Tower Blog

A blog about smart POS software for independent small businesses.

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Stepping backwards


The Oasis strategy (which is what these 30 days of entries are about) is an approach to business which puts those you serve at the centre of everything you do. Your customers, your employees. They’re the ones who need to have an oasis experience if they are to continue doing business with you, working for you. So it is their needs and desires you have to serve.

So, start with your customers and step back, though each process and contact point, unscrambling things as you go so that you can objectively assess how you are doing.

We did this around three years ago and found that our customer service wasn’t up to scratch. People were waiting too long for support calls to be answered and the quality of the answers was less than ideal. Our own view of ourselves at the time was that we were in good shape. We compared ourselves to others and assessed we were better. Mum doesn’t care about the other kid though. (My mother used to say that when I told her about trouble I was in and I tried to use ‘the other kid’ to deflect attention.) Our self assessment was inadequate.

Our customers, when asked, told us we needed to improve. Sales weren’t affected but if we did not act they could be.

So we invested. Brought on more people to our help desk function, made support accessible through a variety of means, ramped up our user meeting process and became more open with our customers.

While we’re still on the journey it’s paying dividends. Our independent market research (conducted by AC Neilsen) has shown what our customers think about us. Sales show us as well. As does direct client feedback at user meetings and in face to face meetings. In fact, the commercial impact was such that the clear take away was do more of this and less marketing and you’ll grow even more. And that’s what we are doing.

In a help desk sense, given that this is where we have most day to day client contact, we focus on:

Access. We aim to answer calls when received or within 15 minutes.

Quality. We train our help desk team in a structured way and unstructured by having them work in our newsagency.

Follow-up. We try and get to 25% of our customer based every 8 weeks in an un-requested follow up call just to see how they’re doing.

Increased value. Through software updates we always look beyond the requested and try and deliver new tools to enhance their business and personal experience.

Comfort. We try and make each contact comfortable. We’ve brought in some foreign language experts to help in that area. We’ve added more people to the help desk than needed – so we can devote more time to calls.

All of this is well and good but it is not enough. To create the completely unexpected Oasis experience for our customers we need to reinvent the help desk. Here is some of what we are about to deliver: (I won’t detail everything because one should only give so many free kicks)

Structured time out. So that our team is not ground down in an 8 hour shift.

Better traffic management. Watching for businesses calling out of their usual habit – suggesting a more serious problem.

Further improving the room. Our call centre looks good already but we want it to be better.

Better phone system. Allowing better use of our interstate team.

Online training. Using Internet technologies – helping our customers learn more about our products and without cost.

Our goal is for the caller to, once they have hung up the phone, be thankful that they’re with our company. If we do the things listed above and the other things we’re thinking of we’ll continue to be a bright star in our marketplaces and that creates a win for us, a win for our team and a win for our customers.

In our business we know we’re only as good as the last call. Hence the need to focus on the help desk. It’s a key measurement point.

We process between 200 and 300 calls a day so the pressure is on.

This Oasis thing is serious for us. We’re in the hunt for an regular/consistent exceptional customer experience and to achieve that we have plenty of work to do. There, in that moment, everything is worth it.

Midnight at the oasis
Send your camel to bed
Got shadows paintin’ our faces
And traces of romance in our heads

You’ve got 12 seconds baby


YOU: Hello.

THEM: Just the paper mate.

YOU: That’s a dollar thanks. (PAUSE) Out of five? (PAUSE WHILE YOU MAKE CHANGE) Four is your change.

THEM: Thanks.

YOU: Hello.

Twelve seconds max is all you get in a newsagency. I’ll use a newsagency as an example because I know about about them, I work in one reasonably regularly and they are a channel where customer service is a goal many owners focus on.

I reckon that an employee/customer interaction lasts 12 seconds in most cases. Little time to provide the experience we’re talking about here. So what do you do?

