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Tag: customer

  • Giving a Great "Walk Around" Sales Presentation

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    Salespeople should know that a walk around isn’t just a presentation, it is a chance to discover the customer’s needs and turn your product or services features into a benefit for that customer.

    Learning good selling techniques takes practice and learning how to give a “walk around” sales presentation is essential to the sales process.

    An excellent walk around presentation is not a canned presentation. It has been said, “A good walk around presentation doesn’t work because it’s canned; it got canned because it works.” That’s what a walk around should be – not canned, but planned. Salespeople need to know where they are going all the time. Hopefully they can help guide the customer down the Road to the Sale.

    Before we can attempt a presentation we must understand what a “feature” is and what a “benefit” is. A feature is what something is – a benefit is what something does. Let’s use automobile sales as an example. So let’s look at some car sales techniques. A “walk around” occurs when a salesperson pulls a vehicle out of the line of cars in front of the dealership. The salesperson opens the doors, the trunk, and the hood. They turn on the car and get the A/C running in the summertime (or the heater in the winter time). They take the customer and tell them about the vehicle as they walk around it.

    The aerodynamic styling of a vehicle is a feature; great gas mileage and a quiet ride are the resulting benefits. A lot of salespeople are good at reciting features, but not at explaining why the customer needs them – and this is for two reasons. One is they don’t know enough about the car and the other is they did a poor job qualifying the customer’s needs. Ask questions of your customer. Ask what they want from their next vehicle and listen to what is said.

    How can a salesperson enthusiastically talk about the double steel cargo box if they don’t know what the customer is going to use the vehicle for? They can’t.

    In a typical selling situation a salesperson might say something like, “Yes sir, this car has everything you’re looking for: a fuel efficient engine and a hands-free Bluetooth communications system. It also has ABS brakes, limited slip rear axle, and terrain management.” Sounds all well and good, right? Wrong. There is nothing your salesperson has told this customer that 1,500 other salespeople and brochures and Internet research haven’t already told him.

    So the customer looks at the salesperson like a deer in the headlights. He doesn’t know what he is what he is supposed to say, except what he is probably thinking, “I can see all of these options, Mr. Salesperson. Tell me something I don’t know.” You see, when the salesperson recites his or her cornucopia of knowledge, it isn’t a question so it doesn’t really move the sale forward. He is just repeating what the customer told him he wanted.

    The customer’s only response is, “Yes, Mr. Salesperson, I can see it has everything I asked for. How much is it?” Or worse yet, the customer may say nothing. The worst thing that can enter a walk around presentation is silence. When there is silence, there is pressure and in the selling process, we want no pressure. As I mentioned many times, the only common ground a customer has is the price. When you stop talking, the only thing they can say is how much… or goodbye.

    To do an excellent walk around, salespeople need to remember the thing the customer wants to know more than anything, “What will it do for me?” Until you tell customer that answer, then he is probably isn’t listening.

    Back to the walk around – how long did it take me to recite the options above, 30 seconds? What do I do now? I am out of things to say. Obviously there are lots of options and I could probably go on for a while, but even if I could memorize them all on every model, the customer will be yawning. Why? Because he wants to know what it will do for him. If salespeople are just going to recite options, they would be better off to hand the customer a brochure and send him on his way. The brochure is better than a salesperson will ever be at features. They break down the passenger compartment to cubic inches for heaven’s sake! When it comes right down to it, does the customer even care that there is 28 inches of legroom? No. But he will be interested to know that, “Because of the transverse mounted engine, Mr. Customer, when you and your family take that trip to Colorado this summer you can really stretch out your legs!” That is how you sell legroom. Note: Without asking good questions, how could you make the above statement? But here’s the good news: you can make that statement even more powerful in two ways – by moving the sale forward and by asking for the order.

    There are many ways to move the sale forward, but here are a few. These are simple phrases that keep the customer following you:

    “Let me show you this feature on your new Ford Explorer.”

    “Let me show you this,”

    “Let me show you one more thing,”

    “Great, follow me.”

    Ask for the order, it is quite simple, for example:

    “That’s a feature I’m sure you’d like, isn’t it?” The customer says, “Yeah!” The salesperson says, “Great, follow me,” or “Great, now let me show you one more thing.”

    The above question is one which you should already know the answer. Use it with a feature the customer wants, for example, seat belts, air bags, crumple zones, etc. A customer just won’t say no to seat belts.

    During the sale you are always closing — in sales terminology that means you are always asking the customer for the order. For example, a very successful salesman in a 20-minute presentation will ask the customer in several different ways, in more than a dozen times if they want to buy the vehicle.

