9. 赫伯?凱利赫
公司名稱：西南航空
銷售額：156億美元
市值：64億美元
員工人數(shù)：45,392
建議：顧客第一
????赫伯?凱利赫在衛(wèi)斯連大學(xué)（Wesleyan University）學(xué)習(xí)英語(yǔ)專業(yè)時(shí)進(jìn)行了能力傾向測(cè)試,，結(jié)果被告知他最適合做三類職業(yè)：記者,、編輯或律師。凱利赫選擇了律師,，這個(gè)選擇不錯(cuò),。后來西南航空（Southwest Airlines）經(jīng)過五年的漫長(zhǎng)訴訟才擺脫了競(jìng)爭(zhēng)對(duì)手的纏斗,，并于1971年6月正式起飛。
????2011年,，西南航空在這個(gè)虧損累累的行業(yè)中連續(xù)第39年實(shí)現(xiàn)盈利,，在美國(guó)航空業(yè)內(nèi)無(wú)人能及。而且,，81歲的凱利赫證明低票價(jià)仍能取得可觀的利潤(rùn),。西南航空不僅是美國(guó)最大的國(guó)內(nèi)航空公司，而且據(jù)一位經(jīng)濟(jì)學(xué)家稱,，它在美國(guó)低成本航空市場(chǎng)的份額高達(dá)90%,。
????凱利赫是怎么做到這一點(diǎn)的？他把成本壓得格外低,，但仍然保證高品質(zhì)的客戶服務(wù),，而做到這兩點(diǎn)都有賴于他打造了一種尊重員工的企業(yè)文化。他和沃爾瑪?shù)纳侥?沃爾頓一樣,，深知一線員工可以載舟,，也可以覆舟。凱利赫通過利潤(rùn)分享計(jì)劃和股票期權(quán)讓員工們有了當(dāng)家作主的感覺,，愿意全心全意地付出,。正是這一點(diǎn)讓西南航空在業(yè)內(nèi)卓爾不群。
????有一次他告訴一位采訪者：“多年以前,，商學(xué)院還稱之為難題,。他們會(huì)問：‘員工、股東和顧客,？哪個(gè)最重要,？’這根本不是什么難題。顧客當(dāng)然排在第一位,。如果善待員工,，猜猜會(huì)有什么結(jié)果？顧客會(huì)變成老主顧,，股東們自然開心,。從員工開始，其他一切都會(huì)水到渠成,?！?/p> |
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9. Herb Kelleher
Company: Southwest Airlines
Sales: $15.6 billion
Market Value: $6.4 billion
Employees: 45,392
Advice: Make your customers No. 1.
????When Herb Kelleher took an aptitude test at Wesleyan University, where he majored in English, he was told that there were three things he was best suited for: working as a journalist, an editor, or a lawyer. Kelleher chose law, and it was a good thing. It would take five long years of often tortuous litigation by competitors to get Southwest Airlines out of court and into the air in June 1971.
????In an industry plagued by vast amounts of red ink, Southwest marked its 39th consecutive year of profitability in 2011, a feat unmatched in U.S. aviation history. What's more, Kelleher, 81, proved that you could still charge low fares and be nicely profitable. Southwest is not only the largest U.S. domestic airline but also responsible, as one economist noted, for 90% of the low-fare airline business that exists in America.
????How did Kelleher do it? He kept costs extraordinarily low and customer service high -- and he did both by creating a culture that respected the people he carefully hired. Like Sam Walton, he understood that front-line personnel can either make you or break you. And Kelleher got his people to sign on to the program through profit-sharing plans and stock options that made employees feel and act like owners. It separated Southwest from the pack.
????"Years ago," he once told an interviewer, "the business schools used to pose it as a conundrum. They would say, `Well, who comes first? Your employees, your shareholders, or your customers?' But it's not a conundrum. Your customers come first. And if you treat your employees right, guess what? Your customers come back, and that makes your shareholders happy. Start with employees and the rest follows from that." |
