Customer # 1
The first cause of action is to listen attentively to the ranting customer as it is only through active listening that the problem can be identified. Active listening can be done by repeating statements that the customer makes and prodding her with questions to gain clarity to the nature of the problem (Spielfogel & McMillen, 2017). After establishing that the 25% discount is the cause of dissatisfaction, first an apology for the wasted time she spent making the follow-up and the bad experience she had to endure.
The customer will then be politely be referred to the manager as they are the only ones with the capability to either make a refund or authorize the discount to be effected. But, before she leaves for the manager’s office, the customer will be reassured that the error does not happen often and it is extremely embarrassing that it had to happen to her (Villi & Koc, 2018). Lastly, the customer will be thanked for her continued business with the establishment and sincere apologies accorded her for the error.
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Customer # 3
Similar, to the first customer active listening will be employed in the identification of the nature of the problem. The listening will be accompanied with questioning to establish the exact day that she made her purchase. She will be reassured that it is vital that she remembers the day as she has no receipt and the only way to verify her claim is through checking the sales records (Yagil & Shultz, 2017). After the sale has been verified, the customer will be offered with apologies for the frustration she and her child must have gone through.
The customer will be directed to the technical department where she will present to them the laptop so that they can find the cause of the problem. Additionally, the customer will be reassured that if the laptop is not restored to order free of charge; she will be offered a replacement as such gadgets come with one year guarantee (Yagil & Shultz, 2017). She will be thanked for her continued business and offered more apologies for the inconvenience she had to go through.
References
Spielfogel, J. E., & McMillen, J. C. (2017). Current use of de-escalation strategies: Similarities and differences in de-escalation across professions. Social Work in Mental Health, 15(3), 232-248.
Villi, B., & Koc, E. (2018). Employee attractiveness and customers’ service failure perceptions. Journal of Hospitality Marketing & Management, 27(1), 41-60.
Yagil, D., & Shultz, T. (2017). Service with a conscience: moral dilemmas in customer service roles. Journal of Service Theory and Practice, 27(3), 689-711.