    Some of the best closing techniques to use during a sale are called tie downs. Some call them trial closes. A tie down is simply a question at the end of a statement that demands a response. Instead of saying, “Those airbags are a wonderful feature.” In the eyes of a customer, this is just an opinion. But, if I added, “Aren’t they?” to the end of that statement, it forces the customer to respond, hopefully in a positive way.

    Or, “On a scale of 1 to 10, with 10 being the highest rating, how would you rate this vehicle so far? What would it take to make that number a 10?”

    However, sometimes a customer may say something that implies that they don’t like the vehicle. For example, “Oh, that looks like something else that will break.”

    One way to handle these “objections” is to address the issue with the “Feel, Felt, Found” response. For example, you might respond by saying, “I can see why you might feel that. A lot of people have felt the same way, but once you’ve found out the engineering behind, you’ll see how beneficial this can be for you.”

    These few tips will build the foundation for a confident walk around presentation.

    – Learn your product inside and out, research what’s being said about your product on the internet.

    – Get to know your customer’s needs in the initial greeting and qualification.

    – Present with confidence and tie the features back to their needs.

    – Help make their needs become their wants.

    – Remember to refer to competitive brands and create value.

    – Take full advantage of your product expertise when doing a walk around presentation and SELL yourself and your product.

    And remember, selling is a process of listening to customer needs, finding solutions to their needs, building value you in your product or service, and giving them an opportunity to buy that product or service that serves their needs!

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    Source by Vincent Hennigan

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  • Whatever Happened to Customer Service?

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    In the old movie, Miracle on 34th Street, the Macy’s Santa sends customers to rival store Gimbels for products that Macy’s does not have. After a management outcry, it then turns out that customers really appreciate this service and become more loyal to Macy’s than ever before.

    Retailers today have forgotten that lesson. Everybody is looking to cut costs. Customer service is no longer considered a revenue generator, so it’s one of the first things on the chopping block when a retailer starts tightening its belt.

    Good customer service is good business. It creates repeat customers. Repeat customers are what every retailer wants because it is far less expensive from a marketing standpoint to sell to a former customer than to bring in new customers.

    Retailers no longer know what makes “good” customer service. The general feeling is that if the product leaves the store and does not come back, everything is fine. Customer service is only for the “problems” and the job of customer service is to make the problems go away at the least possible cost. The less interaction between the store and the customer, the better.

    Superior customer service demands extensive interaction between the customer and the retailer. In my Internet company we look for every possible opportunity to contact and engage the customer. Once a customer has placed an order, the company will contact them at least four times during the 4 week period between the sale and the delivery. The first contact is to acknowledge the order and thank the customer for her (or his) purchase. At that time the customer receives information about the production and delivery process and they are encouraged to call if there are any questions. A second contact is made shortly before production is complete The third contact is made when the product is actually shipped. At this time, there is a detailed description of what the delivery process will entail. There is also a tracking number provided so that the product can be tracked by the customer during the shipping process. The fourth contact is after delivery when each customer is contacted to find out whether they are happy with the product or whether some additional followup is needed.

    When we receive a request for one of our free catalogs, we send it along with a letter noting that we also offer free fabric swatches and free design advice. When an order is placed, we acknowledge the order electronically, then send an email personally thanking the customer. We notify them when the product (in our case sofas) is about to be shipped. We notify them again after it has shipped. Most important, we contact the customer after the product has been received to make sure that everything is OK and that there are no problems. In doing this, sometimes there is a minor problem that the customer might not have mentioned but which distracts from the enjoyment of the sofa — for example a cushion feels too firm. We send out free, softer replacement cushions. The result is that instead of having a silent but disappointed customer, we now have a very happy buyer who enthusiastically recommends us to friends and family. The cost of the extra cushions is a marketing cost.

    The secret behind outstanding customer service is simply to put yourself in the place of the customer. What would you want the company to do if you were the customer? Treat the customer the way you want to be treated.

    1. Answer telephone calls promptly. It is amazing how grateful a customer can be when they realize they are speaking with a real live knowledgeable person who can answer their questions.

    2. Respond to emails and phone messages promptly. All emails phone calls should be handled as quickly as possible, hopefully in less than one hour.

    3. Be honest. It is amazing how often salespeople feel that telling the truth gets in the way of making a sale. If a microfiber fabric already has a stain protector built in and does not need the optional spray protector, tell the customer. Once you have saved them from spending an unnecessary $50, they will trust you completely and might even be willing to forgive minor glitches that may pop up. If a sofa won’t be finished by the promised deadline, call as soon as you are aware of the problem.

