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How to complain (and get results)

Thanks to the associate who sent the link this morning to the article in today’s Seattle Times, “Firing of an e-mail? Make sure of your aim,” which offers a look at how an email exchange that lacks clarity can raise someone’s ire. (This in response to my blog posting yesterday on emailing Steve Jobs.)


I have seen my share of letters and emails on various issues and problems (even some notes of appreciation), some that are forwarded to me by execs to be routed to the right people in the product groups. I thought about what goes into a good email or snail mail note.


So here are a few tips I thought of this morning while the kids were happily eating their breakfasts and watching mindless cartoons.


Title your email appropriately. If you’re sending an email, make the subject clear and easy to understand, something like “REQUEST: Problem with Contoso Application” or include important info like “Customer Support: Ref#123456” if you have an open service request. 


Keep it to one page, two at most (front and back). I recently received a letter which was five or six pages and it took a while to piece together what the person was asking for in their message. For email, you want the main issue and message in the first couple of paragraphs (We often say at the office that you need to make your message clear in the first “pane” of the mail window, getting the reader’s attention when they open the mail or see the preview.) If you do go longer than one page, use the back of the sheet as it’s easy to lose stapled or paperclipped pages.


Be clear on who you are, what the problem is, why you’re writing and what you want. One snail mail I forwarded on to one product team was a good example: the first paragraph briefly explained about the person writing the note, the second noted the problem, the third listed out the actions to date and the fourth and final paragraph clearly called out what the customer wanted us to do about it.


Include links or pointers to more information. So many people these days detail the issues they’ve run into and the hurdles they’ve run up against to get some help on their blogs and newsgroups, so take a moment and include an online reference. More and more companies these days have people who monitor the Web and popular newsgroups for feedback, often treating these as online, early warning systems. On MSDN and TechNet, the blogs and the feedback they generate are often good coalmine canaries.


Include the best ways for the company to contact you. If you send an email, many will assume that email is the best way. Be sure to include your email address in the body of your message, as it can sometimes be lost when notes are forwarded or printed. And include your address and phone number.


Sending it off: OK, you’ve written the message, now where do you send it? If you’re looking for help on one of Microsoft’s many products that you purchased for your PC, start your search on http://support.microsoft.com/, your first stop on getting the help you need with your Microsoft products. Microsoft provides two support requests submitted online (by email or IM chat) or by phone at no charge (see the support page for detail). See also a previous previous blog entry that includes several links to online assistance.


If that doesn’t work, look on MSDN and TechNet for people from the product teams and I’ve found that most if not all are very responsive and welcome feedback via their blogs and online forums. For instance, there’s the Product Solution Center on our Support Site and Office has the Office Discussion Group to “ask questions, share information, or exchange ideas with others, including experts from around the globe.” Xbox has the Xbox online support center and lists out their Top Troubleshooting Articles. I also like Blake’s “Ultimate List” of Microsoft Software and resources: we could certainly benefit by maintaining such a page.


If you feel like you’ve exhausted all avenues, escalate to your last contact’s manager or look for an appropriate contact via the Web: we list out information for our sales offices worldwide, our corporate headquarters and our executives.


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Gotta problem with your Mac? Email Steve Jobs

In his post this week “When bad customer service turns good,” Ted Lee highlights how when he sent his fairly new Macbook Pro in for service, techs promised it would be back by the end of this week. When that wasn’t happening due to a missing part, this intrepid blogger/customer took matters into his own hands…



“In a fit of desperation, I fired off an email to Apple’s executive team and detailed my problem. I was realistic in my requested, and only asked that they do something to get my laptop back to me by Friday Aug 4. By the close of Wednesday, I hadn’t heard anything and resigned myself to plan B. I was going to have to buy a Macbook to have something during the trip, and when I returned, I would unload it on eBay and take whatever hit in price that I needed to.


“Today I got a call from a man from Apple who identified himself as Steve Job’s personal assistant. Jobs had gotten my email and instructed his assistant to make the necessary calls to get my laptop fixed and returned back to me in time for WWDC. His assistant also mentioned that Steve found my line about “going to WWDC without a laptop is like going to war with a bannana” funny. Ha. I made Steve Jobs laugh today. How about that.”


