60
61
CANADIAN INDUSTRY ONLINE - FEBRUARY/MARCH 2014
zone. I am always challenging our staff
to ask themselves ‘what am I going to
do for TAK?’ and then go out and do
it.”
The company has a core value
system that sets a high standard for
everyone on the team. “We set a mini-
mum bar, and if people fall below that
bar they are immediately on notice,”
Friesen notes. “We have seen key peo-
ple leave the company because they’re
not right for the company: it’s not per-
sonal, it’s just not the right fit.”
Clients must hold the same high
standards of operation as TAK does as
well. “We have fired clients because
they’re not the right fit for our com-
pany,” Friesen explains. “We want
them to be like minded to where we
are as a business.” TAK constantly asks
for feedback from customers and tries
to think like the client, and give them
more than they expect.
“
We need to be a nimble and re-
alistic company. We can’t be distracted
by unimportant details, we need to
focus on the client,” Friesen says. “We
put extreme value on client relation-
ships: that’s our reality. The customer
is more important to our business than
anyone.”
TAK LOGISTICS
