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Jeff Bezos recounts the time he called Amazon’s customer service number mid-meeting to prove a metric was wrong In the clip below, Jeff tells a story from the early days of Amazon when their metrics said customers waited less than 60 seconds after calling customer service. Yet this conflicted...

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Jeff Bezos had a rule at Amazon. When the data and the anecdotes disagree, the anecdotes are usually right. He proved it in the most uncomfortable way. During a meeting, his team showed him the numbers. Customer service wait times were under 60 seconds. The dashboard looked clean. The metrics looked fine. But Bezos kept hearing complaints. Real customers saying they were waiting forever to get through. His team pushed back. The data says everything is fine. So Bezos picked up the phone. Right there In the middle of the meeting. Dialed Amazon's 1 800 customer service number. Put it on speaker. And they all just sat there. In silence 60 seconds passed. Nothing 2 minutes Nothing 5 minutes Nothing More than 10 minutes before someone picked up. 10x longer than the dashboard said. Nobody in that room said a word. He didn't yell. He didn't fire anyone. He just let the silence do the talking. That one phone call set off a chain reaction. They rebuilt how they measured wait times entirely. The old metric wasn't wrong. It was measuring the wrong thing. And that's the part nobody talks about. Bad data doesn't look like bad data. It looks like a clean dashboard. It looks like a green number. It looks like everything is pretty fine. The most dangerous metric in your business isn't the one that's red. It's the one that's pretty good to go when it shouldn't be. Your customers are telling you something right now. It's probably not showing up in your reports. The only way to find it is to pick up the phone, doing the experiment, learning/finding yourself. You have to seek truth!! Video Credit: Lex Fridman Podcast
2:38

Jeff Bezos had a rule at Amazon. When the data and the anecdotes disagree, the anecdotes are usually right. He proved it in the most uncomfortable way. During a meeting, his team showed him the numbers. Customer service wait times were under 60 seconds. The dashboard looked clean. The metrics looked fine. But Bezos kept hearing complaints. Real customers saying they were waiting forever to get through. His team pushed back. The data says everything is fine. So Bezos picked up the phone. Right there In the middle of the meeting. Dialed Amazon's 1 800 customer service number. Put it on speaker. And they all just sat there. In silence 60 seconds passed. Nothing 2 minutes Nothing 5 minutes Nothing More than 10 minutes before someone picked up. 10x longer than the dashboard said. Nobody in that room said a word. He didn't yell. He didn't fire anyone. He just let the silence do the talking. That one phone call set off a chain reaction. They rebuilt how they measured wait times entirely. The old metric wasn't wrong. It was measuring the wrong thing. And that's the part nobody talks about. Bad data doesn't look like bad data. It looks like a clean dashboard. It looks like a green number. It looks like everything is pretty fine. The most dangerous metric in your business isn't the one that's red. It's the one that's pretty good to go when it shouldn't be. Your customers are telling you something right now. It's probably not showing up in your reports. The only way to find it is to pick up the phone, doing the experiment, learning/finding yourself. You have to seek truth!! Video Credit: Lex Fridman Podcast

Sufyan Maan, M.Eng

13,428 просмотров • 4 месяцев назад

A woman and her husband went to the store to get an Apple gift card for $100. After they got it, they had tried to use it for their iPhone. The opened the package and got the card out, the last few digits on the back of the card are missing and she couldn’t use it. She goes back to the store and speaks to customer service about a refund. Customer service claims they can’t do anything about it because there are no refunds on gift cards and they need to call the company the card is for. She then pulls a few of the same cards off of the display and opens them in front of customer service and proves to them that they all have the same issue. This does look like the card was manufactured defectively and the customer service rep acknowledged it, but why are they leaving it on the shelf for other people to buy it and be ripped off?
1:25

A woman and her husband went to the store to get an Apple gift card for $100. After they got it, they had tried to use it for their iPhone. The opened the package and got the card out, the last few digits on the back of the card are missing and she couldn’t use it. She goes back to the store and speaks to customer service about a refund. Customer service claims they can’t do anything about it because there are no refunds on gift cards and they need to call the company the card is for. She then pulls a few of the same cards off of the display and opens them in front of customer service and proves to them that they all have the same issue. This does look like the card was manufactured defectively and the customer service rep acknowledged it, but why are they leaving it on the shelf for other people to buy it and be ripped off?

