A National Recycling Standard

I recycle, at least, I try to. Lifelong dedication to the environment, and I still wonder whether that envelope I'm holding is accepted in our paper recycling program. Are the plastic windowed ones allowed? If so, does the window have to be under a certain size? What about shiny paper? Usually it is excluded, however, junk mail is specifically mentioned as accepted. Of course, that doesn't cover the plastics. Bypassing the issue of the numbers, a separate discussion altogether, take the example of plastic shopping bags. These items must be deposited elsewhere for recycling (the thin bags get trapped in the machinery and clog it), even though they are tagged with otherwise-included numbers. Did I mention that if otherwise excluded items wind up in the recycling pile, the entire batch is considered contaminated and subsequently thrown away? No pressure. Move to another city and the accepted items are likely completely different. With such a convoluted system, what hope does the average person trying to do their part have?

Recent news reports claim that the incoming Obama administration will be appointing former EPA administrator Carol Browner as energy "czar" to "coordinate energy issues across the federal government" . An entirely new position in the United States, surely her responsibilities will solidify as she grows into her role. Coordination is a wonderful idea; by keeping a unified focus in all federal activities, real progress can be made in energy policy. Energy, however, is not nearly as closed a field as implied. To make substantive impact on the global environment, they will need to focus on all aspects of energy use, and guarantee that we are using our energy efficiently and intelligently.

This is where the stories converge.

Recycling, at its very core, is intended to reduce the need to expend resources in making something new when an already-produced equivalent exists. If one were to ask a person why they might use recycled paper, a logical answer may include the following: "So we don't have to cut down more trees". The same goes for bottled water or a can of soda - why go through the effort of producing more virgin plastic when a recycled bottle already sequestered the necessary energy? In essence, recycling is the act of being more intelligent with our energy (and resource) use.

Suddenly, recycling sounds like a topic upon which the administration will wish to focus, but how to do so? Waste services are privately owned enterprises operating independently or on contract with municipalities, not the federal government. It is doubtful they would be open to nationalization, nor is that necessarily a good idea, but what about some standards? Is there anything else the federal government has a hand in regulating by allowing its operation by the private sector? Bingo, organic foods. Currently, the USDA provides standards for independent certifying bodies to inspect operations for compliance. If approved, they are permitted to use the USDA Organic seal on their product, providing standardization and ease-of-use for consumers.

I propose a similar system for recycling. Instead of the current labyrinth of policies, simply have a universally-recognizable logo printed on all products meeting the federal government's recycling standard. The EPA (presumably the lead agency on the issue) will then go about assisting and approving existing waste disposal/recycling companies. Upon certification, they will be capable of processing a given criteria of materials, for example, plastics coded 1-6, clear and green glass, aluminum, and specific forms of paper, for all of their existing customers. The difference now is that on the disposal end, we do away with the traditional recycling logo and affiliated marks, and replace them with a custom EPA Recycle logo, in the same vein as the USDA Organic logo. For citizens living/working within a service area of an EPA-approved waste disposal company, they can rest assured that if they place an EPA Recycle labelled product in their recycle bin, it will be properly recycled. Market forces will push waste operators to achieve the EPA distinction to accommodate the demands of their clientele, as well as product manufacturers adopting its use on appropriate products.

Such a system eliminates the consideration of plastic code numbers (many people don't even know they exist), cardboard versus paperboard recycling, or any number of other issues that can and do arise daily. Reference the success of the USDA Organic seal. Average citizens regularly seek out organic options, a change partially brought about simply by the addition of a standardized logo.

We have a golden opportunity ahead of us as we welcome a new administration strongly committed to the environment. A national recycling standard will help bridge the gap between the U.S. and Switzerland, the global leader, standing at 76% . As of 2007, the United States had a recycling rate of approximately 33%, a value needlessly diminished by confusion, contamination, and general ignorance of the current situation . Americans want to recycle, but when presented with a hodgepodge of policies nationwide, it can make even the most green of people simply throw it away.

Joseph Winn is the President/CEO GreenProfit Solutions, Inc., an environmental consulting and benefits firm specializing in assisting small and medium size companies in Going Green. You may contact Joseph at:

jwinn@greenprofitsolutions.com

http://www.greenprofitsolutions.com

Specialty Produce Wholesaler Frieda's Sets the Standard With Customer Service That Goes the Distance

As a teenager, Karen Caplan and her sister Jackie learned about customer service the old-fashioned way. They spent weekends in the offices of Frieda's, their mother's specialty produce business, answering customer inquiries and sending recipes on how to prepare the company's exotic fruits and vegetables. Frieda Caplan had encouraged shoppers to ask questions and request free recipes at a time when no one else was doing it.

