A position says what would prove it wrong. Test each on your own store.

1. A broken delivery promise costs repeat revenue, not just a support ticket.Wrong if customers whose first order was late reorder as often as matched customers whose first order was on time.
   What a Broken Promise Costs
2. Count every kind of failure in one weighted number, not on-time rate alone.Wrong if your on-time rate and your contacts per order have always moved together, week for week.
   One Number for Every Failure
3. An accurate delivery date beats a fast one you miss.Wrong if a later, safer checkout date cost more in conversion than it earned in repeat orders.
   An Accurate Date Beats a Fast One
4. Tell customers about a delay before they find it.Wrong if a random group that got no delay notice contacted you no more, and reordered no less, than the group that did.
   Bad News First
5. Showing the work makes waiting easier to accept.Wrong if customers who can see where their order is contact you as often as customers who can’t.
   Show the Work
6. Most support contacts are broken promises made elsewhere in the business.Wrong if fewer than half your contacts, by reason code, trace to a decision made outside support.
   Contacts per Order
7. Every contact reason needs an owner outside support, with a target.Wrong if contacts fall as fast when support owns every reason as when each causing team owns its own.
   Every Reason Has an Owner
8. A recovered customer is worth less than a customer you never failed.Wrong if customers who had a failure and a good recovery reorder more than matched customers who had no failure.
   The Recovery Paradox, Checked
9. An apology works when something comes with it, and stops working when you repeat it.Wrong if an apology with no credit, or a third apology to the same customer, raises their later spending against a holdout.
   How to Apologize
10. Pay the whole team on the promise kept, not only the people who answer the phone.Wrong if a shared bonus tied to one delivery number doesn’t move that number within two quarters.
    Paying for the Promise