SonnyBoy🇺🇸

343,131 просмотров • 4 месяцев назад

Jeff Bezos explains Amazon’s process for expanding into new products like Kindle and AWS “I would definitely advise a small startup company to be as narrow and as focused as is possible to be. If you look at the original Amazon business plan, there was no hint of anything other than books in it… I wanted to build an online bookstore, and that was it.” But the online bookstore worked better than they thought it would. So Amazon launched music, and that worked better than they thought. Then video, and that worked too. So Jeff sent an email to customers: “I picked about 1,000 customers and I said, besides the things we sell today - books, music, and video - what would you like to see us sell? And the list came back incredibly long-tailed… So it’s been kind of one foot in front of the other.” As Jeff explains, Amazon expands into new businesses in two ways: “One is from a customer need. We will work from a customer need to the skills that we need. And the other one is skills forward: from a skillset we have to a new set of customers.” Kindle is an example of a customer need - Amazon had no hardware team at the time, but to make sure they didn’t miss the transition to ebooks, they built one. Amazon Web Services (AWS) is an example of skills-forward: “We had probably more distributed computing expertise than anybody else in the world because of transactions. Transaction systems are so complicated and hard to build, and we had a service-oriented architecture of great complexity - probably before anybody else. Because we were doing that, we could see the future a little bit and decided to build AWS, which has turned into a huge business in its own right.” Jeff concludes: “Business is very situational. Rules of thumb are good, but they have to be applied to the right situation. Sometimes the old maxim that you should stick to the knitting is correct, but sometimes it’s wrong. And a senior leader’s job is to figure out: Which situation are you in?” Video source: Business Insider (2014)
2:25

Jeff Bezos explains Amazon’s process for expanding into new products like Kindle and AWS “I would definitely advise a small startup company to be as narrow and as focused as is possible to be. If you look at the original Amazon business plan, there was no hint of anything other than books in it… I wanted to build an online bookstore, and that was it.” But the online bookstore worked better than they thought it would. So Amazon launched music, and that worked better than they thought. Then video, and that worked too. So Jeff sent an email to customers: “I picked about 1,000 customers and I said, besides the things we sell today - books, music, and video - what would you like to see us sell? And the list came back incredibly long-tailed… So it’s been kind of one foot in front of the other.” As Jeff explains, Amazon expands into new businesses in two ways: “One is from a customer need. We will work from a customer need to the skills that we need. And the other one is skills forward: from a skillset we have to a new set of customers.” Kindle is an example of a customer need - Amazon had no hardware team at the time, but to make sure they didn’t miss the transition to ebooks, they built one. Amazon Web Services (AWS) is an example of skills-forward: “We had probably more distributed computing expertise than anybody else in the world because of transactions. Transaction systems are so complicated and hard to build, and we had a service-oriented architecture of great complexity - probably before anybody else. Because we were doing that, we could see the future a little bit and decided to build AWS, which has turned into a huge business in its own right.” Jeff concludes: “Business is very situational. Rules of thumb are good, but they have to be applied to the right situation. Sometimes the old maxim that you should stick to the knitting is correct, but sometimes it’s wrong. And a senior leader’s job is to figure out: Which situation are you in?” Video source: Business Insider (2014)

Startup Archive

63,593 просмотров • 11 месяцев назад

An employee was inside addressing an issue with another customer when these customers at the window decide that they’ve waited too long. They open the service window and try to get their attention. The employee comes up and tells them he will get to the when he can. Was the customer being rude by demanding service or should the employee have been nicer about it and explained what was going on before he could help them?
1:01

An employee was inside addressing an issue with another customer when these customers at the window decide that they’ve waited too long. They open the service window and try to get their attention. The employee comes up and tells them he will get to the when he can. Was the customer being rude by demanding service or should the employee have been nicer about it and explained what was going on before he could help them?

