A Walk Through Hell
Sunday, January 30, 2005
Why do I put myself through ordeals that I KNOW in advance that I will not enjoy? Case in point: I just returned from a trip to the local WalMart in the futile search for an XBox (which seem to be in short supply these days). But even if I had found what I was looking for, the trip to and through that awful retail wasteland still would have been depressing. From the underpaid employees staffing the store, to the sea of people clogging the checkout lines, and on through the blaring minivan alarm in the messy parking lot, the experience of visiting a WalMart provides nothing but adgita to all concerned.
Speaking of retail experiences, I have noticed that it has become fashionable to put the customer through the third degree at checkout time. One of the worst offenders at this is Barnes & Noble, where every purchase results in at least two questions. The first is; “Do you have a B&N savings card?” My occasional, pissey-mood answer to this question is; “If I had one, I would have given it to you.” (I don’t even like the concept behind these cards – the idea of charging a fee to permit discounts doesn’t sit right with me to begin with.)
The second questions is becoming all-too-frequent these days, and that is; “Did you find everything you were looking for?” In a bookstore, the question is meaningless since almost everyone visits a bookstore to browse, not to look for something specific. What answer do they expect? “Well, I was looking for something thrilling yet romantic, with a strong lead character and a tightly paced backstory. Perhaps with a monkey.”
I was asked that same question recently at a grocery store. What could I say to that? “Actually I was looking for some bananas that curve this way, but all of the ones you have curve that way.” You know that the cashier couldn’t give a rat’s ass whether or not I found what I was looking for; they are just trained to ask the question without expecting a reply.
What we are seeing are misguided attempts to improve customer service by changing the impression of service, not by actually doing anything meaningful about it. Here’s how it works; someone in the corporate office approves $3,500 for a five-day Tom Peters seminar in Orlando, and then whoever attends feels as though they need to show that the money was well spent so they can go to another seminar next year. So, they come back and hold a meeting on how to improve customer service and start by having all of the customer service telephone operators change the way that they answer the phone to; “Hello, Acme Corporation, how may I provide you with excellent service today?” (Sprint was actually doing this last year). One high-end hotel chain answers each call with; “How may I exceed your expectations?” Well, first of all you can drop that meaningless shtick and talk to me like a human. That’s my expectation – no need to “exceed it”; just meet it. And don’t give me any of that passive-aggressive “How may I direct your call?” stuff either. That sounds helpful, but actually means “I can’t or won’t do anything personally to help you, so you had better know who can or you are screwed.”
You can’t mandate good customer service with phrases and slogans. You either have it or you don’t, and it comes from the top down. You sure as hell don’t improve customer service by doing what one local auto dealer does, which is to write or call in advance of the post-service follow-up call from the manufacturer to make sure that you will report every facet of your experience “Excellent” and heap high praise upon them. They offer to fix any post-service problem or complaint you have, not because they want you happy but because they don’t want you diming them out to the manufacturer. They are just playing to the survey, not to any real attempt at improving service.

