Broken Windows, Broken Business

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Broken Windows, Broken Business

To recover your enterprise quality: the importance to be taken into account. It is to learn about the theory of broken windows and find that is what comes affect its corporate image. Keep your business as a great leader in the repair of defects and poor service. what you cannot bring to ruin. we see strong evidence every day in all industries across the country suggest that many organizations either do not believe or choose not to practice this philosophy.[pic 7]

Michael Levine said, "the little things make a difference in business." Levine points out that the theory of broken windows was the first idea criminologists James Q. Wilson and George L. Kelling when broken windows explaining what is in terms of criminal justice. Says a sign that if misdemeanors such as graffiti and purse snatching are not treated in a decisive and timely manner, much more serious crimes are also tolerated. The Broken Windows metaphor is used consistently throughout the book. This metaphor allows a broken people as a sign of a weak society or poor management style window imagine. Levine chose this metaphor because it would point out that even small problems possibility of going to the bankruptcy of a company will increase. Levine stresses that, inevitably, every business has flaws, but when a consumer realizes the flaws, the company runs the risk of losing a customer. Management needs to take care of small problems like peeling wallpaper or a broken window immediately so that consumers will remain loyal to the company. Broken Windows metaphor is frequently used throughout the book. Every business is part of a very competitive market that leaves no room for error. Many companies fall short of their resultant competition in failed businesses and consumers lost. This book teaches business owners how to find small problems so improvements can occur. Levine stresses the importance of customer feedback, such as surveys, due to some problems only go unnoticed by employees or management. One of the most important parts of this theory, which was constantly mentioned by Levine, is that the worst broken windows are people. Employees can make or break a company, because they play an important role in the process of customer service. Most business owners are not available to greet every customer who walks into their businesses and, therefore, rely heavily on their employees to constantly make a good impression on each client. Management needs to hire people on the basis of this idea and must always be the assessment of its staff. Consumers judge a business not only in appearance, but mainly in the attitude and friendliness of employees. People become very irritated and sometimes a bad experience will result in someone who never return to that new business. This book also covers other types of organizations do not always have visible windows broken, because they have no physical location. For example, websites can be filled with broken windows. When something goes wrong with the website of a company such as not being well organized, the public will find the problem immediately and become increasingly upset with the company, and most companies do not realize that there is a problem until it is too late. This book is full of important aspects of the business that are easily overlooked and truly can help the success of a business. All organization Windows is broken in one way or another and which are unavoidable. Levine point is that organizations that demands perfection in all operations will have to minimize the number of windows broken and repaired immediately produced few Levine recommends .Almost all should require little spending hours or dollars. Everything else is equal or comparable, everything depends on constantly be alert to the aforementioned "signs" and then respond to them in a timely manner. Ignore them or delay the response to them and they send messages that demoralize workers, offend customers, and discourage those who might otherwise provide new business. In sufficiently, tolerance Broken Windows will add a substantial total cost is avoidable.

The same theory was first published in 1982 but is probably more relevant 26 years later than ever. The message is clear and, indeed, simplistic. Author's premise is that we have argued many times as a result of our research, consulting and training experience. Sweat the small stuff! The premise of Levine suggests that attention is paid to what determines who also lost. If only "focus" on the most important issues in your business, you neglect the minor issues, and neglect of the "little things" is a path to the demise of the organization.

Essentially, Levine is "difficult" MBA BS 80/20, and invoking a new mantra, which probably should be called the "100/0" rule AFFAIRS ... everything! In all honesty, every organization has "broken windows" in one way or another. They are inevitable. Think you've seen on a typical day

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The garbage in the  gardens.

Procedure incorrect phone or impolite.[pic 8]

Website confused.

Dead plants in the lobby.

The bathrooms were dirty.

Dimly lit rooms.

The poor signage.

Peeling paint.

Long lines.

Poorly maintained bathrooms.

Incompetent staff.

The lack of monitoring.

Poor communication skills.

The poor appearance of employees.

Dirty windows.

Worn carpets.

Levine key point is that organizations whose culture demands perfection in all operations and warmth in all relationships will be (a) minimize the number of "broken windows" and (b) immediately repair the few that occur. Too many managers are trained, like dogs, to find a robot in spreadsheets, improved metrics, and the number of crises regularly. Of course, numbers are important.

Levine's emphasis is to get beyond the numbers, open your eyes, and look, really notice the details, because no matter what your current numbers show, if you are missing the big picture which is CUSTOMER PERCEPTION!

There is convincing evidence that the problems in business, large and small, usually due to lack of attention to small details! And you can be sure that customers will detect those details each time! In March 1982, criminologists James Q. Wilson and George L. Kelling introduced the theory of the "broken windows". Social psychologists and criminologists agreed that if a window in a building is broken and left unrepaired, soon after the rest of the windows are broken and the perception that crime is going to build in this neighborhood is out of control. The same principle applies to business. The constant attention to detail not only demonstrates business competition, but also shows that the company cares about what the consumer wants. Metaphorical "broken windows" of a company whatever they are, send the opposite signal: that the business does not care and this obviously repels customers!

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