SonnyBoy🇺🇸

41,047 просмотров • 6 месяцев назад

Tesla has shitty customer service. Listen to this interaction, where a customer service rep from Tesla tells a dealer that they have the right to deny warranties and turn off systems at will. Get rid of your Tesla!
3:01

Tesla has shitty customer service. Listen to this interaction, where a customer service rep from Tesla tells a dealer that they have the right to deny warranties and turn off systems at will. Get rid of your Tesla!

Anonymous

1,062,296 просмотров • 1 год назад

Jeff Bezos responds to CNBC reporter who says Amazon isn’t a “pure internet company” The CNBC reporter asks Jeff in this 1999 interview: “You’re not really a pure internet company anymore, are you? You’ve got millions of square feet of real estate, a huge and growing inventory of items, and you’ve got thousands of employees now.” Jeff responds: “Yes, we have over 3,000 employees and over 4 million square feet of distribution center space. And those are things I’m very, very proud of. That distribution center space allows us to get product close to customers so that we can ship it to customers in a very timely way, which improves customer service levels. If there’s one thing Amazon is about, it’s obsessive attention to the customer experience end-to-end.” The reporter protests that this approach is more capital-intensive than the “pure internet play” business models that stock market analysts prefer. Jeff responds again: “It doesn’t matter to me if we’re a pure Internet play. What matters to me is whether we provide the best customer service… Our investors should be investing in a company that obsesses over customer experience. In the long term, there’s never any misalignment between customer interests and shareholder interests.” Source: CNBC (1999)
1:53

Jeff Bezos responds to CNBC reporter who says Amazon isn’t a “pure internet company” The CNBC reporter asks Jeff in this 1999 interview: “You’re not really a pure internet company anymore, are you? You’ve got millions of square feet of real estate, a huge and growing inventory of items, and you’ve got thousands of employees now.” Jeff responds: “Yes, we have over 3,000 employees and over 4 million square feet of distribution center space. And those are things I’m very, very proud of. That distribution center space allows us to get product close to customers so that we can ship it to customers in a very timely way, which improves customer service levels. If there’s one thing Amazon is about, it’s obsessive attention to the customer experience end-to-end.” The reporter protests that this approach is more capital-intensive than the “pure internet play” business models that stock market analysts prefer. Jeff responds again: “It doesn’t matter to me if we’re a pure Internet play. What matters to me is whether we provide the best customer service… Our investors should be investing in a company that obsesses over customer experience. In the long term, there’s never any misalignment between customer interests and shareholder interests.” Source: CNBC (1999)

Startup Archive

115,258 просмотров • 2 месяцев назад

This employee got a call about a DoorDash order that was already delivered. The customer ordered a steak and cheese, a meatball, and a pepperoni and salami sandwich. When another employee made it, the store was out of steak and mayo so she just made another meatball sandwich without consulting with the customer first. The customer is upset and says that if they were out of steak then they should have called and let her know so she could get something else instead of having the decision made for her. The employee defended the other employee and claims they aren’t allowed to call the customer and that the situation was appropriate. When the customer gets mad she then tells her to come down to the store as if to provoke a confrontation. Was the customer wrong for ordering from a third party site that doesn’t show their inventory in real time or should the employee have let the door dasher know so they could call the customer?
3:41

This employee got a call about a DoorDash order that was already delivered. The customer ordered a steak and cheese, a meatball, and a pepperoni and salami sandwich. When another employee made it, the store was out of steak and mayo so she just made another meatball sandwich without consulting with the customer first. The customer is upset and says that if they were out of steak then they should have called and let her know so she could get something else instead of having the decision made for her. The employee defended the other employee and claims they aren’t allowed to call the customer and that the situation was appropriate. When the customer gets mad she then tells her to come down to the store as if to provoke a confrontation. Was the customer wrong for ordering from a third party site that doesn’t show their inventory in real time or should the employee have let the door dasher know so they could call the customer?

SonnyBoy🇺🇸

155,750 просмотров • 3 месяцев назад

The dude gets paid to play games all day and be a service representative. This is what it was like to have real customer service in America. Make customer service great again.
1:03

The dude gets paid to play games all day and be a service representative. This is what it was like to have real customer service in America. Make customer service great again.