Here are some simple rules to help:

Make sure your employees want to be there. If they don’t then help them find work elsewhere.
Respect employees and bring them into your confidence. If they sense a lack of respect you’ll see it in poor work and lower sales.
Offer employee training to build their skills. The more you put into them them more you will get back.
Build your counter for upsells. No point is trying to earn more from customers if you do not provide opportunities.
Rotate employees. People get tired. Build a roster which reflects that.
Consider half shifts. The full day shifts make for a poor performance second half of the day if you’re at the counter.
Talk to customers – YOU, the boss. Find out what they think. If they like something, do more of it. If they don’t, stop.
Train your employees on contact. By contact I mean genuine engagement with customers. Even in 12 seconds you have an opportunity to make someone’s day with a nice comment, a smile, extra service.
Offer extras. Have free offers and bonuses available and make sure employees know about them. Such offers should focus on your point of difference.
Create a customer newsletter. Be local and personal and find ways, briefly, to connect with customers.
Make the shop comfortable. Have some chairs for people who have to wait. Let people see your stock. Keep the shop cool in summer and warm in winter. May seem like commonsense – but you’d be surprised.
Engage with customers. Like a contest for the best smile, the happiest greeting.
Employee of the month. Let your customers decide. Ask them to vote.

You’ve got just a few seconds to make a difference with customers, so that your business is remembered. It’s tough but the rewards are business growth.

Take a shot and start with your sales counter. This is where the oasis t=strategy can come alive for any retail business.

It’s where independently owned small retailers can make the difference because we get it, we understand it, it touches every cell of our being. Whereas our corporate competitors do it by rote and this will, one day, collapse against our genuine exceptional service.

This type of service makes us memorable and that’s certainly something we want to be.

If you’re up for a challenge:

Get rid of your counter.
Replace retail employees with non retail employees.
Once a month have a customer serving.

CUSTOMER: Thanks mate.

YOU: (After leaping across the counter in a single bound and while embracing the customer and with a tear rolling down your cheek) No, thank you.



The Oasis strategy is all about providing shelter, comfort and magnetic memories of a service, a contact, a job, a phone call … any form of person to person contact.

If you achieve what I’s call Oasis status in the recipient’s mnind then I’d suggest you’re backing a winner. Repeat business. Recommendations. Good old WOMword of mouth.

I look at all employees in my businesses as transient. I hope it works out otherwise and that they stay for many years (because they want to). But one has to recognise that people are always on the look out for better opportunities (inside and outside work) and they eventually move on. This knowledge drives me to provide opportunities for their development and for their enjoyment at work.

So a practical way of pursuing Oasis like employment relationships comes from offering employees professional training. This week we have two of our team members commencing external courses which will make them more valuable to my company and more saleable to the next employer. More coming soon. And these courses aren’t cheap – $1,500 a pop. Gee a few years back we even provided singing lessons for some team members!

There was a time I’d just say no to such courses. However, once I saw the light and wanted to provide the best possible working situation/conditions the decisions became easy. This is why we sent our entire programming team to the U.S. last year and will do the same again this year. Professional development proves a commitment to within and this helps them team make judgements about how to best serve the company outside.

It’s a huge playground of swings and round-a-bouts and while I dislike that phrase (a client used it in the year I started the company promising if I did this he would do that – that never eventuated…my first lesson in business trust which I have had to un learn since)it works in this instance. I create an Oasis for my team and they are more likely to create an Oasis for customers.

Natural human behaviour I’d suggest.

If you’ve entered this blog on today’s entry you need to go back 5 days. It’s a series you see.

What we are creating is the most exceptional customer experience in a call centre, IT sales situation and in our retail business – a newsagency. And we’re doing this because it is right. We get more out of it than our customers.

I’d doing the blog out of discipline to push this “thing” deeper into myself because it’s not something to read about and do by rote. This, if you get it, exists in every cell of your being and your business.

And it all surfaced because of Maria Muldaur.

Send your camel to bed (pt 2)

Of course a boss or owner of a business cannot guide people to an Oasis in terms of their work place unless they have achieved this for themselves.

