Early in my career I helped manage part of the main selling floor at Bloomingdale’s Manhattan flagship department store. One day a shopper ripped the sleeve of her leather jacket on the loose edge of a display fixture. She came to me for redress.
I happily made the case for replacing the jacket with my boss, arguing that it was our job to keep our fixtures repaired. I added that she’d very likely relay the experience — good or bad — to her friends and because we stocked the same jacket, we could replace it at wholesale cost. I saw taking care of this shopper as both the right and the smart thing to do. My boss backed me, confirming my instincts that the store viewed individual customer relationships as long-term investments.
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