Chris Collins visits a Chrysler store where sales advisors call customers "crazy." He argues that dismissing difficult customers as the problem is a choice: you can either reject that framing or accept that serving them well is the job. Contempt for customers pushes a business to act against their interests, which is how you get a Bud Light situation.
But I'm in this Chrysler store, and I'm just watching a couple of the advisors, and.
They had this thing where every time the customer walked away from the desk, they're like, man, that customer was crazy. And then the other advisor's like, they sure were. And then another customer would come in and they'd write them up and they'd be like, man, that customer was crazy. And they just keep complaining and complaining and complaining. And I said, well, we've got one of two things we could do here. I'm like, we could either say they're not all crazy and go that way, or we could say we're in the business of helping crazy people and get really good at it. But just complaining about customers being crazy, no benefit to it, right? Like, if you have that disdain for your customer, then you're gonna end up in the Bud Light scenario where you're not gonna act in their best interest, you're gonna act in your own, and they're going to cancel you.
