Everyone is talking about becoming more consumer-centric as we move into the New Year.

Case in point: The Lenox company. Here’s an organization one might categorize as a leader in their industry. They have been around since 1889. You know them — the first American china to be used in the White House?

Turns out they also own Department 56, where Christmas Village collectors go for all the best stuff.

You would think these folks would have the customer service model polished to perfection.

Think again.

A year ago, I broke a small accessory piece for a Village house that came from Department 56. I did what any computer-literate consumer would do — I sent an e-mail, requesting information about the replacement part. There was no response. None.

This year, I received an e-marketing message from Department 56. “Aha,” I thought, “they want me to be their customer.” So, I again became motivated to replace the broken part. Eagerly, I searched the website for the correct number, and I called. A recorded message informed me that the customer service representatives are available from 11 a.m. to 2 p.m. Central Standard Time. That’s right: 11-2. Hmmm.

So, I waited and called back at 11:20. This time, a recorded message informed me that the holidays are a busy time for them. There was no one available to take the call. I was asked to call back another time, when they might not be so busy.

This was becoming more entertaining by the minute.

Since there was no opportunity to leave a message, I e-mailed. (Just like I did last year.)

In the twinkling of an eye, there was a response. Happily, I opened their very Christmassy message. Here’s what it said:

“Tis the season to be busy! Santa’s elves are busy at this time of year and so are the Consumer Services representatives at Department 56. It may take a little longer to respond to your question so we appreciate your patience!
- Department 56 Consumer Services”

Yes! A response. They are way more consumer-centric than they were last Christmas.

Ok, I know it still isn’t an answer, but I still felt all warm and fuzzy inside. I think they really do care about customers like me. I have visions of a further communication from them in the near future … maybe February?

I’ll keep you posted.

A few minutes with … Susan Armstrong, President and CEO

01:24 p.m. Strolling across the building to Susan’s office, we practice our sales pitch in hopes of getting permission to sit and talk with her for a little bit. Taking a deep breath, we boldly stride in … only to find an empty desk. Empowered by the aura of leadership that courses throughout her office, we make the executive decision that “A Few Minutes without Susan” is less interesting than “A Few Minutes with Susan,” and should probably come back later.

02:30 We swing back by her office, and she’s finally returned. Unfortunately, she is already in a meeting with a vendor who has dropped by to do some work around the office. Drat.

02:45 From deep within our cubicle, we hear Susan’s voice ring out nearby. Investigating, we see that she has escorted the vendor into the kitchen area and should hopefully be wrapping things up. Mental note: be prepared to intercept her on her return trip.

03:00 We’re obviously working too hard. We miss the close of her conversation and she has somehow escaped back to her office, where she is already embroiled in deep conversation with John DeCesaro, one of our account executives. We consider sending a fake emergency text message to John, but decline to do so.

03:30 We begin to question the viability of this terrible, terrible idea. If we could fire ourselves, we would.

03:47 Aha! We’ve finally captured Susan in her office. She agrees to let us sit in, though wonders aloud if anything she does will be all that interesting. We assure her that isn’t a concern for us, because we’re mostly planning on making fun of her.

03:48 She gives us a quick recap of her background: journalist for the Hays Daily News; account executive for local agency Stephan Advertising; then the biggie, the launch of her own company, Armstrong Creative Services, in 1981. In 1992, the company’s name changed to Armstrong|Shank after the addition of Vice President and Creative Director Ed Shank. Now, 27 years later after its official launch, the company is still going strong and Susan is as busy as ever.

03:52 The intercom beeps in with a call — just the sort of thing we were hoping for. We watch intently as she transforms from accommodating boss into high-powered executive.

03:53 Susan is masterful on the phone, handling what is surely a crisis situation with a cool efficiency and calm demeanor. “It was my son,” she says after hanging up. “He wanted to know what’s for dinner.” True leadership on display.

