Examining trust as a key to great experiences
by peterme on August 31st, 2010A few months ago I wrote a post for HBR.org on how businesses that trust their customers deliver better experiences, because they use that trust to offer services that others simply will not match. In the article, I mention Amazon, Zappos, and USAA, and you could add to that Nordstrom, famous for their willingness to accept purchase returns without a receipt.
I’m continuing to explore the importance of trust, though not just in customers, but in ones own employees as well. For example, Southwest Airlines empowers front-line employees to make decisions driven by customer needs, and does not require them to be beholden to policies and procedures manuals. Nordstrom (again) had an employee handbook that consisted of 75 words:
Welcome to Nordstrom.
We’re glad to have you with our Company. Our number one goal is to provide outstanding customer service. Set both your personal and professional goals high. We have great confidence in your ability to achieve them.Nordstrom Rules:
Rule #1: Use best judgment in all situations.
There will be no additional rules.
Please feel free to ask your department manager, store manager, or division general manager any question at any time.
Or the article that recently made the blogosphere rounds, on Netflix’s vacation policy (or, rather, lack thereof).
Netflix, Nordstrom, Southwest, Zappos, USAA — these are all companies renowned for great customer experience. And they provide remarkable latitude to both customers and employees, a latitude that suggests trust.
As I’m exploring this idea, I’d love your help. I’ve got two questions, and I’d love your answers in the comments:
1. How else are other companies demonstrating trust in employees and customers, and how does it lead to better experiences?
2. When have companies found themselves bitten by overly trusting policies?






