Customer Experience Gaffs From Dick’s And Comcast

I try not to use this blog as a sounding board for the customer experience blunders that I run into. Periodically, however, it makes sense to share some of those experiences as a source of insight (and a bit of humor). It turns out that my wife recently had a couple of interactions that were particularly noteworthy…

Dick’s is not Dick’s. My wife found a tennis racquet that she wanted on the Dick’s Sporting Goods Website but wanted to get it immediately so she went to the Dick’s store to buy it. She found the raquet, but it was priced nearly $30 more than it was on the Website. When she showed the customer service person the price online (she had printed out the page from Dick’s Website), the person said he could not honor that price because: “We have nothing to do with Dick’s Website, it’s a completely separate business.”

  • My take: Don’t let your internal organizational structure cripple your customer experience. If you portray yourself as a single brand, then act like it.

Comcast turns solutions into problems. Comcast has been regularly eliminating our email addresses for no reason; so we need to keep calling them (I’m on the edge of ranting, but I’ll hold it in).  When they recently restored the email, they did not notify us that 1) the server problem was fixed or 2) that they had changed the password. So my wife called Comcast and they gave her the new password. It ended up working only once. Why? They hadn’t told her that she needed to go to Comcast.net and change the password. It took three calls and most of a day to restore our email that Comcast eliminated for no reason.

The bottom line: Don’t forget to look at experiences through the eyes of your customer.

Written by 

I'm an experience (XM) management catalyst; helping organizations improve results by engaging the hearts and minds of their employees, customers, and partners. I enjoy researching and speaking about leading-edge XM topics. I lead the Qualtrics XM Institute, which is the world's best job. We're igniting a global community of XM Professionals who are inspired and empowered to radically improve the human experience. To achieve this goal, my team focuses on thought leadership, training, and community building. My work is driven by a set of fundamental beliefs: 1) Everything starts and ends with human beings, so you need to understand how people think, feel, and behave; 2) XM is a discipline that needs to be woven throughout an organization's entire operating fabric; and 3) Building the XM discipline requires a combination of culture, competency, and technology.

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