Too often owners are grumpy because of the pressures of ownership and because they take care of themselves less than their team. While some team members might disagree from their perspective, often the grumpiness is well founded if you factor in time, money and personal sacrifices in keeping a business moving forward on a day to day basis.

I know I’ve said it a few times in this meandering thing already, BUT, this is where it begins, this Oasis thing. It begins with you. Do whatever is necessary for you to enjoy what you do every day. If you achieve that then you’re more likely to be able to deliver an Oasis workplace – you know, a sanctuary, a shelter. And that’s what we all want really. Maslow was right and this need for a safe, comfortable and nourishing workplace is pretty basic. Without taking care of it you can become sick and this leads to sick, or bad, decisions.

If I really want the best possible customer experience, which is what the Oasis strategy is all about, I have to get right with the business myself first. Not out of selfishness. But out of common sense.

This is the first building block.

Send your camel to bed

Cactus is our friend


Here’s what it means for the employer / employee relationship, this Oasis thing. If you’re serious that it because this thing is not for the feint hearted. Oasis is not a business philosophy you can latch on to and spruik without living it. If you try that you’ll get sprung by the people who matter most, the people who will deliver oasis benefits for your – your employees.

So, I’ve created some ground rules, guidelines if you will, which I see as at the heart of this Oasis thing:

Wherever possible empower employees. Let them make decisions. Let them know that they have authority and are accountable.

Within the guidelines of their position of course.

Demonstrate trust and if you feel you cannot, provide training and counseling so that once day you can.

Let them, as much as possible and as much as practical, make decisions about their hours.

Let them create the work space most suited to their needs.

Let them personalise their work space.

When I say them I don’t mean it as if its us and them because that is NOT how I see it. I’m not a boss. Never have been. Don’t like the thought. Yes I want to work for myself. But I’m not separated from employees, not in a class way. So it’s not really us and them.

Provide good amenities. Good coffee and tea. Decent biscuits – the sort you’d have at home.

Throw lunch every month or so.

Celebrate birthdays.

Go out to dinner – on the company.

And let the team make suggestions as well – the more they are in control of the workplace and its comfort the more they will enjoy.

The office, shop or factory floor, has to be an oasis. And every work environment provides opportunities for doing this. For example, if you have people on the road, give them a good phone and a decent car so that they get some enjoyment from their work. Bragging rights are worth their eight in gold if you genuinely listen to their needs and provide what you’d want for yourself.

The more the team have control the more they will regulate each other and act as proprietors of their patch and this is where exceptional customer service begins.

So, the oasis philosophy begins at home and it’s between the employer and employee. If you get that right the rest is easy. Getting it right will take a while and you’ll only know if your employees let you know. They have to judge whether you’re got it right or not.

I appreciate it might seem a difficult notion for some to embrace – this employee power thing. Try it. They’ll show you the way.

Come on, Cactus is our friend
He’ll point out the way
Come on, ’til the evenin’ ends
‘Til the evenin’ ends


An oasis is a haven, a place of shelter, a sanctuary. A place where all that’s been swirling around you is forgotten or put aside while you are there. It’s a place of respite and recharging. And it’s or those reasons that you would go back to it again and again for the break, for the haven.

So coming out of this trip was the thought of something beyond exceptional customer service, something akin to an oasis experience. And that this would be the goal every time because in any service business you’re only as good as your last support call or service contact. It’s a tough world out there and customers are brutal. One bad call in years of service and your name is mud probably forever.

In my head, meandering out of the many thoughts was some structure to this thing. The oasis strategy was about, in my business – because that’s all I was viewing it as – would be about, an exceptional service experience. Every time. Beyond exceptional, creating something which was genuinely unexpected and delightful. An experience which was, of itself, a sanctuary.

