Recently a friend of mine bought me some undergarments which were a size smaller than my ever-growing waistline. After obtaining the bill from my friend I went back to the store with the unopened products to exchange them.
I walked toward an authoritative-looking lady standing by the cash counter and told her my tale. The store manager looked at the bill, inspected the sealed packaging and nonchalantly said: "I'm sorry, Ma'am, but we cannot accept returned underwear."
I countered: "But it hasn't been opened! The bill is dated yesterday!"
She riposted: "It's our policy. We don't accept returned underwear."
To which I replied: "But you're a lingerie store! And the box is sealed! The round clear sticker-seal is still intact!"
But she had the final word: "Ma'am, I just work here. I don't make the rules."
Needless to say, I am still stuck with the merchandise. The phrase "policy jargon" has a negative connotation primarily due to the reaction that it evokes: pure bewilderment and undiluted dissatisfaction. Shopping is meant to be fun. It's a double-whammy to anticipate excitement but get aggravation instead.
Let's discuss the myriad things that went wrong in the above situation.
I was most amused by the sales associate's behaviour. Her monotone intonation, nasal twang, casual body language and most of all the thundering statement about not making the rules.
In my view, such a point of view is synonymous with a bad attitude and generally equated with complacency and lack of gumption, to say the least.
Having said that, it is interesting to note that some sales people depending on their demographic are inclined to pride the ‘self' rather than the ‘tribe.'
When retailers hire such associates, it is only palpable that their staff tends to view themselves as separate entities from the organisation. Staff with such an outlook can put a brand on icy ground when the shop floor hosts multiple nationalities.
Although such conduct may be normal to some cultures, it can be incorrectly labelled callous by ethnicities with a strong sense of tribal consciousness.
The ‘I' versus ‘us' conundrum can also impact the staff's ability to progress within an organisation, especially given that it assumes management not only understands but also corroborates such a belief system.
Absence of caveats
Going back to our original scenario, it is obvious that the store's policy ‘not to accept returned underwear' existed for hygienic purposes. That being said, it was surprising that special caveats to allow for legitimate exchanges (where the products are still in salable condition) were not in place.
A possible response to the above situation would have been if; first, the associate took the painstaking liberty to call the head office to authorise an exchange. Second, the staff member brought to the management's attention, the existence of such circumstances. Third, the senior executives began a dialogue with their sales staff with the intention to revise future policies.
Protocols, procedures, compliance, guidelines, policies, etc. These exist in order to provide a framework that facilitates a fair exchange between a buyer and seller.
They are the cornerstones of good retailing. Suffice it to say a silly policy will make a brand look silly. Even when following the letter of the law, one must endeavour to remember the spirit of the law.
The writer is a Dubai-based entrepreneur.
