By Marina Strauss
The Globe and Mail
August 5, 2012
Erik Nordstrom likes to boast about his employees going the extra mile at the upscale U.S. retailer that bears his name.
Recently, the great-grandson of the founder of Nordstrom Inc. told the story of a maintenance staff worker who discovered a Nordstrom shopping bag filled with $800 worth of goods in the parking lot of a Farmington, Conn., store.
Flight information in the package helped the employee identify the customer, whom he dialled three times.
She failed to pick up because, she said later, she didn’t recognize the number on her mobile’s call display. Realizing her flight was leaving soon, he drove 200 kilometres – two hours – to John F. Kennedy Airport in New York, and after having her paged at the airport, triumphantly handed her the bag.
She offered him money for gas, but he refused.
“We don’t nail it all the time, by any means, but we’re fortunate to have some really terrific people in this company who care a lot … about their customers,” Mr. Nordstrom, the company’s president of stores, told the retailer’s annual meeting in May.
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