Sassafrass84

29,715 просмотров • 7 месяцев назад

Most CEOs of $2 trillion companies stopped reading customer emails a long time ago, Jeff Bezos never did. Bezos says one customer complaint isn't a customer service problem, it's a root cause waiting to be fixed for every customer. "My email address is famous and I keep it, it's jeff@amazon. com. I'll get one from a customer and there's a defect. Something seems a little odd about it." "I ask the team to do a case study and find real root causes, usually causes, and then real root fixes." "When you fix it, you're not fixing it for that one customer. You're fixing it for every customer. That process is a gigantic part of what we do." PS. We post daily content strictly for dedicated entrepreneurs, so if you’re one of them, make sure to follow us Entrepreneurs on X for more. Like and repost if you found value in this post:
0:49

Most CEOs of $2 trillion companies stopped reading customer emails a long time ago, Jeff Bezos never did. Bezos says one customer complaint isn't a customer service problem, it's a root cause waiting to be fixed for every customer. "My email address is famous and I keep it, it's jeff@amazon. com. I'll get one from a customer and there's a defect. Something seems a little odd about it." "I ask the team to do a case study and find real root causes, usually causes, and then real root fixes." "When you fix it, you're not fixing it for that one customer. You're fixing it for every customer. That process is a gigantic part of what we do." PS. We post daily content strictly for dedicated entrepreneurs, so if you’re one of them, make sure to follow us Entrepreneurs on X for more. Like and repost if you found value in this post:

Entrepreneurs on X

96,650 просмотров • 2 месяцев назад

Jeff Bezos: “People who are right a lot change their mind a lot” “Because of AI, new technologies, and all the dynamism in the world, so many things are changing — and they’re changing rapidly,” Jeff observes. The best solution he’s found for dealing with this rapid change is “thinking long-term” because it forces you to ask yourself, “What are the points of stability?” and “What is not going to change?” He continues: “One of the things that changes very slowly is customer needs. So you can build a strategy around customer needs. That will have durability.” When building Amazon, for example, Jeff built the company around the customer needs of fast delivery, low prices, and vast selection. “The technologies will change. Your competitive set will change. Everything will change, except those customer needs,” Jeff argues. And it’s this idea that is behind Jeff’s core idea of “Be stubborn on the vision, and flexible on the details.” He explains: “You have to be [flexible on the details] because the world is changing and so you change your mind. I’ve noticed that people who are right a lot change their mind a lot. People who are wrong a lot are very stubborn on the details.” Source: Reuters (Oct 2025)
2:20

Jeff Bezos: “People who are right a lot change their mind a lot” “Because of AI, new technologies, and all the dynamism in the world, so many things are changing — and they’re changing rapidly,” Jeff observes. The best solution he’s found for dealing with this rapid change is “thinking long-term” because it forces you to ask yourself, “What are the points of stability?” and “What is not going to change?” He continues: “One of the things that changes very slowly is customer needs. So you can build a strategy around customer needs. That will have durability.” When building Amazon, for example, Jeff built the company around the customer needs of fast delivery, low prices, and vast selection. “The technologies will change. Your competitive set will change. Everything will change, except those customer needs,” Jeff argues. And it’s this idea that is behind Jeff’s core idea of “Be stubborn on the vision, and flexible on the details.” He explains: “You have to be [flexible on the details] because the world is changing and so you change your mind. I’ve noticed that people who are right a lot change their mind a lot. People who are wrong a lot are very stubborn on the details.” Source: Reuters (Oct 2025)

