oldgit
Well-known member
If this guy is as capable of extracting as much dough out of you lot as this bunch of whingy posting suggests.I would like to buy some shares in his company!
MDL interview
- Thread starter KateB_C
- Start date
hlb
RIP
Well this lot just want to know if he's got any last requests!!
Luckily I only visit MDL marinas so I'm just after life in prison.
Think the only questions you'll get here are.
Electric chair, hanging or shot at dawn.
Any other suggestions.
Haydn
Luckily I only visit MDL marinas so I'm just after life in prison.
Think the only questions you'll get here are.
Electric chair, hanging or shot at dawn.
Any other suggestions.
Haydn
zefender
Active member
You could ask him:
1, How many babies he eats each week
2, Whether he rents out his children's room when they are away for the weekend.
3, What it feels like to be the nautical equivilent of Railtrack
1, How many babies he eats each week
2, Whether he rents out his children's room when they are away for the weekend.
3, What it feels like to be the nautical equivilent of Railtrack
G
Guest
Guest
I am looking forward to the MBM interview to set the record straight on a number of issues. There are a number of factual errors in this thread.
As in any arena, there are always a handful of individuals who will never be fair/reasonable/happy. Such is life.
The majority of our customers communicate their views - positive and not so positive - in a constructive manner and, to them, I am always available.
John Watson
As in any arena, there are always a handful of individuals who will never be fair/reasonable/happy. Such is life.
The majority of our customers communicate their views - positive and not so positive - in a constructive manner and, to them, I am always available.
John Watson
ari
Well-known member
Can't claim to be a huge fan of MDL, can can say "Well said Mr. Watson"!
Ari.
Ari.
G
Guest
Guest
Your company owns a very high proportion of UK berths so can set rules and regulations at will, and has done so. You have a captured and essentially inert market. The sales function is therfore relegated in its importance in comparison with other businesses in the marine industry, and indeed in comparison with many other sectors. This increases the importance role as CEO as a communicator to improve relations with customers and non-customers. Yet restricting such activity only to those who express their views in your chosen manner would seem to make the job very easy. Suireluy you haven't consigned all complainers to an (apparently quite large) group of "those who will never be fair/reasonable/happy". It reminds me of the time I complained to Eurotunnels complaints department, but was asked to call back when I was in a more positive frame of mind. You seem to plan to do the same.
I'm not a customer, but in lots of UK boating I cannot honestly remember hearing a good thing said about MDL- ever! Compare this perceived profile with NCP (car parks) for example, with a similar product and even greater domination of their sector. The small representation here would seem that there is room for improvement? "Setting the record straight" seems lightly coded newspeak for "telling them how it is". Qualifying the customers to whom you are available (only the happy ones, you say) and presumably setting your communications strategy to exclude those who are "unbeleivers" (seem to be loads hereabouts) rather plants you firmly on the continuing stereotypical UK-style management role of simply hoping that things will get better, or perhaps (since you have sufficient domination) giving the clear impression of not giving a damn.
As an example of a company with a difficult image that changed, perhaps we can use that of Jaguar at the time that John Egan took over as CEO. He didn't concentrate on the happy customers or dealers, as you seem determined to do. He announced that he knew that there were problems. He concentrated a disproportinate amount of his time on the unhappy ones, meeting them, letting them speak their mind and so on. I wonder if you could perhaps consider followng the same very brave and successful route? It needs a change, not a PR stunt thru and industry magazine, actually meeting customer on their truf, at a maniran in this case. After all, you have far fewer customers, and wow, if the CEO was there and ready to listen, nobody could fault that, now could they? he turned up, they;ll say, he faced the music, he'll listen, that's all we want will say many. Have you tried it? Put it this way, suppose instead of MBM running a feature where JW tells how it is, wouldn't it be just a whole lot better if a few people wrote in and told of their happy experiences? Of course it would. No, don't argue with me, I'm not a customer. Go and see them in person, admit faults. They aren't yours, as you're new, so it's a once-only chance. Unhappy customers are far too mad to be made happy by reading any magazine article, IMHO. Indeed, consideration of the above might lead you to see that an article, and certainly an article of the style you seem to plan, might do more harm than good at this stage.
I'm not a customer, but in lots of UK boating I cannot honestly remember hearing a good thing said about MDL- ever! Compare this perceived profile with NCP (car parks) for example, with a similar product and even greater domination of their sector. The small representation here would seem that there is room for improvement? "Setting the record straight" seems lightly coded newspeak for "telling them how it is". Qualifying the customers to whom you are available (only the happy ones, you say) and presumably setting your communications strategy to exclude those who are "unbeleivers" (seem to be loads hereabouts) rather plants you firmly on the continuing stereotypical UK-style management role of simply hoping that things will get better, or perhaps (since you have sufficient domination) giving the clear impression of not giving a damn.