And then I realised that before I could concentrate too much on that I had to think about the people who would be expected to focus on delivering this – ensuring that they, themselves, were having an oasis experience working for the company. I realised that if they were not then how could they come close to delivering it for others. This is something you cannot manufacture or even teach in many respects. This has to come from the heart and it had to come from the employees first before they could give it to others.

And I guess that’s what I connected with the song because songs are emotional and this oasis thing was emotion – certainly emotion is at the heart of it.

I always thought I provided a good environment in which people could develop their skills and earn a living. But this oasis thing demanded that the bar was lifted to a new height. I had to make sure that the employees achieved an on going experience which was exceptional and which would motivate them like nothing else could. Not because I wanted them to work harder or longer but because I wanted them to give something to our customers which was exceptional and which was of them.

I reckon this is where many customer services and business philosophies fall down. They take the conveyor belt approach. Say these words, cock your head this way, smile and move to the next customer. That’s not customer service. That’s acting and anyone can do it if they are trained well enough. Monkeys even. And I don’t employ monkeys. What those training programs miss out is the magic, the song, which makes for the customer service experience which brings people back again and again. Just like it had brought me back again.

So the next step was to being oasis to the employees. Not just once but in an on going way such that they get it and embrace it as their own. For themselves, for their partners and for our customers. It’s a task much harder that you could imagine. There is no roadmap, no easy way. It’s not something you’d hear a highly paid guru from the US out in Australia talking about because you cannot teach this in 90 minutes. You have to live it in the little things and big things. And while you’re on that road you learn plenty.

The oasis strategy in terms of employees and management means more trust, more respect, a workplace under the control of those who work there and policies, as much as possible, set by them. Such that they make day to day decisions as if this were their business.

Jack Stack wrote in the 1990s about Open Book Management where employers are encouraged to share financial data bout their businesses with employees as a lure toward empowerment. Oasis goes people that. Oasis is open source company – where the employee / customer relationship drives everything but how is, in most cases, set by the employees.

Heaven’s holdin’ a half-moon
Shinin’ just for us
Let’s slip off to a sand dune, real soon
And kick up a little dust

It’s personal, between you and I. Win win.

Send your camel to bed


I’d been in the hotel for half a day before I realised how exceptional it was but didn’t really think that much about it until I got to the next hotel and was treated with the assembly line exceptional customer service. You know the kind I mean, customer service on auto pilot. All the right words, the smile, the attention … without the feeling, without the belief.

This second hotel was mediocre compared to the first. But it was a ***** hotel, rated as one of the best in that city. Usually I would have rated it highly as well, except for the experience the day before. But it was only awful because the first was so exceptional.

That experience was exceptional beyond expectation. It was memorable. I knew it would be with me as a memory forever. And that would take me back there, almost regardless of cost. And it made what was good mediocre.

So I wondered how it happened, what made their hotel better than the standard? What is it that made it, for me, an oasis?

It was simple really. The people working in the hotel liked their job. They felt wanted. They were appreciated financially. They had a future. And that showed in their relationships with their guests. And as I guest I felt it. This was no normal hotel – all because of a philosophy of a friendly workplace leading to friendly guest relationships leading to an amazing guest experience … and doing all that in such a way as to not feel like manufactured good feelings for guests as in on a production line.

If you travel a bit and put in long hours a great hotel is an oasis. It’s the perfect home away from home. This hotel in San Francisco was the perfect oasis. It was also the perfect business lesson. Here was this huge business providing exceptional personal service so many of us in business only dreamed of. The lesson was clear, what they were doing was better than any business strategy I had seen.

This is what I was thinking of the first night in the second hotel – how great the first one was compared to this one given that I used to think this second hotel was pretty good and what that meant for my business. There was a message for my company here.

Next thing you know I was asleep.

Traces of romance in our heads

So here’s the thing, you either like what you do or you don’t. If you don’t like it, stop. Stop before you hurt yourself or someone else.

A basic philosophy I hear you say.

True though.

Work is like romance. You can only fake enjoyment for so long before the smart people catch you out. So I you don’t enjoy it find something you do, or sort out what it is you have to do to make it enjoyable.