3:54 A discussion of what a typical day is like for her ensues: Her mornings are where she does the majority of her planning, as afternoons are often spent attending to client needs — meetings, returning phone calls, e-mails and more. When not dealing directly with the client, her time revolves around strategic planning work for future projects, or being hunched over an adding machine on important budgets. Oftentimes, dealing with agency-centric concerns is pushed to evenings and weekends. As many business owners can attest to, it’s not easy being the boss. But she assures us that it’s definitely worthwhile.

04:05 The conversation pauses as a raccoon walks by Susan’s window.

04:07 Finally, we decide she’s put up with us long enough. We thank Susan and return to our cubicle, satisfied in the knowledge that we have successfully wasted the only quiet time she has had all day.

Today’s episode: “Scent technology”

Recently, I picked up a bottle of Red Zone, a men’s shower gel from the makers of Old Spice. Normally I’m a bar of soap and washcloth kind of guy, but due to a coupon/rebate combo this particular shower gel was practically free. Not quite as good as completely free, but still pretty good.

The next morning as I was taking my shower, I took a closer look at the product container. (By the way, does the phrase “taking a shower” make any sense at all? For the one who’s showering, there’s no “taking” involved in the process whatsoever. You don’t keep any of the water that sprays on you, and in fact, in the washing process, it actually takes microscopic bits of you with it. Then again, “taking a shower” is much less disturbing than the phrase “spraying down my lumpy, naked body,” so we’ll go with it for now.)

Anyway, examining the label to see what made this particular shower gel so special, I noticed this blurb underneath the Red Zone logo: “8-hour scent technology.”

**Snicker**

I get the point they are trying to make: this wondrous marvel of modern hygiene supposedly makes you smell good all day. But “scent technology?” IT’S A SHOWER GEL.

Granted, some advertising is built on overexaggeration and hyperbole. And it’s not the first time I’ve seen the word “technology” applied to products that have no mechanical, electronic or digital components of any kind. But that doesn’t mean I can’t still try to figure out why exactly it makes sense to people. Heck, if you want to go that route, I have built-in scent technology, too. The difference is that mine is powered by Taco Bell.

I suppose the important thing for Old Spice is that having a silly-sounding product descriptor hasn’t stopped me from using Red Zone each morning. Perhaps one of these days I’ll give myself the sniff test about 3:30 in the afternoon and see once and for all whether I should boycott it based on their 8-hour claim. But chances are even if I do find that my less-than-perfect body chemistry has caused a critical failure in the scent technology’s fragrance-emission systems before its 480-minute runtime has elapsed, I probably won’t complain too much.

Well, assuming I can get it for practically free again, that is.

How to start getting the kind of press coverage your company deserves

When news comes your company’s way — whether it’s good or bad — reporters have a job to do: get the scoop … which means you could get stuck dealing with a barrage of uncomfortable phone calls. But with a solid PR plan and trained employees, you can maximize your chances at getting positive exposure.

“When dealing with the media, preparation is key, whether you’ve had a groundbreaking success or an unfortunate occurrence,” advises Mark Chamberlin, Director of Marketing for Armstrong|Shank Advertising. “You have to realize that reporters will get their story one way or another. So if you’re ready to cooperate when they call, you can communicate your position and help guide interviews in a direction more beneficial to you.”

Mark’s 30 years of experience in the TV business makes him the perfect resource for leading your company through media coaching workshops that are helpful for every level of employee, from the board of directors to the receptionist. Key elements of the training include:

• Understanding the reporter’s job
• Preparing a company history and bios on all key employees
• Tips on issuing news releases to the media
• Tips on preparing for media interviews
• Training employees to refer media to designated company representatives
• Developing a detailed crisis communication plan

“If you know in advance how to handle that call when it comes, you can calmly and confidently send the message you want to the media,” says Mark. “That improves your perception in the public eye, which is always good for business.”

If you’d like more information about our media coaching workshops, call Mark Chamberlin at (316) 522-3000.