    4. Under-promise — If a delivery will take 3 weeks, estimate 4. Customers are usually delighted when something is ready ahead of schedule.

    5. Maximize contact with the customer. This does not mean sending frequent ads or spam. It means keeping the customer informed of the progress of their order up to and after delivery.

    6. Be knowledgeable about your products and your company. If you don’t know the answer to a question, find out quickly.

    7. Surprise and amaze your customer — give them something they do not expect. This can be as simple as delivering your product one week eaarly, or it can involve giving an upgrade at no charge. This is particularly important when an error has been made and you are trying to correct it. Go farther than your customer expects and they will change from disgruntled critics to enthusiastic supporters.

    Retail stores have been cutting back on customer service for years. As competition grows and profit margins shrink, customer service is one of the first places to cut back. Everyone who has ever tried to call a computer company for technical assistance and winds up talking to someone from India knows the problem. Corporate bean counters forget that with good customer service you can earn better margins. You are not forced to fight over who can offer the lowest price. Besides, it’s just nicer working in a friendly environment. When you have happy customers, you have happy employees.

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    Source by Jeff Frank

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  • What’s The Difference Between Direct Sales And Network Marketing?

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    My purpose and commitment is to really help you understand and appreciate the MLM industry. One of the things you need to know when shopping for a business opportunity that is built on the multi-level marketing format, is not only how these businesses work but which one will compliment your skill set, personality and area of expertise.

    The Difference Between Direct Sales and Network Marketing

    Direct Sales and Network Marketing are both based on the multilevel marketing business model. MLM or Multilevel simply refers to the business structure in which the compensation plan is mapped out. The Direct selling and Network marketing vehicle is the actual distribution system or the way the products are dispersed.

    With Direct Selling, the emphasis is usually on direct, person-to person product distribution, which typically involves the independent sales representatives earning a commission from the products that they sell directly to the customers.

    The usual way of getting their products out to the masses or finding customers is by hosting product parties, trunk sales, booths and etc., by way of their circle of influence. Advancing in rank is dependent upon the volume of products sold.

    In some companies you can recruit other people to hosts parties in which they would be offered a discount on the products for hosting that party and also earn free products if they sell a certain amount of merchandise.

    This is important to know if happen to be a really good sales person or if you hate the thought of selling in this way, when choosing a mlm company.

    Some examples of Direct Selling companies are:

    Avon, Natura, Vorwerk, Herbalife and Mary Kay

    Now with Network Marketing, the emphasis is on team building. Building a team of partners who are in agreement to use the company products in their household as well as share products with others outside of their network.

    You are basically the customer as well as the business owner and you are able to sponsor, support and train others who want to build a business of their own. So the importance here is on building an organization of like minded individuals who use and move product within and outside their network.

    In network marketing, you also have the flexibility to host product parties or have a booth, etc., in order to promote your products if you so choose. You are the business owner, not just a sales representative so you have the power to run your business as you see fit.

    This model is a great if you love networking, team building and training others.

    Some examples of Network Marketing companies are:

    Sisel International, Vemma, Amway and Visulas.

    Some direct sales companies also incorporate the network marketing team building model as well depending on the compensation structure, so make sure to do your research.

    Understand that the purpose of both models is product distribution, but, it’s the way the distribution happens and the way you, the marketer, gets compensated, that makes the difference.

    On a side note, steer clear of companies that don’t have a product OR they have a limited product line that offers little to no value to the public.

    End the end, the difference between direct sales and network marketing is fairly minimal. Both serve as an opportunity for the ordinary individual to build their own business, delivering quality products to the masses in a less expensive and more personal way.

    By eliminating the middle men; expensive advertisers and merchandisers, the network marketer and direct seller can create residual/ passive income from home with less time, less money and less hassle than the traditional business model.

    So Tell Me…

    Have you ever owned a network marketing or direct sales business?

    What did you like or dislike about it?

    Did you find it too challenging? If so, tell me why.

    I would love to hear from you!

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    Source by April Ray

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  • Customer Trust and Loyalty

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    Customer trust is a precondition for prosperity. Yet, most businesses…

    o Act as if customer trust develops because the business believes it is honest.

    o Build only a shallow type of trust that does not lead to profitable relationships and loyalty.

    o Have no strategy to build the type of trust where customers increasingly value the relationship.

    Now is an excellent time to aggressively and systematically work at building customer trust. Virtually all businesses have been tainted by the general rise in societal distrust of companies.

    o A recent Datamonitor study of consumers in the USA and Europe found that 86% are less trusting of companies than they were five years ago.

    o 80% of people stop buying products or services from companies when their trustworthiness comes into question (Edelman 2005 Trust Barometer)

    o People spread distrust to friends and associates, the people we trust most.

    o Over 33% who lose trust in a company, openly campaign against that company on the Internet.