And traces of romance in our heads.

Work has to be about romance in some respects. If it’s not then you go about your day running hot and cold and soon you’re all a mess. Maybe that’s why people have work personalities and home personalities. Seems to me that one or the other misses out because they’re not getting the real you, the alive you, the nice one as some might call it.

And traces of romance in our heads.

What is it with that line? It swirls around in my head whenever I think about this song and when I think about business. Romance and business? Maybe if you sell roses or chocolates or diamond rings. But other businesses? Romance? Like in a supermarket or a call centre in India or cleaning rooms in a hotel? Heading down that road, of romance, and chasing the thought of a business connection you soon reach the question of whether you love your work.

Do you?

Is there a trace of romance in your head … about your work?

The answer would most likely be based on who asks the question and who is around and your level in the business. Only you know. Deep inside. Only you know if you’re romantic toward your job.

You and your customers. Your customers can see and sense traces of romance in your head.

Not the fake romance of seductive ooohhs and aaahhs timed right to give off the impression of ‘romance’, no, the real thing. A real love of your work, your job, your career and much of what goes with it.

This is where Midnight at the Oasis kicks in for me as a business metaphor even though the lyric is a bit challenging in a business sense.

To me, it’s about romance and allowing yourself to feel romantic about because, let’s face it, it’s not the “done thing” to like your job in many places.

This Oasis thing I’m writing about is all about that. Finding romance, embracing it and giving it off so others see it in you and walk away with some of it in their hearts.

I first found it at a hotel in San Francisco. I’ve traveled a bit and had become jaded about the fake smiles at reception desks and the “have a nice day” mantra. I never was one for conveyer belt business and hotels have become expert at that. But this hotel was different. I was surprised to find my guard of cynicism penetrated by the feelings conveyed by all the staff I encountered. I felt that I mattered to them,. Really mattered. Not because they were told to give that feeling off but I did matter. I sensed that they genuinely felt it.

This was the first time I felt it and I thought of the lyric…

And traces of romance in our heads.

Midnight at the Oasis

The Maria Muldaur classic from the crazy 1970s is an inspiration. Not for the words but for the image it creates in my heart and mind.

It’s a song which takes me places. It captures a moment in time as well as a feeling. And for me it’s become inspirational.

I was thinking about the song one day last year, don’t know why but it popped into my head in the middle of a meeting. I couldn’t get it out of my head.

Midnight at the oasis
Send your camel to bed
Shadows painting our faces
Traces of romance in our head

No matter how hard I tried to refocus the song rambles through my brain cells, connecting all sorts of thoughts including about business.

Heaven’s holding a half moon
Shining just for us
Let’s slip off to a sand dune Real soon
To kick up a little dust

It was disconcerting, being possessed by an unwelcome song in this way. In the distant I felt a connection but couldn’t make it. The meeting droned on and I participated sufficiently to show I was alive and listening to others. But all through the song was in possession.

Oh, Cactus is our friend
He’ll point out the way
Come on ’til the evening ends
‘Til the evening ends

The discussion, like so many in business, was about the difference, the thing, the strategy which can create, bring about or ensure success and how some businesses and business leaders achieve this while others, next to them and looking the same do not. The discussion was about what customers want and what employees want and what employers want. I was there and participating but so was the song.

You don’t have to answer
There’s no need to speak
I’ll be your belly dancer
And you can be my sheik

And then I got it. The song was leading me to the business strategy which would transform my business when, given its age, it should be barely plodding along. Instead, this song turned night into day and provided a beacon. It brought together many things we were doing, provided focus and gave us reason.

Most important, it provided a name for what we do, why and how.

To us it’s the OASIS strategy.

And that’s what the next 30 days here are about.

My last post

So in my last post, two weeks ago, I planted a seed to see if the candidates I was interviewing the next day would read our blog entries.

They did.

