Policies, procedures and processes are structured to generate maximum revenue. FCT managers streamline development efforts by em- powering staff to research and make decisions on their own. They do not require extensive approval procedures, which hinder implementation. For example, when scrutinizing actual versus desired results of sales or programs, they look for areas that can be improved or simplified.
Instead of automatically running the same programs each year, FCT managers evaluate them individually if results are not meeting expectations. Although it takes time to rethink standard programs and procedures, the short-term investment pays off in the long run by reducing nonproductive steps and potentially costly mistakes.
Organization, strategy and markets are seen as an interdependent system. FCT is limited by the slowest element in the process, so FCT competitors study each interdependent area to identify ones that may be slowing growth, such as tasks that are repeated several times. For FCT to succeed, one must understand the relationship between the organization, strategy and markets to eliminate delays and accelerate service. This is ultimately more effective than studying each component separately.
FCT companies use learning and rapid change to their competitive advantage. The focus here is not necessarily on simply working faster, since that may produce more mistakes in less time. Instead, FCT emphasizes increasing the rate of learning to more quickly deliver value to customers. The ability to rapidly discern problems and change directions is crucial. Managers must be quick to notice when a program or service is not succeeding and be able to analyze the reasons behind the failure, learn from the experience and take corrective or preventive steps. Also, FCT managers are well aware of forecasts for the industry’s future, including economic and market changes. They assimilate this information into implications for their facility, implementing appropriate changes as necessary.
FCT is not just another name for quality. It helps enhance quality by fixing root problems and focusing on improving and satisfying customers’ needs. According to FCT, the only way to increase quality and reduce cost is to perfect the development process. Every effort revolves around being the first to provide “consistently, reliably and profitably, the greatest value to target customers.” It requires constant contact with members, clear communication among staff and dedication from all employees.
Whether it is ensuring that supplies are in stock, organizing staff teams, meeting with members or doing hands-on implementation of programs or services, FCT managers and their staff do whatever it takes to pull ahead by satisfying the customer. They consistently put in the extra effort and motivate others to do the same.
According to Meyer, successful FCT businesses resemble a professional athlete who moves rapidly, seemingly without effort. FCT tries to eliminate the gap between the first customer itch and scratching that itch. In essence, the leaders of an FCT organization serve as a kind of “public works department, making sure the roadways that lead to the mission are free of obstacles so that any ‘driver’ does not have to make a pit stop or swerve to avoid a pothole as they speed forward.”
The only real way to differentiate yourself from the competition is through service. Members prefer to be remembered by name, be upgraded to a bigger locker or be given a “member of the month” parking spot, over having to pay higher rates just for a chance of earning a free trip to Europe.