The story of the missing TV

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 which 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?

Focusing where it matters

During our May packing up exercise I made a trip to Westpack to buy extra boxes. These are stored up on a mezzanine level so I had to look for a shop assistant to get them down. The first lady I asked smiled and said “not a problem I will be with you in a moment”. Whilst I waited she spotted another assistant and called to her, she then turned to me to explain that this person would now be helping me. The new lady walked energetically towards me with a smile on her face as she greeted me and asked what I needed. She found everything, arranged a trolley and steered it over to a till for me. It was such a pleasure to deal with both these people and has ensured that Westpack becomes a store of choice for me. I doubt it was accidental that they were both friendly and willing to help. I expect that the store manager is working towards a culture of customer service with a smile. Probably not everyone will have got it as well as these two ladies have, but they alone are making a difference.

One evening we tried out a new Japanese restaurant in Rosebank. My friend had been there during the week and enjoyed the “two for one” sushi special. It turned out that this wasn’t available on a Saturday evening so we were teasing the waitress that this was no good. Whilst we were still deciding on our orders she reappeared with a plate of croquettes, compliments of the manager, to make up for missing the special!

At a GIBS forum on customer centricity the presenter made the point that it is almost the only way left for businesses to differentiate themselves. I agree that it makes an enormous difference and in this age of ‘high tech’, ‘high touch’ becomes even more important. As humans we are craving more connection, to be recognised as an individual, not just a number, and to be shown some caring. But there is an even more important step for companies before focusing on customer centricity, and that is employee centricity.

The differentiator of excellent service is delivered by people, by employees. Whether they interact face to face with the customer or whether they perform background functions, they all contribute to the customer enjoying a good experience. If the employee doesn’t feel appreciated, doesn’t identify with a purpose and doesn’t have a sense of control, they will struggle to deliver that special customer experience. Zappos.com has a culture of happiness and a tagline of “powered by service”. Founder Tony Hsieh says “In nine-years we have gone from zero to $1 billion in gross merchandise sales. And the No. 1 driver of that growth has been repeat customers and word-of-mouth ... I think that happier employees lead to happier customers, and happier customers lead to better business overall.”

Which South African companies do you think are getting this? What can you do to help yours to get it?

In a crisis you need that foundation

On the Sunday evening after New Year my husband and I felt like a meal out. I am always looking for new places to try so had a list ready with three close to us. The first was closed for the festive season but we found the second open and buzzing with about half the tables occupied.

After placing our order we realised that the majority of those at the tables were in fact waiting for take away orders. They seemed to be getting quite agitated. My husband had a view into the kitchen and could see the manager, perspiring heavily, trying to get the orders flowing.

As time went on there were more and more complaints which were met with apologies and excuses of being busy. As the wait for food got longer the waiters disappeared, to avoid dealing with the conflict. We eventually received our order, out of the blue, an hour later. The Thai food was lovely but the evening hadn’t been a good one.

By this time things had quietened down, all the take away people had left and the seated diners had been served. The young manager came out from the kitchen and started visiting each of the remaining tables. We could hear the conversations as he got closer to us. He profusely apologised to each one explaining it was busy and he couldn’t be everywhere so had prioritised being in the kitchen.

When he got to us I thanked him for his apology and suggested he needed to find an experienced restaurant manager to help him get on track. I pointed out that in fact the restaurant wasn’t really full when things started to fall apart. Blaming it on a busy night was ignoring the true problem. There simply wasn’t the correct foundation in place to cope with a reasonable amount of business.

The key components of leader-management had not been put into place:
• Implement systems & processes – who does what, where, when and how - roles, responsibilities, skills & procedures
• Develop a strong work culture – we work together for a common purpose even when the going gets tough and without supervision
• Connect effectively with people – we are loyal & supportive, communicate well and are comfortable to use our initiative

Because the manager hadn’t created that foundation, when the “crisis” came he had no team, he was on his own. As an individual he was willing, polite, hard working, responsible. All great qualities. But as a manager he was lost.
Where does the blame lie? Is it the young manager’s fault? I don’t think so. The responsibility lies with the restaurant owner. He or she hired someone with a good attitude but without the necessary skills and experience. Now they need to bring in support to teach him. And after a bit of theory most of that teaching needs to be on the job mentoring – understanding how to translate theory into practise.

