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SM's "Prestige" Program Is a Broken Promise
SM Lanang Premier的点评
点评：We came to SM to grab a few items, drawn in by what looked like short lines. Half an hour later, item's in hand, we walked toward checkout to find the opposite scene: long queues at every open lane, and several registers sitting empty. We joined the line anyway — what choice did we have? Twenty minutes crawled by before more lanes finally opened.
When I reached the register, I asked the cashier what happened. Her answer, backed up by the bagger, was candid: a shift change had coincided with a wave of dinner breaks, leaving too few staff on the floor at once. That's not a customer problem — that's a scheduling failure, plain and simple. Someone in management didn't think ahead.
But the real issue isn't the wait. It's what happened when I mentioned I'm an SM Prestige cardholder — a status that's supposed to mean something. The staff told me, without hesitation, that non-cardholders use the Prestige/VIP lane constantly, and no one stops them, because employees are afraid of getting yelled at if they try to enforce it. So the "benefit" in practice, is available to anyone willing to walk up and use it.
Let's call this what it is: false advertising by neglect. SM markets Prestige as recognition for loyal, high-volume customers. In reality, it's a lane with a sign on it and no one enforcing what the sign means. That's not a minor service hiccup — it's a broken commitment to the exact customers SM claims to value most. And it's not just my opinion: I've heard the same complaint from other cardholders. The program has become something of a running joke.
Two pieces of advice for SM, if anyone with authority is reading:
Fix the Prestige program or retire it. A loyalty perk that isn't enforced isn't a perk — it's a liability. Every unenforced lane is a small, repeated insult to the customers you're supposed to be rewarding, and a brand promise you're visibly failing to keep.
Fix your management, not just your staff. The employees I spoke to weren't the problem — they were doing their best in a bad system. The failure here is scheduling, training, and a management culture that hasn't given staff the backing to enforce your own policies.
This location currently sits at 2.3 stars. Experiences like this are exactly why. If SM's leadership wants to reverse that trend, it needs to start treating operational basics and customer commitments as more than talking points.
When I reached the register, I asked the cashier what happened. Her answer, backed up by the bagger, was candid: a shift change had coincided with a wave of dinner breaks, leaving too few staff on the floor at once. That's not a customer problem — that's a scheduling failure, plain and simple. Someone in management didn't think ahead.
But the real issue isn't the wait. It's what happened when I mentioned I'm an SM Prestige cardholder — a status that's supposed to mean something. The staff told me, without hesitation, that non-cardholders use the Prestige/VIP lane constantly, and no one stops them, because employees are afraid of getting yelled at if they try to enforce it. So the "benefit" in practice, is available to anyone willing to walk up and use it.
Let's call this what it is: false advertising by neglect. SM markets Prestige as recognition for loyal, high-volume customers. In reality, it's a lane with a sign on it and no one enforcing what the sign means. That's not a minor service hiccup — it's a broken commitment to the exact customers SM claims to value most. And it's not just my opinion: I've heard the same complaint from other cardholders. The program has become something of a running joke.
Two pieces of advice for SM, if anyone with authority is reading:
Fix the Prestige program or retire it. A loyalty perk that isn't enforced isn't a perk — it's a liability. Every unenforced lane is a small, repeated insult to the customers you're supposed to be rewarding, and a brand promise you're visibly failing to keep.
Fix your management, not just your staff. The employees I spoke to weren't the problem — they were doing their best in a bad system. The failure here is scheduling, training, and a management culture that hasn't given staff the backing to enforce your own policies.
This location currently sits at 2.3 stars. Experiences like this are exactly why. If SM's leadership wants to reverse that trend, it needs to start treating operational basics and customer commitments as more than talking points.
