Oh my goodness I feel so embarrassed that a grown man can capitalize on the elderly pump attendant’s “mistake” but hey! Petrol in YOUR BMW already!!!! 🙄🙄🙄🙄 Caltex Singapore
UPDATE: Caltex has made an official annoucement that they are looking into this incident. Whether the driver is innocent anot lets leave it for them to investigate and decide. Most importantly is they are certain that the uncle will not have to pay for the loss. Lets not share nor comment anymore, be it he is right or wrong, at the end of the day one has to answer to his/ her own conscience.
Just like some people condemned me for being a busybody complain queen sharing this post when it is not my business. You may feel my way of paying my social responsibility is against your personal morality, but at the end of the day it is whether i can answer to my own conscience.
(But hor, if i kena death threat, you all will protect me anot😂?)
{Dear Caltex,
I earlier witnessed an incident at Caltex Tampines Ave 8 @2pm on 14 April and it filled me with such indignation that it prompted me to write this to you, hoping that you could help alleviate the financial obligation of your employee and implement appropriate measures to handle the incident as follows.
While processing payment at the Cashier counter, the customer (picture uploaded herewith) and driver of BMW vehicle SLT6883G, claimed that your pump attendant had mistakenly refilled a full tank of petrol costing about $135 for his vehicle instead of the $10 petrol that he had instructed. He refused to pay the full amount and insisted to pay only $10 for the full tank.
The pump attendant probably in his early 60s, was subsequently summoned to the Cashier counter to verify. He explained that he had heard that it was a full tank refill but the customer immediately rebutted it. What happened next astonished me. Instead of creating a scene by engaging in an argument with the customer, the elderly pump attendant calmly informed the Cashier to let the customer pay $10 and he would personally absorb the rest of the cost. As a result, the customer walked away smugly paying a mere $10 payment for a full tank of petrol for his BMW Series 5 vehicle.
Whilst I was impressed with the collected composure and professional customer service that both your Cashier and pump attendant had displayed throughout the incident, I am deeply disturbed that the customer had capitalized on the opportunity to make the elderly pump attendant pay for the supposedly oversight. The customer could have responded gentlemanly and be gracious to forgive by paying for the petrol since his vehicle would need to consume it anyway. Alternatively, he could have paid for a partial amount instead of making the elderly pump attendant bear the full $125. Unfortunately, this was not so.
I have done some online research and noticed that the remuneration of a pump attendant averages about $1600/mth in Singapore. $125 means a significant 8% of his meagre salary. Would Caltex consider waiving this amount or allowing the pump attendant to pay at cost?
Also, assuming it was entirely the pump attendant’s oversight, under such circumstances, perhaps the Cashier could have proposed to the customer to pay for a partial amount instead of allowing the elderly pump attendant bear full monetary responsibility?
Alternatively, for proof of evidence, perhaps Caltex can install CCTVs equipped with audio recording of drivers’ instructions to the pump attendants at each pump? What are Caltex’s existing guidelines and policies to handle such situation? I am concerned that if no effective standard operating systems are defined, such practices of having pump attendants to bear the price discrepancies can lead to abuse. Imagine if one uses this approach on each petrol station in Singapore every few days, it is tantamount to one walking away striking lottery frequently and the accumulated value will be very substantial!}
*Original post by Ms Kelly Yeo.
I copied the context incase her post got taken down. Please hunt this fucker down!
同時也有1部Youtube影片,追蹤數超過38萬的網紅Steve's POV Steve's Point of View スティーブ的視点,也在其Youtube影片中提到,◆ENGLISH SUBTITLES ON ALL VIDEOS TURN ON "CC"◆ スティーブは初めてリバティーウォークの加藤社長に出会った時です!カリフォルニア州ロサンゼルス・パサディナのローズボールで開催されたカーショーにLB加藤社長が改造されたシャコタン&ワイドボディのムルシエラゴと...
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#caltex #slt6883g
SLT 6883 G
UPDATE: Caltex has made an official annoucement that they are looking into this incident. Whether the driver is innocent anot lets leave it for them to investigate and decide. Most importantly is they are certain that the uncle will not have to pay for the loss. Lets not share nor comment anymore, be it he is right or wrong, at the end of the day one has to answer to his/ her own conscience.
Just like some people condemned me for being a busybody complain queen sharing this post when it is not my business. You may feel my way of paying my social responsibility is against your personal morality, but at the end of the day it is whether i can answer to my own conscience.
