As to my background and credentials as editor of this publication: I began my career as a sports journalist, where I worked closely with Sports Illustrated, and later as a reporter at the Cincinnati Enquirer and as Weekend Night Sports Editor for the Cincinnati Post. I moved on to work as a copywriter in the marketing department at Union Central Life, then one of the top 50 insurance companies in the US. My next stint was as a Marketing Manager for KDI Corporation, a high-tech A&D conglomerate. From there I served for a couple of years as a writer and account executive at a promotion agency, working for Champion Spark Plugs, Owens-Corning and Jeep. I did a stint as editor of an international trade magazine and then made the jump to marketing management at a chemical company, and later at NuTone, a manufacturer of home building products. That’s when I made the big jump, opening a sales promotion agency with partners Richard Blumberg and Barron Krody. Over the next two decades we built the agency up to one of the 50 largest in the US, serving Procter & Gamble, Toshiba, Florida Power & Light, 3M, Imation, Quaker State, Pillsbury, St. Paul Insurance, among others. I sold the agency to join Cincom Systems — the oldest software company still in existence — where I worked with a phenomenal group of marketers as Marketing Director for Manufacturing Customer Strategies and to manage marketing programs with Microsoft Dynamics, our primary business partner . I retired from Cincom at the end of 2015 to put renewed focus on this online magazine.

Sprint Nextel Misses the Customer Experience, Again

AP reported that Sprint Nextel has cancelled service for customers it determined were calling customer service too often.

That is an interesting spin on the customer experience. We all know it is bad business to retain unprofitable customers, but typically one company’s unprofitable customers are another company’s best customers. A lot of the difference is in each firm’s business strategy and ability to deliver operational excellence.

It is also interesting to ponder if Sprint’s banished customers were penalized for trying to get what they paid for. Frequent calls to customer service can mean the company itself was and still is delivering poor customer service. And, as I’ve written here before, anyone who can figure out how their wireless phone provider is biling them should be elected president of the US. If I really wanted to know what I was paying for, I would have to make a bunch of calls to customer service, too. And, I’d be willing to bet that the call center agents would not be able to explain the bill either.

One way to get out of a bad customer experience with a wireless phone provider is to call frequently to the contact center. If you drive them crazy, they will release you from billing penalties just to get rid of you. Note that Srint did just that when they axed these complainers: "The customers were told their service agreements were being terminated, they wouldn’t owe anything on their final bill, and the company would waive early termination fees. They also were told to switch to another wireless provider by July 30 if they want to keep their phone number."