What keeps those customers from serting up a new plan with Sprint by 
walking into a Radio Shack, etc.  mind you, it would be hard to go back to 
a company that treats you poorly.

Roger
---
Roger Prokic
Baltimore, Maryland USA

-=[ This email was sent from a Palm Treo 680 palm computer using 
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...... Original Message .......
On Fri, 06 Jul 2007 11:17:55 -0400 Craig Froehle <[EMAIL PROTECTED]> 
wrote:
>What I'm about to say here will probably be met with indignant gasps and
>muttered profanities, but what Sprint's doing is *exactly* what I teach my
>students they should consider doing.
>
>As a business school professor, one of the courses I teach is Service
>Operations Management. In that course, I show a graph that looks like a J
>that has been rotated 200 degrees clockwise. The x-axis is "customer
>retention rate" and the y-axis is profits. As you start retaining more and
>more of your customers, your profitability increases...to a point. At some
>point, you're retaining customers you really shouldn't, as they cost you
>more to service them than they generate in revenue for you.
>
>Say you ran a restaurant. Would you be happy to serve a customer who comes
>in and takes up a booth for hours, uses napkins and silverware, sugar, milk,
>stirrers, uses up your wait staff's time, but only orders a 29-cent cup of
>coffee? No...you can't run a business with customers like that.
>
>I fully understand that Sprint is partly to blame -- Sprint's customer
>service is lousy, which may be causing some of the repeat calling. But,
>there are always going to be customers who simply cannot be satisfied and
>will continue to leech away your resources unless they are cut free. If
>Sprint is finally doing that, more power to them. I just hope they do what
>I teach my students, which is to be really smart in selecting which
>customers get pared.
>
>[Non-text portions of this message have been removed]
>
>
>
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