I don't work in the store and never go in there - I just pulled off details of colleagues who I have on Linked In.
Helen, what does it communicate when the
Adorama Camera Customer Service Ambassador states that they never go in the store? (by the way you could have phoned/visited the store, counted the number of salespeople who are or were photographers, and replied with the number -- in essence -- answer the question -- or at least feign an interest)
When you write that you just pull details about your colleagues, not from personal knowledge gained by in person association, but by visiting the website Linked In -- well that is quite illuminating. I'm biting my tongue
🙂
If I had your position, I would frequently visit the store, the Internet sales division, basically the whole operation so I would know how the company's day to day functioning improved or hindered customer satisfaction. I would know everyone and they would know me -- so when there was a customer satisfaction issue I would know who to reach out to.
I would observe salespeople and customers. Then I would deliver a weekly report to management with recommendations for what the store could do to enhance a customer's satisfaction. When improvements were implemented, I would do my best to evaluate them, and continually fine tune them.
And when a customers stated they wanted to see photos online of all used items offered for sale, I wouldn't think responding as you did to me that the website wasn't built that way was a satisfactory reply. Here's a good reply -- I can identify with a customer's wish to see online photos of the actual item they're considering purchasing. I will discuss this with upper management. Thank you for your suggestion. Giving the customer what they want, when they want it is our goal. I appreciate your taking the time to reply.
Here's a radical concept. When a customer reaches out to you regarding a purchase of a used item, why not ask them if there are any specific items they've been looking for or are thinking of selling. You could then pass this along to the sales department and convert a customer service call to sales. Furthermore if you visited the store and knew salespeople and specific lines of equipment they were passionate about, then you could suggest the customer call "Bob" because he has a huge collection of Nikon F's or LTM's or whatever. Give them a 10 percent discount good for one week to make up for their inconvenience -- but really to advance customer loyalty. Imagine how the customer would feel about you and Adorama when they got off the phone. You're providing a call to action. Lacking this, the only thing you're advising the customer to do is return the item. A simple return policy isn't a customer service policy. I know I'm wasting my time.
Lets get quantitative. X items returned per year x Y shipping costs x 2 (to and from customer) = Z yearly losses to returns. Then add a value for the time the items are off sales inventory while shipped to and from customer -- and I hope you have a figure for this -- my guess 3 weeks -- then add say $8 for the time it takes employees to ship and receive, then add packing materials that are ruined - say $1.25 -- No doubt this will be a huge figure. And it doesn't even factor in losses when a customer shops elsewhere. He just returned an item -- he still may be in the market for such an item -- so he goes to your competitor who has a website with photos of used items -- purchases item -- is happy with item -- Bang you've lost a customer! Calculate the profit your company would have made on the sale had item not been returned. Also add a dollar value for book keeping time. Cumulatively, I bet this figure is in the high 6 figures. Ciao.
Get it?
