Today’s post is a first hand experience by Joe’s wife Mindy. Her story highlights the need for consistency and uniformity on each interaction with customers.
We recently had an IKEA open about 15 miles up the road from us. Just like everyone else in the city of Austin, we made our obligatory trip to see what the big deal was and we came away adoring fans. What’s not to love? Their products are ingenious, the price is right, and the Swedish Meatball platter is worth the trip alone. (Joe would also tell you not to pass up the cinnamon rolls as you’re walking out the door.)
During our last trip to IKEA in April, I found the perfect fabric for curtains to finish off a recent minor kitchen remodel we’ve undergone. They were out of this particular fabric at the time of our visit, but assured me it would be replenished “in about two weeks.” That would put me into crunch time, as I had a book group to host, a visit from my parents, and my son’s second birthday right around the magic two week deadline. However, I asked if I could leave my phone number so they could call me when the fabric came in, and asked for their number and extension so I could check in with them as well.
So here’s the story: it’s now August. Still no fabric. I’ve called just about every week since April to check on the status and it’s almost become a game, because in the sixteen weeks that I’ve called, the standard answer has varied. I’ve heard plenty of the “two week” platitudes, have been hung up on, and have even found a couple of helpful customer service reps who patiently explained that the fabric I want is part of a “family” of fabrics and they have to sell out of an entire family before the fabric is replenished.
But here’s what I don’t understand. During one of my weekly calls, I was helped by a very customer-centric employee who checked the computer to find out what the stock level was and discovered there was a shipment due within the next week to be delivered to their store.
Hmmmm.
I never got a phone call telling me the fabric was in. In the subsequent calls since then, IKEA employees have reverted to telling me that they don’t have that fabric. So what’s the real story? Why would one employee be able to check the status when others claim they can’t access that information or that the computer doesn’t give them that information? Why should I feel like I’m playing Russian Roulette just to reach one competent employee on the phone?
The equations are simple:
consistency = trust and confidence
inconsistency = confusion and mistrust
Which would you rather impart to your customers?
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Adriana
August 27, 2007
This is not only bad service, but it is also a marketing ploy. Look at what DeBeers does with Diamonds. The planet is filled with diamonds but DeBeers control the entire market. Look how much we pay for them, but we still want them. The Game console companies release limited amounts when they release a new console to drive demand. Ikea is witholding the curtain fabric… Another similar example is the Enduraglide dry erase markers from Quartet. These markers, which I have used for the past year and a half, actually do last twice as long as the expo markers, but try finding them in the store… Is this because expo is trying to keep them out of the stores through some kind of strong arm tactics or is Quartet creating the illusion of scarcity? When I do find them, typically online, I buy more than I need because I’m not sure if I will find them when I am ready to order more. This is why I won’t trust Ikea or the Staples or Office Depot stores because they all do the same thing. They hire teenage kids and don’t train them in how to provide good service. These big stores just see us as a number. Find that fabric at another store.
beth
August 29, 2007
Ikea is a great store, but man does their customer service suck. Especially the phone service, hope you never have to call. My nearest store is two hours away, so it’s quite an event when we go. We found a print that matched another one we had in our living room, and were eager to buy it. Of course the only one was hanging on the wall as a display. I asked a cluster of sales people chatting in the corner (and ignoring everybody) if anyone could help me. And after some slight huffing and puffing, someone finally came to see what I wanted. The sales person informed me they could only sell a display item if they weren’t getting any more in, and he knew for a fact this particular print would be back in.
A few weeks later we had to stop back in, because (not surprisingly) a lot of the furniture we bought was missing crucial pieces. So we drove all the way back out there, and I had hoped to find the print. Not only did they not have it in stock, they’d sold the one off the wall! I am fairly certain the snotty sales person “helping” me was just too lazy to get a ladder and get it down in the first place.
Joe Rawlinson
August 30, 2007
Adrianna,
Controlling the supply of products to create a false sense of scarcity is very tricky. One could question the ethics of such a ploy. Nevertheless, you’re right: consumers can vote by spending their money elsewhere.
Beth,
Your example highlights how the employees that are “on the ground” with the customers can make or break a great consumer experience. No matter what IKEA’s corporate slogans or advertising say, one bad employee can undo all the effort.