| In short, yes... uhm well, no... maybe
| |
| | accepting responsibility for genuine
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| sometimes? O.k., so you might have
| |
| | wrongs and doing everything within your
|
| gathered by now that there is no "short"
| |
| | ability to correct them. And there are
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| answer. Anybody who truly believes that
| |
| | schools of thought that strictly forbid
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| the customer is always right hasn't
| |
| | admitting fault. Their mantra? "Better
|
| really given this policy much
| |
| | to ask forgiveness than permission."
|
| thought.When was the last time someone
| |
| | However, by the very nature of such an
|
| came into your business, or called on the
| |
| | absolute statement such as, "The customer
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| phone, or better yet emailed you with a
| |
| | is always right," provides people, who
|
| throbbing case of the nasties? Our
| |
| | for no other reason but a sense of
|
| business is located just outside of the
| |
| | entitlement, a free pass to come into
|
| city with a bus stop in front. We also
| |
| | your business with the expectation that
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| own several niche market web sites. Do
| |
| | they're going to be able to conduct
|
| you suppose we get our share of
| |
| | themselves however they wish. This
|
| interesting characters?Somehow, this
| |
| | includes treating you and/or your
|
| philosophy/policy of, "The customer is
| |
| | employees with utter disrespect and
|
| always right" has been branded into the
| |
| | rudeness. As a result, our employee
|
| consumer's psyche and repeatedly shoved
| |
| | attrition rate is relatively low because
|
| in the face of business owners, managers,
| |
| | we allow them the discretion of
|
| and employees. Having worked in Law
| |
| | practicing professionalism, diplomacy,
|
| Enforcement for several years, we're
| |
| | and tact.Fortunately, most of our
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| taught by our instructors and leaders to
| |
| | clientele allow us the opportunity to
|
| consider "the spirit of the law" versus
| |
| | provide them with genuine friendly
|
| "the letter of the law." These
| |
| | service and resolve any issues with a
|
| considerations dictate whether or not the
| |
| | mutually beneficial outcome.
|
| cop is going to give you a ticket for
| |
| | Unfortunately, every once in a while, you
|
| going 5 miles over the speed limit. If
| |
| | come across a customer, who no matter
|
| we're to follow the "letter of the law,"
| |
| | what extraordinary efforts you deploy to
|
| we're going to go by the book each and
| |
| | appease, is simply unreasonable. With
|
| every time without exception. It's the
| |
| | that, you must then make an executive
|
| "spirit" that allows us discretion to
| |
| | decision and these are just a few
|
| listen to a creative story of how your
| |
| | questions that should be considered in
|
| lover caught you with your spouse again
| |
| | rapid-fire succession almost immediately.
|
| and "thank God you're here to protect me,
| |
| | Is this customer worth keeping? How
|
| Officer... and that's why I was speeding.
| |
| | adversely will kicking him in the pants
|
| I was trying to get away!"Shouldn't we,
| |
| | affect my business? Am I able to resolve
|
| as business owners and managers, have
| |
| | this issue with little impact on my
|
| that same option of discretion when a
| |
| | business or bank account? Am I going to
|
| less than reasonable customer approaches
| |
| | diminish my employee's sense of
|
| chanting that misguided mantra? Now, of
| |
| | empowerment and/or sense of dignity by
|
| course, this is not to say that we should
| |
| | overturning their reasonable decision?
|
| not recognize our positions as "authority
| |
| | I'm sure there are other considerations
|
| figures" and practice a higher degree of
| |
| | that you're likely to make, but these are
|
| professionalism, diplomacy, and tact.
| |
| | the very minimum.Incidentally, the person
|
| All of which are vital to your business.
| |
| | responsible for us having to endure the
|
| Professionalism is the difference between
| |
| | phrase, "The customer is always right."
|
| giving the appearance of genuine concern,
| |
| | was a gentleman by the name of H Gordon
|
| and wrapping your knuckles on someone's
| |
| | Selfridge. Mr. Selfridge was the founder
|
| forehead to see if anybody's home.
| |
| | of Selfridge's Department Stores widely
|
| Diplomacy is being able to give your
| |
| | known across the United Kingdom. Perhaps
|
| customer the perception that you owe
| |
| | Mr. Selfridge was stuck in the "letter of
|
| them, and have provided them with, an
| |
| | the law," as he died insane and bankrupt.
|
| apology by stating something to the
| |
| | Food for thought."Is the Customer Always
|
| affect of, "I'm sorry you feel that our
| |
| | Right" article authored by John R Valente
|
| policy has inconvenienced you." instead
| |
| | of Valente is co-founder of
|
| of actually apologizing and admitting
| |
| | IndieRetailer.com, a search engine,
|
| fault for something that your company is
| |
| | resource center, and blog specifically
|
| righteous in maintaining. Tact is being
| |
| | designed for the independent retail
|
| able to tell your customer that it
| |
| | industry. John, and wife Jennifer are
|
| appears that your (policy, sign, product,
| |
| | independent retailers who have owned and
|
| etc.) was simply misunderstood without
| |
| | operated a brick and mortar store as well
|
| having to tell him/her that they're a
| |
| | as several websites that include
|
| complete moron.Now, I'm also not
| |
| | CaliforniaEbooks.com, and to name a few
|
| condoning never admitting fault or
| |
| | since 1998.
|
