[stampeder]

On reading that form I'd say that Wind should have stated clearly on it that the special deal is available only to [insert name of target group here] and that the offer can only be processed at [insert store location(s) here]. A simple mail merge would accomplish exclusive delivery to only the targeted people named. If someone is not in that group, too bad.

As to whether giving special deals to certain groups is appropriate, it is one of the foundational principles of business, commerce, and capitalism. As an example, think of the principle of the "loss leader" and how it is selectively targeted to achieve other profits that are expected to exceed the immediate loss in revenue. In this case I don't see what Wind has done as any sort of problem, but the implementation and the staff behaviour was terrible.

 

[stampeder]

Sounds like they desperately need a comprehensive work flow analysis done and an ITIL-based Customer Service system custom designed on that result. Likely (and sadly all too common in the tech world) they just went with a canned CS solution and are still trying to make their systems conform to it, which is backwards. To me your experience has all the hallmarks of that.

My one and only problem with Wind so far was with bringing my N900 over to their system - I requested the PUK code for the SIM card and they were really too busy with the Vancouver go-live-week business rush so I ended up going back to the store and flagging down the manager, who was able to get it done as he was training the staff in real time with real customers. Again, I repeat the part above...

 

[stampeder]

I might accept a "but we're just new to this" defense from them in Vancouver (today they just announced a major expansion of the home area) but not in regards to Toronto, which is their anchor location and which celebrated it's first year of operation on Dec. 16th.

 

[stampeder]

Let's clear the air a bit here. Hugh did not just wake up one day and decide that it was a good day to lambaste a mobile phone operator. Look back through the years that this site has been in operation and you'll see that no such pattern is evident.

It is important to note that Hugh actively posted in these very forums about his trials, travails, and tribulations with Wind before taking his struggles public. The piece on the main web site is a culmination of our discussions about his experience. This is an example of the beauty and validation of a strong consumer-oriented web forum.

Is it likely that all Wind customers will have such problems? Of course not. Did his experience serve to inform and reveal something new and interesting? Of course it did.

As I've said earlier, there are severe problems in Wind's customer service system, and they can be resolved by starting with some corporate executive introspection. Since my particular professional advice has been given earlier on I need not repeat it here, but I highly advise Wind to do some serious navel gazing about it.

There are no saints amongst the Canadian mobile phone operators, as years of forum posts at this site attest. So, since Wind was not singled out for cruel, unfair treatment, it is time for those who feel somehow personally offended by the article or needful of posting rebuttals based on their own better Wind Mobile customer service anecdotes to acknowledge that this was not a hatchet job or ill-researched flame.

 

[stampeder]

Schooling Wind Mobile on ITIL - here's a freebie

This entire saga is completely down to poor customer service procedures within Wind Mobile.

Once the store manager explained the situation to the regional manager, the regional manager asked the manager if he had read his email. The store staff then checked their email. They had received an email saying that if I showed up asking for a refund, that I was to get it.

A proper ITIL-based system would never involve email in that manner! The ITIL app (there are several excellent ones on the market such as BMC Remedy and HEAT.) contains the entire work flow through the complete customer service cycle, cradle to grave, and does not allow an end-run like the email from the regional manager, which was clearly ignored or just not seen.

In a proper ITIL-based system the original trouble ticket in this entire sorry tale would never be lost, nor would a new one be opened anywhere along the line. It would change and morph through escalations, attempted closings, etc. because all transactions would be part of that original ticket's history. Everyone at every level would have the authority to escalate the ticket or flag it as urgent, bumping it to an appropriate place in the queue as has been planned and implemented. Documents, scans of them, faxes, emails, etc. etc. are easily embedded in the trouble ticket, with each level having authority matched to their ability to solve the problem(s) and/or escalate. An ITIL-based system is "knowledge management".

The regional manager would have had authority to flag Hugh's original ticket to the highest priority, and no CSR would ever be able to claim that they had no knowledge of the latest status of it. Even if the lowly front line CSR could not be of immediate help, the ticket would include the steps to be taken.

ITIL-based systems cannot be bought and rolled out in a preset configuration. A workflow analysis must be conducted first by a qualified professional who should also be around for a year or so of overlap once the app is configured/customized in order to match the workflow so that the system is adapted to best suit the situations at hand.

It's up to you to roll it out now, Wind. Any more of these very public customer service fiascos and your company will probably not survive the backlash.