翻译：我们被看似较短的排队队伍吸引，于是来到超市想买几样东西。半小时后，拿到商品后我们走向收银台，却看到了完全相反的情景：所有开放的收银通道前都排着长队，而好几个收银台却空无一人。我们还是加入了队伍——除此之外还能怎样呢？又过了20分钟，才有更多收银通道陆续开放。
轮到我结账时，我问收银员是怎么回事。她的回答得到了打包员的证实。他很坦诚：排班变动恰逢晚餐时段高峰，导致同一时间在岗的员工数量严重不足。这并非顾客的问题——纯粹就是排班上的失误。显然是管理层有人缺乏前瞻性。
但真正的问题并不在于等待时间。真正的问题是当我提及自己是SM Prestige卡持卡人时发生的事情——这个身份本应具备一定特权才对。工作人员毫不犹豫地告诉我，许多非持卡人也经常使用Prestige/VIP通道。没有人制止他们，因为员工们害怕一旦试图执行规定就会遭人训斥。所以实际上，这个“福利”对任何愿意上前使用的人都是开放的。
我们还是直截了当地说吧：这是一种因疏于管理而导致的虚假宣传。SM公司将“Prestige”服务宣传为对忠诚且消费频繁的顾客的奖励。但实际上，它不过是一条挂着标识的通道而已，根本没人去执行标识上所规定的规则。这可不仅仅是一次轻微的服务失误——这是对SM口中最为重视的客户群体的承诺的违背。这也不仅仅是我的看法：我也从其他持卡人那里听到了同样的抱怨。这个计划现在简直成了大家拿来取笑的笑料。
如果有权限的管理人员正在阅读此文，我有以下两点建议：
要么修复Prestige计划，要么干脆将其废止。一个无法兑现的会员福利根本算不上福利，反而是一种负担。每一个未能正常运作的服务环节都是一种小小的……这是对那些本应得到奖励的顾客的反复冒犯，也是你们明显未能兑现的品牌承诺。
先整顿管理层，而非仅仅培训员工。与我交谈过的员工并非问题所在——他们只是在糟糕的体系下竭尽全力工作罢了。真正的问题出在排班制度、培训机制，以及那种不愿给予员工支持以执行公司政策的管理文化。
目前这家分店的评分仅为2.3星。出现这种情况正是此类糟糕体验所导致的。如果SM的管理层希望扭转这一趋势，就必须将运营 basics 和对客户的承诺视为切实需要落实的事项，而不仅仅是口头上的说辞。
轮到我结账时，我问收银员是怎么回事。她的回答得到了打包员的证实。他很坦诚：排班变动恰逢晚餐时段高峰，导致同一时间在岗的员工数量严重不足。这并非顾客的问题——纯粹就是排班上的失误。显然是管理层有人缺乏前瞻性。
但真正的问题并不在于等待时间。真正的问题是当我提及自己是SM Prestige卡持卡人时发生的事情——这个身份本应具备一定特权才对。工作人员毫不犹豫地告诉我，许多非持卡人也经常使用Prestige/VIP通道。没有人制止他们，因为员工们害怕一旦试图执行规定就会遭人训斥。所以实际上，这个“福利”对任何愿意上前使用的人都是开放的。
我们还是直截了当地说吧：这是一种因疏于管理而导致的虚假宣传。SM公司将“Prestige”服务宣传为对忠诚且消费频繁的顾客的奖励。但实际上，它不过是一条挂着标识的通道而已，根本没人去执行标识上所规定的规则。这可不仅仅是一次轻微的服务失误——这是对SM口中最为重视的客户群体的承诺的违背。这也不仅仅是我的看法：我也从其他持卡人那里听到了同样的抱怨。这个计划现在简直成了大家拿来取笑的笑料。
如果有权限的管理人员正在阅读此文，我有以下两点建议：
要么修复Prestige计划，要么干脆将其废止。一个无法兑现的会员福利根本算不上福利，反而是一种负担。每一个未能正常运作的服务环节都是一种小小的……这是对那些本应得到奖励的顾客的反复冒犯，也是你们明显未能兑现的品牌承诺。
先整顿管理层，而非仅仅培训员工。与我交谈过的员工并非问题所在——他们只是在糟糕的体系下竭尽全力工作罢了。真正的问题出在排班制度、培训机制，以及那种不愿给予员工支持以执行公司政策的管理文化。
目前这家分店的评分仅为2.3星。出现这种情况正是此类糟糕体验所导致的。如果SM的管理层希望扭转这一趋势，就必须将运营 basics 和对客户的承诺视为切实需要落实的事项，而不仅仅是口头上的说辞。
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