BMW: M/Benz S280

Eclosed a letter to Dailer Chrysler and did not receive proper attention.
This is why I am switching over to BMW. Am I making a right change?

Dear Micheal,

Your email dated 11th Aug., 2003 refers.

I was introduced to Mercedes Benz way back in 1975. What got me into this
expensive bobby was the
then Daimler Benz's philosophy and interpretation of a CUSTOMER.
What is a CUSTOMER? Daimler Benz's answers were;
A CUSTOMER is the most important person ever in his office in person or by
mail.
A CUSTOMER is not dependent to us, we are dependent on him.
A CUSTOMER is not an interruption of our work..he is the purpose of it. We
are not doing a favour by serving him,
he is doing us a favour by giving us the opportunity to do so.
A CUSTOMER is not someone to argue or match wits with. Nobody ever won an
argument with a CUSTOMER.
A Customer is a person who brings us his wants.
Daimler Benz also realised that it is their job to handle the CUSTOMER
profitably to him and to themselves.

The rapid growth over the years has transform Daimler Benz into a very big
corporation, the present Daimler Chrysler
with billions dollars of annual turnover and employing more than 300,000
people world wide. This transformation has
totally stripped off the old values of product quality, reliability and ever
ready policy to serve their CUSTOMER with
utmost love and delications.
A big corporation is more or less blamed for being big, but it is only big
because it gives service. If it doesn't give service,
it gets small faster than it grew big.

Daimler Benz recognised that there is only one boss; the CUSTOMER. And he
can fire everybody in the company, from the
chairman on down, simply by spending his money somewhere else.

Daimler Chrysler has even exported ill-mannered and arrogant executive, who
has no knowledge of CUSTOMER relation. To
make things worse, the CUSTOMER was warned, not given a chance to talk and
also had his conversation disconnected
by slamming the phone.
CUSTOMER relations is the attempt, by information, persuasion, and
adjustment, to engineer CUSTOMER support for
an activity, service or product.
As your loyal CUSTOMER for the last 28 years, I would like to have your
explanations as why I was treated like 'DIRT'?
As a Malaysian why I was treated and humiliated like a begger by the
German?
The first function of the executive is to develop and maintain an efficient
system of communication.
What we think or what we believe is, in the end, of little consequence. The
only thing of consequence is what we do.
Everywhere in life the true question is, not what we have gained, but what
we do.
Managers must stress that excuses of company loyalty will not be accepted
for acts that place its good name in jeopardy.
Superiors must make it clear that employees who harm CUSTOMER allegely for
the company's benefit should be fired.

The Manaysian scenario in the seventies and early eighties; when we bought a
Mercedes Benz, we spend a huge sum of money,
in return we get a good piece of machine with comfort and reliability
garnished with warm and friendly service. Now we have to
spend a even bigger sum of money to buy a Mercedes Benz from Daimler
Chrysler. What do we get? LIABILITIES garnished with
HUMILIATIONS, FRUSTRATION and AGONIES.
We pay heavily to Daimler Chrysler to buy liabilities, we would be happy at
least if we are being treated and recognised as an
appreciating asset.
The CUSTOMER would expect to have QUALITY, VALUE, SELECTION and SERVICE. But
we get NON from Daimler Chrysler.

To quote Mr. Henry Ford, " The man who will use his skill and constructive
imagination to see how much he can give
for a dollar instead of how little he can give is bound to succeed ".

Front Seat Plastic Cover.
You have not understood the issues on the Plastic front seat cover. I have
not resquested for any reimbursement. All I am
looking for is; the replacement of a improved quality plastic cover
immediately.
Why Daimler Chrysler is not capable to produce and supply a better quality
plastic seat cover?
Why the supplied plastic seat cover should failed prematurely, 1st piece, in
three months and the second piece in 4 weeks?
Why Daimler Chrysler is not able to replace the broken plastic seat cover?
It's more than 24 month, the replacement has yet to
be materialised.

Instrument Cluster Black Out.
The instrument Cluster failed prematurely at, mileage; below 20 Km, 30
months old. What causes this premature failure?
Is this a proven and well tested technology? Why did Daimler Chrysler
installed this unstable technology into the new car?
Why did Daimler Chrysler make use of the unfortunate car owner as the guinea
pig to test out the unproven technology?
Why should your CUSTOMER be forced to accept this unproven, unreliable and
unstable technology? Have this unreliable
technology been improved? Are you going to supply the same type of
instrument cluster that will failed prematurely?

When we put foreward a complaint, we expect actions and results. On the
contrary, our complaints and grievances are being
treated alike FOOTBALLS kicked around from STUTTGARD to SINGAPORE, then to
MALAYSIA and then back to STUTTGARD.

Rgds, ST Gan