There’s just too much prime opportunity online — e.g.,  Facebook, Twitter, YouTube, blogs, etc. — for brands to get dinged when they screw up. In the few weeks I’ve been back from vacation, I’ve been thinking about this as I go about my day-to-day dealings with companies.

Twice in the last few weeks I’ve gotten dinged: once by a salesman and once by a so-called customer service rep (CSR). But helping to restore my faith in our industry, I also recently had a fantastic customer service experience as well.

But first the negative:

• I have a TV that for the last year has had sound problems. The sound intermittently stops working. With the TV under warranty, I called CompUSA’s warranty company to remedy the problem. It sent someone out who couldn’t find the problem. After another unsuccessful attempt to fix the problem, I again called the warranty company to get a new TV. The CSR told me there was nothing she could do except send out a third company to look at my TV. I calmly explained to her the facts of the case. She calmly explained that there’s nothing she can do. So I asked for her supervisor. The supervisor gave me the same speech — same language, same dull, disinterested, flat demeanor. Like robots, only less interesting. By then I realized that the company is just going to run out the clock on the warranty instead of giving me a new TV. The moral of this story: Some companies teach their frontline people to hold the line, not help customers.
• I recently paid a visit to my local Honda dealership to trade in my son’s car. This will be my third lease with this dealership. The salesman I normally use is busy, so he puts me in the capable hands of “Bill.” I tell Bill that I want the special that was advertised on the dealership’s website because it’s the lowest-priced car it sells. Let the games begin. I know how it works, but I never let car salespeople play. Bill makes three attempts to get me into a more expensive car by asking if I want this or want that on the car. I remind him for the third time that I only want the least expensive car the dealership sells of that model. You know, the one listed on its website. Bill responds to me with the following: “You want the lowest price in that model, OK, but don’t you want a car with air conditioning?” (F.Y.I., I live in Florida.) He says this with actual contempt. One minute later, he’s back waiting for another customer to annoy. The moral of this story: I’d have fired this salesman on the spot if it was my dealership. You cannot risk offending any customers, much less repeat customers.

And the positive:

• One word: Apple! I had to call its customer service department multiple times in the last few weeks with questions before installing its latest operating system. Each time I was greeted by a helpful human who worked with me patiently in a relaxed manner to get my issue resolved. Apple even offered to send me (for free, no less) operating system disks. (Mine were lost, hence the call.) I swear, it was like talking to the Apple guy from the TV commercials. Great job, Apple! You “get” customer service.

I don’t know about you, but every time I have to call a company’s customer service department I get a bit nervous in advance. Most of the time I know I’m going to be treated poorly by poorly trained, poorly managed people who are totally indifferent to me and my plight.

This message is for all of the C-suite people who read my column: Go to your call center now! Listen to your CSRs’ interactions; then do something about them. People are talking about you whether you like it or not. Positive or negative — it’s your choice.

These days, that’s anything but typical. The average employee stays at a company about two to three years. Climbing the corporate ladder is now acceptably done by frequently switching jobs.

In essence, there’s no loyalty anymore between employees and their companies — and vice versa — which is a shame. Business continuity, team spirit and other vital relationship ingredients that can provide a positive effect on businesses are all but lost. But businesses are better served by nurturing long-term employees.

Building Your Personal Rolodex

The goal of business today is about adding new and influential contacts daily to your sphere of influence — i.e., building your networking Rolodex.  In fact. it is just as important to in todays business environment to ABN (always be networking) as it it to do your job to the best of your ability.

The current economy, with its impersonal, almost random, premature “because we can!” layoffs, and the need for business networking becomes more evident daily.

Which is why business networking Web sites, especially LinkedIn, are becoming the way of the future. LinkedIn is an amazing tool, and if you’re not currently a user, I suggest you join (it’s free). Right now, you can probably find 70 percent of the businesspeople you know using it. Presently Linkedin has over 51 million members for you to connect with.

Where to Start (Even if You’re Already a User)

Consider this: There are people who are on LinkedIn (they’re listed), and then there those who are proactive in taking advantage of its many powerful features. Regardless of which type of user you may or may not be, I suggest you do four things immediately:

1. Contact everyone you’ve worked with in the past (who is already linked to you) — as well as present — and request to be endorsed.

2. Join as many LinkedIn groups as you can. You’re allowed to join up to 50.

3. And if you haven’t done so already, add “link” requests to all your contacts in all of your address books (and ones who you have worked with, ask them to endorse you).

4. Add your linked in URL to all of your outbound emails, both personal and business.

You also can link to me at www.linkedin.com/in/jimwgilbert. And if you aren’t a LinkedIn member already, by all means spend a few minutes to join.

Want to become a Linkedin Power User?  Contact us at info@startsocialnow.com for details.