bob213 wrote: Yes the installation sucks. But the fact that the CEO has stepped in, posted his email address for all of us with any problem, and the promise to correct this, says alot. Best thing now is to wait and see the resolution before we pass any more judgement. All the bad mouthing in the world is not going to fix the OP's problem. Let's hope for the best and see what happens.
Good luck and please keep us posted on the results.
I think that does say a lot, and quite frankly, most company CEOs would not do this.
Thing is with national chains they deal with so many customers, that there will always be a certain number dissatisfied. Having a CEO step in and personally take ownership of it, however, should say a lot to the customers who have frequented CW.
But, like with everything in life, there will always be some who are never happy with much of anything, and they will take one bad experience they hear on the net and consider that company to be dead to them. It's life.
Even with the retail side of CW i hear so many people slam them like they are the worst company in the world. I have bought quite a few things from CW with absolutely no issues. Sure, they are not the cheapest guy in town, but NO specialty stores typically are known for cheap pricing. Take the hobby industry for instance. Those that specialize are never the cheapest, but they usually have the obscure things you need, so people still shop there. Specialty stores cannot compete with the likes of walmart when it comes to prices. It's not the same kind of business model.
Does not surprise me with the Katy Camping World bunch. I purchased a Motorhome there, I ended up making most of the repairs myself that I needed done. And yes, the manager was going to make it all right then too! Good luck!
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I think it is quite unusual and commendable that Marcus Lemonis takes the time and interest in specific situations like this. I suspect he is trying to create a culture in Camping World about how these kinds of things should be handled. If his actions such as this become well known within the company it should offer a model to follow.
However, over time he has to build a management structure and corporate culture that doesn't require his personal involvement in every detail to make things work right. If by his setting an example, this gets accomplished throughout the organization, then he shouldn't need to be involved in every gory detail. In fact if he doesn't build the organization and culture to get him out of these details he will have failed in his primary role of being the corporate leader. And will not have an organization where responsibility to the customer is delegated to the lowest possible level.
I don't know where Marcus is in this training and delegation process but it is extremely refreshing to see top management take immediate interest in a single customer's issues and more importantly make things happen to resolve the issues immediately. I look forward to hearing how this all gets resolved.
Bottom line: I have gained a new respect for Marcus Lemonis and will support him in any way I can to help him build a customer centric Camping World.
* This post was
edited 02/28/12 09:17pm by LostinAZ *
I am hopeful that with the CEO involved, service manager and general manenger all envolved that they will make it right. I brought them a new traile with no problems and would like to leave with the same trailer with the same integrity. I'm stil waiting for information from the manufacturer as to what they think should be done. I will be calling the service manager and general manager in the morning to set up and appointment in the next couple of days for when I drop the trailer off to be "fixed". I thought about it and would like to have a meeting with them all and have them actually show me how they plan to fix this, who will be doing the work, what exactly they will be done, what materials will be used and what qualifications the tecks working on it have. If I'm forgetting anything, feel free to chime in. The CEO or Camping World has asked me to keep him informed of the progress and I will be sure to do that and you all as well. I have worked in customer service myself for 25 years now. I know that bad thing can happen from time to time. I also know that the "recovery" that is offered to the customer can make it or break it in the end. I'm hoping they bring it in this case. I really wish I never went there in the first place but lets see if they change my mind in the end....
LostinAZ wrote: I think it is quite unusual and commendable that Marcus Lemonis takes the time and interest in specific situations like this. I suspect he is trying to create a culture in Camping World about how these kinds of things should be handled. If his actions such as this become well known within the company it should offer a model to follow.
However, over time he has to build a management structure and corporate culture that doesn't require his personal involvement in every detail to make things work right. If by his setting an example, this gets accomplished throughout the organization, then he shouldn't need to be involved in every gory detail. In fact if he doesn't build the organization and culture to get him out of these details he will have failed in his primary role of being the corporate leader. And will not have an organization where responsibility to the customer is delegated to the lowest possible level.
I don't know where Marcus is in this training and delegation process but it is extremely refreshing to see top management take immediate interest in a single customer's issues and more importantly make things happen to resolve the issues immediately. I look forward to hearing how this all gets resolved.
Bottom line: I have gained a new respect for Marcus Lemonis and will support him in any way I can to help him build a customer centric Camping World.
It does take time to build a new company culture, and he seems on the right track. HOpefully in addition to his posts here, he is implementing nationwide training programs as well. I can only assume he is, since he is taking such an active role in providing great service.
Performance management is key; holding folks accountable. Techs need to be held accountable to service goals. If that doesn't happen, it will never change. Maybe at some point he will let the group know what kind of training and goal setting takes place with the service repair techs.
* This post was
edited 02/28/12 09:35pm by JayWalker2009 *
bob213 wrote: Yes the installation sucks. But the fact that the CEO has stepped in, posted his email address for all of us with any problem, and the promise to correct this, says alot. Best thing now is to wait and see the resolution before we pass any more judgement. All the bad mouthing in the world is not going to fix the OP's problem. Let's hope for the best and see what happens.
