Selling 9th Edition by Stephen Castleberry,John Tanner

Exercise 8

Nash Bagby, CEO of CSP Services, was livid. For the third time in two days, a customer called him to complain of a defect-the same defect. He called Mack McGuire, senior VP of operations. "Mack, what's the deal? I've had three customers call me about the feed mechanism not working properly in a brand-new Quantum."
"Really?" Mack replied. "I've not heard anything. Let me check it out and get back to you." Mack hit disconnect on the phone, then dialed Sara Marshall, director of customer service.
"Mack, I don't really know what you're talking about. Let me ask around with some of the customer service reps." Sara hung up and walked around the cubicles, where each of the 32 service reps was busily taking phone calls, handling instant messages on the service chat desk, and e-mailing customers. She managed to catch four reps between calls and quickly learned that each had taken a call on the Quantum's feed mechanism that morning. But one said the issue was due the operator not reading the instructions, while another had used some unauthorized supplies that could affect the feeder's operation.
As she returned to her office, she thought about how upset Mack seemed to be and why. The last thing she wanted to do was create problems for Bagby, CEO of the firm, or for Mack. But she was proud of her team's ability to resolve customer problems. After all, customer reports indicated a first-time call resolution (meaning the problem was fixed the first time) rate of 73 percent, well ahead of the industry rate of 58 percent. And she was operating the center at 12 percent under budget. What could she do to identify issues that crop up quickly like the Quantum feeder, and how could she help others in the company craft a better customer experience to avoid problems in the first place?