‘The most important lesson of the past two years has been sustainability.’ Our CEO Frits Polman is speaking. He has been at the helm of Guide-ID for more than 19 years, and, together with a team of 20 employees, he is plotting a well-thought-out course in the world of audio experiences. The past two years with the coronavirus were tough at times – museum doors remained closed, audio guides were left unused. Thanks to flexibility, creativity, and a sharp focus on the mission, Guide-ID weathered the storm well. ‘We turned out to be more adaptable than we thought. The sudden acceleration of the digital world made its enormous potential clear. The need for continuous innovation kept us going.’ We fired some questions at our CEO.
How does Guide-ID deal with sustainability?
‘In my view, sustainable business operations represent the only way forward. Launching audio guides that last a lifetime: that was my goal when I founded Guide-ID. In today’s world, you don’t hear that very often. For example, you usually have to replace an iPhone after only three years. This is the main reason for me to rent out and not sell our audio guides. As soon as a component breaks, we repair it. Our clients immediately receive replacement audio guides. Our device is robust and shockproof. We are talking about some serious impact or damage before it breaks. Our supplier recycles all used Podcatchers audio guides and processes them into new products.’
Where does this urge for innovation come from?
‘As an engineer, innovation is in my DNA. Every day, a team of experts within Guide-ID works to make the product better. Simple to use and ingenious in terms of technology – that is our motto. The results of our technicians’ research and development are not always immediately visible, but they do pay off in the long run. As an example, we are currently putting a lot of effort into developing a new Podcatcher. In addition to increasing its user-friendliness, we also want to make the device more sustainable. We will provide more news on this in a few months.’
Where do you see the biggest changes within the company: before and after the coronavirus crisis?
’‘Firstly, the coronavirus crisis had a lasting impact on the ecological footprint of our company. While we used to travel by car and by plane often, we do that a lot less now. Where possible, we now hold meetings digitally although we still like to pay our clients a live visit as well.
The coronavirus crisis also inspired us to catch up in the area of digital communication. An example of this is that we have been strongly committed to LinkedIn and regularly write articles for this platform since the coronavirus crisis began. In the area of digitalization, there are certainly future growth opportunities as well.’
How was the contact with the customers during the coronavirus crisis?
‘As a company, we have shown full understanding of the situation our clients were in. After all, we were all in the same boat. We communicated transparently, gave clients a ‘coronavirus discount’, and organized digital initiatives such as webinars to inspire them to keep making the most of audio stories. Together with our clients, we have also spent a year building up expertise on inclusion. After all, we want to embed our clients’ stories permanently in society by ensuring that everyone can use our Podcatcher audio guide. I am particularly grateful for our clients’ flexible and agile attitudes. I wish them much courage, the effects of the coronavirus are still being felt today.’
What role do your employees play?
‘Investing in a sustainable world starts with the employees. Working from home, for example, is an important part of our corporate culture. Employees are given the freedom and trust to organize their work to the best of their abilities and to maintain a good work-life balance. I admire the way the employees have adapted to the ever-changing world. We all persevere, with ups and downs. As far as I am concerned, that represents an unprecedented feat of willpower and self-discipline!’