Do you have situations like this in your workplace? How can you make it more effective and profitable, and still have fun?

Love Language - Acts of Service

Last Sunday morning after breakfast, I heard intermittent noises from outside on the driveway – metal clanging on paving. Having got myself ready to go and fetch my son from a rugby camp I met my husband in the doorway. He had just finished rotating the tyres on my car.



I was surprised as I hadn’t asked him to. He had commented the day before that the front tyres were wearing a little and I’d thought “mental note for to-do list - get tyres sorted”. I thanked him and set off.


As I drove along I thought “Gee, that was so nice of him…. It was thoughtful of him to check them for me (as I rarely remember to look)….. He really cares enough to do all that work, on a hot day, to rotate them……”


When I got back I said thank you again and explained how really touched I was. I can’t recall anyone ever doing that unasked before. And having done it myself, many years ago, I know what a hassle it is.


There are two things that he often volunteers to do specifically because he knows I don’t like doing them - washing the lettuce for salad and putting my car away in the garage.

All these things are acts of service, according to Gary Chapman the author of the Five Love Languages series.


Gary teaches that there are five ways in which we express love:
 Words of affirmation – thank you, you are special, well done, …..
 Physical touch – hug, massage, tickling ….
 Quality time – time doing what they want to do with them ….
 Acts of service - freely helping in anyway…..
 Gifts – large or small…..

One of these is our primary language which is the most important to have fulfilled. Thereafter we can appreciate any of the others.


My primary language is physical touch but I now realise that acts of service comes a close second. My husband's is quality time - the one thing that I find the most difficult to fulfil as I am always on the go.


Years ago when I learnt about the five love languages, identified his, and started making more time to be with him, focussed on him/us I saw him and our relationship blossom before my eyes.


Over the years making time has become easier, more of a natural habit and good for me. It is part of how I began exploring the ability to just ‘be’.

What is your primary love language?
What is your partner’s and each of your children’s language?
What about your parents, siblings and friends?
What can you do to fill their primary love tank?
Have you shared yours with your partner?


A lovely piece of relationship advice from Zig Ziglar ‘s Little Book of Big Quotes
“Your mate doesn’t live by bread alone; he or she needs to be “buttered up” from time to time.”

Here is a link to a quick, fun assessment of your own love language.


Originally written as a BBI in March 2008 - links updated

Does Vodacom respect us as customers - part 1

My business partner in Nurture Your Future, arrived for a meeting rather distracted. She had just received notification that her 3G data card useage was up to R4800 for the current month. This on a contract of R649 per month.

A couple of weeks later she is still struggling to get Vodacom to look into how the usage shot up in less than a week.

Wishing to learn from her bad experience I called 111 to see if I had a setting on my 3G card to warn me when I exceed my contract limit. I was informed that everyone receives an SMS to let them know when they are going to be billed for bandwidth useage outside of the contract.

My first gripe is that, that SMS is sent to the data card number. I don't use my 3G card for SMS's. I use my cellphone. In fact I don't use my card much at all as I have ADSL at my office. If something goes wrong and my data allowance is being chewed up I am not going to know anything about it. There seems to be no option to have the notification sent to another cellular number. Does Vodacom actually want me to see the message? Or do they just want to be able to say they sent it?

The call centre agent helpfully suggested that I could put a call limit lock on the card's number as well. I thought this was the perfect solution. The minimum limit allowed is R50 over contract excl VAT. So I agreed on this limit thinking "50 bucks plus VAT, that's an acceptable risk".

Then came the catch. Before they implement the limit you have to receive a request form, and return to them the reference number on that form, in acknowledgement that you have received it.

When the form arrived I found it contains a waiver. The clause reads "If for any reason whatsoever your limit is not enforced you will remain liable to pay all the charges in excess of the limit set or not."

Now I ask, why should the technology not enforce the limit? And why should it be my fault if it doesn't?

Have I not done my part in asking for it to be placed there?

To my mind this is not customer service. This is PR. The company can say it sends warning messages when certain levels of use are exceeded. It can say it has systems in place for customers to limit over use. But in reality the messages are quietly placed where they may well not be seen and they take no responsibility for enforcing the safe guards.

Does this sound like the behaviour of a company that values and respects its clients?