Startup Archive

100,684 просмотров • 2 месяцев назад

Jeff Bezos: “Any high-performing organization has to have mechanisms and a culture that supports truth telling” As Jeff explains in the clip below: “Truths often don’t want to be heard. Important truths can be uncomfortable, awkward, exhausting, challenging. They can make people defensive, even if that’s not the intent. But any high-performing organization—whether it’s a sports team, a business, a political organization, or activist group—has to have mechanisms and a culture that supports truth telling.” And one of the things you have to do to support this kind of culture is talk about it: “You have to talk about the fact that it takes energy to do that. And you have to remind people that it’s ok that it’s uncomfortable. You have to literally tell people: it’s not what we’re designed to do as humans… we mostly survive by being social animals—cordial and cooperative.” He continues: “You also want to set up your culture so that the most junior person can overrule the most senior person.” And in every meeting Jeff attends, he always speaks last: “I know from experience that if I speak first, even very strong-willed, highly-intelligent participants of that meeting will [wonder if their ideas are incorrect because they’re different from Jeff’s]… Ideally you try to have the most junior go first and then go in order of seniority so that you can hear everyone’s opinion in an unfiltered way… Because we really do change our opinions—if somebody you really respect says something, it makes you change your mind a little.” Jeff also points out that a lot of the most powerful truths aren’t always based on data—they turn out to be hunches, are based on anecdotes, or are intuition-based: “You may feel yourself leaning in. It may resonate with a set of anecdotes you have. And then you may be able to say: ‘something about that feels right. Let’s go collect some data on that and try to see if we can know if it’s right.’” And lastly he discusses fighting inherent biases. For example, most companies usually have an optimism bias. As Jeff explains: “If there are two interpretations of a new set of data—one is happy and the other is unhappy—it’s a little dangerous to jump to the conclusion that the happy interpretation is right. You may want to compensate for that human bias of trying to find the silver lining and say ‘that might be good, but I’m gonna go with it’s bad for now until we’re sure.’”
4:11

Jeff Bezos: “Any high-performing organization has to have mechanisms and a culture that supports truth telling” As Jeff explains in the clip below: “Truths often don’t want to be heard. Important truths can be uncomfortable, awkward, exhausting, challenging. They can make people defensive, even if that’s not the intent. But any high-performing organization—whether it’s a sports team, a business, a political organization, or activist group—has to have mechanisms and a culture that supports truth telling.” And one of the things you have to do to support this kind of culture is talk about it: “You have to talk about the fact that it takes energy to do that. And you have to remind people that it’s ok that it’s uncomfortable. You have to literally tell people: it’s not what we’re designed to do as humans… we mostly survive by being social animals—cordial and cooperative.” He continues: “You also want to set up your culture so that the most junior person can overrule the most senior person.” And in every meeting Jeff attends, he always speaks last: “I know from experience that if I speak first, even very strong-willed, highly-intelligent participants of that meeting will [wonder if their ideas are incorrect because they’re different from Jeff’s]… Ideally you try to have the most junior go first and then go in order of seniority so that you can hear everyone’s opinion in an unfiltered way… Because we really do change our opinions—if somebody you really respect says something, it makes you change your mind a little.” Jeff also points out that a lot of the most powerful truths aren’t always based on data—they turn out to be hunches, are based on anecdotes, or are intuition-based: “You may feel yourself leaning in. It may resonate with a set of anecdotes you have. And then you may be able to say: ‘something about that feels right. Let’s go collect some data on that and try to see if we can know if it’s right.’” And lastly he discusses fighting inherent biases. For example, most companies usually have an optimism bias. As Jeff explains: “If there are two interpretations of a new set of data—one is happy and the other is unhappy—it’s a little dangerous to jump to the conclusion that the happy interpretation is right. You may want to compensate for that human bias of trying to find the silver lining and say ‘that might be good, but I’m gonna go with it’s bad for now until we’re sure.’”

Startup Archive

1,171,180 просмотров • 2 лет назад

A service center worker crashed the Harrier at a very high speed while it was there for service. After the incident, they asked the customer to file a claim, and when he refused, they abused him, used caste slurs, and said he doesn't have to buy these cars (as per the owner) . The rest of the details are in the video Tata Motors
12:12

A service center worker crashed the Harrier at a very high speed while it was there for service. After the incident, they asked the customer to file a claim, and when he refused, they abused him, used caste slurs, and said he doesn't have to buy these cars (as per the owner) . The rest of the details are in the video Tata Motors

