Re: Generic Central Station Horror Tales

["Just Looking" <nospam@xxxxxxxxxx>]

>I didn't get more than five or six lines into it before I went cross eyed.

I went crossed eyed first, then I wrote it. What did you expect?

"JoeRaisin" <joeraisin@xxxxxxxxxxx> wrote in message
news:h9HDi.53$i92.2@xxxxxxxxxxxxxxx
> Holy crap you guys... if you have more than a few lines how about
> breaking it up into paragraphs?
>
> All that type in one block on the screen is hard to read.
>
> In this particular case I didn't get more than five or six lines into it
> before I went cross eyed.
>
> Just Looking wrote:
> > Due to some recent events, I have pondered central station operations a
> > little more than usual. Therefore I am asking myself some questions
others
> > here may have asked and answered for him or her self already. How many
> > generic central station horror tales does it take to begin to discredit
a
> > central station operation? If a central station pays money to a dealer
for a
> > central station screw up, should that be viewed as a positive or a
negative
> > for that central station in a dealer's eyes? How much money has to
change
> > hands before the event is to be considered a big deal? Are damages in
the
> > hundreds of dollars significant or are the thousands of dollars the real
> > starting point where one should start taking notice? Does a one off
failure
> > event count more than a policy screw up that results in a loss? Does a
> > mechanical failure mean more or less than human error in rating a
problem?
> > Over time, how many screw ups should a dealer expect from a central
station
> > on an annual basis, monthly basis, etc? Is account volume more of a
factor
> > in expecting issues to arise, or is it all more a function of time?
Given
> > the costs involved in switching central stations, how many events should
a
> > dealer be willing to tolerate versus reasonably expect? When a central
> > station screw up occurs, is it a good idea for the entire central
station
> > staff be made aware of it; and the incident used as a training
opportunity?
> > Conversely, should all screw ups of any kind be kept under wraps on a
need
> > to know basis? Which is the better policy? What role should dealer input
> > play on these decision processes? If a central station employee doesn't
know
> > of a screw up, is that lack of knowledge merely reflecting on his lowly
> > status within that organization, or is it indicative of a care less type
> > employee attitude showing poor morale is becoming problematic, or is it
> > pointing to an overly secretive operation with some really big problems
to
> > hide?
> >
> >