As an example of a company with a difficult image that changed, perhaps we can use that of Jaguar at the time that John Egan took over as CEO. He didn't concentrate on the happy customers or dealers, as you seem determined to do. He announced that he knew that there were problems. He concentrated a disproportinate amount of his time on the unhappy ones, meeting them, letting them speak their mind and so on. I wonder if you could perhaps consider followng the same very brave and successful route? It needs a change, not a PR stunt thru and industry magazine, actually meeting customer on their truf, at a maniran in this case. After all, you have far fewer customers, and wow, if the CEO was there and ready to listen, nobody could fault that, now could they? he turned up, they;ll say, he faced the music, he'll listen, that's all we want will say many. Have you tried it? Put it this way, suppose instead of MBM running a feature where JW tells how it is, wouldn't it be just a whole lot better if a few people wrote in and told of their happy experiences? Of course it would. No, don't argue with me, I'm not a customer. Go and see them in person, admit faults. They aren't yours, as you're new, so it's a once-only chance. Unhappy customers are far too mad to be made happy by reading any magazine article, IMHO. Indeed, consideration of the above might lead you to see that an article, and certainly an article of the style you seem to plan, might do more harm than good at this stage.
lyc
New member
Re: Matts & MDL interview
Matts what an excellent post. From a non MDL user
Matts what an excellent post. From a non MDL user
ChrisP
Member
Matt
Got to agree with all you say. It seems that customer care in the marine trade is a dying beast. I think it stems from the glut of accountants that monopolise the board rooms today. They are only there for a short time to qualify for the golden hand shake then it's off to screw another section of the public. that being said we have now moved to Brighton and todate the staff there have done their utmost to make life there as easy as possible. With the exception of the pontoon lights. They are polite, they listen and usually act within hours of a request.
When we've run over to Eastborne the staff have been equally helpfull.
It's not impossible to run a marina and have good relations with the customer it only takes the right people and a will to do it right. Unfortunatly MDL have fallen into the trap of a company that has grown too quickly for it's concience. The staff rarely have any concept of the customers requirements they are usually chosen for their university degree rather than being able to deal with the public and recognise the sharp end of a boat. Unfortunatly like the railtraks before it when the end comes it will be swift and devistating. The end is usually preceeded by the change of the CEO who is dedicated to change and a better company. Look at marconi.
Got to agree with all you say. It seems that customer care in the marine trade is a dying beast. I think it stems from the glut of accountants that monopolise the board rooms today. They are only there for a short time to qualify for the golden hand shake then it's off to screw another section of the public. that being said we have now moved to Brighton and todate the staff there have done their utmost to make life there as easy as possible. With the exception of the pontoon lights. They are polite, they listen and usually act within hours of a request.
When we've run over to Eastborne the staff have been equally helpfull.
It's not impossible to run a marina and have good relations with the customer it only takes the right people and a will to do it right. Unfortunatly MDL have fallen into the trap of a company that has grown too quickly for it's concience. The staff rarely have any concept of the customers requirements they are usually chosen for their university degree rather than being able to deal with the public and recognise the sharp end of a boat. Unfortunatly like the railtraks before it when the end comes it will be swift and devistating. The end is usually preceeded by the change of the CEO who is dedicated to change and a better company. Look at marconi.
G
Guest
Guest
agreed. Not easy for a marina who don't "deliver" tangible things, so to speak, or at least not against a customer order, but merely charge for usage of an asset, so railtak relevant.
Bestest I cam across was in Darthaven (the expensive one in dartmouth with monster overnite charge PLUS river charge) think the boss was vistinbg the mnarina, Phil somebody. 11:30 we came back from town, forgot the number, so half way to clambering over, and Mr boss came out in smart suit, all nice and helpful, opened gate, sympathised with long code to remeber tho we were a bit lashed, and he even knew my name tho it wasn't him who booked me in. And now I'm telling you, qed, and you told me about brighton+eastbourne, so qed again. I hope Mr W is reading this
Bestest I cam across was in Darthaven (the expensive one in dartmouth with monster overnite charge PLUS river charge) think the boss was vistinbg the mnarina, Phil somebody. 11:30 we came back from town, forgot the number, so half way to clambering over, and Mr boss came out in smart suit, all nice and helpful, opened gate, sympathised with long code to remeber tho we were a bit lashed, and he even knew my name tho it wasn't him who booked me in. And now I'm telling you, qed, and you told me about brighton+eastbourne, so qed again. I hope Mr W is reading this
andy_wilson
New member
1. What is the MDL response to the charge of monopolising the waterfrontage in certain areas (eg 3 in a row on The Hamble and however many more around the Southampton Water tributaries), the incessant increases in berthing charges over the past decade or so, and the criticism that they, as effective market makers, are responsible for the levels of berthing charges we see today.
2. Given the Crown Estates equal efforts to increase the cost of leases, what if anything are MDL as major customers of C E doing to resist this.
3. How would MDL respond to calls for the removal yacht harbours (as port facilities) exemption from Monopolies legislation.
4. As a major power in the South Coast berthing market, what initiatives are they taking that will benefit boat owners who want to sail, rather than 'trophy' boat owners who want to entertain in the marina. For example berthing charges based on the number of days spent in the berth rather than out sailing. This would encourage boat use, encourage owners to report departure, free up visitor berths for additional income, reduce charges for those who actually go sailing (or tongue in cheek, how about shorebased boat shaped caravans - surounded by water and walkways - that don't tip or bump into the neighbours in the breeze).
Well, that's a start.
2. Given the Crown Estates equal efforts to increase the cost of leases, what if anything are MDL as major customers of C E doing to resist this.
3. How would MDL respond to calls for the removal yacht harbours (as port facilities) exemption from Monopolies legislation.
4. As a major power in the South Coast berthing market, what initiatives are they taking that will benefit boat owners who want to sail, rather than 'trophy' boat owners who want to entertain in the marina. For example berthing charges based on the number of days spent in the berth rather than out sailing. This would encourage boat use, encourage owners to report departure, free up visitor berths for additional income, reduce charges for those who actually go sailing (or tongue in cheek, how about shorebased boat shaped caravans - surounded by water and walkways - that don't tip or bump into the neighbours in the breeze).
Well, that's a start.