Relationships matter.(personnel perspectives)

In a recent column, I wrote about Sally, a consumer aggravated by an inefficient and insensitive organization ("Customer Rage," January/February). Since the publication of that column, I have heard some positive stories about customer satisfaction. The following anecdote about Dan proves that all is not gloom and doom in the corporate world.

Dan had bought an expensive gadget at a local branch of a national computer store but was not sure that he really needed it. Since he felt no urgency to use it, he put it aside and promptly forgot about it. Four weeks later, he came across the item and realized that he had better hook it up to see if and how it worked. He did, and he concluded that he had no need for the item. He repacked it in the original container and brought it back to the store. When the clerk saw the receipt, he noted that the time for returns had expired a few days earlier, and store policy prevented him from giving back Dan's money.

Dan didn't know whether to be angry with the store or himself. He pointed out to the clerk that the item was being returned new, with the original packaging, and it had never been used. Given this, he couldn't understand why the store wouldn't honor his return since it was only two days past the trial period. The clerk stood firm, so Dan asked to speak to the manager. The clerk left and went to the rear of the store, where he telephoned the manager. The manager agreed with the clerk's decision not to take back the item.

Dan went home irate. He was angry with himself for not trying the product earlier and for being unaware of the store's return policy. He decided to write a letter to the person in charge of the region explaining his plight and hoping for the return of his money.

Within three days of sending the letter, Dan received a call from the regional director, who apologized for the rigidity of the policy and agreed to return Dan's money. He asked Dan to call the store manager, set up a time to meet with him, and get his money back.

When Dan arrived at the store, the manager apologized for the inconvenience, explained that he had been unable to do anything because of the policy, and returned Dan's money. The manager said that in retrospect, he probably should have called the regional manager himself since he didn't have the authority to bend the rules.

Dan was extremely pleased to have brought this situation to a satisfactory conclusion. He instantly became a loyal customer and plans to continue to do business with this company in the future.

Although the eventual outcome of this situation was excellent, it took a while to get there. Perhaps the company or the regional manager could have taken steps to ensure that customer satisfaction was a priority and not to penalize customers as if they were chronic complainers. This is a problem most large businesses face--getting information gathered in the field to the upper echelons of the business, which is where policy is made.

No matter how good the product, the fact remains that it needs to be sold in order for a company to make a profit. The only way to do this is to have satisfied, happy customers who feel they are being treated fairly and, as a result, develop loyalty. The only way that is going to happen is to have knowledgeable store personnel who understand that their mission is to have satisfied customers. With this in mind, they must be encouraged to make informed judgments even if it is not what company policy prescribes.

In many cases, the only difference between one company and another is the relationship forged by the salesperson with the consumer.

Eileen Berman, Ed.D., is a practicing psychologist and consultant in Rhode Island. She is also the author of two books, Dealing Effectively with Job Loss and Building Productivity. E-mail her at e.berman@cox.net with comments or suggestions.

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