Prateek Singh

751,081 просмотров • 2 лет назад

Elon Musk: “As soon as you unlock digital human, you basically have access to trillions of dollars of revenue. The most valuable companies currently by market cap — their output is digital. Apple doesn’t make phones; they send files to China. Microsoft doesn’t manufacture anything, even for Xbox — that’s outsourced. Meta’s output is digital. Google’s output is digital. So if you have a human emulator, you can create one of the most valuable companies in the world overnight, and you would have access to trillions of dollars of revenue. Take something as simple as customer service. If you have to integrate with the APIs of existing corporations, many of which don’t even have an API, and you’ve got to wade through legacy software — that’s extremely slow. If AI can simply take whatever is given to the outsourced customer service company they already use, and do customer service using the apps they already use, then you can make tremendous headway in customer service, which is close to a trillion dollars all-in. And there’s no barriers to entry. You can just immediately say, ‘We’ll outsource it for a fraction of the cost.’”
1:35

Elon Musk: “As soon as you unlock digital human, you basically have access to trillions of dollars of revenue. The most valuable companies currently by market cap — their output is digital. Apple doesn’t make phones; they send files to China. Microsoft doesn’t manufacture anything, even for Xbox — that’s outsourced. Meta’s output is digital. Google’s output is digital. So if you have a human emulator, you can create one of the most valuable companies in the world overnight, and you would have access to trillions of dollars of revenue. Take something as simple as customer service. If you have to integrate with the APIs of existing corporations, many of which don’t even have an API, and you’ve got to wade through legacy software — that’s extremely slow. If AI can simply take whatever is given to the outsourced customer service company they already use, and do customer service using the apps they already use, then you can make tremendous headway in customer service, which is close to a trillion dollars all-in. And there’s no barriers to entry. You can just immediately say, ‘We’ll outsource it for a fraction of the cost.’”

Elonogy

17,084 просмотров • 18 дней назад

Jeff Bezos in 1999 on why "Internet Shminternet" doesn't matter: Jeff was being challenged on whether Amazon is still an internet company. They had 3,000 employees and over 4 million square feet of distribution centers. The interviewer pushes back: "You're not really a pure Internet company anymore either. You've got millions of square feet of real estate, growing inventory, thousands of employees." Jeff's response: "I'm very proud of that because with that distribution center space and half a dozen distribution centers around the country, it allows us to get product close to customers so we can ship it in a timely way which improves customer service levels. That's what we're about." The interviewer tries again: "But you're not a pure Internet play." Jeff fires back: "It doesn't matter to me whether we're a pure Internet play. What matters to me is we provide the best customer service. Internet Shminternet. That doesn't matter." On what investors should care about: "They should be investing in a company that obsesses over customer experience in the long term. There is never any misalignment between customer interests and shareholder interests." The interviewer accuses him of corporate arrogance: "Isn't it corporate arrogance to assume that you can come into these businesses which you have no experience in and virtually overnight become the best and the market leader?" Jeff's response: "When we first started selling books four years ago, everybody said 'you're just computer guys, you don't know anything about selling books.' And that was true. But we really cared about customers and now we know a lot about books. We hired the right people. We take the commitment to the customer very seriously." On the risk: "There's no guarantee that Amazon(.com) can be a successful company. What we're trying to do is very complicated. There's huge execution risk involved. We have a terribly complicated business. But this is the less risky of the two approaches because scale is important in this business." Customer obsession beats everything else.
6:35

Jeff Bezos in 1999 on why "Internet Shminternet" doesn't matter: Jeff was being challenged on whether Amazon is still an internet company. They had 3,000 employees and over 4 million square feet of distribution centers. The interviewer pushes back: "You're not really a pure Internet company anymore either. You've got millions of square feet of real estate, growing inventory, thousands of employees." Jeff's response: "I'm very proud of that because with that distribution center space and half a dozen distribution centers around the country, it allows us to get product close to customers so we can ship it in a timely way which improves customer service levels. That's what we're about." The interviewer tries again: "But you're not a pure Internet play." Jeff fires back: "It doesn't matter to me whether we're a pure Internet play. What matters to me is we provide the best customer service. Internet Shminternet. That doesn't matter." On what investors should care about: "They should be investing in a company that obsesses over customer experience in the long term. There is never any misalignment between customer interests and shareholder interests." The interviewer accuses him of corporate arrogance: "Isn't it corporate arrogance to assume that you can come into these businesses which you have no experience in and virtually overnight become the best and the market leader?" Jeff's response: "When we first started selling books four years ago, everybody said 'you're just computer guys, you don't know anything about selling books.' And that was true. But we really cared about customers and now we know a lot about books. We hired the right people. We take the commitment to the customer very seriously." On the risk: "There's no guarantee that Amazon(.com) can be a successful company. What we're trying to do is very complicated. There's huge execution risk involved. We have a terribly complicated business. But this is the less risky of the two approaches because scale is important in this business." Customer obsession beats everything else.

