time”. It was a tough habit to break, and one Killian has no interest in resuming *cough* because you end up doing regrettable things like killing random civilians for murky reasons *cough*. I have seldom been so delighted by a line of dialog in this show as I was by Hook’s that he would try to dissuade anyone who set out on a course of vengeance. This really is the clearest possible marker of the changes he’s gone through, from thoughtless killer to someone who prioritizes others’ healing.

On the reverse note, David was being such an asshole, and I loved it! C’mon, bro, it’s just me, what are you, chicken? Fine, I’ll do it by myself (you loser, you’re not really my friend). It’s all painfully, deliciously adolescent -- he needs a lookout so he can conduct a petty theft! -- and so Back to Pleasure Island we go, to the voice of temptation. I loved all of the Charming scenes in this episode; Josh really cut loose, and it was glorious. (I should also note that I appreciated David’s apology later on for having put Killian’s relationship with Emma in jeopardy; that was a nice, clear touch.)

So Emma does her magic research out in the shed now, and not in the basement/dungeon. Check. That whole scene was golden, even with the undercurrent; turns out nothing is so distracting as full-on honesty. I could watch sunny, smiling Emma for hours. More important than defeating Gideon is that she’s defeated her own fear about her fate. She’s glowing with happiness, ready to enjoy life as it comes, content with her son and her lover. We are on the precipice of the final fulfillment promised by the Hero’s Journey. *happy sigh*

The Science Bros scene was a perfect moment of relative lightness in an episode that could easily have gotten bogged down in itself. Well done, show! See, you can do physical comedy without making fun of people. Amazing.

The bit between David and George and then David and Killian was just SO GOOD I actually don’t have much to say about it? Every instant of emotion was beautifully wrung out of those two confrontations. Moments like this, when we get to see Killian, who faced all of his worst battles alone, being a rock for his loved ones in their moment of testing -- that’s when I love this story.

I also love George, they could have done so much more with him as a villain. Some day I will write that fic (haha). Anyway, since Storybrooke doesn’t seem to have any other place to store long-term prisoners, I assume Isaac is next door.

On to the conclusion.

Hm. Well, if I must.

I’m sooooo tiiiiiiiired of Killian confronting something evil he did in the past, guys. So tired of David in particular throwing “pirate” at him like S4 and 5 never fucking happened. So tired of angst faces and secrets and angry confrontations. This whole situation is a painfully close retread of 6.06, right down to the age of the piratically orphaned boys. At least Killian had a motive for killing Brennan, whereas this setup is so random as to appear both pointless and contrived, so, uh, D- for effort, writers.

As I complained earlier this week, this would have been a Shocking Revelation back in, say, S3, before CS was a solid thing, before they had gotten used to being more or less constantly haunted by Killian’s past.

Really, they should just put a box up on the porch in which people can leave a short form explaining their grievance and their preferred form of restitution: blood, treasure, or saving their life/loved one/sanity please choose only one because episode length.

As it is, we know CS will be fine -- we don’t need the Swoopy Camera of Love Kissing, but I won’t complain about it.

We therefore know that Captain Charming will be fine. This whole “complication” is just wasting time that could be spent on something more interesting or more fun or both, like picking out something other than a plain, standard engagement ring for a fairy tale couple that has such a distinct aesthetic, both of whom have a series-long history of sentimental statement jewelry and one of whom wears a ton of rings, but that would require them remembering that S5 happened, which appears to be against the rules--

Ahem.

Okay. He’s feeling urgent about this. I can see him wanting to get something new, something that doesn’t have a Past because it’s supposed to be about their future. The only place in town that sells EF-style stuff is the Croc’s, which is a non-starter, so it would have to be whatever serves Storybrooke for a modern jewelry store, but even in a town this size, they should have SOMETHING a little unusual. The guy is the standout clothes horse on the male side of the show; he owns forty dark shirts in different but equally subtle patterns; don’t tell me he can’t pick out a ring with some flair.

Anyway. Maybe he’ll pick up something cooler when [spoilers redacted].

In under the wire again, as we prepare for tonight’s episode! I think this next one will signpost Rumple’s final fate in the series, so I am prepared to be interested in what happens even though my emotional investment is zero.

[maral12944-blog]

How Authentic Content Builds Brand Trust in Uncertain Times

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How Authentic Content Builds Brand Trust in Uncertain Times

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These are unusual instances certainly.

As I write this, I’m sitting in my dwelling workplace, as a result of my employer – like so many others throughout the nation and world – is doing what it might to assist cease the unfold of COVID-19. This is the kind of occasion that casts new mild on nearly every thing, together with the subject I’d deliberate to deal with right this moment.

No enterprise desires to behave or seem opportunistic proper now. That goes with out saying. But the reality is that entrepreneurs, manufacturers, and creators of every kind could make a constructive distinction. Being legitimately and authentically useful in a second like this will have a long-lasting influence.

With private interactions and bodily proximity being minimized, folks will flip to the net greater than ever for trusted sources of data and significant content material experiences. It’s value fascinated about what position you and your model can play.

The Show Must Go On

As I discussed in certainly one of my earliest weblog contributions after becoming a member of TopRank Marketing, I’ve a aspect interest outdoors of my profession in advertising and marketing: working a Minnesota Twins baseball neighborhood website. With this ardour taking part in such a giant position in my life, it goes with out saying that I’m feeling affected by the sudden and indefinite absence of baseball, at a time the place the game��s prolonged season is often simply getting underway.

(Image Source: Peter Feghali, Unsplash)

I acknowledge, in fact, that in the grand scheme of all that’s occurring, that is small potatoes. It’s a recreation. But it’s additionally a supply of consolation and routine for me and so many others. And the underside line is that whereas Major League Baseball’s schedule is not going to proceed, life will. And this is applicable extra broadly to companies and content material creators throughout the spectrum.

As our CEO Lee Odden wrote just lately close to advertising and marketing throughout the COVID-19 pandemic, “the need for information and solutions might slow or change but not stop.”

Let’s discover how manufacturers can go all-in on authenticity to strengthen bonds throughout a time of common uncertainty and nervousness.

“Marketers, brands, and creators of all kinds can make a positive difference. Being legitimately and authentically helpful in a moment like this can have a lasting impact.” @NickNelsonMN Click To Tweet

Building Trust by way of Authentic and Altruistic Content

Content advertising and marketing is inherently an extended recreation, centered on constructing relationships at the start. Right now, the easiest way to pursue this aim is thru authenticity and altruism, in the context of your enterprise and its viewers.

Keep Your Audience Informed

The ongoing pandemic impacts completely different industries and verticals in other ways. If there’s a white area for offering information and updates in the area of interest you serve particularly, you would possibly take into account filling it. Curate information from authoritative sources (just like the World Health Organization and the Centers for Disease Control and Prevention) and make it accessible in an simply accessible place.

This can also be a good time to supply useful steering round changes and variations being made in response to this example. For instance, our shoppers at Antea Group leveraged their experience as regards to worker well being and security to supply ergonomic ideas for a house workplace. Another consumer, LinkedIn Sales Solutions, served up recommendation on staying related digitally when “in-person” will not be an possibility.

Be Open and Human

We discuss authenticity in B2B advertising and marketing incessantly as a result of it’s so important for practitioners to continuously remind themselves that we’re not interacting with companies, we’re interacting with human beings. COVID-19 presents a universally shared human expertise on a scale that’s unmatched in lots of our lifetimes.

There’s by no means been a greater time to open up and share actual, relatable tales. Everyone goes by way of one thing, and it may be comforting to learn the way others are coping with the distinctive circumstances introduced on by this state of affairs.

Focus on Connection

Thanks to expertise, distancing doesn’t have to equate to isolation. People are prone to be craving for social connection in a significant method. The easiest factor an organization can do is place an emphasis on being accessible and responsive through social media, e mail, and different channels. But you additionally would possibly take into account discovering methods to copy the dynamic of private interactions. For instance:

Webinars & Live-Streaming: It can generally be tough to attract huge crowds of busy professionals for a reside broadcast, however at a time the place touring and in-person conferences are decreased, there are extra openings on calendars. Running a webcast with a theme that’s related to the present instances would possibly hit a candy spot.

Virtual Networking Events: With so many main conferences and summits being canceled, there’s nonetheless a necessity for folks to community and develop. This could current a chance to host or take part in on-line gatherings and meet-ups. One factor value contemplating is a digital joyful hour, the place folks flip on their laptop computer digital camera, crack open a beverage, and luxuriate in a real chat from their very own respective areas.

“At a time where traveling and in-person meetings are reduced, there are more openings on calendars. Running a webcast with a theme that’s relevant to the current times might hit a sweet spot.” @NickNelsonMN Click To Tweet

Stick to Your Strategy

Understandably, it may be bizarre to consider promoting at this second. Pushing services – particularly those who could be deemed “non-essential” in the face of a worldwide well being disaster – feels tone-deaf at a time the place everybody’s consideration is pulled towards the headlines. I get it.

But right here’s the unavoidable fact: This ordeal isn’t going away anytime quickly. Life will probably be completely different for some time, and as we acclimate to a brand new norm, the drumbeat of enterprise will regain its regular rhythm in most areas. So it’s essential to maintain a holistic, built-in, full-funnel technique in place, even when you’re lessening the conversion emphasis briefly.

One factor many firms will need to ponder is how they will make it simpler to digitally buy and transact.

Into Unknown Territory

There is not any playbook for this. Every individual, household, and enterprise is treading new floor. But we’re all going by way of it collectively and that’s why it’s extra precious than ever to let our authenticity shine by way of.

“The friend in my adversity I shall always cherish most. I can better trust those who helped to relieve the gloom of my dark hours than those who are ready to enjoy with me the sunshine of prosperity.” – Ulysses S. Grant

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•Write ONE discussion board post where you show how the company you are researching either creates a perception of value or uses information to retain or lure new customers. Please be specific in your posts and use some examples from your research. •This way you will achieve two ends: you will report your company choice to me (if you haven't already done so) and you will begin to interact with your research. Perhaps what you find in this effort will be useful in your paper. At least it will get you going on your research. Also write a comment for each post. 1. Walgreens is the largest drugstore chain in America and is the first drugstore to open. Walgeens started a customer loyalty rewards program to lure new customers. The rewards progrm has evolved beyontipical reward programs. The rewards program allows its customers to accumilate points for buying specific items, filling prescriptions, and even participating in fitness programs. For 5,000 points, patrons get a $5 reward; for 40,000 points, they receive a $50 credit. The program differentiates itself by being “easy and simple” to interact with in real time on multiple platforms (physical cards, mobile apps and online) and allowing shoppers “to save and earn points over time to redeem for something meaningful (Alec Foege 1). The collected data from the new loyalty program will help Walgreens in enhancing the assortment of products available in individual stores based on local purchase preferences. Foege, Alec. "Walgreens Customer Loyalty Program Key Aspect of Drugstore Chain’s Revamp." http://ift.tt/2wm6cYj. N.p., 19 Dec. 2012. Web. 4 Sept. 2014. ReplyQuote 2. The Home Depot is the leading company in the US when it comes to home improvement. One way in which the Home Depot creates perception is by their commercials with "DIY" (Do it Yourself). They show not only men but women doing projects empowering women to do things around the house like painting. The company uses its knowleadgeable staff to create value. A staff that is knowledgeable creates credibility with the employee and customer and assures the customer that they are getting the correct information. Home Depot does a good job in getting information because without it they cant give customer service. In home improvement asking questions and getting as much information possible is what is gonna lead to transactions. SERVICE SNAPSHOT Special Service for Best Customers Hertz Car Rental knew they had problems when people were getting upset about having to wait in long lines to get their rental cars. Many businesspeople travel very tight schedules and need to have a car quickly. Hertz knew that unless they took action quickly, they would lose many of their most valu- able and frequent renters. Hertz launched a special service— the #1 Gold Club—for those who needed their rental cars quickly. The #1 Gold Club members can call ahead of time to reserve a car. When the member gets off the plane, a shuttle is waiting for the customer at the curb to take him or her to the car. The shuttle driver can welcome him or her by name and explain the shuttle trip is just two minutes. The shuttle drops off the customer at the reserved car. The engine is running, the trunk lid is open, and today’s issue of the WallStreet Journal is on the front seat. The member gets in the car and drives to the gate where he or she shows his or her driver’s license and #1 Gold Card. No lines. No hassle. The successes of this approach lead other auto rental companies to offer similar accommodations. Some offer the preferred customer the option to pick any car they want. Frequent travelers often get streamlined service on airlines (with special lines for first-class and frequent flyers as well as special security lines) and hotel guests get upgrades and special features. What can your company do to offer special consideration to your very best customers? The future “gold card” customer will expect something more. A FINAL THOUGHT Insight. That is the key word as we seek to stay abreast of ever-changing customer service realities. Accurately forecasting the future is, of course, a tricky business. Often we are limited by our preconceived ideas or our inability to think, as the cliché goes, “outside the box.” Even our customers may not know what they want. Henry Ford is famous for saying that if he had asked customers what they wanted they would have said a faster horse. Nevertheless, maintain- ing great customer service calls for constant evolution. Today’s service innovation can quickly become tomorrow’s minimum requirement. Being ever-sensitive to possible customer turnoffs and changing industry standards is fundamental. The future looks exciting for people and organizations willing to change to stay competitive. Changes are often driven by technology although some organizations may choose to minimize technological innovation. They may decide to keep doing things the old-fashioned, down-home way as they do now. That’s an alternative strategy that may appeal to people who don’t much care for all this new-fangled techy-stuff. In some business contexts, lo-tech may be fine. But for most organizations, embracing technological capabilities is a logical choice. Having the insight neces- sary to decipher customer wants and needs should be a high priority for service professionals. Companies will need to give some hard thought to their value proposition. What exactly do they want to offer customers? It is possible to do business the old ways, to run the mom ‘n pop store or restaurant just as it’s been run in the past decades. But even among staunch traditionalists, customer demand for change may become a clamor. Even in Ye Olde Gift Shoppe with the 1890s theme, customers expect to be able to use their credit cards and probably even look at inventory online. Unless the shop has another gimmick, they will face a lot of pressure to upgrade to current customer demands. Some customers are concerned about the impact of technology on privacy and the poten- tial for intrusion into personal lives. For example, a few years ago a failed promotion offered free computers to people so long as the company can gather infinite data about every click of the mouse made on that computer. In a sense, those customer would have been selling their privacy for the price of a PC. These customers may resist some of the techniques we’ve discussed but would be open to friendly, informal personalization found in local, neighborhood stores or shops. Whatever strategy your company employs, from having highly sophisticated intelligent- system databases to jotting down handwritten notes on customer preferences, one-to-one, personalized customer service and relationship building must stand as its cornerstone. Cultivate your insight into the future of customer service. ANOTHER LOOK Of Wine and Corks and Perceived Value Wine makers know that screw cap bottles are better and cheaper than the traditional cork. Yet it is impossible to change to such caps. It may be because buyers would equate screw caps with inferior wine. It may be because the whole event of wine drinking requires the cork. How can this (perception of value) be changed? 1. It is possible that the transition could be made if the screw caps were very expensive in the first place—for example, enameled. If such caps became collectors’ items, then the transition might be accomplished. Here the changed perception, from seeing screws as less desirable to more desirable, is an example of the direct blocking of the “cheap” image. 2. We might go in exactly the opposite direction. We could sell exactly the same wine at two prices: £12 with the usual cork and £10 with a screw cap. People would now set out to convince themselves that the cork was not that important a part of the event of wine drinking. 3. Another approach would be an education campaign to show that corks could go bad and could leak, whereas screw caps could not. This would be less effective than either of the other two approaches— making screw caps either dearer or cheaper—but could be combined with either. It is almost impossible to delete or block a perception pattern. Another pattern needs to be set up to lead values in a different direction. Source: Edward de Bono, “Perceived Value: When Considering Value, Perception Can Be as Important as Reality,” http:// http://ift.tt/2wYdbpQ .php . Downloaded March 20, 2006. panel” and “the back seat that was as uncomfortably firm as a park bench,” among the other nega- tive comments. These criticisms surface despite Nissan’s U.S. general manager asserting that the Versa is “one of our most trouble-free cars.” Even the writer acknowledges later in the article a number of positive characteristics for this intentionally stripped-down model. The challenge for the Versa is probably not competing with other low-cost new cars but rather with comparably priced but better equipped used cars. About a third of the article focused on what it calls “things of importance, rather than indulgence, that you sacrifice” on this vehicle. These “things of importance” are power windows, power locks, power mirrors, and the like. What are today being described as important was not long ago regarded as luxuries. Basic trans- portation is not enough; the expectation bar has been raised and anything lacking these kinds of features is seen as lacking in sufficient value. Companies need to be aware of the constantly raising value bar. People demand and expect good value. The snake oil salesman may sell some product in the short-run, transaction-based business. But the likelihood of an ongoing relationship with customers who receive poor value is nil. Good value is a minimum, enhanced value is a competitive advantage. CREATE AN ENHANCED SENSE OF INTRINSIC AND ASSOCIATED VALUE Perception of value is based on how customers view both intrinsic and extrinsic or, associated factors. Understanding these factors is the starting point for creating A-plus value experiences for your customers. Intrinsic Value of the Product Itself Intrinsic value arises from the core product or service itself. Does it meet customer needs, do what it’s supposed to do? This form of product value may not be immediately evident in some cases. We may assume a product is adequate because it seems to work, but the true extent of its value— especially its durability—may not be clear for some time. For example, a truck buyer may not fully appreciate the value until the truck has a hundred-thousand care-free miles on it. Similarly, the intrinsic value of a legal document an attorney prepared may not be fully evident until it holds up in court. The intrin- sic value of a house painting job becomes apparent only when it still looks great years later.

