Nordstrom Case

Great customer service and brand loyalty go hand in hand. When you return a defective item to a store and get your money back, an apology and a discount on your next purchase, that’s customer service. When you visit the doctor’s office for an injury or illness and someone from the office call the next day to see how you are feeling, that’s customer service. When you visit the meat counter at your local grocery store to find they are out of your favorite cut of meat and the butcher gives you a comparable cut to try for free, that’s customer service. Great customer service builds loyalty and should be built into every business plan. Nordstrom is a company that has always believed in providing the highest level of customer service. It sets the standard in customer service and loyalty today (Kotler & Keller, 2012). In order to continue to set the standard, Nordstrom must continue to build relationships in the community and understand what their customers want and expect.

Nordstrom is committed to running a business where people want to work and shop. By listening to employees and customers, Nordstrom has brought together a group of leaders from all aspects of their business to help develop a strategy. They narrowed their focus to four areas called their “pillars.” The pillars include supporting communities, sustaining the environment, protecting human rights, and caring for our people (“Our approach to,” 2012).

Nordstrom believes its people are its greatest assets. They are committed to providing a workplace that offers great benefits, fosters growth and long-term employment as well as upholds diversity. Developing Employee Volunteer Programs (EVP) is a way to fulfill the caring for our people pillar. Research shows that there is a direct correlation between active community outreach programs and increased revenues and customer loyalty for businesses that engage in helping their communities (“The benefits of,” 2009).