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If Only Your Customers Were As Sweet As Candy

, , , , , | Right | CREDIT: Hikariyang | January 5, 2022

I am working at my local grocery store in a lower-income part of town. Our store is having a bit of a promotion; every time someone buys something, a $5-off coupon prints out with the receipt. It is one coupon per customer, per order, and they have to spend at least $5 before the coupon will even go through.

One day, this older gentleman walks up to the cash register with his little handful of items. It all rings up to about $4.35. He then hands me the $5-off coupon.

Me: “Oh, sorry, I can’t use that right now. You need to have at least $5 worth of stuff before that can go through. Is there anything else you want?”

Customer: “No, this is it. I don’t want anything else. Just use the coupon.”

Me: “I can’t use it until you reach $5. We sell bags for $0.11 if you want some of those?”

Customer: “No, I don’t want any bags! I just want what I have and for you to use the coupon!”

I know I could probably just charge him for the bags so the coupon will go through, but I hate charging people for things that they don’t end up taking with them — it slightly feels like stealing — so I decide to try some other things.

Me: “How about one of the candy bars? It’ll be enough to push you over $5.”

The man huffs, grabs the closest candy bar, and hands it to me. I scan the candy and coupon. He ends up being $0.23 over. The transaction proceeds as normal, minus the grumpy attitude of the dude. After receiving his change, he proceeds to chuck it into the back of the room.

Customer: “I don’t like chocolate bars!”

The guy ranted about it to himself for a minute before my supervisor came over to ask what was wrong. He told her that I wouldn’t use his coupon and that I forced him to buy candy and he doesn’t even like it. She then turned to me and told me that I should have just charged him for bags.

We’re Ready To Throw A Fit On Your Behalf!

, , , , , | Working | January 4, 2022

I worked for a family-owned company for about nine years. I worked the warehouse, managed the showroom, and eventually managed the warehouse before I moved on. I thought the work was easy but required effort. Summer days it was hot in the warehouse, so you’d sweat. It was a warehouse job.

We, the warehouse guys, had gone a couple of years without any kind of raise and word got back to the owner that some of us were a bit irritated. He opted to do a little something for us, but it would be based on performance; the better we did, the more we’d see in return.

Not counting the warehouse manager, there were five warehouse employees. Every warehouse employee had four stores that we were in charge of pulling, packing, and shipping orders for each week. The owner said that for each order we pulled without having any mistakes on it, he would pay us an extra $10 per order. So, every week, every warehouse employee had the opportunity to earn an extra $40. In the end, if you pulled four perfect store orders every week for a full year, you could earn an extra $2,080; that comes out to a dollar raise.

The idea was great. The other guys and I were excited. Do your work, make a few extra bucks. What could go wrong?

Most store orders took around three or four hours of your day to pull, palletize, and make ready to ship. I could tear through these store lists and get my store pulled usually an hour or more before the others guys finished. I’d move on to other tasks — receiving, shipping parcels, and so on. The other guys started going slower and slower with their lists to make sure they were doing it 100% correctly to earn that extra $10. Going slower meant they weren’t helping out with other aspects of the job, such as cleaning, receiving, and helping with customers. Then, it would come down to the other warehouse guys trying to all help each other pull all the orders — some attempt to work together.

After a store order was pulled, staged, and shipped, when one of the satellite branches received the order, they would send us a mistake sheet of any inventory shipped incorrectly or missed. Any mistake on that sheet we’d double-check against our inventory to make sure the mistake was legit.

This whole extra-$10-deal lasted just shy of forty-four weeks. I kept all the correctly shipped store orders I had done. Each one was put in my desk drawer. Up until the day this all ended, I had 168 perfect pulled orders out of 175 that I did. That was an extra $1,680 I had earned that year.