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The post •Write ONE discussion board post where you show how the company you are researching either creates a perception of value or uses information to retain or lure new customers. Please be specific in your posts and use some examples from your research. •This way you will achieve two ends: you will report your company choice to me (if you haven’t already done so) and you will begin to interact with your research. Perhaps what you find in this effort will be useful in your paper. At least it will get you going on your research. Also write a comment for each post. 1. Walgreens is the largest drugstore chain in America and is the first drugstore to open. Walgeens started a customer loyalty rewards program to lure new customers. The rewards progrm has evolved beyontipical reward programs. The rewards program allows its customers to accumilate points for buying specific items, filling prescriptions, and even participating in fitness programs. For 5,000 points, patrons get a $5 reward; for 40,000 points, they receive a $50 credit. The program differentiates itself by being “easy and simple” to interact with in real time on multiple platforms (physical cards, mobile apps and online) and allowing shoppers “to save and earn points over time to redeem for something meaningful (Alec Foege 1). The collected data from the new loyalty program will help Walgreens in enhancing the assortment of products available in individual stores based on local purchase preferences. Foege, Alec. “Walgreens Customer Loyalty Program Key Aspect of Drugstore Chain’s Revamp.” http://ift.tt/2wm6cYj. N.p., 19 Dec. 2012. Web. 4 Sept. 2014. ReplyQuote 2. The Home Depot is the leading company in the US when it comes to home improvement. One way in which the Home Depot creates perception is by their commercials with “DIY” (Do it Yourself). They show not only men but women doing projects empowering women to do things around the house like painting. The company uses its knowleadgeable staff to create value. A staff that is knowledgeable creates credibility with the employee and customer and assures the customer that they are getting the correct information. Home Depot does a good job in getting information because without it they cant give customer service. In home improvement asking questions and getting as much information possible is what is gonna lead to transactions. SERVICE SNAPSHOT Special Service for Best Customers Hertz Car Rental knew they had problems when people were getting upset about having to wait in long lines to get their rental cars. Many businesspeople travel very tight schedules and need to have a car quickly. Hertz knew that unless they took action quickly, they would lose many of their most valu- able and frequent renters. Hertz launched a special service— the #1 Gold Club—for those who needed their rental cars quickly. The #1 Gold Club members can call ahead of time to reserve a car. When the member gets off the plane, a shuttle is waiting for the customer at the curb to take him or her to the car. The shuttle driver can welcome him or her by name and explain the shuttle trip is just two minutes. The shuttle drops off the customer at the reserved car. The engine is running, the trunk lid is open, and today’s issue of the WallStreet Journal is on the front seat. The member gets in the car and drives to the gate where he or she shows his or her driver’s license and #1 Gold Card. No lines. No hassle. The successes of this approach lead other auto rental companies to offer similar accommodations. Some offer the preferred customer the option to pick any car they want. Frequent travelers often get streamlined service on airlines (with special lines for first-class and frequent flyers as well as special security lines) and hotel guests get upgrades and special features. What can your company do to offer special consideration to your very best customers? The future “gold card” customer will expect something more. A FINAL THOUGHT Insight. That is the key word as we seek to stay abreast of ever-changing customer service realities. Accurately forecasting the future is, of course, a tricky business. Often we are limited by our preconceived ideas or our inability to think, as the cliché goes, “outside the box.” Even our customers may not know what they want. Henry Ford is famous for saying that if he had asked customers what they wanted they would have said a faster horse. Nevertheless, maintain- ing great customer service calls for constant evolution. Today’s service innovation can quickly become tomorrow’s minimum requirement. Being ever-sensitive to possible customer turnoffs and changing industry standards is fundamental. The future looks exciting for people and organizations willing to change to stay competitive. Changes are often driven by technology although some organizations may choose to minimize technological innovation. They may decide to keep doing things the old-fashioned, down-home way as they do now. That’s an alternative strategy that may appeal to people who don’t much care for all this new-fangled techy-stuff. In some business contexts, lo-tech may be fine. But for most organizations, embracing technological capabilities is a logical choice. Having the insight neces- sary to decipher customer wants and needs should be a high priority for service professionals. Companies will need to give some hard thought to their value proposition. What exactly do they want to offer customers? It is possible to do business the old ways, to run the mom ‘n pop store or restaurant just as it’s been run in the past decades. But even among staunch traditionalists, customer demand for change may become a clamor. Even in Ye Olde Gift Shoppe with the 1890s theme, customers expect to be able to use their credit cards and probably even look at inventory online. Unless the shop has another gimmick, they will face a lot of pressure to upgrade to current customer demands. Some customers are concerned about the impact of technology on privacy and the poten- tial for intrusion into personal lives. For example, a few years ago a failed promotion offered free computers to people so long as the company can gather infinite data about every click of the mouse made on that computer. In a sense, those customer would have been selling their privacy for the price of a PC. These customers may resist some of the techniques we’ve discussed but would be open to friendly, informal personalization found in local, neighborhood stores or shops. Whatever strategy your company employs, from having highly sophisticated intelligent- system databases to jotting down handwritten notes on customer preferences, one-to-one, personalized customer service and relationship building must stand as its cornerstone. Cultivate your insight into the future of customer service. ANOTHER LOOK Of Wine and Corks and Perceived Value Wine makers know that screw cap bottles are better and cheaper than the traditional cork. Yet it is impossible to change to such caps. It may be because buyers would equate screw caps with inferior wine. It may be because the whole event of wine drinking requires the cork. How can this (perception of value) be changed? 1. It is possible that the transition could be made if the screw caps were very expensive in the first place—for example, enameled. If such caps became collectors’ items, then the transition might be accomplished. Here the changed perception, from seeing screws as less desirable to more desirable, is an example of the direct blocking of the “cheap” image. 2. We might go in exactly the opposite direction. We could sell exactly the same wine at two prices: £12 with the usual cork and £10 with a screw cap. People would now set out to convince themselves that the cork was not that important a part of the event of wine drinking. 3. Another approach would be an education campaign to show that corks could go bad and could leak, whereas screw caps could not. This would be less effective than either of the other two approaches— making screw caps either dearer or cheaper—but could be combined with either. It is almost impossible to delete or block a perception pattern. Another pattern needs to be set up to lead values in a different direction. Source: Edward de Bono, “Perceived Value: When Considering Value, Perception Can Be as Important as Reality,” http:// http://ift.tt/2wYdbpQ .php . Downloaded March 20, 2006. panel” and “the back seat that was as uncomfortably firm as a park bench,” among the other nega- tive comments. These criticisms surface despite Nissan’s U.S. general manager asserting that the Versa is “one of our most trouble-free cars.” Even the writer acknowledges later in the article a number of positive characteristics for this intentionally stripped-down model. The challenge for the Versa is probably not competing with other low-cost new cars but rather with comparably priced but better equipped used cars. About a third of the article focused on what it calls “things of importance, rather than indulgence, that you sacrifice” on this vehicle. These “things of importance” are power windows, power locks, power mirrors, and the like. What are today being described as important was not long ago regarded as luxuries. Basic trans- portation is not enough; the expectation bar has been raised and anything lacking these kinds of features is seen as lacking in sufficient value. Companies need to be aware of the constantly raising value bar. People demand and expect good value. The snake oil salesman may sell some product in the short-run, transaction-based business. But the likelihood of an ongoing relationship with customers who receive poor value is nil. Good value is a minimum, enhanced value is a competitive advantage. CREATE AN ENHANCED SENSE OF INTRINSIC AND ASSOCIATED VALUE Perception of value is based on how customers view both intrinsic and extrinsic or, associated factors. Understanding these factors is the starting point for creating A-plus value experiences for your customers. Intrinsic Value of the Product Itself Intrinsic value arises from the core product or service itself. Does it meet customer needs, do what it’s supposed to do? This form of product value may not be immediately evident in some cases. We may assume a product is adequate because it seems to work, but the true extent of its value— especially its durability—may not be clear for some time. For example, a truck buyer may not fully appreciate the value until the truck has a hundred-thousand care-free miles on it. Similarly, the intrinsic value of a legal document an attorney prepared may not be fully evident until it holds up in court. The intrin- sic value of a house painting job becomes apparent only when it still looks great years later. appeared first on Academic Writers BAy.

[freewhispersmaker]

