Oh, So You Want Me To Ship It To the Manufacturer?
This is a real story. It exemplifies the demand for even management to be great for their clients –for a variety of factors.
The brothers Long started a drug store in Northern California a few years ago. By the 1970’s they had assembled a commendable series within the north and’d begun enlarging to Southern California. For a long time, when I had been at the sunglass business, I sold to the glowing chain. Throughout the 1970s and 1980s they grew and that I sold sunglasses to most of their stores. I really appreciated the amount of business I made from their website over recent years. Also, over the years, the section heads which I caused in the early days became store one and managers, an area manager.
Due to my how to manufacture a product with this specific medication store series, I continued using the services of the store in my own community for decades after I was no more at the sunglass business. As a matter of fact, to this day, my family still uses the store from my community–usually the one that I personally set up their sunglass department when the store opened for business.
With all of this being said, some time ago I visited my local store to return a camera that I had purchased that turned out to be defective. This was an evening and I ended up getting help from the store’s assistant manager. While she didn’t remember me, I recalled when she had been a clerk in the decorative department. She said that she could not change the camera because she didn’t possess that EXACT one in stock. She told me to ship it to the factory and they would take care of it.
After attempting to sell sunglasses for this string for almost two decades, I was pretty knowledgeable about their return policy. It was the fact she said to send back the camera to the mill, however more her disposition. I knew that she had the authority to do pretty much anything she wanted to try and take care of this circumstance. She might have given me a refund. She could have given me the identical brand camera however the next version up, which she did have instock. But rather than to serve an individual that were buying in the store as it had started, about 10 decades before, she selected to have a mindset (the big A in E-Go Attitude Training).
I didn’t create a fuss about her lack of customer care –instead I simply abandoned the store along with my defective camera in hand. Regrettably for this assistant manager, she chose to (in my estimation ) to screw over, a longtime customer who coincidently knew her boss’ boss pretty darn well. In reality, I’d functioned Ronthe district manager, being a seller to the series for about twenty years.
As my personal partnership with the series (a range of folks from clerks to executives) was much more powerful than any single employee, I sent a favorable letter to Ron explaining the situation. I told him that my relationship was with the store, and not producer. Additionally, I mentioned my ideas on customer retention and also a number of different thoughts. I did not ask him to take action, but simply informed him about the behavior of one of the managers.
It required a few weeks, but wow! The letter of apology from this helper manager was amazing. Not only did I get the apology but in addition it came with $20 worth of store script (about the retail gap between the defective camera I wanted adjusted and the next version up). Also, in her correspondence was the pledge that basically attracted my defective camera in the store she would personally exchange that, even though she had to upgrade it.
I never took her up on her offer to exchange the camera instead just left her wondering if I would ever come back. No need to for the reason that situation, the camera proved to be a wonderful brand and I’d shipped it to the maker myself the next day. Within a week, the manufacturer’d mailed me a replacement. Used to do use the shop script–hell, why not?
Ron, the district director, is just a really wonderful guy so I am sure he didn’t rip the assistant manager’s head off–atleast overly much. But I must admit, I would have really enjoyed being a fly on the wall in this meeting. Could be your moral of the story to be wonderful to folks who understand your district boss? I actually don’t believe so. How can one ever know?
Anyway, you never know whom they understand. Being crummy to some customer could end up being a career killer–you simply never know!
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