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    tations to the Kiwis and as a result the Aussie arm of the business is finding it difficult to establish itself in Australia. The company’s strategy has been to buy t
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    The move towards global businesses and particularly John Stanley’s global retailing may excite business people, but the challenge is in providing what the customer really wants, not what you think they want.

    Let me give you two examples.

    Firstly, from New Zealand, the country’s leading retailer is publishing very healthy net profits and has nearly every Kiwi as an advocate. They have become a household name. Their company philosophy has worked in New Zealand.

    The journey across the Tasman to Australia is not that great. One would expect that what customers want in New Zealand can be copied in Australia. However, Aussies have different expectations to the Kiwis and as a result the Aussie arm of the business is finding it difficult to establish itself in Australia. The company’s strategy has been to buy th

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    ally wants, not what you think they want.

    Let me give you two examples.

    Firstly, from New Zealand, the country’s leading retailer is publishing very healthy net profits and has nearly every Kiwi as an advocate. They have become a household name. Their company philosophy has worked in New Zealand.

    The journey across the Tasman to Australia is not that great. One would expect that what customers want in New Zealand can be copied in Australia. However, Aussies have different expectations to the Kiwis and as a result the Aussie arm of the business is finding it difficult to establish itself in Australia. The company’s strategy has been to buy t

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    y net profits and has nearly every Kiwi as an advocate. They have become a household name. Their company philosophy has worked in New Zealand.

    The journey across the Tasman to Australia is not that great. One would expect that what customers want in New Zealand can be copied in Australia. However, Aussies have different expectations to the Kiwis and as a result the Aussie arm of the business is finding it difficult to establish itself in Australia. The company’s strategy has been to buy t

    Motivate Team for Outstanding Customer Service: Six Secrets of Customer Service Motivation
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    s the Tasman to Australia is not that great. One would expect that what customers want in New Zealand can be copied in Australia. However, Aussies have different expectations to the Kiwis and as a result the Aussie arm of the business is finding it difficult to establish itself in Australia. The company’s strategy has been to buy t
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    tations to the Kiwis and as a result the Aussie arm of the business is finding it difficult to establish itself in Australia. The company’s strategy has been to buy their way into the market. But will the retail experience suit the Aussie culture? Time will tell.

    The most diverse variations on customer expectations are in the airline industry. Global partnering may mean an easy transit around the world, but it can be a cultural nightmare.

    The American travelling consumer wants a safe, reliable flight between A and B at the best price. That’s the way it is done in the USA. As far as Americans are concerned the Airlines are selling a commodity.

    Compare this with European travelling consumer expectations, even on a short flight. They want safety, reliability, the best price and service that provide a hot br

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