When Sue Miller walked into her new job as President of computer products vendor, Softsel, she knew it had problems. While it's US parent company was successful, the subsidiary she would be leading had not yet turned a profit in its 5 year history. It had a puny market share and a reputation as "box movers" versus the high-end competitors who were knows as product pros. Sales stood at about $20 million. By the time she was done with it, sales were up to $850 million and the company ranked #1 in the industry vendor listings. Here's the customer service based turnaround strategy she used.