Tuesday, May 27, 2014

I'm making changes to my blog.

Friday morning bowling report (on Tuesday morning). A few league members came up to me, and thanked me. "For what?" I asked. Their reply: "For being instrumental in getting oil back on the lanes." For four weeks previously, the lanes sucked because of a lack of oil. I spoke with the head mechanic (who is a friend) and asked him about lane machine problems. He mentioned that it was due to an internal problem with a part that transfers oil from the wicks to the brush. After the fourth week of shitty lane conditions, I really complained. I spoke with the HM, the ass't manager, desk person and anyone who would listen. The HM told me that, if the complaint came from anyone else, he would have ignored it; however, the complaint came from me, and he listened. I didn't scream, use foul language or be an asshole about the problem; I showed league recap sheets. Scores all over the house were extremely low; and not where they should have been. Even the low average bowlers were having problems. I mentioned that, if conditions didn't improve, the league was threatening to bowl somewhere else. This brings up the question where, if the company wants to make cut-backs in expenses, how much would it cost the company's bottom line? Losing a 22 team league in a 40 lane house would cost the company more than an oil cut-back savings. We were just one league that was threatening to quit the center; there were other leagues ready to walk too. This was in one house of 260 others in the chain. If the company lost two leagues in each house, the savings would have been shadowed by the loss in revenue. Not only would the loss be evident in bowling; but, it would be evident in the loss of revenue in the food and drink departments as well. I was thanked for seeing the "big picture." Now, you're wondering, how did I do? I shot a respectable 620, which is about my usual average. I have to repeat that I'm not a guru; I'm someone that understands the various business aspects. In my 73 years, I have seen businesses come and go. I understand how a business runs successfully and what makes them fail. If your customer service is top notch; but, your product sucks, it will take a little longer to lose the business. There has to be a balance. Top notch customer service coupled with an excellent product is a winner in every book. And that's today's lesson.

Wednesday, March 5, 2014

RadioShack Sucks

I thought that this was interesting, since I own two RadioShack Sucks domains. RadioShack is going to close 1100 stores, due to poor performance. Their Wall Street stock dropped, which makes for a gloomy outlook. They've a new CEO and a new merchandiser; but, the problem with RadioShack is that they have lost their core products. They don't sell radios, nor stereo stuff, nor home theater. What's left are cellphones. Well, in a way, cellphones are two-way radios. But, a cell phone can't hear shortwave radio stations, unless you buy and install a specialized app. I guess that I was right all along - RadioShack really sucks.