Jaynit

28,602 просмотров • 7 месяцев назад

Do you ever get angry when you have to call in somewhere where it's automated and you end up yelling at the phone "CUSTOMER SERVICE!"? And the automated service is always like, I'm sorry I didn't understand and you have to start all over, yelling again. No, just me? 😂
3:13

Do you ever get angry when you have to call in somewhere where it's automated and you end up yelling at the phone "CUSTOMER SERVICE!"? And the automated service is always like, I'm sorry I didn't understand and you have to start all over, yelling again. No, just me? 😂

꧁Bobbi꧂

120,822 просмотров • 5 месяцев назад

This customer service rep at a car dealership showed exactly how to handle a difficult “Karen” call — and it’s so satisfying to watch. A woman calls in furious because she missed her appointment the day before and now demands to be squeezed in TODAY. The rep calmly explains they sent reminder texts and emails, reminds her they already spoke a few days ago, and offers the next available slot in two weeks. The customer keeps interrupting, getting rude, and insisting they “make space” for her. The rep stays cool and professional the whole time, gently calls her out (“please don’t talk to us like that again”), and when the customer keeps pushing, the rep finally says she won’t be helping with the vehicle and tells her to leave. Have you ever been on either side of a customer service call like this?
1:42

This customer service rep at a car dealership showed exactly how to handle a difficult “Karen” call — and it’s so satisfying to watch. A woman calls in furious because she missed her appointment the day before and now demands to be squeezed in TODAY. The rep calmly explains they sent reminder texts and emails, reminds her they already spoke a few days ago, and offers the next available slot in two weeks. The customer keeps interrupting, getting rude, and insisting they “make space” for her. The rep stays cool and professional the whole time, gently calls her out (“please don’t talk to us like that again”), and when the customer keeps pushing, the rep finally says she won’t be helping with the vehicle and tells her to leave. Have you ever been on either side of a customer service call like this?

End3of6Days9 (Helen) 🇺🇸

357,362 просмотров • 3 месяцев назад

A customer at Lowe’s was arguing with an employee about a product return. The situation kept escalating, and the store manager eventually stepped in. After several attempts to calm things down, the manager became visibly annoyed and told the customer that if they didn’t leave the store immediately, she would call the police. Customer service jobs can be challenging, especially when situations become heated. While businesses want to help customers, there are moments when maintaining safety and order in the store has to come first. At what point is it reasonable for a manager to ask a customer to leave a store?
0:57

A customer at Lowe’s was arguing with an employee about a product return. The situation kept escalating, and the store manager eventually stepped in. After several attempts to calm things down, the manager became visibly annoyed and told the customer that if they didn’t leave the store immediately, she would call the police. Customer service jobs can be challenging, especially when situations become heated. While businesses want to help customers, there are moments when maintaining safety and order in the store has to come first. At what point is it reasonable for a manager to ask a customer to leave a store?