Each canidate came along with knowledge about the company gleaned from the blog. They had all done their homework and this renewed my faith in the interview process.

As usual there were several candidates worthy of employment and it’s personally disappointing that one has to say no to some. But, hey, it’s life.

We’ve hired a guy called Luke La. Luke starts in a week’s time. He’ll be working out of our Brisbane office after the usual training we crunch people through in our Head Office. Luke’s got a great skill set and a personality ideal for our business. Plus he has knowledge which will add to our own knowledge base.

I have to tell you about the interviews though. The hotel didn’t have a spare function room so we met in the bar. Hmmm. Tempting. But there was a fly in the room with myself and each of the candidates and it chose the most annoying time to land and itch. Made for some hand swipes – but all to no avail.

Tomorrow watch out for my first post in the 30 day series – MIDNIGHT AT THE OASIS.

New positions and interviews

We’ve just hired someone for a new position with our development team. It’s what I’d call a human interface design position. But it’s more than that. Anyway, Richard Zabilski applied for a totally different position in a new area of our business and we got talking and next thing I offered him a position I created more or less on the spot. I cannot imagine why it’s taken me 24 years to work out that it’s the look and feel more than just about anything else. Richard’s website is what won me. See it here.
This leads me to the interview process. You always find nuggets of gold a bit to the left or right of what you are looking for and need and the temptation to hire is strong even if unjustified.

We’ve just advertised a new position for our Brisbane office so the interview process starts again. This time we have 7 interview candidates and if they’re doing their homework on us they’ll read this entry and mention it in the interview on Thursday. (17/2) Let’s call it a challenge. They’re a diverse bunch of people with a couple in the mix because of the out of the norm experience they can bring to our team.

Our failure rate on new hires is about 15%. I don’t know if this is good or bad. I’m not happy with it because of the stress on the new hire when you say, after some time, we’re not a good match. Also there is the upheaval of the workplace and the cost. But every time we learn something.

This Brisbane position is interesting and says something about speed. We placed the ad at 5.30 am today (15/2) and will interview in 2 days time. Today we received over 30 applications.

I guess it proves the early bird/worm theory.


I spent last night and half today in Cairns (far north Queensland).

I’ve been working with newsagents for 23 years and it amazes me how different newsagencies can be.

Take Cairns. There at 10PM the streets are buzzing with tourists and it’s not even high season. Opal shops were open as were some fashion stores and tour guide places.

The two newsagencies I visited were busy too. Selling all sorts of things.

It struck me comparing this to my own shop in Neighbors territory in Melbourne and how far our businesses are apart. Our challenges are quite different in so many ways yet similar in others. In Cairns, for example, the demands of tourism are HUGE. Language issues, product range, opening hours. It all makes for very different newsagencies.

Maybe I shouldn’t be surprised. But I was. I felt like I was in a foreign place walking the streets last night – not because of the tourists but because of the significant cultural, climate and economic differences to the places I am used to.

I was last in Cairns 6 months ago but this didn’t register then. Maybe my eyes weren’t open.


Listen to any politician and they’ll show you how statistics can be used to support any argument. We’ve been experiencing that first hand this week in our efforts to help newsagents to understand sell through rates.

One of the magazine distributors in unhappy with our approach which, while technically incorrect, provided a more real life view of magazine category performance than what they wanted.

Magazine distributors want to group magazines in a segment or category together to determine a sell through percentage. In the women’s weeklies category, for example, this could show a high sell through when half the titles perform below par.

While we could do what the supplier wants, the result would provide newsagents with a false sense of performance. However, to average averages also provides a false view of the world. So, we’re navigating a complex road in search of an ideal outcome for newsagents – one which accurately reports on the performance of each category and segment in their shop.

We’re also determining a goal sell through rate to justify a title taking a pocket. Having looked at data from 50 newsagencies now this is proving to be challenging. Our sense at the moment is that more than 50% of product received in most newsagencies does not pay its way. And it will be no surprise that it has been thus for years yet no one has actually fixed the problem.