The next closest warehouse guy to me had about 30 correctly pulled orders out of 175. This wasn’t really the problem, though. The problem was that these guys, since they helped each other pull each other’s orders, would spend hours a day arguing that someone else screwed up the order and it wasn’t their fault and they should still be given $10. This was a constant issue for months, along with them not helping with other aspects of the job, which means I was doing a lot of extra work without help. I went to the warehouse manager multiple times about how it was becoming irritating that I was not getting help with other tasks and the other guys were constantly fighting amongst themselves about why they should be paid an extra $10.

After nothing was done from my complaints, I walked into the warehouse manager’s supervisor’s office. I shut his door and explained the situation over the past few months. I told him I was done with the crying and lack of help and I wanted the $10 bonus canceled even though I was the one to lose out the most.

The supervisor agreed with me. We walked out to the warehouse, and he gathered everyone and told us all that the extra $10 bonus was done. The other warehouse guys were pissed. They started yelling at me and I just snapped right back that I was one that lost out the most in this situation because they couldn’t get their crap together and do their jobs correctly. I took my stack of 168 sheets I had from my perfectly pulled orders and threw them at the guys.

Me: “I had 168 perfectly pulled orders — that’s $1,680 — and here you guys are crying over the handful of perfect orders you managed to do. I’m pissed at you for screwing up something good because you can’t stop fighting with each other and can’t do your jobs correctly like you’re supposed to.”

Not one of the other warehouse guys said anything else after that. They knew I was pissed. I gave up something good, the bonus money, just so I could get more help from them as they always should have been doing.

You Should See What He’ll Go Through For A Dollar

, , , | Right | January 3, 2022

When I was sixteen, I worked at a family-owned Italian restaurant as a waitress.

Customer: “I want extra dressing for my salad, but I don’t want to pay for extra.”

Me: “Sir, it’s only 35¢.”

He thought that flirting with me would change his mind. After I denied him a few times, he complained and threatened me, so I placed him in the hands of my manager. After ten minutes of back-and-forth with my manager:

Customer: “I’m not going to pay the bill!”

Manager: “You can either pay the bill and leave or the cops will be called because you’re causing a disturbance.”

He left the table to go to the bathroom and ended up calling the cops. He made up a whole story about how we were threatening him and followed him to the bathroom. I had to give a statement. He wasn’t arrested but he was banned. All over 35¢.

He’s Got You Stuck Between Lumber And A Hard Place

, , , , | Right | January 3, 2022

I work as a builders’ merchant and we know most of the customers very well as they are regulars. There is this one guy who regularly comes in who always claims that he has bought something before at a cheaper price. Our company policy is that we match previous prices for account customers, so if they really have had the item before at that price, we have to honour that price.

The thing is, though, this guy will argue until he’s blue in the face that he had that item at that specific price. He will even ask other coworkers to back him up when he says he has had that item at that price before. We always go into the system and the prices are never on there because he has never had it at that price. We sometimes argue with him and basically tell him to get lost, but most of the time, we just let him have it — unless we would make a huge loss on it.

I actually really enjoy my job. This is one customer out of hundreds. Everyone has a good laugh and everyone enjoys their job where I work, so don’t slate my employer for trying to make things less difficult.

“Good Client”. Sure.

, , , , | Right | January 2, 2022

I work in customer service in a call center for three well-known car brands.

Customer: “My engine broke and has to be replaced. I want you to pay for the repair. This is clearly a manufacturing defect, and I’m a good client!”

Normally, we help loyal/good clients who have done their car’s maintenance on the brand. Often, we do not even care that it has been on the brand, simply that the procedures indicated by the brand have been done. So, we opened the process and contacted the repairman so that he could send us the maintenance invoices and the repair invoice so that we could analyze how much to contribute.

The car was twelve years old, had around 500,000 km (over 300,000 miles) on it, and had had six maintenances done; it should have had twelve. The customer had chosen the most expensive engine possible, and the repair cost more than €10,000.

We had that process open for two weeks because the client kept calling demanding that we pay him 100% of the repair. Obviously, we did not pay him anything. He ended up threatening to take us to court. We told him that a better option was to buy a new car with the money he would spend on lawyers to win that case. We haven’t heard from him again… for now, at least.