    The Datamonitor and Edelman research demonstrates that it goes beyond a few isolated cases. Furthermore, according to a Yankelovich study, more than two-thirds of people don’t believe advertisers and marketing. They see it as self-serving distortions.

    Customers want to do business with companies they trust but, don’t know who to trust. Therefore, companies that proactively demonstrate trustworthiness stand to gain a tremendous source of competitive differentiation.

    What is trust and why is it important to customer relationships? Webster gives two definitions of trust that help separate the wheat from the chaff.

    1. firm belief or confidence in the honesty, integrity, reliability, justice of another person or thing.

    2. confident expectation, anticipation, or hope; as in trust in the future.

    Most companies believe they are trustworthy but only measure up to the first definition. They want to be known as a company that is honest, reliable and fair. They expect their products live up to expectations and when they don’t they think they treat customers equitably.

    Do you think your company measures up? If you say yes, ask yourself what you proactively do to build this trust. Many companies have no deliberate strategy.

    If you have a deliberate strategy, now might be a good time to question how well it is working. As mentioned above, Yankelovich’s research shows that most customers don’t believe your marketing and advertising. And, the Edelman Trust Barometer concluded that when looking for a credible source of information on a company or product, CEO’s, employees, public relations people and celebrities rank in the bottom half.

    Measuring up to the first definition of trust is essential to sustainable and profitable customer relationships. However, even if customers believe your company is honest, reliable and fair, this is no guarantee they will be loyal and profitable. To garner commitment, profitability and high lifetime value, a company must measure up to Webster’s second definition as well.

    Businesses that meet the first definition but not the second, run into the Satisficing Trust Barrier. Satisficing trust is the trust that allows a customer to feel comfortable in buying products or services from a company. It is a sense of confidence that the company will stand behind the product. It is sufficient trust to purchase a well-defined product, a commodity. In a world of abundance and overwhelming choice, satisficing trust does not insure repeat business. Customers buy commodities that offer the best trade-off between satisficing trust, price and convenience. Some companies become complacent because they feel they offer the best combination of the three. Unfortunately for them, all it takes to lose customers is for a competitor to create the perception of a better deal. No real relationship value has been accrued by the company who wins business this way.

    The operative words in the second definition of trust are “hope” and “trust in the future.” Many purchases these days are not commodities; they are not well defined and may not have a track record. To make these types of purchases the customer must take a “leap-of-faith,” and this requires trust. In this type of trust the customer must believe that the vendor company is truly interested in a win-win relationship. That is, they are interested a long-term relationship where both parties benefit. This type of trust grows out of experience with a company demonstrating a real commitment to win-win. Since virtually all customers have been “burned,” companies often have to subjugate their short-term interests to stimulate the development of faithful trust.

    Customer want to build relationships that help them more confidently make “leap-of-faith” decisions. Being able to rely on this trust helps them simplify things in an increasingly complex world. When this happens, trust in the relationship becomes more important to customers than price and convenience. It starts with “hopeful trust.” Customers want the best for themselves. They want to adapt and to embrace change, and they will place extremely high value in relationships that help. Customers are on the lookout for signs from companies that their “hopeful trust” will be well placed. But this “hopeful trust” is just a test. If experience demonstrates that trust in the relationships is justified, faithful trust will emerge.

    When trust morphs from “hopeful” to “faithful,” a very significant twist occurs. The main concern of customers shifts from price and utility to the seeking of advice and guidance. When price is an issue, customers withhold information. When they seek guidance, they openly share. “Faithful trust” enables this openness. It also enables both parties to prosper and builds a basis for co-adaptation, now and in the future.

    The trustworthy company gets the immediate sale, but they get much more. Snafus or mistakes that might have once terminated a relationship are now overlooked for the sake of the relationship. Customers become turbocharged advocates. They don’t merely tell others what you sell; they vouch for you and the relationship value you deliver. They come to depend on your business and, as a consequence, they want you to thrive.

    The real-life story of Billy Blue, a men’s clothier in San Francisco illustrates the power of fully trusting relationships. Billy Blue’s thriving business took a nose dive during the dot.com crash. The downturn was so severe its owner, Billy Bragman, considered closing his doors. Instead, he wrote his customers a letter explaining the situation and asked them to buy more clothes. Even though many of his customers had their own business “trial and tribulations,” they increased their clothes purchases. One guy sent a check for $2,500 with a note saying, “You know what I like; just send me some new clothes.” Billy Blue customers could easily have turned to other men’s stores but they chose to support Billy Blue. They valued their relationship with Billy Blue and didn’t want it to go out of business.