Watch this space.

Stopping the conveyer belt.

In this business we deal with independently owned small business people. In each of their markets they’re at the end of the food chain when it comes to supplier relationships, access to deals, negotiating strength and business acumen. Not in all cases but certainly most.

While it may seem harsh to talk of clients in this way, I’m not making the comments to offend but rather recognize a core challenge of small and even micro business. We are at the end of the food chain. And many of us are slipping away.

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The depression of theft

One of the unpleasant things we have to do at Tower Systems is provide expert witness evidence for police who have been brought in on our advice to deal with employee theft.

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Water water everywhere

One of our frustrations is people not reading what we say or listening to our words. While this discussion may seem arrogant please stay with me and decide at the end.

We publish our after hours numbers in our newsletter, by email, on our Help Cards, on our Advice Sheets, on our website and on support faxes.

Despite all this I personally get at least 10 calls a week from users saying they are calling me because they do not know how to reach after hours support people. They say they don’t get newsletters, do not have internet access, have never been sent advice sheets and don’t know what a Help Card is.

I check our database and find them listed with current correct details.

So we fax out a current newsletter with the after hours numbers circled. The fax goes through. And, sure enough, I get a call a day or two later from some of them saying they need help and that they don’t have the numbers. I say I faxed them and they say they never got it.

We focus on service, answer the questions and wish them well for the day.

So, we’ve taken to writing personally to the users involved and pleading with them to put the numbers (which NEVER change) in the wall next to the phone. If they’re local to one of our offices we visit and do it ourselves. We reckon there’s no choice if we are going to get them using the infrastructure we have put in place to help them.

We have an excellent support infrastructure with fifteen of our team involved full time on any day of the week. This team is backed by 100 pages of current advice sheets – accessed from our website. More than half the calls which come into our help desk are self resolvable thanks to advice on the advice sheets.

Our goal is to respond to every call for help within 15 minutes maximum. This is hindered by people who do not follow our advice. One option we have is to put a cap on calls per year. We don’t do this. Never have. We’ve said we would do it but never did. Gee I wish we had though – to make people accountable for us training new staff over the phone rather than them doing it themselves.

Of course we’d love it if people never had to call – if our software was that perfect and our help and advice sheets that amazing. We’re human. We get it wrong. We make the road more complex than it needs to be sometimes.

So, where’s all this going? We’re looking for ways to make support even more self accessible – so people rely on us less. This means better content accessed in more useful forms. We’re also looking for ways of bringing the fringe dwellers – those who don’t file things and don’t stick our numbers on their walls – to today’s world so that their life is better.

We have 2,000 customers and it’s our goal to ensure that every one of them has an enjoyable and useful experience through their partnership with us.

2005 Kick Off

We held our 2005 kick off at the Park Hyatt on Sunday January 17. It’s a good affair with the evening taken up with a trivia quiz. When it got to the music questions one employee (Jason Maughan) showed us his skills as this video shows. Here.

Calm before the storm

With our last update being well settled in our Help Desk is not that busy – taking just 100 or so calls a day. And since we’re just over a week away from shipping the next update we’re all aware that the calm will only be short lived.

No matter how much we test and re test updates generate a 300% to 500% increase in call traffic. It seems that everything which goes wrong with a system following the installation is blamed on an update.

So, we’re enjoying the calm and using the opportunity to call users we have not heard from in a while – offering new advice sheets and helping with any minor issues they have not wanted to call about.

We’re also catching up on going through backups people have sent in. Checking a backup and researching any problem reported when the backup was sent usually takes a couple of hours. It’s all part of the service.

In the beginning

This is the first entry in our first blog. Hurrah! So our communication about all things Tower takes a new life.

This will be a place of deeper insights to our world and into our opinions.

We’ve started the blog more as a means of experimenting with this new medium. Since we own a newsagency we felt we should better understand this new phenomenon which could impact newspaper and magazine sales.

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