Posted by In the coming weeks, I’ll be publishing a long-form article exploring marketing in our digital-first era, focusing on one of the most critical aspects of modern business: customer experience.
Today, I want to share a real-life example of what happens when customer experience goes wrong —my ongoing struggle with UPS. This isn’t a rant but rather an opportunity to reflect on how companies can improve.
The Facts
Here’s a breakdown of what happened:
1. A Surprising Email Misstep:
My UPS notification email was sent to an outdated email address; one I stopped using early this year. It’s baffling because this email isn’t tied to my purchase or retailer account. Worse still, I had updated my e-mail in UPS’s own system months ago. This raises serious concerns about how UPS manages customer data and preferences.
2. Delivery Delays Turned Detour:
The delivery was scheduled for Wednesday morning. I stayed home, monitored tracking updates, and was prepared to meet the driver in the street if needed. Around 11 a.m., live GPS tracking showed the driver nearby, but then, it disappeared. Shortly after, I received a vague notice about unexpected delays.
At 1:55 p.m., the package had been rerouted to a UPS Access Point—without delivery attempt. Not just any Access Point, but one located in another city. In the dead of winter, this was unacceptable.
To make matters worse, no one called me, and no one rang my doorbell. Several closer Access Points were available, and I would’ve gladly picked it up from one of those (even though it would still be a breach of the promised service). I successfully received other parcels from different delivery companies that same day, which suggests there were no extraordinary circumstances.
3. Ignored Preferences:
Despite immediately requesting redelivery to my home—even before the package reached the Access Point—my request was ignored. Attempts to resolve the issue via their website, social media, and on the phone led nowhere. Promises were made but never followed through, leaving me frustrated and my package stranded.
At one point, customer service assured me I’d receive a text message with delivery details. Spoiler: it never came. Generally, I never got any transparent update on how my requests were processed. In fact, UPS’s website felt more like a one-way street with fake interactivity. Instead of updates, I received anxiety-inducing messages urging me to pick up the parcel “before it’s too late.”
Even a last desperate attempt to reroute the package to a closer Access Point was ignored.
Last year, I reluctantly complied with this poor service under similar circumstances. This year, I decided to stand my ground. At this point, I’m bracing for the package to be returned to the retailer. A lose-lose situation for all.
What Can We Learn?
This experience highlights critical lessons for any company focused on delivering great customer experiences:
- Respect Customer Data: Using outdated customer information isn’t just inconvenient; it erodes trust. If a customer takes the time to update their preferences, it’s the company’s responsibility to honor them.
- Follow Through on Promises: If home delivery is advertised, it should be delivered to the customer’s home. If unforeseen circumstances arise, customers should be offered convenient alternatives, not additional headaches. When a company says they’ll redeliver, that commitment should mean something. Empty assurances only deepen frustration.
- Prioritize Transparent, Proactive Communication: Clear and timely communication could have turned this around. A simple notification about why delivery failed or proactive options for resolution would have made a world of difference. From vague delay messages to unfulfilled promises of follow-up, UPS missed the mark.
- Show Empathy: Redirecting packages to inconvenient locations without considering customer circumstances signals indifference and is a surefire way to alienate customers.
The Bigger Picture
Customer experience is no longer just a “nice-to-have”—it’s the competitive edge. For companies like UPS, every interaction is an opportunity to create value and build trust… or destroy it. Today, marketing isn’t just about the product or the pitch; it’s about the entire customer journey. Every interaction matters.
There’s another nuance to consider: when service providers fail, they risk damaging the reputations of their clients. In this case, Ralph Lauren’s official website—my first experience with them—may unfairly bear some of the blame. For now, I’m still holding out hope that my package will find its way to me before time runs out. But even if it does, the frustration will remain.
Every business, big or small, can learn from situations like this.
Let’s aim higher. Customers deserve better.
Thanks for reading,
Antoine
Antoine Emond - Digital Innovation 
Agreed. I have actually been giving some thoughts on the topic after quite a few disappointing experiences. To summarise, it mostly comes back to the accountability of the selling company.
For most companies, prioritizing associated services with their products is crucial, especially when entering new markets like the Middle East and Asia where service culture (delivery, installation, assembly) is essential and low-cost offerings are not as significant. The lack of affordable and reliable associated services has significantly hindered hime furnishing companies’ growth in these markets due to these reasons (local artisans being available to craft, deliver, and install furnitures with personalized services, whereas some companies don’t take responsibility for these services). This trend is becoming increasingly true in all locations where COVID and remote work have accelerated a cultural shift towards associated services enabling continued consumption from home.
Most of the time, companies’ responsibility and transparency are very limited. They offer “free deliveries” with minimal tracking based on information provided by delivery companies, with little to no accountability or effort to gather feedback on the delivery experience, which is an integral part of the shopping experience. “Free” deliveries are operated by companies imposed on consumers, who cannot choose (even at a higher cost) the company they trust most. When feedback on product quality is requested, associated services are often overlooked.
Free or low-cost delivery can be a strong selling point. However, it is crucial that the product is actually delivered in good condition, within the promised timeframe, and under the required conditions.
If a selling company has a partnership with a delivery service and the consumer cannot choose the delivery company, the selling company should take full responsibility for the entire process. This includes ensuring consumer preferences are respected, maintaining clear communication, providing tracking, and ensuring transparency. If they cannot guarantee this, consumers should be given the choice to select their preferred delivery service.
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It took over a month, but there’s a “resolution” to the story.
After such a long procedure, it was admitted that the parcel was lost and that… I would be reimbursed.
This is not the solution I wanted. If the retailer had asked me for my preference, I would have asked them to send me again the product I had ordered (which had been bought on sale, and is obviously no longer available at that price today).
A good way of doing business, I would even have expected some sort of coupon for making me wait so long. They (Ralph Lauren) didn’t ask for my choice, so I’m basically stuck with getting my money back, and that doesn’t make me feel very good about the way they do business.
EDIT: actually… the product is available at a lower price now (there’s a new sale)… but is not available in my size. Frustrating.
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