A month ago, I wanted some contact lenses so I could play TT with my son. My ever-shrinking income and energy levels motivated me to order online from Lenskart.
_ It is possible that products on sale become out of stock quickly. So I never got the product – only postponed dispatch dates.
_ I guess that the refund processes and departmental interfaces are poorly defined. So when I cancelled the order they kept telling me that they had initiated the refund and kept on asking for more time.
_ I told my younger cousin brother who called them up and spent 20 minutes on hold to be told that the refund had not even been initiated and that they would do it right away. A new deadline was fixed.
_ I called back on that deadline to discover that the refund had still not been initiated and I said I would go to the consumer court. Because they would award me damages in addition to the refund. Then I was connected to the supervisor. At the end of a call that cost me 75 rs, the supervisor agreed to process the refund the same day and to follow up with a call back.
_ After which I mentally decided to forgive Lenskart and let the incident go. And mentally apologised to the customers who may have been so frustrated by the organisations that I served. Because even with good individuals, an organisation may not have it’s act together – because of poor internal alignment of goals, values, interfaces and processes.
_ I got my refund as soon as I internally forgave them. So I am certain that there was a kārmic component to my suffering and frustration.
_The supervisor called back and wanted to offer me some ‘surprises’, but I gently declined and shared some of my lessons in management with him… maybe he will benefit. That is my thanks… it’s what I could give.
The moral of this story is also – to be wary of sales. And to be wary of upfront payments. Stick to Cash on Delivery or Card on Delivery. And to escalate within and beyond an organisation when necessary.