•Write ONE discussion board post where you show how the company you are researching either creates a perception of value or uses information to retain or lure new customers. Please be specific in your posts and use some examples from your research. •This way you will achieve two ends: you will report your company choice to me (if you haven’t already done so) and you will begin to interact with your research. Perhaps what you find in this effort will be useful in your paper. At least it will get you going on your research. Also write a comment for each post. 1. Walgreens is the largest drugstore chain in America and is the first drugstore to open. Walgeens started a customer loyalty rewards program to lure new customers. The rewards progrm has evolved beyontipical reward programs. The rewards program allows its customers to accumilate points for buying specific items, filling prescriptions, and even participating in fitness programs. For 5,000 points, patrons get a $5 reward; for 40,000 points, they receive a $50 credit. The program differentiates itself by being “easy and simple” to interact with in real time on multiple platforms (physical cards, mobile apps and online) and allowing shoppers “to save and earn points over time to redeem for something meaningful (Alec Foege 1). The collected data from the new loyalty program will help Walgreens in enhancing the assortment of products available in individual stores based on local purchase preferences. Foege, Alec. “Walgreens Customer Loyalty Program Key Aspect of Drugstore Chain’s Revamp.” http://ift.tt/2wm6cYj. N.p., 19 Dec. 2012. Web. 4 Sept. 2014. ReplyQuote 2. The Home Depot is the leading company in the US when it comes to home improvement. One way in which the Home Depot creates perception is by their commercials with “DIY” (Do it Yourself). They show not only men but women doing projects empowering women to do things around the house like painting. The company uses its knowleadgeable staff to create value. A staff that is knowledgeable creates credibility with the employee and customer and assures the customer that they are getting the correct information. Home Depot does a good job in getting information because without it they cant give customer service. In home improvement asking questions and getting as much information possible is what is gonna lead to transactions. SERVICE SNAPSHOT Special Service for Best Customers Hertz Car Rental knew they had problems when people were getting upset about having to wait in long lines to get their rental cars. Many businesspeople travel very tight schedules and need to have a car quickly. Hertz knew that unless they took action quickly, they would lose many of their most valu- able and frequent renters. Hertz launched a special service— the #1 Gold Club—for those who needed their rental cars quickly. The #1 Gold Club members can call ahead of time to reserve a car. When the member gets off the plane, a shuttle is waiting for the customer at the curb to take him or her to the car. The shuttle driver can welcome him or her by name and explain the shuttle trip is just two minutes. The shuttle drops off the customer at the reserved car. The engine is running, the trunk lid is open, and today’s issue of the WallStreet Journal is on the front seat. The member gets in the car and drives to the gate where he or she shows his or her driver’s license and #1 Gold Card. No lines. No hassle. The successes of this approach lead other auto rental companies to offer similar accommodations. Some offer the preferred customer the option to pick any car they want. Frequent travelers often get streamlined service on airlines (with special lines for first-class and frequent flyers as well as special security lines) and hotel guests get upgrades and special features. What can your company do to offer special consideration to your very best customers? The future “gold card” customer will expect something more. A FINAL THOUGHT Insight. That is the key word as we seek to stay abreast of ever-changing customer service realities. Accurately forecasting the future is, of course, a tricky business. Often we are limited by our preconceived ideas or our inability to think, as the cliché goes, “outside the box.” Even our customers may not know what they want. Henry Ford is famous for saying that if he had asked customers what they wanted they would have said a faster horse. Nevertheless, maintain- ing great customer service calls for constant evolution. Today’s service innovation can quickly become tomorrow’s minimum requirement. Being ever-sensitive to possible customer turnoffs and changing industry standards is fundamental. The future looks exciting for people and organizations willing to change to stay competitive. Changes are often driven by technology although some organizations may choose to minimize technological innovation. They may decide to keep doing things the old-fashioned, down-home way as they do now. That’s an alternative strategy that may appeal to people who don’t much care for all this new-fangled techy-stuff. In some business contexts, lo-tech may be fine. But for most organizations, embracing technological capabilities is a logical choice. Having the insight neces- sary to decipher customer wants and needs should be a high priority for service professionals. Companies will need to give some hard thought to their value proposition. What exactly do they want to offer customers? It is possible to do business the old ways, to run the mom ‘n pop store or restaurant just as it’s been run in the past decades. But even among staunch traditionalists, customer demand for change may become a clamor. Even in Ye Olde Gift Shoppe with the 1890s theme, customers expect to be able to use their credit cards and probably even look at inventory online. Unless the shop has another gimmick, they will face a lot of pressure to upgrade to current customer demands. Some customers are concerned about the impact of technology on privacy and the poten- tial for intrusion into personal lives. For example, a few years ago a failed promotion offered free computers to people so long as the company can gather infinite data about every click of the mouse made on that computer. In a sense, those customer would have been selling their privacy for the price of a PC. These customers may resist some of the techniques we’ve discussed but would be open to friendly, informal personalization found in local, neighborhood stores or shops. Whatever strategy your company employs, from having highly sophisticated intelligent- system databases to jotting down handwritten notes on customer preferences, one-to-one, personalized customer service and relationship building must stand as its cornerstone. Cultivate your insight into the future of customer service. ANOTHER LOOK Of Wine and Corks and Perceived Value Wine makers know that screw cap bottles are better and cheaper than the traditional cork. Yet it is impossible to change to such caps. It may be because buyers would equate screw caps with inferior wine. It may be because the whole event of wine drinking requires the cork. How can this (perception of value) be changed? 1. It is possible that the transition could be made if the screw caps were very expensive in the first place—for example, enameled. If such caps became collectors’ items, then the transition might be accomplished. Here the changed perception, from seeing screws as less desirable to more desirable, is an example of the direct blocking of the “cheap” image. 2. We might go in exactly the opposite direction. We could sell exactly the same wine at two prices: £12 with the usual cork and £10 with a screw cap. People would now set out to convince themselves that the cork was not that important a part of the event of wine drinking. 3. Another approach would be an education campaign to show that corks could go bad and could leak, whereas screw caps could not. This would be less effective than either of the other two approaches— making screw caps either dearer or cheaper—but could be combined with either. It is almost impossible to delete or block a perception pattern. Another pattern needs to be set up to lead values in a different direction. Source: Edward de Bono, “Perceived Value: When Considering Value, Perception Can Be as Important as Reality,” http:// http://ift.tt/2wYdbpQ .php . Downloaded March 20, 2006. panel” and “the back seat that was as uncomfortably firm as a park bench,” among the other nega- tive comments. These criticisms surface despite Nissan’s U.S. general manager asserting that the Versa is “one of our most trouble-free cars.” Even the writer acknowledges later in the article a number of positive characteristics for this intentionally stripped-down model. The challenge for the Versa is probably not competing with other low-cost new cars but rather with comparably priced but better equipped used cars. About a third of the article focused on what it calls “things of importance, rather than indulgence, that you sacrifice” on this vehicle. These “things of importance” are power windows, power locks, power mirrors, and the like. What are today being described as important was not long ago regarded as luxuries. Basic trans- portation is not enough; the expectation bar has been raised and anything lacking these kinds of features is seen as lacking in sufficient value. Companies need to be aware of the constantly raising value bar. People demand and expect good value. The snake oil salesman may sell some product in the short-run, transaction-based business. But the likelihood of an ongoing relationship with customers who receive poor value is nil. Good value is a minimum, enhanced value is a competitive advantage. CREATE AN ENHANCED SENSE OF INTRINSIC AND ASSOCIATED VALUE Perception of value is based on how customers view both intrinsic and extrinsic or, associated factors. Understanding these factors is the starting point for creating A-plus value experiences for your customers. Intrinsic Value of the Product Itself Intrinsic value arises from the core product or service itself. Does it meet customer needs, do what it’s supposed to do? This form of product value may not be immediately evident in some cases. We may assume a product is adequate because it seems to work, but the true extent of its value— especially its durability—may not be clear for some time. For example, a truck buyer may not fully appreciate the value until the truck has a hundred-thousand care-free miles on it. Similarly, the intrinsic value of a legal document an attorney prepared may not be fully evident until it holds up in court. The intrin- sic value of a house painting job becomes apparent only when it still looks great years later.

•Write ONE discussion board post where you show how the company you are researching either creates a perception of value or uses information to retain or lure new customers. Please be specific in your posts and use some examples from your research. •This way you will achieve two ends: you will report your company choice to me (if you haven't already done so) and you will begin to interact with your research. Perhaps what you find in this effort will be useful in your paper. At least it will get you going on your research. Also write a comment for each post. 1. Walgreens is the largest drugstore chain in America and is the first drugstore to open. Walgeens started a customer loyalty rewards program to lure new customers. The rewards progrm has evolved beyontipical reward programs. The rewards program allows its customers to accumilate points for buying specific items, filling prescriptions, and even participating in fitness programs. For 5,000 points, patrons get a $5 reward; for 40,000 points, they receive a $50 credit. The program differentiates itself by being “easy and simple” to interact with in real time on multiple platforms (physical cards, mobile apps and online) and allowing shoppers “to save and earn points over time to redeem for something meaningful (Alec Foege 1). The collected data from the new loyalty program will help Walgreens in enhancing the assortment of products available in individual stores based on local purchase preferences. Foege, Alec. "Walgreens Customer Loyalty Program Key Aspect of Drugstore Chain’s Revamp." http://ift.tt/2wm6cYj. N.p., 19 Dec. 2012. Web. 4 Sept. 2014. ReplyQuote 2. The Home Depot is the leading company in the US when it comes to home improvement. One way in which the Home Depot creates perception is by their commercials with "DIY" (Do it Yourself). They show not only men but women doing projects empowering women to do things around the house like painting. The company uses its knowleadgeable staff to create value. A staff that is knowledgeable creates credibility with the employee and customer and assures the customer that they are getting the correct information. Home Depot does a good job in getting information because without it they cant give customer service. In home improvement asking questions and getting as much information possible is what is gonna lead to transactions. SERVICE SNAPSHOT Special Service for Best Customers Hertz Car Rental knew they had problems when people were getting upset about having to wait in long lines to get their rental cars. Many businesspeople travel very tight schedules and need to have a car quickly. Hertz knew that unless they took action quickly, they would lose many of their most valu- able and frequent renters. Hertz launched a special service— the #1 Gold Club—for those who needed their rental cars quickly. The #1 Gold Club members can call ahead of time to reserve a car. When the member gets off the plane, a shuttle is waiting for the customer at the curb to take him or her to the car. The shuttle driver can welcome him or her by name and explain the shuttle trip is just two minutes. The shuttle drops off the customer at the reserved car. The engine is running, the trunk lid is open, and today’s issue of the WallStreet Journal is on the front seat. The member gets in the car and drives to the gate where he or she shows his or her driver’s license and #1 Gold Card. No lines. No hassle. The successes of this approach lead other auto rental companies to offer similar accommodations. Some offer the preferred customer the option to pick any car they want. Frequent travelers often get streamlined service on airlines (with special lines for first-class and frequent flyers as well as special security lines) and hotel guests get upgrades and special features. What can your company do to offer special consideration to your very best customers? The future “gold card” customer will expect something more. A FINAL THOUGHT Insight. That is the key word as we seek to stay abreast of ever-changing customer service realities. Accurately forecasting the future is, of course, a tricky business. Often we are limited by our preconceived ideas or our inability to think, as the cliché goes, “outside the box.” Even our customers may not know what they want. Henry Ford is famous for saying that if he had asked customers what they wanted they would have said a faster horse. Nevertheless, maintain- ing great customer service calls for constant evolution. Today’s service innovation can quickly become tomorrow’s minimum requirement. Being ever-sensitive to possible customer turnoffs and changing industry standards is fundamental. The future looks exciting for people and organizations willing to change to stay competitive. Changes are often driven by technology although some organizations may choose to minimize technological innovation. They may decide to keep doing things the old-fashioned, down-home way as they do now. That’s an alternative strategy that may appeal to people who don’t much care for all this new-fangled techy-stuff. In some business contexts, lo-tech may be fine. But for most organizations, embracing technological capabilities is a logical choice. Having the insight neces- sary to decipher customer wants and needs should be a high priority for service professionals. Companies will need to give some hard thought to their value proposition. What exactly do they want to offer customers? It is possible to do business the old ways, to run the mom ‘n pop store or restaurant just as it’s been run in the past decades. But even among staunch traditionalists, customer demand for change may become a clamor. Even in Ye Olde Gift Shoppe with the 1890s theme, customers expect to be able to use their credit cards and probably even look at inventory online. Unless the shop has another gimmick, they will face a lot of pressure to upgrade to current customer demands. Some customers are concerned about the impact of technology on privacy and the poten- tial for intrusion into personal lives. For example, a few years ago a failed promotion offered free computers to people so long as the company can gather infinite data about every click of the mouse made on that computer. In a sense, those customer would have been selling their privacy for the price of a PC. These customers may resist some of the techniques we’ve discussed but would be open to friendly, informal personalization found in local, neighborhood stores or shops. Whatever strategy your company employs, from having highly sophisticated intelligent- system databases to jotting down handwritten notes on customer preferences, one-to-one, personalized customer service and relationship building must stand as its cornerstone. Cultivate your insight into the future of customer service. ANOTHER LOOK Of Wine and Corks and Perceived Value Wine makers know that screw cap bottles are better and cheaper than the traditional cork. Yet it is impossible to change to such caps. It may be because buyers would equate screw caps with inferior wine. It may be because the whole event of wine drinking requires the cork. How can this (perception of value) be changed? 1. It is possible that the transition could be made if the screw caps were very expensive in the first place—for example, enameled. If such caps became collectors’ items, then the transition might be accomplished. Here the changed perception, from seeing screws as less desirable to more desirable, is an example of the direct blocking of the “cheap” image. 2. We might go in exactly the opposite direction. We could sell exactly the same wine at two prices: £12 with the usual cork and £10 with a screw cap. People would now set out to convince themselves that the cork was not that important a part of the event of wine drinking. 3. Another approach would be an education campaign to show that corks could go bad and could leak, whereas screw caps could not. This would be less effective than either of the other two approaches— making screw caps either dearer or cheaper—but could be combined with either. It is almost impossible to delete or block a perception pattern. Another pattern needs to be set up to lead values in a different direction. Source: Edward de Bono, “Perceived Value: When Considering Value, Perception Can Be as Important as Reality,” http:// http://ift.tt/2wYdbpQ .php . Downloaded March 20, 2006. panel” and “the back seat that was as uncomfortably firm as a park bench,” among the other nega- tive comments. These criticisms surface despite Nissan’s U.S. general manager asserting that the Versa is “one of our most trouble-free cars.” Even the writer acknowledges later in the article a number of positive characteristics for this intentionally stripped-down model. The challenge for the Versa is probably not competing with other low-cost new cars but rather with comparably priced but better equipped used cars. About a third of the article focused on what it calls “things of importance, rather than indulgence, that you sacrifice” on this vehicle. These “things of importance” are power windows, power locks, power mirrors, and the like. What are today being described as important was not long ago regarded as luxuries. Basic trans- portation is not enough; the expectation bar has been raised and anything lacking these kinds of features is seen as lacking in sufficient value. Companies need to be aware of the constantly raising value bar. People demand and expect good value. The snake oil salesman may sell some product in the short-run, transaction-based business. But the likelihood of an ongoing relationship with customers who receive poor value is nil. Good value is a minimum, enhanced value is a competitive advantage. CREATE AN ENHANCED SENSE OF INTRINSIC AND ASSOCIATED VALUE Perception of value is based on how customers view both intrinsic and extrinsic or, associated factors. Understanding these factors is the starting point for creating A-plus value experiences for your customers. Intrinsic Value of the Product Itself Intrinsic value arises from the core product or service itself. Does it meet customer needs, do what it’s supposed to do? This form of product value may not be immediately evident in some cases. We may assume a product is adequate because it seems to work, but the true extent of its value— especially its durability—may not be clear for some time. For example, a truck buyer may not fully appreciate the value until the truck has a hundred-thousand care-free miles on it. Similarly, the intrinsic value of a legal document an attorney prepared may not be fully evident until it holds up in court. The intrin- sic value of a house painting job becomes apparent only when it still looks great years later.

