A friend came for supper after we’d moved house. Whilst showing her around I mentioned that I wanted to sell my old TV and get a new small, flat screen one to fit into the bedroom. Shortly afterwards she received an e-flyer advertising a limited special on TVs from a well known store. She forwarded it to me pointing out the one that looked perfect for my needs. The price was excellent, less than half the normal price.
I noted that it was a limited offer and that one could go in store or order online. There are no stores close to me so I went online to see if I could still place an order. I was thrilled when the order was accepted and I received confirmation of my payment. There had been an option for free delivery if you were prepared to wait a bit, I think it said 5 to 10 days. I opted for that.
Eight days later I emailed asking when delivery could be expected. No reply. The next day I called the online orders help desk but couldn’t get through. In trying to find help I landed up at the Customer Resolution Desk and was assured I’d be hearing from someone by the following morning.
The following day, a Friday, there was a call around midday from the manager of the closest branch explaining that “the system had been down for two days” but he now had my query and a lady would be calling me to arrange delivery. That evening I received an automated response to my original query giving me a reference number and stating that they are “passionate about customer service”. Then nothing.
Late on the Monday, I landed up at the Customer Resolution Desk again. After many attempts from them to connect me with someone who would attend to my query I received a call the following evening from the admin lady at the branch who said “We can’t fulfill the order because the stock was finished the day the “clearance” started. We have checked with all the other branches and no one has stock left. We can’t give you a different TV because they cost more than you have paid.”
I explained, “That’s not acceptable. You took the order and my money and I now want a tv set. Please relay this to the branch manager and ask him to call me to tell me what he has sorted out.”
Two days later I was again talking to the Cust Res Dept. but this time I was asking for the name and number or email address of the MD/CEO.
The information was given quite willingly all be it that it was for the wrong CEO. What a disconnect when staff don’t know who the “big boss” is.
After going round in circles with the switchboard I eventually emailed my issue to the CEO. I received a very prompt reply from him politely explaining that he was the wrong individual and redirecting my email to the correct CEO. Within one hour of that I had, had a call from the Regional Manager to say that a different TV would be supplied and checking I was okay with that and the admin lady had confirmed the delivery for the next day!
I was very happy with the outcome. The TV is working great. And I received calls from both the admin lady and the Regional Manager to check that it was received in good order.
I am not surprised that the problem got resolved once I escalated it to the top. I am sorry that I had to waste the time of two CEOs to achieve it.
At the same time the second one is ultimately responsible for that being necessary. My experience exposed some serious flaws in the business, some in the IT systems and some in the people. One sees combinations of these same problems in many companies.
- Why does the online ordering system allow the processing of orders it can’t fulfill?
- How can a paid up order lie in the system unfulfilled and unnoticed?
- Why does the help desk line not get answered?
- Is the Customer Resolution Desk able to achieve its purpose, add value?
- Why is the branch manager handing off tricky cases to an admin person?
- Why does the branch manager not appreciate the value of customer service versus the cost price of one item?
- How empowered are the branches?
- Why do the staff not know who the CEO is? Would it make a difference if they did?
- How many other customers are having bad experiences which aren’t reaching the desk of the CEO but are reaching the ear of their friends or the pages of social media?
I don’t expect junior staff to have the authority to resolve all problems. What all staff do need is training to recognise legitimate issues and for them to be able to access appropriate support quickly. Middle managers need to be able to see big picture as well as deal with detail. They need to balance cost and risk, and be able to deal with potential conflict appropriately.
I spoke to many different staff members during the whole episode. Many were average, some had poor interpersonal skills and others stood out. When I wrote to the CEO I had included a compliment for one of the staff in the Cust Res Dept. It was clear that he had the intent to help, he communicated clearly and the first time I called he paid enough attention to hear my surname and find my order himself before I could give him the order number. There is potential that if given the right environment can flourish and make a difference. I hope he will go far in his work life.
Wherever you sit in your organisation are you able to deliver the very best service to your customers? Are your people able to deliver the very best? Are the systems and processes really working? Do they produce value? Is what has been designed on paper actually happening, or working, on the ground?
Where is the missing TV in your department?