What I particularly liked about this was that the writer noted that when you’re running into a wall on support, you can usually get the help and assistance you need when you keep a level head, hold back on being nasty to the person on the other end of the line, and make sure to escalate up the food chain when needed. You may not need to contact the chairman’s office in order to get the problem resolved, but it’s nice to know in some cases that the approach works. I know that I’ve had my share of emails and letters sent from execs who were contacted by customers frustrated by one thing or another.


We employ systems internally and through our partners to provide assistance with software bugs and problems with product functionality, feedback loops for collecting suggestions on product features, business issues and other things that come up from time to time. There’s also new systems employed by Windows Vista in the Windows Feedback Platform as an extension of Windows Error Reporting as found in Windows XP.


And yes, even feedback sent to the execs makes it in to these systems, so we can resolve the issue and (hopefully) learn from it.

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Friday link: Slate on the coolest coolers

A blast from the past (ok, July 4th), as the heat wave is keeping it hotter than ever in many cities across the States and Canada this week… the heat wave continues but I heard that it should start to cool down by Sunday in some parts.


So for a hot weekend, here is Tom Bartlett’s take on the best coolers to keep your stuff cold while you’re out. Tom is a writer for Slate and his personal blog is Minor Tweaks. Slate also offers a brief article today on how heat can kill you, for those who were wondering about the perils of heatstroke.



“So which cooler is the coolest? To find out, I performed three tests:



  • The Beer Test
  • The Ice Cream Experiment
  • The Beach Trial

“Along the way, I gained some general cooler wisdom, which I’ll share for your benefit. For starters, pack your cooler in layers: Toss in some ice, your soda, and then some more ice. Put soft food near the top (otherwise, that turkey sandwich will get crushed) or pack it in Tupperware. And, perhaps most important, fill your cooler entirely: Ice in a half-filled cooler melts much more quickly.”


If the link doesn’t work, here’s the URL: http://www.slate.com/id/2144849


Have a safe weekend.


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Managing podcasts: Marc Mercuri’s InfoCenter

Microsoft Watch has an article today on Marc Mercuri’s information-aggregator, Information Center, or InfoCenter.  As noted on Marc’s blog, if you haven’t heard of InfoCenter, then it’s worth checking out http://dotnetrocks.com/default.aspx?showID=189.


From Microsoft Watch:



“Carl Franklin, the CEO of Pwop Productions, who has had a chance to see the product, described InfoCenter as “an RSS aggregator/podcast-enclosure downloader on steroids.”

“Mercuri showed off a prototype of InfoCenter to a handful of individuals at Microsoft’s TechEd conference in June. In July, he unveiled InfoCenter to a broader group, via the “.Net Rocks” radio show. Mercuri is expecting to release for download the latest InfoCenter bits, complete with a newly redesigned interface, around August 9.”


Anything that makes it easier to track and manage podcasts is super, so August 9th can’t come soon enoug. As I was discussing with Richard Sprague yesterday, there’s just way too much to manage these days around mail, blogs, podcasts and websites.


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Link: Geoffrey Moore interview: innovation alone is not enough

Of interest: a new interview in Innovations magazine with Geoffrey Moore (author of Crossing the Chasm and his new book Dealing with Darwin) is available for download here. Moore’s new book takes a look at how innovation alone is not enough… “Innovation also requires an investment strategy that puts your resources where they count, and a people strategy that aligns those resources with the best skills of all your employees.”


An interesting viewpoint in the interview:



Q: How can companies reignite their growth engines?


Moore: “You have to self-fund. But where are you going to get the resources? My view is that you have to extract resources from context to repurpose for core.


“I’ll give you an example. Right now, Microsoft is getting beaten up. Everyone is saying Google is winning the IQ awards, and Microsoft is brain-dead. The reason why Microsoft is in such trouble is they have to put all their resources into their two franchises, Windows and Office. But
Darwin says no. You have to continue to meet the revenue commitments of those context franchises, but you have to do it with fewer resources, so that you can take some resources and spend them on core, on whatever type of innovation will work for you. This is how they did manufacturing at Cisco Systems. They centralized it, they standardized it, they modularized it, they optimized it, and then they outsourced it.”