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The post •Write ONE discussion board post where you show how the company you are researching either creates a perception of value or uses information to retain or lure new customers. Please be specific in your posts and use some examples from your research. •This way you will achieve two ends: you will report your company choice to me (if you haven’t already done so) and you will begin to interact with your research. Perhaps what you find in this effort will be useful in your paper. At least it will get you going on your research. Also write a comment for each post. 1. Walgreens is the largest drugstore chain in America and is the first drugstore to open. Walgeens started a customer loyalty rewards program to lure new customers. The rewards progrm has evolved beyontipical reward programs. The rewards program allows its customers to accumilate points for buying specific items, filling prescriptions, and even participating in fitness programs. For 5,000 points, patrons get a $5 reward; for 40,000 points, they receive a $50 credit. The program differentiates itself by being “easy and simple” to interact with in real time on multiple platforms (physical cards, mobile apps and online) and allowing shoppers “to save and earn points over time to redeem for something meaningful (Alec Foege 1). The collected data from the new loyalty program will help Walgreens in enhancing the assortment of products available in individual stores based on local purchase preferences. Foege, Alec. “Walgreens Customer Loyalty Program Key Aspect of Drugstore Chain’s Revamp.” http://ift.tt/2wm6cYj. N.p., 19 Dec. 2012. Web. 4 Sept. 2014. ReplyQuote 2. The Home Depot is the leading company in the US when it comes to home improvement. One way in which the Home Depot creates perception is by their commercials with “DIY” (Do it Yourself). They show not only men but women doing projects empowering women to do things around the house like painting. The company uses its knowleadgeable staff to create value. A staff that is knowledgeable creates credibility with the employee and customer and assures the customer that they are getting the correct information. Home Depot does a good job in getting information because without it they cant give customer service. In home improvement asking questions and getting as much information possible is what is gonna lead to transactions. SERVICE SNAPSHOT Special Service for Best Customers Hertz Car Rental knew they had problems when people were getting upset about having to wait in long lines to get their rental cars. Many businesspeople travel very tight schedules and need to have a car quickly. Hertz knew that unless they took action quickly, they would lose many of their most valu- able and frequent renters. Hertz launched a special service— the #1 Gold Club—for those who needed their rental cars quickly. The #1 Gold Club members can call ahead of time to reserve a car. When the member gets off the plane, a shuttle is waiting for the customer at the curb to take him or her to the car. The shuttle driver can welcome him or her by name and explain the shuttle trip is just two minutes. The shuttle drops off the customer at the reserved car. The engine is running, the trunk lid is open, and today’s issue of the WallStreet Journal is on the front seat. The member gets in the car and drives to the gate where he or she shows his or her driver’s license and #1 Gold Card. No lines. No hassle. The successes of this approach lead other auto rental companies to offer similar accommodations. Some offer the preferred customer the option to pick any car they want. Frequent travelers often get streamlined service on airlines (with special lines for first-class and frequent flyers as well as special security lines) and hotel guests get upgrades and special features. What can your company do to offer special consideration to your very best customers? The future “gold card” customer will expect something more. A FINAL THOUGHT Insight. That is the key word as we seek to stay abreast of ever-changing customer service realities. Accurately forecasting the future is, of course, a tricky business. Often we are limited by our preconceived ideas or our inability to think, as the cliché goes, “outside the box.” Even our customers may not know what they want. Henry Ford is famous for saying that if he had asked customers what they wanted they would have said a faster horse. Nevertheless, maintain- ing great customer service calls for constant evolution. Today’s service innovation can quickly become tomorrow’s minimum requirement. Being ever-sensitive to possible customer turnoffs and changing industry standards is fundamental. The future looks exciting for people and organizations willing to change to stay competitive. Changes are often driven by technology although some organizations may choose to minimize technological innovation. They may decide to keep doing things the old-fashioned, down-home way as they do now. That’s an alternative strategy that may appeal to people who don’t much care for all this new-fangled techy-stuff. In some business contexts, lo-tech may be fine. But for most organizations, embracing technological capabilities is a logical choice. Having the insight neces- sary to decipher customer wants and needs should be a high priority for service professionals. Companies will need to give some hard thought to their value proposition. What exactly do they want to offer customers? It is possible to do business the old ways, to run the mom ‘n pop store or restaurant just as it’s been run in the past decades. But even among staunch traditionalists, customer demand for change may become a clamor. Even in Ye Olde Gift Shoppe with the 1890s theme, customers expect to be able to use their credit cards and probably even look at inventory online. Unless the shop has another gimmick, they will face a lot of pressure to upgrade to current customer demands. Some customers are concerned about the impact of technology on privacy and the poten- tial for intrusion into personal lives. For example, a few years ago a failed promotion offered free computers to people so long as the company can gather infinite data about every click of the mouse made on that computer. In a sense, those customer would have been selling their privacy for the price of a PC. These customers may resist some of the techniques we’ve discussed but would be open to friendly, informal personalization found in local, neighborhood stores or shops. Whatever strategy your company employs, from having highly sophisticated intelligent- system databases to jotting down handwritten notes on customer preferences, one-to-one, personalized customer service and relationship building must stand as its cornerstone. Cultivate your insight into the future of customer service. ANOTHER LOOK Of Wine and Corks and Perceived Value Wine makers know that screw cap bottles are better and cheaper than the traditional cork. Yet it is impossible to change to such caps. It may be because buyers would equate screw caps with inferior wine. It may be because the whole event of wine drinking requires the cork. How can this (perception of value) be changed? 1. It is possible that the transition could be made if the screw caps were very expensive in the first place—for example, enameled. If such caps became collectors’ items, then the transition might be accomplished. Here the changed perception, from seeing screws as less desirable to more desirable, is an example of the direct blocking of the “cheap” image. 2. We might go in exactly the opposite direction. We could sell exactly the same wine at two prices: £12 with the usual cork and £10 with a screw cap. People would now set out to convince themselves that the cork was not that important a part of the event of wine drinking. 3. Another approach would be an education campaign to show that corks could go bad and could leak, whereas screw caps could not. This would be less effective than either of the other two approaches— making screw caps either dearer or cheaper—but could be combined with either. It is almost impossible to delete or block a perception pattern. Another pattern needs to be set up to lead values in a different direction. Source: Edward de Bono, “Perceived Value: When Considering Value, Perception Can Be as Important as Reality,” http:// http://ift.tt/2wYdbpQ .php . Downloaded March 20, 2006. panel” and “the back seat that was as uncomfortably firm as a park bench,” among the other nega- tive comments. These criticisms surface despite Nissan’s U.S. general manager asserting that the Versa is “one of our most trouble-free cars.” Even the writer acknowledges later in the article a number of positive characteristics for this intentionally stripped-down model. The challenge for the Versa is probably not competing with other low-cost new cars but rather with comparably priced but better equipped used cars. About a third of the article focused on what it calls “things of importance, rather than indulgence, that you sacrifice” on this vehicle. These “things of importance” are power windows, power locks, power mirrors, and the like. What are today being described as important was not long ago regarded as luxuries. Basic trans- portation is not enough; the expectation bar has been raised and anything lacking these kinds of features is seen as lacking in sufficient value. Companies need to be aware of the constantly raising value bar. People demand and expect good value. The snake oil salesman may sell some product in the short-run, transaction-based business. But the likelihood of an ongoing relationship with customers who receive poor value is nil. Good value is a minimum, enhanced value is a competitive advantage. CREATE AN ENHANCED SENSE OF INTRINSIC AND ASSOCIATED VALUE Perception of value is based on how customers view both intrinsic and extrinsic or, associated factors. Understanding these factors is the starting point for creating A-plus value experiences for your customers. Intrinsic Value of the Product Itself Intrinsic value arises from the core product or service itself. Does it meet customer needs, do what it’s supposed to do? This form of product value may not be immediately evident in some cases. We may assume a product is adequate because it seems to work, but the true extent of its value— especially its durability—may not be clear for some time. For example, a truck buyer may not fully appreciate the value until the truck has a hundred-thousand care-free miles on it. Similarly, the intrinsic value of a legal document an attorney prepared may not be fully evident until it holds up in court. The intrin- sic value of a house painting job becomes apparent only when it still looks great years later. appeared first on Academic Writers BAy.

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•Write ONE discussion board post where you show how the company you are researching either creates a perception of value or uses information to retain or lure new customers. Please be specific in your posts and use some examples from your research. •This way you will achieve two ends: you will report your company choice to me (if you haven’t already done so) and you will begin to interact with your research. Perhaps what you find in this effort will be useful in your paper. At least it will get you going on your research. Also write a comment for each post. 1. Walgreens is the largest drugstore chain in America and is the first drugstore to open. Walgeens started a customer loyalty rewards program to lure new customers. The rewards progrm has evolved beyontipical reward programs. The rewards program allows its customers to accumilate points for buying specific items, filling prescriptions, and even participating in fitness programs. For 5,000 points, patrons get a $5 reward; for 40,000 points, they receive a $50 credit. The program differentiates itself by being “easy and simple” to interact with in real time on multiple platforms (physical cards, mobile apps and online) and allowing shoppers “to save and earn points over time to redeem for something meaningful (Alec Foege 1). The collected data from the new loyalty program will help Walgreens in enhancing the assortment of products available in individual stores based on local purchase preferences. Foege, Alec. “Walgreens Customer Loyalty Program Key Aspect of Drugstore Chain’s Revamp.” http://ift.tt/2wm6cYj. N.p., 19 Dec. 2012. Web. 4 Sept. 2014. ReplyQuote 2. The Home Depot is the leading company in the US when it comes to home improvement. One way in which the Home Depot creates perception is by their commercials with “DIY” (Do it Yourself). They show not only men but women doing projects empowering women to do things around the house like painting. The company uses its knowleadgeable staff to create value. A staff that is knowledgeable creates credibility with the employee and customer and assures the customer that they are getting the correct information. Home Depot does a good job in getting information because without it they cant give customer service. In home improvement asking questions and getting as much information possible is what is gonna lead to transactions. SERVICE SNAPSHOT Special Service for Best Customers Hertz Car Rental knew they had problems when people were getting upset about having to wait in long lines to get their rental cars. Many businesspeople travel very tight schedules and need to have a car quickly. Hertz knew that unless they took action quickly, they would lose many of their most valu- able and frequent renters. Hertz launched a special service— the #1 Gold Club—for those who needed their rental cars quickly. The #1 Gold Club members can call ahead of time to reserve a car. When the member gets off the plane, a shuttle is waiting for the customer at the curb to take him or her to the car. The shuttle driver can welcome him or her by name and explain the shuttle trip is just two minutes. The shuttle drops off the customer at the reserved car. The engine is running, the trunk lid is open, and today’s issue of the WallStreet Journal is on the front seat. The member gets in the car and drives to the gate where he or she shows his or her driver’s license and #1 Gold Card. No lines. No hassle. The successes of this approach lead other auto rental companies to offer similar accommodations. Some offer the preferred customer the option to pick any car they want. Frequent travelers often get streamlined service on airlines (with special lines for first-class and frequent flyers as well as special security lines) and hotel guests get upgrades and special features. What can your company do to offer special consideration to your very best customers? The future “gold card” customer will expect something more. A FINAL THOUGHT Insight. That is the key word as we seek to stay abreast of ever-changing customer service realities. Accurately forecasting the future is, of course, a tricky business. Often we are limited by our preconceived ideas or our inability to think, as the cliché goes, “outside the box.” Even our customers may not know what they want. Henry Ford is famous for saying that if he had asked customers what they wanted they would have said a faster horse. Nevertheless, maintain- ing great customer service calls for constant evolution. Today’s service innovation can quickly become tomorrow’s minimum requirement. Being ever-sensitive to possible customer turnoffs and changing industry standards is fundamental. The future looks exciting for people and organizations willing to change to stay competitive. Changes are often driven by technology although some organizations may choose to minimize technological innovation. They may decide to keep doing things the old-fashioned, down-home way as they do now. That’s an alternative strategy that may appeal to people who don’t much care for all this new-fangled techy-stuff. In some business contexts, lo-tech may be fine. But for most organizations, embracing technological capabilities is a logical choice. Having the insight neces- sary to decipher customer wants and needs should be a high priority for service professionals. Companies will need to give some hard thought to their value proposition. What exactly do they want to offer customers? It is possible to do business the old ways, to run the mom ‘n pop store or restaurant just as it’s been run in the past decades. But even among staunch traditionalists, customer demand for change may become a clamor. Even in Ye Olde Gift Shoppe with the 1890s theme, customers expect to be able to use their credit cards and probably even look at inventory online. Unless the shop has another gimmick, they will face a lot of pressure to upgrade to current customer demands. Some customers are concerned about the impact of technology on privacy and the poten- tial for intrusion into personal lives. For example, a few years ago a failed promotion offered free computers to people so long as the company can gather infinite data about every click of the mouse made on that computer. In a sense, those customer would have been selling their privacy for the price of a PC. These customers may resist some of the techniques we’ve discussed but would be open to friendly, informal personalization found in local, neighborhood stores or shops. Whatever strategy your company employs, from having highly sophisticated intelligent- system databases to jotting down handwritten notes on customer preferences, one-to-one, personalized customer service and relationship building must stand as its cornerstone. Cultivate your insight into the future of customer service. ANOTHER LOOK Of Wine and Corks and Perceived Value Wine makers know that screw cap bottles are better and cheaper than the traditional cork. Yet it is impossible to change to such caps. It may be because buyers would equate screw caps with inferior wine. It may be because the whole event of wine drinking requires the cork. How can this (perception of value) be changed? 1. It is possible that the transition could be made if the screw caps were very expensive in the first place—for example, enameled. If such caps became collectors’ items, then the transition might be accomplished. Here the changed perception, from seeing screws as less desirable to more desirable, is an example of the direct blocking of the “cheap” image. 2. We might go in exactly the opposite direction. We could sell exactly the same wine at two prices: £12 with the usual cork and £10 with a screw cap. People would now set out to convince themselves that the cork was not that important a part of the event of wine drinking. 3. Another approach would be an education campaign to show that corks could go bad and could leak, whereas screw caps could not. This would be less effective than either of the other two approaches— making screw caps either dearer or cheaper—but could be combined with either. It is almost impossible to delete or block a perception pattern. Another pattern needs to be set up to lead values in a different direction. Source: Edward de Bono, “Perceived Value: When Considering Value, Perception Can Be as Important as Reality,” http:// http://ift.tt/2wYdbpQ .php . Downloaded March 20, 2006. panel” and “the back seat that was as uncomfortably firm as a park bench,” among the other nega- tive comments. These criticisms surface despite Nissan’s U.S. general manager asserting that the Versa is “one of our most trouble-free cars.” Even the writer acknowledges later in the article a number of positive characteristics for this intentionally stripped-down model. The challenge for the Versa is probably not competing with other low-cost new cars but rather with comparably priced but better equipped used cars. About a third of the article focused on what it calls “things of importance, rather than indulgence, that you sacrifice” on this vehicle. These “things of importance” are power windows, power locks, power mirrors, and the like. What are today being described as important was not long ago regarded as luxuries. Basic trans- portation is not enough; the expectation bar has been raised and anything lacking these kinds of features is seen as lacking in sufficient value. Companies need to be aware of the constantly raising value bar. People demand and expect good value. The snake oil salesman may sell some product in the short-run, transaction-based business. But the likelihood of an ongoing relationship with customers who receive poor value is nil. Good value is a minimum, enhanced value is a competitive advantage. CREATE AN ENHANCED SENSE OF INTRINSIC AND ASSOCIATED VALUE Perception of value is based on how customers view both intrinsic and extrinsic or, associated factors. Understanding these factors is the starting point for creating A-plus value experiences for your customers. Intrinsic Value of the Product Itself Intrinsic value arises from the core product or service itself. Does it meet customer needs, do what it’s supposed to do? This form of product value may not be immediately evident in some cases. We may assume a product is adequate because it seems to work, but the true extent of its value— especially its durability—may not be clear for some time. For example, a truck buyer may not fully appreciate the value until the truck has a hundred-thousand care-free miles on it. Similarly, the intrinsic value of a legal document an attorney prepared may not be fully evident until it holds up in court. The intrin- sic value of a house painting job becomes apparent only when it still looks great years later.

