I think what you see posted here is just the tip of the iceberg.
I'm sure they get a lot of mail and phone traffic and it would be difficult to staff all those positions with people that are knowlegable about the firearms industry as a whole, but it would be in their best interest to at least staff those positions with people that are knowlegable with mossbergs' product line if nothing else. That wouldn't be too much to ask. After all, that's what they're there for.
I don't want to be an armchair quarterback or back seat driver, but I think instead of having a general catch-all phone line that is hard for anyone to get through, have one for dealers and orders, and one for service issues and warranty/repair/returns. That would at least cut down some of the wait time and you could split some of the employee's up based on their strengths and weaknesses.
Something that very few companies do is train their CSR's with their products. The industry I used to be in was the worlds worst at that and when I was working in the field, I caught grief for it all the time. I can't express how discouraged many of the customers were.
It got to the point that I convinced upper management to send CSR's out with me in the field at least 1 day each to do my job while I just rode around with them and told them what they needed to do, until everyone of them had done it and knew from experience what the technician does and how he does it.
Of course they didn't learn everything they needed to know to switch departments, but after they did my job and saw what I saw, and did what I did, and heard what I heard, they got a whole different appreciation for what the techs did and how things really worked.
In less than a month, the CSR's were more confident in what they were talking about, my life was a lot easier, and most importantly, the customer was happier that they got the right answers and were taken care of, and over more time, the company grew because of it.
But here is one possible solution to a few of the problems facing mossberg's customer service issues.
Give all their CSR's schematics and tell them to study and learn them. If they have questions, ask the supervisors. And if they still don't understand how things work, send them to the assembly line to see how it is assembled or how the part works. Hands on is by far the best teaching method there is in my humble opinion.
In a fair amount of time allowed to learn the material, call them all to the break room and give them a test over it.
If they can't identify a major part on the schematic, and/or answer what it does or how it works, then it's time they start looking for another career because if they don't know what they're talking about in private, it's a good bet they dont' know what they're talking about to the public either, and that's not doing mossberg any favors.
Some people might think that solution is a bit harsh, but it's not. That's brutal honesty.