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The Dos and Don'ts of Buying an Office Chair

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Whether you've just moved into a new office space or are looking to replace your old chair, selecting an office chair is a big decision that shouldn’t be taken lightly. Remember, you’ll be sitting in the chair you choose for several hours a day nearly every day. Look at our list of DOs and DON’Ts before you take the plunge!

DO: Consider the ergonomics of the chair and how adjustable it is. When it comes to your office seating, you’ll want all the right adjustments in all the right places. Chair adjustments might seem unnecessary, but they can completely change how comfortable, how well-supported, and how productive you are while you work. Make sure you know the differences between each ergonomic adjustment and which adjustments you need.

DON’T: Compare apples to oranges. Many factors go into determining the price of a chair. Often, the material and the number of adjustments greatly impact the price. A chair priced at $99 and a chair priced at $500 may look very similar, but there are bound to be crucial differences that may make the $500 chair a better option for your working needs. However, if you only use your chair or stool periodically throughout the day, a less expensive seating option may be fine. Remember, in most cases, you get what you pay for.

DO: Pay special attention to the material used in the chair. From mesh and fabric to leather and vinyl, office chairs come in various upholsteries and other materials. If it’s leather that’s caught your eye, make sure you know the differences between faux leather, genuine leather, and vinyl before buying.

DON’T: Go in blindly. Have a budget beforehand so you know how much you can spend. You’ll also want to know the specific needs of your workplace. For example, call centers will need durable chairs designed for 24-hour use, while healthcare facilities will need chairs that are easy to clean and able to withstand constant daily use by multiple users.

As there is no one-chair-fits-all solution to office seating, picking the perfect chair can be tough. Be sure to listen to what your body needs and what your office environment calls for when selecting the right chair for you.

All successful firms must design a compelling offering and manage the workforce to deliver it at an attractive price. But service firms must do even more: deal with the frustrating fact that their customers can wreak havoc on service quality and costs.

For example, a customer dithering at a fast-food counter slows things down for everyone else waiting in line. An architect’s client struggling to clarify how a new facility will be used drags out the design process.

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To tackle this challenge, Frei advises aligning four key elements of your business:

• What your service offering consists of

• How you fund the excellence you want to provide

• How you manage employees to deliver quality service

• What you do to help customers enhance—not erode—service

Get these elements pulling together, and none of them can pull your business apart—as service stars like Wal-Mart, Commerce Bank, and Cleveland Clinic have discovered firsthand.

The Idea in Practice

To consistently deliver service excellence, ensure that each of these four elements reinforces the others:

Service Offering

Determine how customers define “excellence” when it comes to your offering: Convenience? Friendliness? Flexible choices? Price? Identify what you’ll do to deliver that excellence—and what you won’t do. Example: 

Commerce Bank decided to serve customers who prized pleasant, face-to-face service and convenience. It offers evening and weekend hours, buildings with high ceilings and natural light, and a fun contraption for redeeming loose change. Despite its relatively unattractive interest rates and narrow product range, its retail customer base has expanded dramatically.

Funding Mechanism

Think about how you’ll pay for the increased cost of the excellence you’re seeking to provide through your service offering. Possibilities include:

• Charging the customer. For example, Starbucks customers value lingering in the company’s coffee-house setting. To fund this inviting atmosphere, Starbucks charges a premium for its coffee.

• Spending now to save later. For instance, Intuit offers customer support service free of charge. It uses callers’ input to improve future versions of its software, so customers will ultimately need less support.

• Having customers do the work. For example, airlines’ self-check-in kiosks not only reduce costs; they also enhance the service offering by liberating travelers from long lines at staffed counters and by providing convenient tools such as seat maps.

Employee Management

Ensure that your workforce management activities (recruiting, selection, training, job design) empower employees to deliver the excellence embodied in your service offerings. Example: 

Commerce Bank competes on extended hours and friendly service, not on low price or product variety. It knows it doesn’t need straight-A students to master its limited product set, so it hires for attitude and trains for service. For instance, it uses simple recruiting criteria, such as “Does this person smile in a resting state?” And it encourages employees to recruit people they see providing great customer service in other industries.

Customer Management

Articulate which behaviors customers must demonstrate to get the most value from your service. Then design your service specifically to foster those behaviors. Example: 

To get customers using the new self-check-in kiosks, airlines ensured that travelers could complete the transactions with far fewer keystrokes than check-in personnel used to need. By contrast, retail stores that offer self-service checkout machines haven’t made using those machines easy for shoppers. Moreover, the stores expect shoppers to shoulder responsibility for fraud prevention by weighing bags during checkout. Result? Anxious customers avoid the machines.

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