•Write ONE discussion board post where you show how the company you are researching either creates a perception of value or uses information to retain or lure new customers. Please be specific in your posts and use some examples from your research. •This way you will achieve two ends: you will report your company choice to me (if you haven’t already done so) and you will begin to interact with your research. Perhaps what you find in this effort will be useful in your paper. At least it will get you going on your research. Also write a comment for each post. 1. Walgreens is the largest drugstore chain in America and is the first drugstore to open. Walgeens started a customer loyalty rewards program to lure new customers. The rewards progrm has evolved beyontipical reward programs. The rewards program allows its customers to accumilate points for buying specific items, filling prescriptions, and even participating in fitness programs. For 5,000 points, patrons get a $5 reward; for 40,000 points, they receive a $50 credit. The program differentiates itself by being “easy and simple” to interact with in real time on multiple platforms (physical cards, mobile apps and online) and allowing shoppers “to save and earn points over time to redeem for something meaningful (Alec Foege 1). The collected data from the new loyalty program will help Walgreens in enhancing the assortment of products available in individual stores based on local purchase preferences. Foege, Alec. “Walgreens Customer Loyalty Program Key Aspect of Drugstore Chain’s Revamp.” http://ift.tt/2wm6cYj. N.p., 19 Dec. 2012. Web. 4 Sept. 2014. ReplyQuote 2. The Home Depot is the leading company in the US when it comes to home improvement. One way in which the Home Depot creates perception is by their commercials with “DIY” (Do it Yourself). They show not only men but women doing projects empowering women to do things around the house like painting. The company uses its knowleadgeable staff to create value. A staff that is knowledgeable creates credibility with the employee and customer and assures the customer that they are getting the correct information. Home Depot does a good job in getting information because without it they cant give customer service. In home improvement asking questions and getting as much information possible is what is gonna lead to transactions. SERVICE SNAPSHOT Special Service for Best Customers Hertz Car Rental knew they had problems when people were getting upset about having to wait in long lines to get their rental cars. Many businesspeople travel very tight schedules and need to have a car quickly. Hertz knew that unless they took action quickly, they would lose many of their most valu- able and frequent renters. Hertz launched a special service— the #1 Gold Club—for those who needed their rental cars quickly. The #1 Gold Club members can call ahead of time to reserve a car. When the member gets off the plane, a shuttle is waiting for the customer at the curb to take him or her to the car. The shuttle driver can welcome him or her by name and explain the shuttle trip is just two minutes. The shuttle drops off the customer at the reserved car. The engine is running, the trunk lid is open, and today’s issue of the WallStreet Journal is on the front seat. The member gets in the car and drives to the gate where he or she shows his or her driver’s license and #1 Gold Card. No lines. No hassle. The successes of this approach lead other auto rental companies to offer similar accommodations. Some offer the preferred customer the option to pick any car they want. Frequent travelers often get streamlined service on airlines (with special lines for first-class and frequent flyers as well as special security lines) and hotel guests get upgrades and special features. What can your company do to offer special consideration to your very best customers? The future “gold card” customer will expect something more. A FINAL THOUGHT Insight. That is the key word as we seek to stay abreast of ever-changing customer service realities. Accurately forecasting the future is, of course, a tricky business. Often we are limited by our preconceived ideas or our inability to think, as the cliché goes, “outside the box.” Even our customers may not know what they want. Henry Ford is famous for saying that if he had asked customers what they wanted they would have said a faster horse. Nevertheless, maintain- ing great customer service calls for constant evolution. Today’s service innovation can quickly become tomorrow’s minimum requirement. Being ever-sensitive to possible customer turnoffs and changing industry standards is fundamental. The future looks exciting for people and organizations willing to change to stay competitive. Changes are often driven by technology although some organizations may choose to minimize technological innovation. They may decide to keep doing things the old-fashioned, down-home way as they do now. That’s an alternative strategy that may appeal to people who don’t much care for all this new-fangled techy-stuff. In some business contexts, lo-tech may be fine. But for most organizations, embracing technological capabilities is a logical choice. Having the insight neces- sary to decipher customer wants and needs should be a high priority for service professionals. Companies will need to give some hard thought to their value proposition. What exactly do they want to offer customers? It is possible to do business the old ways, to run the mom ‘n pop store or restaurant just as it’s been run in the past decades. But even among staunch traditionalists, customer demand for change may become a clamor. Even in Ye Olde Gift Shoppe with the 1890s theme, customers expect to be able to use their credit cards and probably even look at inventory online. Unless the shop has another gimmick, they will face a lot of pressure to upgrade to current customer demands. Some customers are concerned about the impact of technology on privacy and the poten- tial for intrusion into personal lives. For example, a few years ago a failed promotion offered free computers to people so long as the company can gather infinite data about every click of the mouse made on that computer. In a sense, those customer would have been selling their privacy for the price of a PC. These customers may resist some of the techniques we’ve discussed but would be open to friendly, informal personalization found in local, neighborhood stores or shops. Whatever strategy your company employs, from having highly sophisticated intelligent- system databases to jotting down handwritten notes on customer preferences, one-to-one, personalized customer service and relationship building must stand as its cornerstone. Cultivate your insight into the future of customer service. ANOTHER LOOK Of Wine and Corks and Perceived Value Wine makers know that screw cap bottles are better and cheaper than the traditional cork. Yet it is impossible to change to such caps. It may be because buyers would equate screw caps with inferior wine. It may be because the whole event of wine drinking requires the cork. How can this (perception of value) be changed? 1. It is possible that the transition could be made if the screw caps were very expensive in the first place—for example, enameled. If such caps became collectors’ items, then the transition might be accomplished. Here the changed perception, from seeing screws as less desirable to more desirable, is an example of the direct blocking of the “cheap” image. 2. We might go in exactly the opposite direction. We could sell exactly the same wine at two prices: £12 with the usual cork and £10 with a screw cap. People would now set out to convince themselves that the cork was not that important a part of the event of wine drinking. 3. Another approach would be an education campaign to show that corks could go bad and could leak, whereas screw caps could not. This would be less effective than either of the other two approaches— making screw caps either dearer or cheaper—but could be combined with either. It is almost impossible to delete or block a perception pattern. Another pattern needs to be set up to lead values in a different direction. Source: Edward de Bono, “Perceived Value: When Considering Value, Perception Can Be as Important as Reality,” http:// http://ift.tt/2wYdbpQ .php . Downloaded March 20, 2006. panel” and “the back seat that was as uncomfortably firm as a park bench,” among the other nega- tive comments. These criticisms surface despite Nissan’s U.S. general manager asserting that the Versa is “one of our most trouble-free cars.” Even the writer acknowledges later in the article a number of positive characteristics for this intentionally stripped-down model. The challenge for the Versa is probably not competing with other low-cost new cars but rather with comparably priced but better equipped used cars. About a third of the article focused on what it calls “things of importance, rather than indulgence, that you sacrifice” on this vehicle. These “things of importance” are power windows, power locks, power mirrors, and the like. What are today being described as important was not long ago regarded as luxuries. Basic trans- portation is not enough; the expectation bar has been raised and anything lacking these kinds of features is seen as lacking in sufficient value. Companies need to be aware of the constantly raising value bar. People demand and expect good value. The snake oil salesman may sell some product in the short-run, transaction-based business. But the likelihood of an ongoing relationship with customers who receive poor value is nil. Good value is a minimum, enhanced value is a competitive advantage. CREATE AN ENHANCED SENSE OF INTRINSIC AND ASSOCIATED VALUE Perception of value is based on how customers view both intrinsic and extrinsic or, associated factors. Understanding these factors is the starting point for creating A-plus value experiences for your customers. Intrinsic Value of the Product Itself Intrinsic value arises from the core product or service itself. Does it meet customer needs, do what it’s supposed to do? This form of product value may not be immediately evident in some cases. We may assume a product is adequate because it seems to work, but the true extent of its value— especially its durability—may not be clear for some time. For example, a truck buyer may not fully appreciate the value until the truck has a hundred-thousand care-free miles on it. Similarly, the intrinsic value of a legal document an attorney prepared may not be fully evident until it holds up in court. The intrin- sic value of a house painting job becomes apparent only when it still looks great years later.

•Write ONE discussion board post where you show how the company you are researching either creates a perception of value or uses information to retain or lure new customers. Please be specific in your posts and use some examples from your research. •This way you will achieve two ends: you will report your company choice to me (if you haven't already done so) and you will begin to interact with…

[freewhispersmaker]

•Write ONE discussion board post where you show how the company you are researching either creates a perception of value or uses information to retain or lure new customers. Please be specific in your posts and use some examples from your research. •This way you will achieve two ends: you will report your company choice to me (if you haven’t already done so) and you will begin to interact with your research. Perhaps what you find in this effort will be useful in your paper. At least it will get you going on your research. Also write a comment for each post. 1. Walgreens is the largest drugstore chain in America and is the first drugstore to open. Walgeens started a customer loyalty rewards program to lure new customers. The rewards progrm has evolved beyontipical reward programs. The rewards program allows its customers to accumilate points for buying specific items, filling prescriptions, and even participating in fitness programs. For 5,000 points, patrons get a $5 reward; for 40,000 points, they receive a $50 credit. The program differentiates itself by being “easy and simple” to interact with in real time on multiple platforms (physical cards, mobile apps and online) and allowing shoppers “to save and earn points over time to redeem for something meaningful (Alec Foege 1). The collected data from the new loyalty program will help Walgreens in enhancing the assortment of products available in individual stores based on local purchase preferences. Foege, Alec. “Walgreens Customer Loyalty Program Key Aspect of Drugstore Chain’s Revamp.” http://ift.tt/2wm6cYj. N.p., 19 Dec. 2012. Web. 4 Sept. 2014. ReplyQuote 2. The Home Depot is the leading company in the US when it comes to home improvement. One way in which the Home Depot creates perception is by their commercials with “DIY” (Do it Yourself). They show not only men but women doing projects empowering women to do things around the house like painting. The company uses its knowleadgeable staff to create value. A staff that is knowledgeable creates credibility with the employee and customer and assures the customer that they are getting the correct information. Home Depot does a good job in getting information because without it they cant give customer service. In home improvement asking questions and getting as much information possible is what is gonna lead to transactions. SERVICE SNAPSHOT Special Service for Best Customers Hertz Car Rental knew they had problems when people were getting upset about having to wait in long lines to get their rental cars. Many businesspeople travel very tight schedules and need to have a car quickly. Hertz knew that unless they took action quickly, they would lose many of their most valu- able and frequent renters. Hertz launched a special service— the #1 Gold Club—for those who needed their rental cars quickly. The #1 Gold Club members can call ahead of time to reserve a car. When the member gets off the plane, a shuttle is waiting for the customer at the curb to take him or her to the car. The shuttle driver can welcome him or her by name and explain the shuttle trip is just two minutes. The shuttle drops off the customer at the reserved car. The engine is running, the trunk lid is open, and today’s issue of the WallStreet Journal is on the front seat. The member gets in the car and drives to the gate where he or she shows his or her driver’s license and #1 Gold Card. No lines. No hassle. The successes of this approach lead other auto rental companies to offer similar accommodations. Some offer the preferred customer the option to pick any car they want. Frequent travelers often get streamlined service on airlines (with special lines for first-class and frequent flyers as well as special security lines) and hotel guests get upgrades and special features. What can your company do to offer special consideration to your very best customers? The future “gold card” customer will expect something more. A FINAL THOUGHT Insight. That is the key word as we seek to stay abreast of ever-changing customer service realities. Accurately forecasting the future is, of course, a tricky business. Often we are limited by our preconceived ideas or our inability to think, as the cliché goes, “outside the box.” Even our customers may not know what they want. Henry Ford is famous for saying that if he had asked customers what they wanted they would have said a faster horse. Nevertheless, maintain- ing great customer service calls for constant evolution. Today’s service innovation can quickly become tomorrow’s minimum requirement. Being ever-sensitive to possible customer turnoffs and changing industry standards is fundamental. The future looks exciting for people and organizations willing to change to stay competitive. Changes are often driven by technology although some organizations may choose to minimize technological innovation. They may decide to keep doing things the old-fashioned, down-home way as they do now. That’s an alternative strategy that may appeal to people who don’t much care for all this new-fangled techy-stuff. In some business contexts, lo-tech may be fine. But for most organizations, embracing technological capabilities is a logical choice. Having the insight neces- sary to decipher customer wants and needs should be a high priority for service professionals. Companies will need to give some hard thought to their value proposition. What exactly do they want to offer customers? It is possible to do business the old ways, to run the mom ‘n pop store or restaurant just as it’s been run in the past decades. But even among staunch traditionalists, customer demand for change may become a clamor. Even in Ye Olde Gift Shoppe with the 1890s theme, customers expect to be able to use their credit cards and probably even look at inventory online. Unless the shop has another gimmick, they will face a lot of pressure to upgrade to current customer demands. Some customers are concerned about the impact of technology on privacy and the poten- tial for intrusion into personal lives. For example, a few years ago a failed promotion offered free computers to people so long as the company can gather infinite data about every click of the mouse made on that computer. In a sense, those customer would have been selling their privacy for the price of a PC. These customers may resist some of the techniques we’ve discussed but would be open to friendly, informal personalization found in local, neighborhood stores or shops. Whatever strategy your company employs, from having highly sophisticated intelligent- system databases to jotting down handwritten notes on customer preferences, one-to-one, personalized customer service and relationship building must stand as its cornerstone. Cultivate your insight into the future of customer service. ANOTHER LOOK Of Wine and Corks and Perceived Value Wine makers know that screw cap bottles are better and cheaper than the traditional cork. Yet it is impossible to change to such caps. It may be because buyers would equate screw caps with inferior wine. It may be because the whole event of wine drinking requires the cork. How can this (perception of value) be changed? 1. It is possible that the transition could be made if the screw caps were very expensive in the first place—for example, enameled. If such caps became collectors’ items, then the transition might be accomplished. Here the changed perception, from seeing screws as less desirable to more desirable, is an example of the direct blocking of the “cheap” image. 2. We might go in exactly the opposite direction. We could sell exactly the same wine at two prices: £12 with the usual cork and £10 with a screw cap. People would now set out to convince themselves that the cork was not that important a part of the event of wine drinking. 3. Another approach would be an education campaign to show that corks could go bad and could leak, whereas screw caps could not. This would be less effective than either of the other two approaches— making screw caps either dearer or cheaper—but could be combined with either. It is almost impossible to delete or block a perception pattern. Another pattern needs to be set up to lead values in a different direction. Source: Edward de Bono, “Perceived Value: When Considering Value, Perception Can Be as Important as Reality,” http:// http://ift.tt/2wYdbpQ .php . Downloaded March 20, 2006. panel” and “the back seat that was as uncomfortably firm as a park bench,” among the other nega- tive comments. These criticisms surface despite Nissan’s U.S. general manager asserting that the Versa is “one of our most trouble-free cars.” Even the writer acknowledges later in the article a number of positive characteristics for this intentionally stripped-down model. The challenge for the Versa is probably not competing with other low-cost new cars but rather with comparably priced but better equipped used cars. About a third of the article focused on what it calls “things of importance, rather than indulgence, that you sacrifice” on this vehicle. These “things of importance” are power windows, power locks, power mirrors, and the like. What are today being described as important was not long ago regarded as luxuries. Basic trans- portation is not enough; the expectation bar has been raised and anything lacking these kinds of features is seen as lacking in sufficient value. Companies need to be aware of the constantly raising value bar. People demand and expect good value. The snake oil salesman may sell some product in the short-run, transaction-based business. But the likelihood of an ongoing relationship with customers who receive poor value is nil. Good value is a minimum, enhanced value is a competitive advantage. CREATE AN ENHANCED SENSE OF INTRINSIC AND ASSOCIATED VALUE Perception of value is based on how customers view both intrinsic and extrinsic or, associated factors. Understanding these factors is the starting point for creating A-plus value experiences for your customers. Intrinsic Value of the Product Itself Intrinsic value arises from the core product or service itself. Does it meet customer needs, do what it’s supposed to do? This form of product value may not be immediately evident in some cases. We may assume a product is adequate because it seems to work, but the true extent of its value— especially its durability—may not be clear for some time. For example, a truck buyer may not fully appreciate the value until the truck has a hundred-thousand care-free miles on it. Similarly, the intrinsic value of a legal document an attorney prepared may not be fully evident until it holds up in court. The intrin- sic value of a house painting job becomes apparent only when it still looks great years later.

