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	<title>Tom Feltenstein&#039;s Power Marketing Academy &#187; Henry Ford</title>
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	<description>Keynote Speaker, Neighborhood Marketing Visionary, Leading Franchise &#38; Restaurant Consultant, Motivational Trainer, Best-Selling Author</description>
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		<title>A Not-So-Zany Idea to Double Profits by Reducing Employee Turnover</title>
		<link>http://www.tomfeltenstein.com/a-not-so-zany-idea-to-double-profits-by-reducing-employee-turnover/</link>
		<comments>http://www.tomfeltenstein.com/a-not-so-zany-idea-to-double-profits-by-reducing-employee-turnover/#comments</comments>
		<pubDate>Tue, 09 Feb 2010 19:12:22 +0000</pubDate>
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				<category><![CDATA[blog]]></category>
		<category><![CDATA[Employee Turnover]]></category>
		<category><![CDATA[Employees]]></category>
		<category><![CDATA[Henry Ford]]></category>
		<category><![CDATA[Internal Customers]]></category>

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		<description><![CDATA[You can unleash THE SECRET POWER of your internal customers – your employees – with proper recruiting, training, and motivation. Do this, and you’ll turn them into an amazing sales force that will work for you 24 hours a day, 7 days a week, virtually FREE. The importance of the internal customer is not new. [...]]]></description>
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<p style="text-align: justify;">You can unleash THE SECRET POWER of your internal customers – your employees – with proper recruiting, training, and motivation. Do this, and you’ll turn them into an amazing sales force that will work for you 24 hours a day, 7 days a week, virtually FREE.</p>
<p style="text-align: justify;">The importance of the internal customer is not new. In fact, Henry Ford struggled with the issue of high turnover resulting in delivering poor quality and service to Ford’s customers as long ago as 1914. Ford found it necessary to hire at least 60,000 workers each year just to keep 10,000 people on the line. He paid them 80 cents per day.</p>
<p style="text-align: justify;">Ford decided to gamble—he raised the pay from 80 cents per day to 5 dollars per day. Was he crazy? Maybe just a maverick and an innovator.</p>
<p style="text-align: justify;">Here’s what happened. No longer did the plant have to recruit and train 50,000 replacement workers.</p>
<p style="text-align: justify;"><em>Henry had a waiting list of eager applicants, service and quality improved and profits quickly doubled.</em></p>
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