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We are not advocating a losing proposition in which a $25 item should be compensated for with a $500 gift The customer is not expecting that But five recalls of a $45,000 car should not go unnoticed or compensated for with a $3 coupon for coffee, either The other expected action is fixing the situation for future customers Complaining customers are taking valuable time from their busy schedule to communicate with you because this is their contribution to the relationship They want to see it growing and improving, not deteriorating Their complaints are requests for attention to the issue and assurance that it will be fixed Awareness is not sufficient Customers want you to remedy the situation.

According to the U.S. Environmental Protection Agency (EPA) [1, 2] the municipal solid waste generated in the United States is about 210 million tons per year, among which about 40% is paper products, 9% is plastics, and 4% is carpet and textiles. Most of the brous waste is composed of natural and synthetic polymeric materials such as cotton, polyester, nylon, polypropylene, among others. Table 16.1 presents the amount of brous waste including textiles and carpet. In 1996, approximately 6.8 million tons of textile waste was discarded, and 2.3 million tons of carpets and rugs (carpet contains ber, rubber, and inorganic ller) were generated in the municipal solid waste. About 1% of carpet waste was recovered for recycling (Table 16.1). In comparison, 20 million tons of plastics were generated and 6% was recovered, and 4 million tons of rubber tire waste was generated and 19% was recovered in the United States. There are several disadvantages associated with the current land lling of brous waste. First, a tipping fee is required. Second, due to environmental concerns, there is increasing demand to ban polymers from land lls. Third, land lling

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They are willing to live with a one-time mistake and grant you the courtesy of forgiveness (of course, you helped them rebalance their situation), but they will not be willing to live through the same mistake again Even a money-back guarantee will not be sufficient to get them back Often, customers do not even bother with the money-back guarantee They simply take their business elsewhere Companies must internalize the complaints and work to avoid them in the future Notifying the customer of any action taken with regard to their complaints will go a long way to ensure their.

2 covers the preference settings for Full Screen view and Acrobat Search. The remaining preferences help users customize the Acrobat viewer environment for viewing, editing, and navigating through PDF files. Like any other application on your computer, examining preference settings when you first start using a program is always a good idea. All the preferences discussed in this chapter in reference to Acrobat Reader are identical to those available in Acrobat. (Additional preference settings unique to Acrobat are introduced when I discuss Acrobat preferences in 7.) Earlier versions of Acrobat placed a host of preference settings in submenus under the File menu. With the advent of many more features, Adobe has organized preference settings in one compact menu where different settings are grouped together in a single dialog box. From a list of categories on the left side of the dialog box of the Preferences, you can choose which category to modify by selecting the respective name for a given preference group. After it s selected, the right portion of the dialog box changes to correspond to the settings you want to edit. Choose Edit Preferences to access the Preferences settings. Depending on any additional plug-ins installed on your computer, you may see additional items appearing below the Preferences. The first preference category listed in the Preferences dialog box is Accessibility. Of all the preference categories, the attribute choices for Accessibility are different between Windows and Macintosh versions of Reader, as shown in Figures 3-7 and 3-8.

services. A number of tech podcasters at http://techpodcasts.com are involved in testing some of these new tools, so you should make sure you check out their shows for the latest developments.

Steven Johnson founded an online literary magazine called Feed that unfortunately succumbed to the downturn in Web advertising. In that role, he pioneered some revolutionary improvements in collaborative Web publishing interfaces. Based on his studies and experience, he recently wrote a book titled Emergence: The Connected Lives of Ants, Brains, Cities, and Software.1 In an interview on Salon.com,2 he commented on the phenomenon of self-organizing systems that learn to take care of themselves without central control. He pointed to ant colonies as the best examples of leaderless but extremely productive organizations. They look like they should be planned from above, but in fact they are entirely organized by local rules and local interactions. The catchphrase is that the whole is sometimes smarter than the sum of its parts. This, we believe, should be the strategic goal of the modern organization.

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