On Wednesday I managed to leave my Spada motorcycle helmet and gloves on a Y6 bus. I didn't actually realise this for a week because the Virago was back in the repair shop - again - so I had no immediate need for them. I'd left the helmet on the dining table and simply assumed Hay had moved it somewhere more appropriate. A motorcycle helmet is not generally regarded as a dining-room ornament.
Eventually I asked her where she'd put it. She hadn't. Bugger. Then I remembered the bus.
So, entirely my fault. First Bus didn't lose my helmet and gloves. I did. And having taken a week to notice, I wasn't exactly in a position to complain about anybody else's efficiency. But then I tried to report them missing, and embarked on an illuminating little journey through modern customer service in which I discovered that First Bus may or may not have my helmet, but it has certainly mislaid most of the means by which a customer can communicate with it.
There is, naturally, a website. The lost-property form asks all the obvious questions, but if you miss one of the compulsory fields it has a habit of resetting several of the fields you've already completed. One of those is the bus service, and you can't simply type Y6 back in. You have to scroll through a bloody great list of local services which, for reasons known only to whoever designed it, isn't even in alphabetical or numerical order. So each time the form resets, you have to go hunting for the Y6 all over again.
Somewhere in this process the system apparently decided that I was a bot. There is a certain irony in a computer making it unnecessarily difficult for a human being to complete a form and then concluding, from his repeated attempts to do so, that he must be a computer. My usual email address was now getting nowhere, so I tried my Gmail account instead. Dashlane inserted it automatically, as it always does, and the form announced that it wasn't a valid email address.
It is. Google and I have been successfully exchanging emails through it for years. But there isn't much point arguing with a web form. It has neither discretion nor curiosity, and nowhere to write, "Actually, old chap, you're wrong."
So I tried the telephone. Via another route I eventually found a number for First Bus lost property in Bristol, 0117 904 7252. I rang it and a recorded voice told me that the number had changed, helpfully supplying the replacement, 0117 929 1613. I rang that. It was disconnected.
Other attempts to telephone First Bus produced much the same result. There were systems, recorded messages and routes through them. What there wasn't was anybody I could actually talk to about my helmet. By this point the whole thing was beginning to resemble something designed by Kafka after a short course in digital transformation.
So I abandoned twenty-first-century communications and physically went to Bristol Bus and Coach Station, where there is a First Bus lost-property kiosk. Its shutters were down and there was nobody there. Eventually I went to the actual First Bus depot at Eastgate and, after the website, the bot detector, the invalid valid email address, the telephone system, the disconnected telephone number and the shuttered lost-property office, I discovered something apparently no longer considered an essential component of customer service.
A person.
And here's the interesting bit. He was helpful. He also sported a luxurious moustache rather like mine - obviously a man who gets things done, thinks I. He listened to what had happened, took my details and said they would be passed to the appropriate person.
He wasn't actually anything to do with customer service. He was a bus scheduler. So the only person in the entire First Bus customer-service labyrinth who managed to provide me with some customer service was a man whose job was scheduling buses. The technology had failed, the official routes had failed, and a bloke with a decent moustache and the ability to exercise a little judgement sorted it out in a few minutes.
Which is really the point. I am not a Luddite. I like digital systems. I bank online, shop online, run websites and use AI daily. For routine transactions, automation is generally faster, cheaper and more convenient than waiting for somebody to answer a telephone. But companies increasingly seem to have confused automating transactions with providing customer service. They aren't the same thing.
If everything goes according to the flowchart, you don't really need customer service. You fill in the form, the database does whatever databases do, and everyone gets on with their day. Customer service becomes important when something doesn't go according to the flowchart - an email address the system doesn't like, a question the designer didn't anticipate, or simply a problem that doesn't fit neatly into one of the boxes. That is precisely when you need a human being.
Having finally reported my helmet, I decided the experience justified a complaint. So I went to the First Bus complaints website, where we reach the really rather magnificent part. The complaints system wants you to choose what you're complaining about: a service, a timetable, a member of staff, and various other things First Bus has anticipated that you might wish to complain about.
What I couldn't find was any sensible way of saying, "Your customer-service system doesn't work."
The complaints system, in other words, appears to allow you to make the complaints that the complaints system has been designed to receive. If your complaint is about the complaints system itself, you're stuffed.
So yesterday I did something I haven't needed to do to a large company for years. I wrote a letter. On paper. I put it in an envelope and sent it to First Bus in Bristol, with another copy to the Chief Executive's Office of FirstGroup in Aberdeen. There is something wonderfully perverse about having to use nineteenth-century communications to complain about the shortcomings of twenty-first-century customer service.
And this isn't really about First Bus. They merely provided an unusually complete demonstration of something that is happening everywhere. Businesses quite reasonably discovered that digital technology could remove enormous amounts of routine work. Then somebody made the conceptual leap that because most customers could now serve themselves, customer service itself could largely disappear.
The result works beautifully until it doesn't. Then the customer discovers that the telephone number has vanished, the chatbot can answer only the questions it has been programmed to recognise, the form insists that reality is invalid, and every route eventually leads back to the same system that couldn't deal with the problem in the first place.
Somewhere behind all this there are still people. I know because I eventually found one, and he solved in a few minutes what the systems supposedly designed to help me could not.
As for the Spada helmet and gloves, I've heard nothing yet, which is fair enough. I took a week to notice I'd lost them.
But in looking for them, I discovered something rather larger that appears to have gone missing.
Customer service.