•Write ONE discussion board post where you show how the company you are researching either creates a perception of value or uses information to retain or lure new customers. Please be specific in your posts and use some examples from your research. •This way you will achieve two ends: you will report your company choice to me (if you haven’t already done so) and you will begin to interact with your research. Perhaps what you find in this effort will be useful in your paper. At least it will get you going on your research. Also write a comment for each post. 1. Walgreens is the largest drugstore chain in America and is the first drugstore to open. Walgeens started a customer loyalty rewards program to lure new customers. The rewards progrm has evolved beyontipical reward programs. The rewards program allows its customers to accumilate points for buying specific items, filling prescriptions, and even participating in fitness programs. For 5,000 points, patrons get a $5 reward; for 40,000 points, they receive a $50 credit. The program differentiates itself by being “easy and simple” to interact with in real time on multiple platforms (physical cards, mobile apps and online) and allowing shoppers “to save and earn points over time to redeem for something meaningful (Alec Foege 1). The collected data from the new loyalty program will help Walgreens in enhancing the assortment of products available in individual stores based on local purchase preferences. Foege, Alec. “Walgreens Customer Loyalty Program Key Aspect of Drugstore Chain’s Revamp.” http://ift.tt/2wm6cYj. N.p., 19 Dec. 2012. Web. 4 Sept. 2014. ReplyQuote 2. The Home Depot is the leading company in the US when it comes to home improvement. One way in which the Home Depot creates perception is by their commercials with “DIY” (Do it Yourself). They show not only men but women doing projects empowering women to do things around the house like painting. The company uses its knowleadgeable staff to create value. A staff that is knowledgeable creates credibility with the employee and customer and assures the customer that they are getting the correct information. Home Depot does a good job in getting information because without it they cant give customer service. In home improvement asking questions and getting as much information possible is what is gonna lead to transactions. SERVICE SNAPSHOT Special Service for Best Customers Hertz Car Rental knew they had problems when people were getting upset about having to wait in long lines to get their rental cars. Many businesspeople travel very tight schedules and need to have a car quickly. Hertz knew that unless they took action quickly, they would lose many of their most valu- able and frequent renters. Hertz launched a special service— the #1 Gold Club—for those who needed their rental cars quickly. The #1 Gold Club members can call ahead of time to reserve a car. When the member gets off the plane, a shuttle is waiting for the customer at the curb to take him or her to the car. The shuttle driver can welcome him or her by name and explain the shuttle trip is just two minutes. The shuttle drops off the customer at the reserved car. The engine is running, the trunk lid is open, and today’s issue of the WallStreet Journal is on the front seat. The member gets in the car and drives to the gate where he or she shows his or her driver’s license and #1 Gold Card. No lines. No hassle. The successes of this approach lead other auto rental companies to offer similar accommodations. Some offer the preferred customer the option to pick any car they want. Frequent travelers often get streamlined service on airlines (with special lines for first-class and frequent flyers as well as special security lines) and hotel guests get upgrades and special features. What can your company do to offer special consideration to your very best customers? The future “gold card” customer will expect something more. A FINAL THOUGHT Insight. That is the key word as we seek to stay abreast of ever-changing customer service realities. Accurately forecasting the future is, of course, a tricky business. Often we are limited by our preconceived ideas or our inability to think, as the cliché goes, “outside the box.” Even our customers may not know what they want. Henry Ford is famous for saying that if he had asked customers what they wanted they would have said a faster horse. Nevertheless, maintain- ing great customer service calls for constant evolution. Today’s service innovation can quickly become tomorrow’s minimum requirement. Being ever-sensitive to possible customer turnoffs and changing industry standards is fundamental. The future looks exciting for people and organizations willing to change to stay competitive. Changes are often driven by technology although some organizations may choose to minimize technological innovation. They may decide to keep doing things the old-fashioned, down-home way as they do now. That’s an alternative strategy that may appeal to people who don’t much care for all this new-fangled techy-stuff. In some business contexts, lo-tech may be fine. But for most organizations, embracing technological capabilities is a logical choice. Having the insight neces- sary to decipher customer wants and needs should be a high priority for service professionals. Companies will need to give some hard thought to their value proposition. What exactly do they want to offer customers? It is possible to do business the old ways, to run the mom ‘n pop store or restaurant just as it’s been run in the past decades. But even among staunch traditionalists, customer demand for change may become a clamor. Even in Ye Olde Gift Shoppe with the 1890s theme, customers expect to be able to use their credit cards and probably even look at inventory online. Unless the shop has another gimmick, they will face a lot of pressure to upgrade to current customer demands. Some customers are concerned about the impact of technology on privacy and the poten- tial for intrusion into personal lives. For example, a few years ago a failed promotion offered free computers to people so long as the company can gather infinite data about every click of the mouse made on that computer. In a sense, those customer would have been selling their privacy for the price of a PC. These customers may resist some of the techniques we’ve discussed but would be open to friendly, informal personalization found in local, neighborhood stores or shops. Whatever strategy your company employs, from having highly sophisticated intelligent- system databases to jotting down handwritten notes on customer preferences, one-to-one, personalized customer service and relationship building must stand as its cornerstone. Cultivate your insight into the future of customer service. ANOTHER LOOK Of Wine and Corks and Perceived Value Wine makers know that screw cap bottles are better and cheaper than the traditional cork. Yet it is impossible to change to such caps. It may be because buyers would equate screw caps with inferior wine. It may be because the whole event of wine drinking requires the cork. How can this (perception of value) be changed? 1. It is possible that the transition could be made if the screw caps were very expensive in the first place—for example, enameled. If such caps became collectors’ items, then the transition might be accomplished. Here the changed perception, from seeing screws as less desirable to more desirable, is an example of the direct blocking of the “cheap” image. 2. We might go in exactly the opposite direction. We could sell exactly the same wine at two prices: £12 with the usual cork and £10 with a screw cap. People would now set out to convince themselves that the cork was not that important a part of the event of wine drinking. 3. Another approach would be an education campaign to show that corks could go bad and could leak, whereas screw caps could not. This would be less effective than either of the other two approaches— making screw caps either dearer or cheaper—but could be combined with either. It is almost impossible to delete or block a perception pattern. Another pattern needs to be set up to lead values in a different direction. Source: Edward de Bono, “Perceived Value: When Considering Value, Perception Can Be as Important as Reality,” http:// http://ift.tt/2wYdbpQ .php . Downloaded March 20, 2006. panel” and “the back seat that was as uncomfortably firm as a park bench,” among the other nega- tive comments. These criticisms surface despite Nissan’s U.S. general manager asserting that the Versa is “one of our most trouble-free cars.” Even the writer acknowledges later in the article a number of positive characteristics for this intentionally stripped-down model. The challenge for the Versa is probably not competing with other low-cost new cars but rather with comparably priced but better equipped used cars. About a third of the article focused on what it calls “things of importance, rather than indulgence, that you sacrifice” on this vehicle. These “things of importance” are power windows, power locks, power mirrors, and the like. What are today being described as important was not long ago regarded as luxuries. Basic trans- portation is not enough; the expectation bar has been raised and anything lacking these kinds of features is seen as lacking in sufficient value. Companies need to be aware of the constantly raising value bar. People demand and expect good value. The snake oil salesman may sell some product in the short-run, transaction-based business. But the likelihood of an ongoing relationship with customers who receive poor value is nil. Good value is a minimum, enhanced value is a competitive advantage. CREATE AN ENHANCED SENSE OF INTRINSIC AND ASSOCIATED VALUE Perception of value is based on how customers view both intrinsic and extrinsic or, associated factors. Understanding these factors is the starting point for creating A-plus value experiences for your customers. Intrinsic Value of the Product Itself Intrinsic value arises from the core product or service itself. Does it meet customer needs, do what it’s supposed to do? This form of product value may not be immediately evident in some cases. We may assume a product is adequate because it seems to work, but the true extent of its value— especially its durability—may not be clear for some time. For example, a truck buyer may not fully appreciate the value until the truck has a hundred-thousand care-free miles on it. Similarly, the intrinsic value of a legal document an attorney prepared may not be fully evident until it holds up in court. The intrin- sic value of a house painting job becomes apparent only when it still looks great years later.

•Write ONE discussion board post where you show how the company you are researching either creates a perception of value or uses information to retain or lure new customers. Please be specific in your posts and use some examples from your research. •This way you will achieve two ends: you will report your company choice to me (if you haven't already done so) and you will begin to interact with…

[freewhispersmaker]