(But hor, if i kena death threat, you all will protect me anot😂?)
{Dear Caltex,
I earlier witnessed an incident at Caltex Tampines Ave 8 @2pm on 14 April and it filled me with such indignation that it prompted me to write this to you, hoping that you could help alleviate the financial obligation of your employee and implement appropriate measures to handle the incident as follows.
While processing payment at the Cashier counter, the customer (picture uploaded herewith) and driver of BMW vehicle SLT6883G, claimed that your pump attendant had mistakenly refilled a full tank of petrol costing about $135 for his vehicle instead of the $10 petrol that he had instructed. He refused to pay the full amount and insisted to pay only $10 for the full tank.
The pump attendant probably in his early 60s, was subsequently summoned to the Cashier counter to verify. He explained that he had heard that it was a full tank refill but the customer immediately rebutted it. What happened next astonished me. Instead of creating a scene by engaging in an argument with the customer, the elderly pump attendant calmly informed the Cashier to let the customer pay $10 and he would personally absorb the rest of the cost. As a result, the customer walked away smugly paying a mere $10 payment for a full tank of petrol for his BMW Series 5 vehicle.
Whilst I was impressed with the collected composure and professional customer service that both your Cashier and pump attendant had displayed throughout the incident, I am deeply disturbed that the customer had capitalized on the opportunity to make the elderly pump attendant pay for the supposedly oversight. The customer could have responded gentlemanly and be gracious to forgive by paying for the petrol since his vehicle would need to consume it anyway. Alternatively, he could have paid for a partial amount instead of making the elderly pump attendant bear the full $125. Unfortunately, this was not so.
I have done some online research and noticed that the remuneration of a pump attendant averages about $1600/mth in Singapore. $125 means a significant 8% of his meagre salary. Would Caltex consider waiving this amount or allowing the pump attendant to pay at cost?
Also, assuming it was entirely the pump attendant’s oversight, under such circumstances, perhaps the Cashier could have proposed to the customer to pay for a partial amount instead of allowing the elderly pump attendant bear full monetary responsibility?
Alternatively, for proof of evidence, perhaps Caltex can install CCTVs equipped with audio recording of drivers’ instructions to the pump attendants at each pump? What are Caltex’s existing guidelines and policies to handle such situation? I am concerned that if no effective standard operating systems are defined, such practices of having pump attendants to bear the price discrepancies can lead to abuse. Imagine if one uses this approach on each petrol station in Singapore every few days, it is tantamount to one walking away striking lottery frequently and the accumulated value will be very substantial!}
*Original post by Ms Kelly Yeo.
I copied the context incase her post got taken down. Please hunt this fucker down!
bmw customer service 在 台灣物聯網實驗室 IOT Labs Facebook 的最讚貼文
電子商務的策略終局
湯明哲教授解讀〈數位轉型,今天就要開始布局〉
湯明哲 Ming-Je Tang
2017年5月號(最佳執行長哪裡不一樣) | 2017/4/28
面對破壞性創新,實體起家的傳統企業通常只能提出防衛型創新設法對抗,但只有守勢的策略有明顯弱點,難以創造未來。
當企業面對重大變革,領導人眼中的「策略終局」將會影響企業面對未來的所有關鍵決策,並決定轉型最終成敗。而聯強國際集團總裁暨執行長杜書伍眼中的電子商務策略終局,與網路巨擘亞馬遜(Amazon)創辦人貝佐斯(Jeff Bezos)的策略終局顯然並不相同。
杜總裁認為,儘管電子商務發展尚未塵埃落定,但是隨著網際網路更為成熟,許多品牌與製造商最終會經營自己的網站,它們會跳過像是亞馬遜這類的大型線上平台市集,直接與消費者交易,而零售產業價值鏈會成為B2C,也就是製造/品牌商(Business)與終端客戶或消費者(Consumer)直接連結的型態。而由於國際運籌非常昂貴,這些製造商與品牌商不可能自建倉儲與物流系統,最終還是會需要像是聯強這樣的專業物流服務業者。
阿里巴巴創辦人馬雲也曾提出「新零售」這個概念。他認為,從消費體驗的角度來看,不管是純實體業者或是只有虛擬通路的電商,目前給客戶的消費經驗都不夠好,未來會逐漸失去吸引力。而能活下來的廠商,將擁有自身獨特線上線下通路結合模式,不一定非入駐阿里巴巴或是亞馬遜這類大型電商平台不可。
但是在貝佐斯的眼中,亞馬遜不僅不會解體,反而作為「市集」(marketplace)的功能將更為重要,因此他同時在線上線下資訊流、物流與金流建設進行全面基礎布局。如同《經濟學人》在〈亞馬遜帝國〉(Amazon's Empire)一文是這麼說的:亞馬遜以非比尋常的長期觀點,投入資源在電子商務和亞馬遜服務網絡(Amazon Web Service)兩大領域進行水平擴張,並大膽實驗將金流、物流與資訊流三者結合,一旦它成功,從運籌、到社會網絡、到搜尋引擎,再到零售業,各行各業都將為其穿透。
如果貝佐斯的想法成真,未來的零售價值鏈的結構將是「製造商(Business)連結亞馬遜這個大平台企業(Business),再將商品賣給消費者(Consumer)」,呈現B2B2C的結構。
誰的策略終局將成真?
