Consumerist reader Jim was feeling a little frustrated with Home Depot. He’d ordered some parts online for his chainsaw, only to find that one of the two boxes was completely empty. This was just the beginning of a month of misleading assurances, conflicting instructions and overall dissatisfaction for Jim. That is, until he penned an e-mail to Home Depot’s CEO. [More]
frank blake
Home Depot Steps In When GE Gives You The Warranty Runaround
By 4.20.09
Reader Chris bought a GE hot water tank from Home Depot, only to find out that it was broken. He noticed a sticker on the back telling him to call a 1-800 number for warranty repair rather than returning the tank to the store. So he did. And he got the runaround.
Home Depot's Extraordinary Service Leads To Free $800 Appliance Upgrade
By 5.25.08
Michael launched an Executive Email Carpet Bomb after Home Depot twice failed to deliver an undamaged washer and dryer. Home Depot’s CEO Frank Blake quickly thanked Michael for his even-handed letter, and promised that the local store manager would make him a happy customer…
Home Depot Finally Sells Commercial Business Supply Division After $2 Billion Price Cut
By 8.28.07
Home Depot has finally rid itself of the commercial business supply division that was often blamed for the chain’s miserable customer service and lagging stock price. The commercial supply division was accused of stealing resources from the stores, and was the pet project of disgraced former CEO “Big Bob” Nardelli. Home Depot had to chop $2 billion off the asking price, but they got the deal done.
Home Depot Revamps Customer Service: "We are not to let a customer go untouched."
By 2.21.07
New Home Depot CEO Frank “Li’l Franky” Blake is making customer service “his No. 1 priority,” according to the Wall Street Journal. Blake took the reigns after the resignation of Robert “Big Bob” Nardelli. Describing the renewed focus, one Texas manager said, “We are not to let a customer go untouched.”
Mr. Blake repeatedly has told managers that the stores will be liberated from many of the time-consuming, mind-numbing tasks the home office required them to do over the past six years. Under Mr. Nardelli, stores had to measure everything from how many pallets were removed from a truck per hour to how many extended warranties each employee sold per week.
Fewer mind-numbing tasks may allow increased face-time with customers, which for Home Depot, may not be a good thing. For starters, they can focus on hiring people who don’t abuse customers, but do know the products they’re trying to sell.
