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Our client had been working with my boss for years now and was completely loyal to our firm. He pointed out we are placing our orders at least six months prior to the installation date, so even if the orders are late, we still have some cushion.
Added by Design Las 3 Aug 2010 | View the link this comment is on | View other comments on the same link
At this point, he saw no reason to steer the client toward other manufacturer sighting most of the major pieces were now taken care of with such certainty; I should proceed to start getting firm quotes and begin ordering.
My assistant and I both called Shelley at the showroom two or three times and emailed her twice so to get some quotes but we didn’t get a response.
I finally contacted her on her mobile, told her we wanted to order a significant amount of furniture and she asked me to meet her at the showroom on a Saturday; then she would take time to work with me.
I agreed and we made an appointment she was two hours late for, sighting she had a client emergency needing tending to. While waiting for her I asked her staff where she might be and what was holding her up, no to be nosy, but to plan my Saturday accordingly.
They were unaware she was even going to be coming in or who I was and seemingly could not reach her. I started with out her, working with a woman who seemed to really know her stuff but was hesitant to work with me because I admittedly was there to see Shelley.
We choose finishes and reviewed dimensions. Toward the end of my meeting with out Shelley, She arrived dismissing the sales associate and objecting to her work sighting she needed to be at the reins of this project from start to finish due to my clients profile. So we started over.
She made no apology for being late. Instead I was met with a snarky comment that I was essentially in the service industry and she, Shelly is an important figure in the furniture world, so her lateness should be excusable.
With as much politeness I could muster, I set her straight reminding her it is my firm specifying the furniture and if there was an ego here, it should be checked. All I was concerned was ordering the furniture for my client in a professional manner as she should be and if there were any issues, lets get them out now.
This went completely over her head because for the next hour and a half, she got up to speak to friends who rolled int and out of the showroom that afternoon, leaving me at the table and sitting in the showroom for a total of four hours that day for something that should have taken an hour.
When I confronted here the regarding the situation, she reminded me that she had a business to run and if there was a problem with time, she would happily meet “our client” in LA to review the finishes next week while she is out there.
Later the following week after some tweaking to the order I received a quote totaling over 300K. I also received a half a dozen calls from Shelley over the following three days requesting a deposit be made. I explained during the first out of the six calls she made that I had the principals approval, but was waiting for the client’s and I should have it shortly.
I received an email from Shelley in the beginning of November 2009; the order was looking good and there weren’t any issues with production. She saw the items when she was in Brazil visiting the factory. I received a call from Shelley toward the end of December, 2009 requesting the balance be wired to Moura Starr’s account.
She said she needed the balance before she could deliver the furniture which now was arriving a bit early. I wanted to pay via Amex, but she requested we wire the money since she gave us “such a break” on the total . My Principal agreed and a day later the balance was wired with the understanding from Shelley the order was arriving to our warehouse in Long Island City by Jan. 8, 2010.
On Jan.11, my assistant contacted the facility to learn the furniture had not yet been delivered. To our surprise arrangements from Moura Starr had never been made contrary to Shelley’s last email stating she received the transfer and her that assistant
contacted Mike to reserve dock space for the delivery. I later found out from the warehouse that this has been the case numerous times where the clients have been expecting a delivery to be made and it never happening when promised.
I let my principal in on the situation and giving her the benefit of the doubt, he advised I ring Shelley to see what was up. I did so leaving a message since no one else, including her assistant knew what I was talking about. Four days went by.
I called once again during but still no word from Shelley and none of her staff could answer my questions still. They told me I had to speak to Shelley directly. A week later, my principal and I were in SOHO and decided to stop in the showroom to see if Shelley was in. She wasn’t but we were introduced to a gentleman who claimed to be Shelley’s partner and husband.
He had no idea about the order. He looked in the system and saw our or estimate/quote, but no live order. I had my assistant fax signed order confirmations and along with printed emails confirming the transfers were received to us at the Moura Starr showroom to review with her “partner/husband” was dumbfounded and tried to reach Shelley via phone.
He assured us he would figure out what was going on and get back to me or my principal by day end. When my principal called to speak to Shelly’s Husband the following day, he was told he was out of the country traveling with Shelley. No word from Moura Starr then for the next week and a half.
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