David Taiclet President, Gourmet Food and Gift Baskets Group, 1-800-FLOWERS.COM Inc.
David Taiclet wasn’t ready for the scene at the Fannie May store in Oak Lawn, Ill., when he showed up around 7 a.m. that day in November 2004. He was there to prepare for the chocolate maker’s first soft launch, scheduled two hours from then, that would set off a chain of reopenings and reignite the brand.
“When a retailer does a soft launch, it means we don’t do a lot of publicity about it, because we’re just trying to get organized to open the store, and then we’ll do a grand opening maybe a couple of days later,” Taiclet says. “We picked that store, because we didn’t think it would attract a lot of attention.”
He wasn’t expecting to find a line of people flooding out the door flocked by TV news crews — not much different from the scene 30 days and 45 stores later when he reopened the flagship store downtown at Michigan Avenue and Wacker Drive, where 800 customers stood in a line three blocks long.
“Picture this: You’re at this store, and you have these TV cameras there,” Taiclet says. “And the TV camera starts talking to a customer who just came out of the store, ‘Hey, I have so-and-so customer right here. What do you think of the product?’ And she’s like, ‘Well, I haven’t tasted it yet.’ So she opens her product up, grabs one and puts it in her mouth and starts chewing on it.’”
Now, keep in mind, this wasn’t quite the same Fannie May that many Midwesterners had fallen in love with when the brand’s mouth-watering sweets became tradition. When the chocolate maker’s parent company, Archibald Candy Corp., sank into its second bankruptcy in 2004, it closed the plant and 250 retail stores and started looking for a buyer. It found one in Taiclet’s company, Alpine Confections Inc., which had recently purchased Harry London, another chocolate company, out of bankruptcy.
So what would the response be now, with new ownership and a few other changes in store?
“She’s like, ‘This is the best Pixie I’ve ever tasted,’” Taiclet says, continuing his story with a reference to the chocolate-covered caramel candy. “You couldn’t pay for that kind of public relations and marketing to say, ‘Hey look, Fannie May is back and our product is outstanding.’”
It was proof that during the tough times that shuttered Fannie May, customer affection didn’t falter.
During the relaunch and beyond — like when 1-800-Flowers.com Inc. acquired Fannie May in 2006 and, after a couple years, asked Taiclet to stay on board as president of the gourmet food and gift basket group — customer service has been Taiclet’s focus. He leads 1,100 full-time and 1,500 seasonal employees under brands like Fannie May, Harry London, Cheryl&Co., The Popcorn Factory and 1-800-Baskets.com with the goal of maintaining the customer experience while staying relevant.
“If you look at any brand, they’re going to have ups and downs through their life,” Taiclet says. “But what makes it an enduring brand is the experience that customers have with it. You can talk about a brand being a logo. You can talk about a brand being a recipe. But a brand is really the experience a customer has with it. As long as you stay focused on that customer experience and maintaining the integrity of that experience, the company may go through ups and downs financially, but in general, you’re going to have a long, successful run.”
Although the soft launch turnout was surprising, Taiclet already knew about the bond between customers and Fannie May. It’s crucial you understand your brand through consumers’ eyes, too.
Taiclet learned about the customer experience during due diligence, when he had a three-month window to accumulate information before the acquisition. He spent that time with customers and previous retail store managers alike, even hiring back many employees to tap into their understanding of the brand. Then he compiled the feedback.
“The most important thing is we focused on, what is the great part of the customer experience?” he says. “What is the relationship this customer has with the brand? What’s the most important thing? We realized there’s this love affair between the customer and the brand. That love affair is the product quality, one; two, the tradition that people had with this product.
“When people described our brand, it was like, ‘Hey, it’s tradition. It’s a trusted friend. It never fails. I know it’s going to be good. You can’t go wrong with this.’”
From those consumer descriptions of the brand, Taiclet knew that going forward, product quality would have to stand up to the legacy of recipes that hadn’t even changed when ingredients ran low during World War II. Of course, hiring back the same employees and using the same recipes helped ensure that the product would stay the same. But he was so concerned about quality that he sent old and new samples to a university food research group for scientific analysis.
Understanding the customer experience takes more than upfront research — it’s an ongoing endeavor. When 1-800-Flowers.com acquired Taiclet’s brands, he was able to leverage its e-commerce platform and social media presence — in other words, become more accessible to consumers and get more personal with customers.
“Feedback has become a lot easier these days, both good and bad,” he says. “You’re deepening your relationship with your customers by offering them these [interactive] opportunities. You get instant feedback. It doesn’t get any better than that.”
Direct contact can even be a business in itself. The company acquired DesignPac Gifts, which created wholesale gift baskets for third-party retailers. Tapping into the capability and name recognition of 1-800-Flowers.com, DesignPac sprouted a direct-to-consumer brand called 1-800-Baskets.com, which has become the fastest-growing brand in the company.
But customer interaction can get even more personal than e-commerce or Twitter can allow. You need to get out and interact with customers, too. Taiclet regularly visits stores, plants and distribution centers, both to work alongside employees and to chat with customers. Whether he’s stocking shelves or attempting to giftwrap boxes — which, he’ll admit, is not one of his strongest skills — he’s facing customers and getting a glimpse into their experience.
“Our management team is active and involved, and I think we know what our customers are saying,” he says. “We live in a world where it’s not hard to get customer feedback, and if you just go stand in a retail store, you know. If you’re standing in your distribution center and you’re seeing the product go out the door, you know the kind of experience that your customers are probably getting.”