Nearly three decades later, Karen Caplan, now president and CEO of the Los Alamitos, Calif., company, and VP Jackie Caplan Wiggins continue to set trends in customer satisfaction.

Frieda's, which last year did $35 million in business selling everything from sweet dumpling squash to morel mushrooms, is the nation's largest wholesaler of specialty produce, exotic fruits and other foods. And it has honed customer satisfaction and education to a fine art. At a time when analysts and customers lament often slow corporate responses to consumer e-mails, Frieda's fields up to 500 queries week (most of them e-mails), typically replying within a day of receipt. And while other companies have been criticized for "dumb sizing" -- downsizing without regard to customer service or product quality - Frieda's continues to focus on making customers happy. It's a strategy that has helped build customer loyalty and push revenues higher each year in recent times.

"Twenty-eight years ago, no one was doing customer service. If you wanted a recipe or a refund, they'd tell you to expect to wait six to eight weeks," says Karen Caplan, whose company was also the first in the specialty-produce industry to offer full retail refunds to unhappy customers, and within a week. "Today, I'm relentless about customer service."

Give Customers More Than They Expect
Frieda's was among the first to include product descriptions, usage, handling tips, country of origin, complete nutritional information on its labels. And if that weren't enough, Frieda's assigns three employees to answer the dozens of questions that arrive daily, such as:

"Can I freeze my yakisoba noodles?"

"What's the best way to store horseradish?"

"Can I grow elephant garlic from the bulb I bought?"

Other customers simply want a recipe for the dried chipotle peppers they purchased, or have an occasional gripe, says director of communications Tristan Millar, who oversees customer satisfaction. The company lists recipes and product tips on all its labels, as well as its phone number, address and e-mail address, urging buyers to request refunds if unhappy.

Giving consumers a quick turnaround is the key to keeping them happy. Even on weekends, Millar checks her e-mail for customer queries. And the staff is especially diligent before Thanksgiving, because they know buyers will want tips on how to make the most of their holiday produce. Indeed, it's an attitude more companies should adopt, says a study by Jupiter Communications, which says 46 percent of online businesses take five or more days to respond to e-mails, or don't respond at all, collectively losing millions of dollars. Many sites don't bother to list a customer service e-mail address.

To ease the job, Frieda's has set up its own resource library containing books and publications on just about every fruit, vegetable and exotic food the company could find. So when an e-mail asks about unusual uses of various melons, dried fruits or other products, employees can find a solution and fire off a quick answer. They then stash the information in a special binder, because inevitably, someone else will ask the same question.

How can a company of 160 employees that sells its products to retail grocery chains afford to lavish such attention on individual consumers?

Over the past five years, the privately held company's revenue has grown from about $23 million to $35 million annually. It's difficult to peg how much customer service has played in the growth. But Caplan says that Frieda's refund policy -- unique within the produce industry -- says it all.

"In the past year I can tell you we've refunded less than $1,000, which tells you something about our quality," she says. To keep customers happy and complaints low, the company spends about $200,000 each year in employee time to field consumer requests. The results easily justify the expense, says Caplan, who believes the outreach helps build relationships and trust with end users.

"We have some customers who send the refund checks back to us," says Caplan. "Many have been customers for years and feel they have a relationship with our company. They just wanted to let us know that maybe some items were stuck together in the package."

Pick Employees Ripe for the job
The focus on customer satisfaction begins with the company's culture. Caplan and her clan pick employees with the same care it might select a good pepino melon.

"Make sure the people who are dealing with your customers are passionate about the product. Before they're hired, they have to give us the impression of being very customer- service oriented. You can't come in with a clerical mentality," she says. "They have to show a passion for food or customer service."

Frieda's builds on that natural interest by immersing employees in lore about the 500 specialty products it sells. Workers spend the first weeks of employment learning about products in the company's 81,000-square-foot warehouse in the Los Angeles suburb. They are encouraged to take products home and use them in their own cooking and recipes.

Training and education are the key to sparking workers' passion, Caplan says. Many companies are reluctant to shell out for such training, but it has been well worth it for Frieda's. "Some things you have to do on blind faith, just knowing that you're doing something positive for (employees) and they will do something positive for someone else," she says.

So when someone writes or calls with a question like, "How do I cook a squash?" employees know the answer, because it's part of their training. Caplan makes a point of reading every snail-mail letter herself, to keep taking the pulse of what customers want. In the end, she says, "If you aren't passionate about your products, don't expect customers to be."

By Lisa Plendl

Lisa Plendl is a highly seasoned small business copywriter. She provides marketing writing customized for small businesses, including Web copy, brochures, sales sheets, business letters, scripts, articles, and other collateral that drives traffic and gets results.

Small Business and Technology Writer