誰的策略終局會成為未來市場主流?我傾向認為,亞馬遜創辦人貝佐斯的策略終局將會成真。的確,目前消費者在線上購物,除了大平台,還可以透過Google 去逐一搜尋比價,或是透過垂直比價平台找商品,也有些商品會在小型專業電商平台聚集,但是這些小業者很難對大型平台造成威脅。
理由有兩點:第一,消費者購物時需要包括商品訊息、品項選擇等比較空間,商品匯集對消費者有吸引力。另外,由於商品選擇很多,電商也有能力去做「搭配銷售」,也就是以「賣A商品,但是補貼B商品」,來吸引消費者,例如,亞馬遜對於繳交年費的忠誠客戶(prime customer)提供限時送貨、贈送免費電影或音樂、提供運費與支付手續費優惠等等。因而,大平台所形成的市集,有小電商網站難以競爭的優點。
第二,大型電商平台擁有與終端市場連結的大數據,以及結合人工智慧的預測能力,可以穿透整個價值鏈管理。舉例來說,阿里巴巴在2013年轉投資成立「菜島網絡」物流平台,計畫在五到八年內建立一個能夠支持日營業額超過人民幣300億元的智慧物流網絡。而阿里巴巴在初期,除了整合外部的運輸物流業者,還以旗下天貓的大數據進行預測分析,在消費者還沒有下訂單之前,就可以知道消費者會何時何地下單,預先將貨放進倉庫。等到顧客一下單,隨時可以啟動撿貨、包裝、出貨,貨物在倉儲停留時間可以縮短到24小時之內。這種以數據管理預測未來需求的物流管理方法,相較於傳統運籌業者,是在客服中心接到客戶訂單再快速補貨,顯然更有效率。而數據能力正是傳統業者難以跨越的競爭門檻。
亞馬遜市值突破歷史紀錄,並不全是金錢遊戲
近年,網路平台的股價屢創新高,像是亞馬遜的市值突破了四千億美元,幾近零售龍頭沃爾瑪兩倍;優步(Uber)市值超過BMW、特斯拉(Tesla)的市值勝過美國通用汽車(GM);而許多實體起家的台灣企業主,看到這許多平台業者在沒有明顯獲利模式情況下,往往覺得這是華爾街的金錢遊戲,並沒有基本面的支撐。
但在我看來,亞馬遜的股價並不全然是金錢遊戲。投資人是相信亞馬遜能夠實現它所描述的未來願景,而以年均營收成長率20%來推估它的未來價值,從這個角度來看,市值並未高估。
現在許多實體起家的企業主並不真正理解,下一波新科技推動的數位轉型,以及平台電商所帶來的競爭威脅,是怎麼一回事。面對市場變化,往往提出的轉型策略還是防衛性創新(Defensive Innovation),往往試圖在現有的商業模式上,再強化經營效率,再減下5%、10%的成本,認為足以應戰。但其實,由亞馬遜、Google、阿里巴巴、騰訊等大型電商平台所掀起的數位商務革命,現在不僅方興未艾,更將以破壞性創新吞食傳統企業,例如,美國和中國零售業倒閉潮正在發生中。希望企業主能意識到,防衛性創新頂多只能延續企業生命多活幾年,不足以因應商業典範移轉,帶領企業走向未來。(採訪整理:李郁怡)
資料來源:https://www.hbrtaiwan.com/article_content_AR0007022.html
bmw customer service 在 Steve's POV Steve's Point of View スティーブ的視点 Youtube 的最佳貼文
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