Good luck and please keep us posted on the results.
I agree that what we need to do is step back and wait for the current process to finish out and see what the end result is. In my experience in managing farly large corporations it has been proven over and over again that people perform the best when they are rewarded for doing things right. Therefore, I am totally against having floating inspectors or "Corporate shoppers" used to instill a fear in the organization that employees could get caught doing something wrong. That doesn't work. The theory that works is catching people doing things right. Human beings respond best to positive reinforcement. Not fear and punishment. Fear creates an environment of an "I'm not responsible" work force.
It is the same concept of trying to "Inspect Quality In" using inspectors to catch errors. It doesn't work. Quality is "built in", not inspected in. Training, enlightened management from the top down and the bottom up is required. And to get full employee participation the employees have to know that they can make a mistake w/o fear of loss of employment or they will shut down and do nothing and take no responsibility which is the worst possible situation. Obviously, if a given employee consistently makes errors, that needs to be resolved. But in many cases when an employee makes an error, the mistake may be often shared with fellow peers and supervision.
Who knows if the employee who cut the truss in the roof was or wasn't told to do that very thing by his supervisor. We don't know and therefore should hold judgement and leave that up to those intimately involved. Was the employee properly trained? Has he mislead his employer on his experience level? We don't know.
But what I see happening right now is Marcus focusing on a solution to the problem. Not running around trying to apply blame. First solve the problem, then find out how the problem occurred and correct it. We as outsiders sure should not be trying to apply blame. We don't have enough of the facts to do that and that should not be the focus right now.
However, if the Camping World organization does not learn from this experience and make the necessary corrections we consumers will unfortunately vote with our pocketbooks.
* This post was
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edited 02/28/12 10:19pm by LostinAZ *
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bob213 wrote: Yes the installation sucks. But the fact that the CEO has stepped in, posted his email address for all of us with any problem, and the promise to correct this, says alot. Best thing now is to wait and see the resolution before we pass any more judgement. All the bad mouthing in the world is not going to fix the OP's problem. Let's hope for the best and see what happens.
Good luck and please keep us posted on the results.
I agree that we need to do is step back and wait for the current process to finish out and see what the end result is. In my my experience in managing farly large corporations it has been proven over and over again that people perform the best when they are rewarded for doing things right. Therefore, I am totally against having flaoting inspectors or "Corporate shoppers" used to instill a fear in the organization that they could get caught doing something wrong. That doesn't work. The theory that works is catching people doing things right. Human beings respond best to positive reinforcement. Not fear and punishment. Fear creates an environment of an "I'm not reponsible" work force.
It is the same concept of trying to "Inspect Quality In" using inspectors to catch errors. It doesn't work. Quality is built in, not inspected in. Training, enlightened management from the top down and the bottom up is required. And to get full employee participation the employees have to know that they can make a mistake w/o fear of loss of employment or they will shut down and do nothing and take no responsibility which is the worst possible situation. Obviously if a given employee constently makes errors that needs to be resolved. But in many cases when an emplyee makes an error the mistake may be often shared with fellow peers and supervision.
Who knows if the employee who cut the truss in the roof was or wasn't told to do that very thing by his supervisor. We don't know and therefore should hold judgement and leave that up to those intimately involved. Was the employee properly trained? Has he mislead his employer on his experience level? We don't know.
But what I see happening right now is Marcus focusing on a solution to the problem. Not running around trying to apply blame. First solve the problem, then find out how the problem occurred and correct it. We as outsiders sure should not be trying to apply blame. We don't have enough of the facts to do that and should not be the focus right now.
However, if the Camping World organization does not learn from this experience and make the necessary corrections we consumers will unfortunately vote with our pocketbooks.
"quality shoppers","secret shoppers" whatever you want to call it is a mode of quality assurance. Any company worth its salt will instill some QA checking. This is not to instill fear, unless the company doing it isn't providing coachable opportunites and using it as a fear tactic. Most companies who do this, are NOT doing it to instill fear. They do it to find "coachable" opportunites and incorporate the appropriate additional training accordingly.
You must be thinking of times past when management was correlated to a verbal iron fist. Companies today who get it right do not do that. They use the info in their findings to create effective training plans.
Effective training is the key to becoming a world class organization. They can't provide training if they do not know where the developmental opportunites are.
In my experience, emails posted on forums by higher ups go to an assistant. Not saying it is for sure the case here, however I find it suspect that when you search his name on other sites the email is listed as private or not available.
And for the record, when I e-mailed him because of the issues with the generator, I did not receive a response at all.
I wish the OP the best in dealing with this, but I doubt it will be taken care of the way it should be.
At this juncture I do not see considerable value added by additional comments. Mr. Lemonis has indicated he will follow up on the work required to bring the installation up to professional standards.
I would appreciate the OP sending me a PM when the repairs are completed an I will reopen this thread for his comments.
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