•Write ONE discussion board post where you show how the company you are researching either creates a perception of value or uses information to retain or lure new customers. Please be specific in your posts and use some examples from your research. •This way you will achieve two ends: you will report your company choice to me (if you haven’t already done so) and you will begin to interact with your research. Perhaps what you find in this effort will be useful in your paper. At least it will get you going on your research. Also write a comment for each post. 1. Walgreens is the largest drugstore chain in America and is the first drugstore to open. Walgeens started a customer loyalty rewards program to lure new customers. The rewards progrm has evolved beyontipical reward programs. The rewards program allows its customers to accumilate points for buying specific items, filling prescriptions, and even participating in fitness programs. For 5,000 points, patrons get a $5 reward; for 40,000 points, they receive a $50 credit. The program differentiates itself by being “easy and simple” to interact with in real time on multiple platforms (physical cards, mobile apps and online) and allowing shoppers “to save and earn points over time to redeem for something meaningful (Alec Foege 1). The collected data from the new loyalty program will help Walgreens in enhancing the assortment of products available in individual stores based on local purchase preferences. Foege, Alec. “Walgreens Customer Loyalty Program Key Aspect of Drugstore Chain’s Revamp.” http://ift.tt/2wm6cYj. N.p., 19 Dec. 2012. Web. 4 Sept. 2014. ReplyQuote 2. The Home Depot is the leading company in the US when it comes to home improvement. One way in which the Home Depot creates perception is by their commercials with “DIY” (Do it Yourself). They show not only men but women doing projects empowering women to do things around the house like painting. The company uses its knowleadgeable staff to create value. A staff that is knowledgeable creates credibility with the employee and customer and assures the customer that they are getting the correct information. Home Depot does a good job in getting information because without it they cant give customer service. In home improvement asking questions and getting as much information possible is what is gonna lead to transactions. SERVICE SNAPSHOT Special Service for Best Customers Hertz Car Rental knew they had problems when people were getting upset about having to wait in long lines to get their rental cars. Many businesspeople travel very tight schedules and need to have a car quickly. Hertz knew that unless they took action quickly, they would lose many of their most valu- able and frequent renters. Hertz launched a special service— the #1 Gold Club—for those who needed their rental cars quickly. The #1 Gold Club members can call ahead of time to reserve a car. When the member gets off the plane, a shuttle is waiting for the customer at the curb to take him or her to the car. The shuttle driver can welcome him or her by name and explain the shuttle trip is just two minutes. The shuttle drops off the customer at the reserved car. The engine is running, the trunk lid is open, and today’s issue of the WallStreet Journal is on the front seat. The member gets in the car and drives to the gate where he or she shows his or her driver’s license and #1 Gold Card. No lines. No hassle. The successes of this approach lead other auto rental companies to offer similar accommodations. Some offer the preferred customer the option to pick any car they want. Frequent travelers often get streamlined service on airlines (with special lines for first-class and frequent flyers as well as special security lines) and hotel guests get upgrades and special features. What can your company do to offer special consideration to your very best customers? The future “gold card” customer will expect something more. A FINAL THOUGHT Insight. That is the key word as we seek to stay abreast of ever-changing customer service realities. Accurately forecasting the future is, of course, a tricky business. Often we are limited by our preconceived ideas or our inability to think, as the cliché goes, “outside the box.” Even our customers may not know what they want. Henry Ford is famous for saying that if he had asked customers what they wanted they would have said a faster horse. Nevertheless, maintain- ing great customer service calls for constant evolution. Today’s service innovation can quickly become tomorrow’s minimum requirement. Being ever-sensitive to possible customer turnoffs and changing industry standards is fundamental. The future looks exciting for people and organizations willing to change to stay competitive. Changes are often driven by technology although some organizations may choose to minimize technological innovation. They may decide to keep doing things the old-fashioned, down-home way as they do now. That’s an alternative strategy that may appeal to people who don’t much care for all this new-fangled techy-stuff. In some business contexts, lo-tech may be fine. But for most organizations, embracing technological capabilities is a logical choice. Having the insight neces- sary to decipher customer wants and needs should be a high priority for service professionals. Companies will need to give some hard thought to their value proposition. What exactly do they want to offer customers? It is possible to do business the old ways, to run the mom ‘n pop store or restaurant just as it’s been run in the past decades. But even among staunch traditionalists, customer demand for change may become a clamor. Even in Ye Olde Gift Shoppe with the 1890s theme, customers expect to be able to use their credit cards and probably even look at inventory online. Unless the shop has another gimmick, they will face a lot of pressure to upgrade to current customer demands. Some customers are concerned about the impact of technology on privacy and the poten- tial for intrusion into personal lives. For example, a few years ago a failed promotion offered free computers to people so long as the company can gather infinite data about every click of the mouse made on that computer. In a sense, those customer would have been selling their privacy for the price of a PC. These customers may resist some of the techniques we’ve discussed but would be open to friendly, informal personalization found in local, neighborhood stores or shops. Whatever strategy your company employs, from having highly sophisticated intelligent- system databases to jotting down handwritten notes on customer preferences, one-to-one, personalized customer service and relationship building must stand as its cornerstone. Cultivate your insight into the future of customer service. ANOTHER LOOK Of Wine and Corks and Perceived Value Wine makers know that screw cap bottles are better and cheaper than the traditional cork. Yet it is impossible to change to such caps. It may be because buyers would equate screw caps with inferior wine. It may be because the whole event of wine drinking requires the cork. How can this (perception of value) be changed? 1. It is possible that the transition could be made if the screw caps were very expensive in the first place—for example, enameled. If such caps became collectors’ items, then the transition might be accomplished. Here the changed perception, from seeing screws as less desirable to more desirable, is an example of the direct blocking of the “cheap” image. 2. We might go in exactly the opposite direction. We could sell exactly the same wine at two prices: £12 with the usual cork and £10 with a screw cap. People would now set out to convince themselves that the cork was not that important a part of the event of wine drinking. 3. Another approach would be an education campaign to show that corks could go bad and could leak, whereas screw caps could not. This would be less effective than either of the other two approaches— making screw caps either dearer or cheaper—but could be combined with either. It is almost impossible to delete or block a perception pattern. Another pattern needs to be set up to lead values in a different direction. Source: Edward de Bono, “Perceived Value: When Considering Value, Perception Can Be as Important as Reality,” http:// http://ift.tt/2wYdbpQ .php . Downloaded March 20, 2006. panel” and “the back seat that was as uncomfortably firm as a park bench,” among the other nega- tive comments. These criticisms surface despite Nissan’s U.S. general manager asserting that the Versa is “one of our most trouble-free cars.” Even the writer acknowledges later in the article a number of positive characteristics for this intentionally stripped-down model. The challenge for the Versa is probably not competing with other low-cost new cars but rather with comparably priced but better equipped used cars. About a third of the article focused on what it calls “things of importance, rather than indulgence, that you sacrifice” on this vehicle. These “things of importance” are power windows, power locks, power mirrors, and the like. What are today being described as important was not long ago regarded as luxuries. Basic trans- portation is not enough; the expectation bar has been raised and anything lacking these kinds of features is seen as lacking in sufficient value. Companies need to be aware of the constantly raising value bar. People demand and expect good value. The snake oil salesman may sell some product in the short-run, transaction-based business. But the likelihood of an ongoing relationship with customers who receive poor value is nil. Good value is a minimum, enhanced value is a competitive advantage. CREATE AN ENHANCED SENSE OF INTRINSIC AND ASSOCIATED VALUE Perception of value is based on how customers view both intrinsic and extrinsic or, associated factors. Understanding these factors is the starting point for creating A-plus value experiences for your customers. Intrinsic Value of the Product Itself Intrinsic value arises from the core product or service itself. Does it meet customer needs, do what it’s supposed to do? This form of product value may not be immediately evident in some cases. We may assume a product is adequate because it seems to work, but the true extent of its value— especially its durability—may not be clear for some time. For example, a truck buyer may not fully appreciate the value until the truck has a hundred-thousand care-free miles on it. Similarly, the intrinsic value of a legal document an attorney prepared may not be fully evident until it holds up in court. The intrin- sic value of a house painting job becomes apparent only when it still looks great years later.

•Write ONE discussion board post where you show how the company you are researching either creates a perception of value or uses information to retain or lure new customers. Please be specific in your posts and use some examples from your research. •This way you will achieve two ends: you will report your company choice to me (if you haven’t already done so) and you will begin to interact with your research. Perhaps what you find in this effort will be useful in your paper. At least it will get you going on your research. Also write a comment for each post. 1. Walgreens is the largest drugstore chain in America and is the first drugstore to open. Walgeens started a customer loyalty rewards program to lure new customers. The rewards progrm has evolved beyontipical reward programs. The rewards program allows its customers to accumilate points for buying specific items, filling prescriptions, and even participating in fitness programs. For 5,000 points, patrons get a $5 reward; for 40,000 points, they receive a $50 credit. The program differentiates itself by being “easy and simple” to interact with in real time on multiple platforms (physical cards, mobile apps and online) and allowing shoppers “to save and earn points over time to redeem for something meaningful (Alec Foege 1). The collected data from the new loyalty program will help Walgreens in enhancing the assortment of products available in individual stores based on local purchase preferences. Foege, Alec. “Walgreens Customer Loyalty Program Key Aspect of Drugstore Chain’s Revamp.” http://ift.tt/2wm6cYj. N.p., 19 Dec. 2012. Web. 4 Sept. 2014. ReplyQuote 2. The Home Depot is the leading company in the US when it comes to home improvement. One way in which the Home Depot creates perception is by their commercials with “DIY” (Do it Yourself). They show not only men but women doing projects empowering women to do things around the house like painting. The company uses its knowleadgeable staff to create value. A staff that is knowledgeable creates credibility with the employee and customer and assures the customer that they are getting the correct information. Home Depot does a good job in getting information because without it they cant give customer service. In home improvement asking questions and getting as much information possible is what is gonna lead to transactions. SERVICE SNAPSHOT Special Service for Best Customers Hertz Car Rental knew they had problems when people were getting upset about having to wait in long lines to get their rental cars. Many businesspeople travel very tight schedules and need to have a car quickly. Hertz knew that unless they took action quickly, they would lose many of their most valu- able and frequent renters. Hertz launched a special service— the #1 Gold Club—for those who needed their rental cars quickly. The #1 Gold Club members can call ahead of time to reserve a car. When the member gets off the plane, a shuttle is waiting for the customer at the curb to take him or her to the car. The shuttle driver can welcome him or her by name and explain the shuttle trip is just two minutes. The shuttle drops off the customer at the reserved car. The engine is running, the trunk lid is open, and today’s issue of the WallStreet Journal is on the front seat. The member gets in the car and drives to the gate where he or she shows his or her driver’s license and #1 Gold Card. No lines. No hassle. The successes of this approach lead other auto rental companies to offer similar accommodations. Some offer the preferred customer the option to pick any car they want. Frequent travelers often get streamlined service on airlines (with special lines for first-class and frequent flyers as well as special security lines) and hotel guests get upgrades and special features. What can your company do to offer special consideration to your very best customers? The future “gold card” customer will expect something more. A FINAL THOUGHT Insight. That is the key word as we seek to stay abreast of ever-changing customer service realities. Accurately forecasting the future is, of course, a tricky business. Often we are limited by our preconceived ideas or our inability to think, as the cliché goes, “outside the box.” Even our customers may not know what they want. Henry Ford is famous for saying that if he had asked customers what they wanted they would have said a faster horse. Nevertheless, maintain- ing great customer service calls for constant evolution. Today’s service innovation can quickly become tomorrow’s minimum requirement. Being ever-sensitive to possible customer turnoffs and changing industry standards is fundamental. The future looks exciting for people and organizations willing to change to stay competitive. Changes are often driven by technology although some organizations may choose to minimize technological innovation. They may decide to keep doing things the old-fashioned, down-home way as they do now. That’s an alternative strategy that may appeal to people who don’t much care for all this new-fangled techy-stuff. In some business contexts, lo-tech may be fine. But for most organizations, embracing technological capabilities is a logical choice. Having the insight neces- sary to decipher customer wants and needs should be a high priority for service professionals. Companies will need to give some hard thought to their value proposition. What exactly do they want to offer customers? It is possible to do business the old ways, to run the mom ‘n pop store or restaurant just as it’s been run in the past decades. But even among staunch traditionalists, customer demand for change may become a clamor. Even in Ye Olde Gift Shoppe with the 1890s theme, customers expect to be able to use their credit cards and probably even look at inventory online. Unless the shop has another gimmick, they will face a lot of pressure to upgrade to current customer demands. Some customers are concerned about the impact of technology on privacy and the poten- tial for intrusion into personal lives. For example, a few years ago a failed promotion offered free computers to people so long as the company can gather infinite data about every click of the mouse made on that computer. In a sense, those customer would have been selling their privacy for the price of a PC. These customers may resist some of the techniques we’ve discussed but would be open to friendly, informal personalization found in local, neighborhood stores or shops. Whatever strategy your company employs, from having highly sophisticated intelligent- system databases to jotting down handwritten notes on customer preferences, one-to-one, personalized customer service and relationship building must stand as its cornerstone. Cultivate your insight into the future of customer service. ANOTHER LOOK Of Wine and Corks and Perceived Value Wine makers know that screw cap bottles are better and cheaper than the traditional cork. Yet it is impossible to change to such caps. It may be because buyers would equate screw caps with inferior wine. It may be because the whole event of wine drinking requires the cork. How can this (perception of value) be changed? 1. It is possible that the transition could be made if the screw caps were very expensive in the first place—for example, enameled. If such caps became collectors’ items, then the transition might be accomplished. Here the changed perception, from seeing screws as less desirable to more desirable, is an example of the direct blocking of the “cheap” image. 2. We might go in exactly the opposite direction. We could sell exactly the same wine at two prices: £12 with the usual cork and £10 with a screw cap. People would now set out to convince themselves that the cork was not that important a part of the event of wine drinking. 3. Another approach would be an education campaign to show that corks could go bad and could leak, whereas screw caps could not. This would be less effective than either of the other two approaches— making screw caps either dearer or cheaper—but could be combined with either. It is almost impossible to delete or block a perception pattern. Another pattern needs to be set up to lead values in a different direction. Source: Edward de Bono, “Perceived Value: When Considering Value, Perception Can Be as Important as Reality,” http:// http://ift.tt/2wYdbpQ .php . Downloaded March 20, 2006. panel” and “the back seat that was as uncomfortably firm as a park bench,” among the other nega- tive comments. These criticisms surface despite Nissan’s U.S. general manager asserting that the Versa is “one of our most trouble-free cars.” Even the writer acknowledges later in the article a number of positive characteristics for this intentionally stripped-down model. The challenge for the Versa is probably not competing with other low-cost new cars but rather with comparably priced but better equipped used cars. About a third of the article focused on what it calls “things of importance, rather than indulgence, that you sacrifice” on this vehicle. These “things of importance” are power windows, power locks, power mirrors, and the like. What are today being described as important was not long ago regarded as luxuries. Basic trans- portation is not enough; the expectation bar has been raised and anything lacking these kinds of features is seen as lacking in sufficient value. Companies need to be aware of the constantly raising value bar. People demand and expect good value. The snake oil salesman may sell some product in the short-run, transaction-based business. But the likelihood of an ongoing relationship with customers who receive poor value is nil. Good value is a minimum, enhanced value is a competitive advantage. CREATE AN ENHANCED SENSE OF INTRINSIC AND ASSOCIATED VALUE Perception of value is based on how customers view both intrinsic and extrinsic or, associated factors. Understanding these factors is the starting point for creating A-plus value experiences for your customers. Intrinsic Value of the Product Itself Intrinsic value arises from the core product or service itself. Does it meet customer needs, do what it’s supposed to do? This form of product value may not be immediately evident in some cases. We may assume a product is adequate because it seems to work, but the true extent of its value— especially its durability—may not be clear for some time. For example, a truck buyer may not fully appreciate the value until the truck has a hundred-thousand care-free miles on it. Similarly, the intrinsic value of a legal document an attorney prepared may not be fully evident until it holds up in court. The intrin- sic value of a house painting job becomes apparent only when it still looks great years later.

•Write ONE discussion board post where you show how the company you are researching either creates a perception of value or uses information to retain or lure new customers. Please be specific in your posts and use some examples from your research. •This way you will achieve two ends: you will report your company choice to me (if you haven't already done so) and you will begin to interact with…

[freewhispersmaker]