Dr.L

231,997 просмотров • 5 месяцев назад

Jeff Bezos on how to build a business strategy “I very frequently get the question: ‘What’s going to change in the next 10 years?” And that is an interesting question… But I almost never get the question: ‘What’s not going to change in the next 10 years?’ And I submit to you that that second question is actually the more important of the two.” Jeff argues: “You can build a business strategy around the things that are stable in time. In our retail business, we know that customers want low prices, and I know that’s going to be true 10 years from now. They want fast delivery. They want vast selection. It’s impossible to imagine a future 10 years from now where a customer comes up and says, ‘Jeff I love Amazon, I just wish the prices were a little higher.’ Or, ‘I love Amazon, I just wish you’d deliver a little slower.’ Impossible. And so we know the energy we put into these things today will still be paying dividends for our customers 10 years from now.” He gives AWS as another example. It’s impossible to imagine AWS customers asking for a less reliable or more expensive service. ”When you have something that you know is true, even over the long term, you can afford to put a lot of energy into it… The big ideas in business are often very obvious, but it’s very hard to maintain a firm grasp of the obvious at all times. But if you can do that and continue to spin up those flywheels and put energy into those things, over time, you build a better service for your customers on the things that genuinely matter to them.” Video source: Amazon Web Services (2012)
2:01

Jeff Bezos on how to build a business strategy “I very frequently get the question: ‘What’s going to change in the next 10 years?” And that is an interesting question… But I almost never get the question: ‘What’s not going to change in the next 10 years?’ And I submit to you that that second question is actually the more important of the two.” Jeff argues: “You can build a business strategy around the things that are stable in time. In our retail business, we know that customers want low prices, and I know that’s going to be true 10 years from now. They want fast delivery. They want vast selection. It’s impossible to imagine a future 10 years from now where a customer comes up and says, ‘Jeff I love Amazon, I just wish the prices were a little higher.’ Or, ‘I love Amazon, I just wish you’d deliver a little slower.’ Impossible. And so we know the energy we put into these things today will still be paying dividends for our customers 10 years from now.” He gives AWS as another example. It’s impossible to imagine AWS customers asking for a less reliable or more expensive service. ”When you have something that you know is true, even over the long term, you can afford to put a lot of energy into it… The big ideas in business are often very obvious, but it’s very hard to maintain a firm grasp of the obvious at all times. But if you can do that and continue to spin up those flywheels and put energy into those things, over time, you build a better service for your customers on the things that genuinely matter to them.” Video source: Amazon Web Services (2012)

Startup Archive

61,894 просмотров • 1 год назад

I just found a video from 17 years ago where Jeff Bezos explains the early successes and failures of Amazon- - The company began in his house - There was a glitch that allowed customers to order negative quantities of books (and get paid for it) But the company overcame it all due to Amazon's obsession with customer experience. Take 8 minutes to watch this today.
8:02

I just found a video from 17 years ago where Jeff Bezos explains the early successes and failures of Amazon- - The company began in his house - There was a glitch that allowed customers to order negative quantities of books (and get paid for it) But the company overcame it all due to Amazon's obsession with customer experience. Take 8 minutes to watch this today.

Dividendology

16,206 просмотров • 1 месяц назад

Elon Musk explains the trillion dollar opportunity in AI “As soon as you unlock digital human, you basically have access to trillions of dollars in revenue” “The most valuable companies currently by market cap, their output is digital. So if you have a human emulator you can basically create one of the most valuable companies in the world overnight” “Take something as simple as customer service. If you have to integrate with the APIs of existing corporations, many of which don’t even have an API, so you’ve got to make one, that’s extremely slow” “However if AI can simply take whatever is given to the outsourced customer service company that they already use, you can make tremendous headway in customer service, which I think is like 1% of the world’s economy and there’s no barriers to entry. You can just immediately say, we’ll outsource it for a fraction of the cost and there’s no integration needed”
1:35

Elon Musk explains the trillion dollar opportunity in AI “As soon as you unlock digital human, you basically have access to trillions of dollars in revenue” “The most valuable companies currently by market cap, their output is digital. So if you have a human emulator you can basically create one of the most valuable companies in the world overnight” “Take something as simple as customer service. If you have to integrate with the APIs of existing corporations, many of which don’t even have an API, so you’ve got to make one, that’s extremely slow” “However if AI can simply take whatever is given to the outsourced customer service company that they already use, you can make tremendous headway in customer service, which I think is like 1% of the world’s economy and there’s no barriers to entry. You can just immediately say, we’ll outsource it for a fraction of the cost and there’s no integration needed”

Jack

93,136 просмотров • 5 месяцев назад