I worked in a large Telco store as a sales consultant for around 5 years and I have some views on this, having served thousands of customers. Organisations suc

I worked in a large Telco store as a sales consultant for around 5 years and I have some views on this, having served thousands of customers. Organisations such as T-Mobile, AT&T and even the Telco I used to work for in Australia are fortunately/unfortunately made up of people just like you and I. This means that your experience of dealing with a telco or a brand is highly dependant on the person you speak with in store. These people aren't all incredibly motivated people, nor are they all at their very best everyday like they need to be as people in front of customers. It's no excuse, but it is a factor. I was around before and at the point the digital waiting line came into play and it is overall better than not having one. In this story, the problem is that clearly the store didn't have enough staff serving customers to visually justify that the store was busy enough to put someone in a queue. I worked in a shopping mall so customers who walked into a our visibly very busy store were happy that they could get some food or continue shopping while waiting. With regards to availability of staff, where I worked we followed a "My customer my responsibility model" where it was your responsibility to follow and resolve a customers problem. As stores provided not just sales but also customer service across consumer and business mobility products and internet services. The tricky part is that a customer might come into the store with a complex billing problem and it require almost an hour to resolve. In a store of perhaps 4 active consultants, on a busy day if 2-3 people are working on complex customer support queries, you wont have enough people available to advise people on what mobile to buy.