•Write ONE discussion board post where you show how the company you are researching either creates a perception of value or uses information to retain or lure new customers. Please be specific in your posts and use some examples from your research. •This way you will achieve two ends: you will report your company choice to me (if you haven’t already done so) and you will begin to interact with your research. Perhaps what you find in this effort will be useful in your paper. At least it will get you going on your research. Also write a comment for each post. 1. Walgreens is the largest drugstore chain in America and is the first drugstore to open. Walgeens started a customer loyalty rewards program to lure new customers. The rewards progrm has evolved beyontipical reward programs. The rewards program allows its customers to accumilate points for buying specific items, filling prescriptions, and even participating in fitness programs. For 5,000 points, patrons get a $5 reward; for 40,000 points, they receive a $50 credit. The program differentiates itself by being “easy and simple” to interact with in real time on multiple platforms (physical cards, mobile apps and online) and allowing shoppers “to save and earn points over time to redeem for something meaningful (Alec Foege 1). The collected data from the new loyalty program will help Walgreens in enhancing the assortment of products available in individual stores based on local purchase preferences. Foege, Alec. “Walgreens Customer Loyalty Program Key Aspect of Drugstore Chain’s Revamp.” http://ift.tt/2wm6cYj. N.p., 19 Dec. 2012. Web. 4 Sept. 2014. ReplyQuote 2. The Home Depot is the leading company in the US when it comes to home improvement. One way in which the Home Depot creates perception is by their commercials with “DIY” (Do it Yourself). They show not only men but women doing projects empowering women to do things around the house like painting. The company uses its knowleadgeable staff to create value. A staff that is knowledgeable creates credibility with the employee and customer and assures the customer that they are getting the correct information. Home Depot does a good job in getting information because without it they cant give customer service. In home improvement asking questions and getting as much information possible is what is gonna lead to transactions. SERVICE SNAPSHOT Special Service for Best Customers Hertz Car Rental knew they had problems when people were getting upset about having to wait in long lines to get their rental cars. Many businesspeople travel very tight schedules and need to have a car quickly. Hertz knew that unless they took action quickly, they would lose many of their most valu- able and frequent renters. Hertz launched a special service— the #1 Gold Club—for those who needed their rental cars quickly. The #1 Gold Club members can call ahead of time to reserve a car. When the member gets off the plane, a shuttle is waiting for the customer at the curb to take him or her to the car. The shuttle driver can welcome him or her by name and explain the shuttle trip is just two minutes. The shuttle drops off the customer at the reserved car. The engine is running, the trunk lid is open, and today’s issue of the WallStreet Journal is on the front seat. The member gets in the car and drives to the gate where he or she shows his or her driver’s license and #1 Gold Card. No lines. No hassle. The successes of this approach lead other auto rental companies to offer similar accommodations. Some offer the preferred customer the option to pick any car they want. Frequent travelers often get streamlined service on airlines (with special lines for first-class and frequent flyers as well as special security lines) and hotel guests get upgrades and special features. What can your company do to offer special consideration to your very best customers? The future “gold card” customer will expect something more. A FINAL THOUGHT Insight. That is the key word as we seek to stay abreast of ever-changing customer service realities. Accurately forecasting the future is, of course, a tricky business. Often we are limited by our preconceived ideas or our inability to think, as the cliché goes, “outside the box.” Even our customers may not know what they want. Henry Ford is famous for saying that if he had asked customers what they wanted they would have said a faster horse. Nevertheless, maintain- ing great customer service calls for constant evolution. Today’s service innovation can quickly become tomorrow’s minimum requirement. Being ever-sensitive to possible customer turnoffs and changing industry standards is fundamental. The future looks exciting for people and organizations willing to change to stay competitive. Changes are often driven by technology although some organizations may choose to minimize technological innovation. They may decide to keep doing things the old-fashioned, down-home way as they do now. That’s an alternative strategy that may appeal to people who don’t much care for all this new-fangled techy-stuff. In some business contexts, lo-tech may be fine. But for most organizations, embracing technological capabilities is a logical choice. Having the insight neces- sary to decipher customer wants and needs should be a high priority for service professionals. Companies will need to give some hard thought to their value proposition. What exactly do they want to offer customers? It is possible to do business the old ways, to run the mom ‘n pop store or restaurant just as it’s been run in the past decades. But even among staunch traditionalists, customer demand for change may become a clamor. Even in Ye Olde Gift Shoppe with the 1890s theme, customers expect to be able to use their credit cards and probably even look at inventory online. Unless the shop has another gimmick, they will face a lot of pressure to upgrade to current customer demands. Some customers are concerned about the impact of technology on privacy and the poten- tial for intrusion into personal lives. For example, a few years ago a failed promotion offered free computers to people so long as the company can gather infinite data about every click of the mouse made on that computer. In a sense, those customer would have been selling their privacy for the price of a PC. These customers may resist some of the techniques we’ve discussed but would be open to friendly, informal personalization found in local, neighborhood stores or shops. Whatever strategy your company employs, from having highly sophisticated intelligent- system databases to jotting down handwritten notes on customer preferences, one-to-one, personalized customer service and relationship building must stand as its cornerstone. Cultivate your insight into the future of customer service. ANOTHER LOOK Of Wine and Corks and Perceived Value Wine makers know that screw cap bottles are better and cheaper than the traditional cork. Yet it is impossible to change to such caps. It may be because buyers would equate screw caps with inferior wine. It may be because the whole event of wine drinking requires the cork. How can this (perception of value) be changed? 1. It is possible that the transition could be made if the screw caps were very expensive in the first place—for example, enameled. If such caps became collectors’ items, then the transition might be accomplished. Here the changed perception, from seeing screws as less desirable to more desirable, is an example of the direct blocking of the “cheap” image. 2. We might go in exactly the opposite direction. We could sell exactly the same wine at two prices: £12 with the usual cork and £10 with a screw cap. People would now set out to convince themselves that the cork was not that important a part of the event of wine drinking. 3. Another approach would be an education campaign to show that corks could go bad and could leak, whereas screw caps could not. This would be less effective than either of the other two approaches— making screw caps either dearer or cheaper—but could be combined with either. It is almost impossible to delete or block a perception pattern. Another pattern needs to be set up to lead values in a different direction. Source: Edward de Bono, “Perceived Value: When Considering Value, Perception Can Be as Important as Reality,” http:// http://ift.tt/2wYdbpQ .php . Downloaded March 20, 2006. panel” and “the back seat that was as uncomfortably firm as a park bench,” among the other nega- tive comments. These criticisms surface despite Nissan’s U.S. general manager asserting that the Versa is “one of our most trouble-free cars.” Even the writer acknowledges later in the article a number of positive characteristics for this intentionally stripped-down model. The challenge for the Versa is probably not competing with other low-cost new cars but rather with comparably priced but better equipped used cars. About a third of the article focused on what it calls “things of importance, rather than indulgence, that you sacrifice” on this vehicle. These “things of importance” are power windows, power locks, power mirrors, and the like. What are today being described as important was not long ago regarded as luxuries. Basic trans- portation is not enough; the expectation bar has been raised and anything lacking these kinds of features is seen as lacking in sufficient value. Companies need to be aware of the constantly raising value bar. People demand and expect good value. The snake oil salesman may sell some product in the short-run, transaction-based business. But the likelihood of an ongoing relationship with customers who receive poor value is nil. Good value is a minimum, enhanced value is a competitive advantage. CREATE AN ENHANCED SENSE OF INTRINSIC AND ASSOCIATED VALUE Perception of value is based on how customers view both intrinsic and extrinsic or, associated factors. Understanding these factors is the starting point for creating A-plus value experiences for your customers. Intrinsic Value of the Product Itself Intrinsic value arises from the core product or service itself. Does it meet customer needs, do what it’s supposed to do? This form of product value may not be immediately evident in some cases. We may assume a product is adequate because it seems to work, but the true extent of its value— especially its durability—may not be clear for some time. For example, a truck buyer may not fully appreciate the value until the truck has a hundred-thousand care-free miles on it. Similarly, the intrinsic value of a legal document an attorney prepared may not be fully evident until it holds up in court. The intrin- sic value of a house painting job becomes apparent only when it still looks great years later.

•Write ONE discussion board post where you show how the company you are researching either creates a perception of value or uses information to retain or lure new customers. Please be specific in your posts and use some examples from your research. •This way you will achieve two ends: you will report your company choice to me (if you haven’t already done so) and you will begin to interact with your research. Perhaps what you find in this effort will be useful in your paper. At least it will get you going on your research. Also write a comment for each post. 1. Walgreens is the largest drugstore chain in America and is the first drugstore to open. Walgeens started a customer loyalty rewards program to lure new customers. The rewards progrm has evolved beyontipical reward programs. The rewards program allows its customers to accumilate points for buying specific items, filling prescriptions, and even participating in fitness programs. For 5,000 points, patrons get a $5 reward; for 40,000 points, they receive a $50 credit. The program differentiates itself by being “easy and simple” to interact with in real time on multiple platforms (physical cards, mobile apps and online) and allowing shoppers “to save and earn points over time to redeem for something meaningful (Alec Foege 1). The collected data from the new loyalty program will help Walgreens in enhancing the assortment of products available in individual stores based on local purchase preferences. Foege, Alec. “Walgreens Customer Loyalty Program Key Aspect of Drugstore Chain’s Revamp.” http://ift.tt/2wm6cYj. N.p., 19 Dec. 2012. Web. 4 Sept. 2014. ReplyQuote 2. The Home Depot is the leading company in the US when it comes to home improvement. One way in which the Home Depot creates perception is by their commercials with “DIY” (Do it Yourself). They show not only men but women doing projects empowering women to do things around the house like painting. The company uses its knowleadgeable staff to create value. A staff that is knowledgeable creates credibility with the employee and customer and assures the customer that they are getting the correct information. Home Depot does a good job in getting information because without it they cant give customer service. In home improvement asking questions and getting as much information possible is what is gonna lead to transactions. SERVICE SNAPSHOT Special Service for Best Customers Hertz Car Rental knew they had problems when people were getting upset about having to wait in long lines to get their rental cars. Many businesspeople travel very tight schedules and need to have a car quickly. Hertz knew that unless they took action quickly, they would lose many of their most valu- able and frequent renters. Hertz launched a special service— the #1 Gold Club—for those who needed their rental cars quickly. The #1 Gold Club members can call ahead of time to reserve a car. When the member gets off the plane, a shuttle is waiting for the customer at the curb to take him or her to the car. The shuttle driver can welcome him or her by name and explain the shuttle trip is just two minutes. The shuttle drops off the customer at the reserved car. The engine is running, the trunk lid is open, and today’s issue of the WallStreet Journal is on the front seat. The member gets in the car and drives to the gate where he or she shows his or her driver’s license and #1 Gold Card. No lines. No hassle. The successes of this approach lead other auto rental companies to offer similar accommodations. Some offer the preferred customer the option to pick any car they want. Frequent travelers often get streamlined service on airlines (with special lines for first-class and frequent flyers as well as special security lines) and hotel guests get upgrades and special features. What can your company do to offer special consideration to your very best customers? The future “gold card” customer will expect something more. A FINAL THOUGHT Insight. That is the key word as we seek to stay abreast of ever-changing customer service realities. Accurately forecasting the future is, of course, a tricky business. Often we are limited by our preconceived ideas or our inability to think, as the cliché goes, “outside the box.” Even our customers may not know what they want. Henry Ford is famous for saying that if he had asked customers what they wanted they would have said a faster horse. Nevertheless, maintain- ing great customer service calls for constant evolution. Today’s service innovation can quickly become tomorrow’s minimum requirement. Being ever-sensitive to possible customer turnoffs and changing industry standards is fundamental. The future looks exciting for people and organizations willing to change to stay competitive. Changes are often driven by technology although some organizations may choose to minimize technological innovation. They may decide to keep doing things the old-fashioned, down-home way as they do now. That’s an alternative strategy that may appeal to people who don’t much care for all this new-fangled techy-stuff. In some business contexts, lo-tech may be fine. But for most organizations, embracing technological capabilities is a logical choice. Having the insight neces- sary to decipher customer wants and needs should be a high priority for service professionals. Companies will need to give some hard thought to their value proposition. What exactly do they want to offer customers? It is possible to do business the old ways, to run the mom ‘n pop store or restaurant just as it’s been run in the past decades. But even among staunch traditionalists, customer demand for change may become a clamor. Even in Ye Olde Gift Shoppe with the 1890s theme, customers expect to be able to use their credit cards and probably even look at inventory online. Unless the shop has another gimmick, they will face a lot of pressure to upgrade to current customer demands. Some customers are concerned about the impact of technology on privacy and the poten- tial for intrusion into personal lives. For example, a few years ago a failed promotion offered free computers to people so long as the company can gather infinite data about every click of the mouse made on that computer. In a sense, those customer would have been selling their privacy for the price of a PC. These customers may resist some of the techniques we’ve discussed but would be open to friendly, informal personalization found in local, neighborhood stores or shops. Whatever strategy your company employs, from having highly sophisticated intelligent- system databases to jotting down handwritten notes on customer preferences, one-to-one, personalized customer service and relationship building must stand as its cornerstone. Cultivate your insight into the future of customer service. ANOTHER LOOK Of Wine and Corks and Perceived Value Wine makers know that screw cap bottles are better and cheaper than the traditional cork. Yet it is impossible to change to such caps. It may be because buyers would equate screw caps with inferior wine. It may be because the whole event of wine drinking requires the cork. How can this (perception of value) be changed? 1. It is possible that the transition could be made if the screw caps were very expensive in the first place—for example, enameled. If such caps became collectors’ items, then the transition might be accomplished. Here the changed perception, from seeing screws as less desirable to more desirable, is an example of the direct blocking of the “cheap” image. 2. We might go in exactly the opposite direction. We could sell exactly the same wine at two prices: £12 with the usual cork and £10 with a screw cap. People would now set out to convince themselves that the cork was not that important a part of the event of wine drinking. 3. Another approach would be an education campaign to show that corks could go bad and could leak, whereas screw caps could not. This would be less effective than either of the other two approaches— making screw caps either dearer or cheaper—but could be combined with either. It is almost impossible to delete or block a perception pattern. Another pattern needs to be set up to lead values in a different direction. Source: Edward de Bono, “Perceived Value: When Considering Value, Perception Can Be as Important as Reality,” http:// http://ift.tt/2wYdbpQ .php . Downloaded March 20, 2006. panel” and “the back seat that was as uncomfortably firm as a park bench,” among the other nega- tive comments. These criticisms surface despite Nissan’s U.S. general manager asserting that the Versa is “one of our most trouble-free cars.” Even the writer acknowledges later in the article a number of positive characteristics for this intentionally stripped-down model. The challenge for the Versa is probably not competing with other low-cost new cars but rather with comparably priced but better equipped used cars. About a third of the article focused on what it calls “things of importance, rather than indulgence, that you sacrifice” on this vehicle. These “things of importance” are power windows, power locks, power mirrors, and the like. What are today being described as important was not long ago regarded as luxuries. Basic trans- portation is not enough; the expectation bar has been raised and anything lacking these kinds of features is seen as lacking in sufficient value. Companies need to be aware of the constantly raising value bar. People demand and expect good value. The snake oil salesman may sell some product in the short-run, transaction-based business. But the likelihood of an ongoing relationship with customers who receive poor value is nil. Good value is a minimum, enhanced value is a competitive advantage. CREATE AN ENHANCED SENSE OF INTRINSIC AND ASSOCIATED VALUE Perception of value is based on how customers view both intrinsic and extrinsic or, associated factors. Understanding these factors is the starting point for creating A-plus value experiences for your customers. Intrinsic Value of the Product Itself Intrinsic value arises from the core product or service itself. Does it meet customer needs, do what it’s supposed to do? This form of product value may not be immediately evident in some cases. We may assume a product is adequate because it seems to work, but the true extent of its value— especially its durability—may not be clear for some time. For example, a truck buyer may not fully appreciate the value until the truck has a hundred-thousand care-free miles on it. Similarly, the intrinsic value of a legal document an attorney prepared may not be fully evident until it holds up in court. The intrin- sic value of a house painting job becomes apparent only when it still looks great years later.

•Write ONE discussion board post where you show how the company you are researching either creates a perception of value or uses information to retain or lure new customers. Please be specific in your posts and use some examples from your research. •This way you will achieve two ends: you will report your company choice to me (if you haven't already done so) and you will begin to interact with…