Sony Electronics Inc Complaint - Shame on you, Sony! - VAIO
We have had a good experience with Sony products in the past. For some reason my husband took the leap between excellence in televisions, and other electronic devices, to excellence in ALL things electronic/Sony.
(Insert your favorite string of curse words here - while I do the same.)
Sony, stand behind your products. When the quality is poor, admit it and fix the problem.
Jossey-Bass referred to the book "In The Nordstrom Way", where "the authors isolate practical lessons that teach how to better respond to customers' needs so they'll keep coming back to you, including:
* Valuing the nobility of good service
* Finding and bonding with customers
* Serving and keeping those customers
* Giving frontline people the freedom to make decisions
Packed with examples of excellent customer service, The Nordstrom Way offers a fresh behind-the-scenes look that provides lessons on how to find and focus on customer needs, follow-up, and customer satisfaction."
Sony, honor your customer service responsibilities. Tell your people to stop transferring the customers around - when it is their department that is responsible for handling that specific problem. Educate your customer service people.
Admit when your people make an error and fix their mistake(s). When a customer places an order for a specific item - and receives the next lower-priced item instead - allow them to pay the difference and upgrade them to the originally requested item.
Hire technical support people at the initial support level - at all levels for that matter - who know your products and know what they are talking about.
Your poor configuration of the memory, between the two hard-drives on our computer, caused untold hours of conversations with your customer support people - in an attempt to move the partition between the two hard-drives. I finally found your ONE shining example of what a real customer support person should be - and made him walk me through it. There was no way that I was going to take one step without your people advising me. As it was, they had just as hard of a time understanding and resolving the problems as a layperson would have.
My monitor died after 12 months. Pixels appear to be the problem. How can you make a television that works exceptionally well for 7 years - even making my husband's beloved RAMS look good - and be unable to manufacture a monitor that lasts beyond 12 months? Fortunately, the monitor is still under warranty.
I doubt that Sony's Founder, Akio Morita, would have been proud of his company's current attitude toward its products - as shamefully demonstrated to me over the past 14 months.
I will never again purchase another Sony product.
I will never again recommend another Sony product.
According to the news reports, "Electronics make up 70 percent of Sony's income."
I know that Sony saves a great deal of money in customer support salaries, by hiring less skilled workers. I seem to have talked to every one of them over the past four months.
Sony, where do you spend your money; in providing golden parachutes for your outgoing corporate officers? I suggest that you rethink that strategy.
Sony recently had a changing of the guards and Nobuyuki Idei stepped down from his position as Chairman. The new Chairman, Sir Howard Stringer, 63, is a Welsh-born US citizen.
Sir Howard, your people are "welshing" on their promises. Shake things up and make things right, please.
I spent 10 years working for Japanese companies; honor was highly valued.
One of the companies that I worked for was building a manufacturing plant, in Japan, and one of the local utility companies was not going to supply what was needed at the time that had initially been agreed upon.
Word quickly spread up the chain of command, because this delay was going to cost the company a considerable amount of money.
One of the top three men at my company flew to that city, the next morning, having ascertained that the head of the utility company would be in his office. (He did not make an advance appointment.)
Our person sat and shared a cup of tea, asked how the man's parents were doing, because he had worked with the father of the man sitting before him in the past, and just chatted about inconsequential things - like the weather. Then, after a 10-minute visit, he pleasantly wished the utility head a good day and left the office to fly back to Tokyo.
The head of the utility company called his people and asked what type of project the utility company and (my company) might be involved in. He asked what the status of the project was.
When he was told that they were not honoring their promised time commitment, he demanded that they immediately do so. Not because of any threat, either real or implied, but because it was the right thing to do.
The utility in question was up and operating on the originally promised day.
Sir Howard, I will fly over and have tea with your mother if it will encourage you to do the right thing.