there twiddling your thumbs for much of the time, don’t quite comprehend. But the whole package, the office location, the general environment, the ambience of the place has to suit me. Otherwise I’m off.
My attitude is best illustrated by a job I held for a while after I’d quit the electronics company following a swift and unexpected management change – and the booting out of my boss. For about 18 months afterwards I worked in a job that was on the fringes of London’s ’60s fashion explosion. Though you’d never have guessed it if you turned up at the rundown building tucked away in the mews behind Oxford Street where the company had its headquarters. Scruffy is a polite word to describe the exterior. Dead rodents, rubbish, torn boxes and birdshit greet the visitor. Without any health and safety laws or human resources policies to keep things in check, small companies frequently operated in less than healthy environments. Yet this job, with all its drawbacks, remains one of the more diverting – and memorable – ways I found to make a living in the late 1960s.
Essentially, the job involved a bizarre corporate cover-up. I was hired as a sort of personal assistant to a director of a chain of shoe stores. No one ever bothered to explain to me beforehand that the job mostly involved pretending to be a man. A man who did not exist. OK, it didn’t go as far as me donning men’s clothes or doing impersonations. But essentially, for the time I worked in those dingy offices, I and I alone acted as a man of power and influence within the company, signing letters and documents bearing his name and often pretending to be a direct conduit to this non-existent individual. I have his ear. I am his official right hand, as far as the customers are concerned. His name: Mr Kirk-Watson.
To this day, I have no idea if this man ever existed. All attempts to grill my boss and other colleagues about The Real Kirk-Watson lead nowhere. No one ever actually knew him or anything about him. But in the minds of the shoe chain’s many customers, he is a significant presence indeed. And for the endlessly harassed store managers – the fast-expanding chain consists of about a dozen shops, all under consistent pressure to sell, sell, sell the fashionable shoes – he is their sole backup. Because Mr Kirk-Watson is effectively, a one-man customer service bureau, the person to whom all serious complaints about the shoes, mostly imported from Italy, are to be directed if the store manager cannot satisfy a complainant on the spot.
‘Madam, I’m sorry but I will have to refer you to Mr Kirk-Watson at head office,’ the manager would say ruefully, offering the often irate customer my office phone number before they stomped out of the store, muttering all sorts of threats involving the police, their family, the newspapers and so on. (TV consumer programmes such as the BBC’s Watchdog didn’t surface until the 1980s.) Consumer power – and legislation to protect the consumer – has not yet arrived.
Let me explain exactly why the customer frequently – and justifiably – loses the plot. The problem is that at a time when young, fashion-conscious customers with cash to spend are being courted like crazy, some retail outfits, focusing on turnover rather than quality or customer service, do not see themselves as being under any serious obligation to offer cash refunds if the goods are not up to scratch for some reason (and often they’re not, being produced in a mad rush to cash in quickly). Nor is there any widespread public knowledge showing, quite clearly, what the deal should be – what the retailer is legally obliged to offer the customer if the goods are undeniably faulty.
As for the shoes, usually at the cutting edge of fashion – stiletto heels with pointy toes, Chelsea or thigh-high boots, flat shoes with amazing trims – they are, as now, priced to tempt the weekly pay packets of the office girls and boys thronging Oxford Street and the surrounding shopping streets of central London. Yet these shoes are sometimes badly made. Heels fall off after one or two wearings. Sole and upper sometimes come apart within days. Trims or buckles just drop off.
The company import these shoes because they’re both ultra-fashionable and carry an extremely high profit mark-up. In Italy, still struggling to get its post-war export markets going, labour is much cheaper than here. So head office decree that the inconvenient issue of shoddy workmanship and angry customers is one for store managers to resolve, primarily to the advantage of the company. With the help of a man who does not exist. Looking back, I suspect that the use of a double-barrelled name was an attempt to impose some sort of intimidation on the lower orders. If so, they got it wrong because, by the late 1960s, cap-doffing and knowing thy place is on the wane – especially in the West End, the epicentre of all change. Though the quaint domestic service habit, where the servant employee uses the prefix ‘Mr’ before the boss’s first name (‘Mr Jack’) still prevails in this particular office.
In extremis, a credit note could be offered by the manager. Or even a replacement pair of shoes, if in stock. But shop managers, mostly, hold back from making these offers because credit notes affect their takings – and their commission. Head office policy ensures that they can hardly ever take any money out of the till and hand it back. The policy around complaints is to take the offending shoes back, offer to send them for repair and, if customers are still not happy with this, offer them Mr Kirk-Watson’s number to get them out of the store. A really furious or persistent phone call to Mr Kirk-Watson might – just – result in a credit note being issued direct from head office and not affecting shop takings. But a cash refund? Not on your nelly.
So the real Mr Kirk-Watson – a mini-skirted, mouthy, peroxide blonde with back-combed, lacquered flick ups and serious attitude to all comers – spends much of the working day fending off the stream of Kirk-Watson phone calls from angry or disgruntled customers. Now and again, the odd customer might venture into the premises to confront the elusive man, but once directed to the grungy ground-floor entrance at the back of the building, the only target for their ire is a lone receptionist, a tough blonde from the far end of the Metropolitan line called Babs. I am three floors up, safe in my tiny cubbyhole off my boss’s somewhat larger office. I never actually see a customer face to face.
My boss – Tom, the Oxbridge-educated son and heir to the booming business built up by his canny family in swift response to the ever-growing demand for fashionable gear for swingin’ Londoners – is rarely there. Nor does he ask much from me if he is around. Skinny, abrupt and often strangely distracted – it’s obvious that the demands of retailing are not really his thing, though I never discover what is – he is a timid sort of man, a weed really, in a crumpled three-piece suit that could easily have been slept in. It does not trouble me to take the endless stream of Kirk-Watson calls. The alternative is chatting to my friends on the phone or typing the odd bit of correspondence that, for some bizarre reason, Tom usually scribbles out for me in a disgusting scrawl – had he trained as a doctor? – on the back of old shoe boxes, a recycling habit he surely picked up from his mum during the war.
Tom’s fiancé, Helene – a French glamour puss – occasionally wafts into head office, reeking of Arpège and smothered in expensive Jean Muir or sporting ultra-fashionable short, pricey Jean Varon dresses (the designer’s real name was John Bates, the man who designed the clothes for the TV series The Avengers). Worldly and snobbish, she clearly overwhelms titchy Tom in every way. In her presence, he is a stuttering, gibbering wreck. An odd couple indeed. Tom has some strange habits. One involves light bulbs. When a new bulb goes in, he writes down the date. Then, when it pops, he carefully notes how long it lasted – a futile exercise as far as I could see, unless he planned to spend his life chasing Osram, the company making the bulbs. Letters are under careful surveillance too. If a letter misses the franking machine and needs a stamp, only second-class post may be used. And so on.
The Kirk-Watson scenario would at least prove to be good training for a future life as a journalist on the phone, talking to people who mostly don’t really want to talk to you – or alternatively, have a particular axe to grind. My phone routine is to politely present myself as K-W’s sidekick, explain that he’s away in Italy on a shoe-buying trip and offer to hear out their complaint. (If the customer has flatly refused to have the offending shoes sent off for repair, they are sometimes sent round to head office by the store manager, who phones me in
