Yes, I’m a data geek and I crunch company operating results for fun. Check this out…
Wolframalpha is a public data search engine which allows for lots of complex data analysis. The data below is how much revenue each publicly traded company generates when it is divided by the total number of employees it has (per year). I work in the retail sector so I first looked at how much revenue each company makes if it were divided by their number of employees. As you can see below I for instance was able to determine that Kroger is making $36,841.74 more revenue per employee than Safeway. The numbers are correct and publicly available via calculation but they don’t make sense to me.
I’ve posted similar things in the past and have had some really smart followers of this blog add to the conversation so I hope this post continues that trend. Why would a Safeway employee create more revenue per year than a Walmart employee? Why would a Kroger employee make $36,841,74 more revenue per year than a Safeway employee? The interesting thing about doing the calculation this way is it takes out unions, employee compensation, and other factors. What are the contributing factors? Is sales per square foot the real reason the numbers are so unexpected? Is the number of retail stores a major factor? Did these numbers surprise you? Is looking at annual company revenue by employee even important? Then when you think each retail revenue by employee is high look at Google and Apple!
Disclosure: I am in no way representing any company in this post or site. I’m surfacing public data and merely asking what we can derive (if anything) from it. Thanks for taking the time to read this and thanks for adding to the conversation.
– You should look at profits by employee. A more telling story.
I love my lunch time chats with coworkers and I know they are anything but typical. We get into some interesting subjects and I always seem to take away at least one thing every lunch hour. Somehow the topic of Ferrari’s came up a few months ago and after doing some fact checking I found what they told me to not only be true, but also inspirational and amusing. I wasn’t aware Ferruccio Lamborghini started his career building tractors. He had a passion for sports cars and Mr. Lamborghini wasn’t satisfied with the quality and performance of his Ferrari so he requested a meeting with Mr. Enzo Ferrari himself. I love the story of Mr. Ferrari and Mr. Lamborghini meeting because it helps demonstrate why leaders need to listen and respond to the feedback they are provided. If you fail to listen you leave the door wide open for others to stop telling you and to start showing you what they want. In some instances what is requested is in fact a better way of doing things and if those who were trying to give you feedback to help you stop telling you and start showing you, they can become your most fierce rival.
Below is an extract from Wikipedia of what happened in the meeting with Mr. Ferrari and Mr. Lamborghini:
“The exchange between Ferrari and Lamborghini is often cited as the latter’s inspiration for founding a carmaker in the first place, but it is as much the stuff of legend and myth as it is a factual occurrence. In the 1991 Thoroughbred & Classic Cars interview, Lamborghini said that after the clutch problems endured, “I decided to talk to Enzo Ferrari. I had to wait for him a very long time. ‘Ferrari, your cars are rubbish!’ I complained. Il Commendatore was furious. “Lamborghini, you may be able to drive a tractor but you will never be able to handle a Ferrari Properly.’ This was the point when I finally decided to make a perfect car.” Later re-tellings of the story center around several basic points: Lamborghini visited Ferrari; proceeded to challenge, demand improvements, or deride Ferrari; and finally was dismissed as a mere tractor manufacturer. Whether the industrialist’s spite was enough of a reason to enter the carmaker business, or if the exchange inspired further business interests or merely served as an anecdote, is unknown. Sackey writes that the economic motives for entering the high-profit-margin sports car business far outweighed Lamborghini’s personal sentiments. In the T&CC interview, Lamborghini notes that “Ferrari never spoke to me again. He was a great man, I admit, but it was so very easy to upset him.”
At today’s Dev Learn 10 in San Francisco I attended a seminar where a woman at the back of the room said “social media is great and all but I am overwhelmed with the influx of information all around me”. I liked what another person said which was that just because there is lots of data in the world it doesn’t mean you have to consume everything available to you. The 3-4 minute discussion gave me a lot of ideas so hopefully you beat me to solving the problem because either way we’ll all win.
For many years, new employees were given a copy of the famous Nordstrom’s Employee Handbook – a single 5-by-8-inch (130 × 200 mm) gray card containing 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.
However, new hire orientations now provide the card above along with a full handbook of other more specific rules and legal regulations, as the way Nordstrom operates has changed. During this time, Nordstrom had the highest sales per square foot performance in the retail industry – by almost double.
Nordstrom’s culture encourages entrepreneurial, motivated men and women to make the extra effort to give customer service that is unequalled in American retailing. “not service like it used to be, but service that never was.”
“A place where service is an act of faith.”
Nordstrom executives aren’t snobs; it’s just that they are uncomfortable with blowing their own horns.
Their system is embarrassingly simple “we out-service, not outsmart, the competition”.
The truth is “We can’t afford to boast. If we did, we might start to believe our own stories”.
“Our success is simply a matter of service, selection, fair pricing, hard work and plain luck!”
‘It was never that we were so great, it was just that everyone else was so bad.’ We know that at this moment, someone, somewhere is getting bad service at Nordstrom
When you stop worrying about the money and concentrate on serving the customer, the money will follow. (People who succeed in sales understand this paradox.)
Nordstrom’s standard of performance is “Sales per hour”.
Nordstrom sales people are empowered to make decisions and Nordstrom management is willing to live with these decisions – it’s like dealing with a one-person shop. Empowered employees are energized. “Giving away responsibility and authority is the ultimate expression of leadership”.
“The customer is always right” is not a cliché at Nordstrom.
Decision by consensus is how the Nordstrom brothers run their business. Disagreements are worked out behind closed doors and a united front is always presented to the public.
When the company expands to other regions, it dispatches an advanced force of veteran “Nordies” who carry the culture with them and imports it to new employees.
Nordstrom never acquires other chains, because it is too difficult for those employees to break old habits.
Nordstrom employees are instructed to always make a decision that favors the customer before the company. They are never criticized for doing too much for a customer; they are criticized for doing too little.
“If I take care of the customer the dollars will follow”
Nordstrom believes that too many rules, regulations, paper work, and strict channels of communication erode employee incentive.
Nordstrom is informally organized as an “inverted pyramid” with the top positions occupied by customers and sales people. Every tier of the pyramid supports the sales staff.
The unconditional money back guarantee is designed for the 98% of customers who are honest.
Employees have access to sales figures from all departments and stores in the chain, so they can compare their performances.
Outstanding sales performances are rewarded with prizes and praise, as are good ideas and suggestions.
Part of good customer service is (Store Design) creating “a memorable experience”:· Store presentation must be understood immediately· Nordstrom states that it only takes 15 seconds to impress their customers. That’s why Nordstrom has more seating, better lighting, larger fitting rooms, wider aisles, and a more residential feeling.
Nordstrom feels that the best training courses come from parents. Previous retail experience or a college degree has never been a pre-requisite for succeeding at Nordstrom.
Nordstrom “hires the smile and trains the skill”.
Because Nordstrom doesn’t have many rules, employees don’t have to worry whether they are breaking any.
Nordstrom would rather hire nice people and teach them to sell, than hire sales people and teach them to be nice.
At Nordstrom, the priority is on Selling, and the key to successful selling is providing outstanding customer service.
If you treat customers like royalty and let them know that you will take care of them, they will usually come back to you.
When customers enter a department sales people always make sure they are acknowledged. They are relaxed and unhurried in order to help the customer feel the same way.
At it’s best, Nordstrom never forgets that it doesn’t have all the answers. They know that the customers have all the information that they need, and that sales people are the most valuable people in the company!
The underlying Nordstrom culture and philosophy is not difficult to pass on to the next generation because it’s simple: “Give Great Customer Service.”