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    Source by John Todor

    Views: 0

  • Make Money Through Internet Entrepreneurship

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    There are many opportunities in internet entrepreneurship that anyone can utilize to make more money. You can be a laptop entrepreneur where you use your laptop anywhere to do business online at your own pace. This entrepreneurship is flexible and, if utilized efficiently, can enable one to make more money online.

    You can be an expat in another country and still earn money through internet entrepreneurship. You can go anywhere in the world and still do business online as a laptop entrepreneur. The profession is flexible and offers many options. However, it is not for the faint-hearted. Building a brand name on the internet does not happen overnight. It needs someone who is persistent to succeed. Competition is fierce and, therefore, needs one to put more efforts to success online.

    As a laptop entrepreneur, you can choose to do internet marketing, email marketing, social media marketing, web designing, web development, customer support management, article writing, blogging, and programmer, to mention just a few among hundreds of options. There are vast opportunities in these professions while working online at your own pace. However, you need to build your name before you can have a comfort zone of working from home.

    There is a growing demand of web designers online because big companies want an optimal online presence. They want to compete online because there is a large customer base on the internet. Whoever helps these companies to rank high in search engines can get sufficient income. Once you do a good job then many companies will come for your services as a laptop entrepreneur. Your channels will widen and thus making living good for you.

    A laptop entrepreneur who specializes in search engine optimization is also in high demand. Many websites need search engine optimization in order to increase their visibility online. Therefore, someone who excels in SEO can earn a lot of money just by working through internet entrepreneurship. Big and medium-sized companies are willing to cash-out on laptop entrepreneurs who can give them positive results. There is a plethora of opportunities on internet entrepreneurship.

    The other growing trend is seen in internet marketing. Everything is about gaining more traffic online. Companies are willing to pay internet marketers who can help promote their products to a lager customer base online. Opportunities are vast for a laptop entrepreneur. The profession is for someone who enjoys working alone and taking risks associated with internet entrepreneurship. A determined, committed, self-motivated, and self-disciplined person can survive in an online business and, therefore, make more money.

    Article writing and blogging are also good channels to follow as a laptop entrepreneur who wants to maximize earnings online. They are also a form of marketing and generating traffic to websites. There are opportunities for laptop entrepreneurs.

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    Source by Corey Ferreira

    Views: 0

  • Poor Man Rich Soul – How to Enjoy the Richness of the Mind

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    If you are poor nonetheless, it does not matter if you know how to keep a mind full of richness. Trees do not have any bank accounts, credit cards, fancy cars or villas, do they? What they have are branches and leaves as well as that good soil to keep them growing. It would not matter if fall strips them bare for a few months, because they would survive again after that. It is great if we can learn this; that abundance did not spring from nothing and that keeping along matters a lot. Have not all trees started from a single seed? And it even requires courage, endurance and patience to keep growing. So here are some tips to bring forth that richness of the mind.

    Try Unit Spending
    When you find yourself not able to spend on many things or when you are constantly living on a budget, there is a way around it! What that means is for you to train your mentality to spend in an acceptable range based on your financial capacity. For example, if you are a person capable of spending in amount bearing up to thousands, then by all means spend one to two units less. That means, when you start spending in amounts of tens or hundreds, suddenly you find yourself capable of buying a lot more stuff! On the other hand, if you are person capable of spending in amount bearing up to hundreds, then by all means spend again one to two units less. That means spend in amounts of tens and below tens! You will find yourself a lot happier when you realize that there are still so many things out there that you can buy!

    If one of the keys to happiness is ultimate buying power, make it one that happens in relation to quantity instead of quality. At times when quality matters more, you can either realign a portion of your savings and go for the best options available or delay the purchase until the time and cost of the product falls at its optimal state. Consider buying in relation to quality only when necessary. After all market places deserve its fair chance of customer share. Certainly there are products that you could compromise easily on its quality, just be sure not to compromise those that should not be done so.

    Be a Good Person
    If you are usually a good person, chances are you can become popular among your friends and family. That notion itself is self reassuring. Less fear embedded in your mind as you already know, there are people willing to lend a helping hand still. Make sure you are a good person that has real, decent friends and that you have done your part when times are good. Say the down time is heavy, then what you should do is share those worries with your friends and family. Deeper bonded friendships will warm hearts and keep us going still. Bad times can also be perceived as an opening for new opportunities at bay. Work hand in hand and fight together to alleviate all sorrows due to poverty. Let all pass with good hope and constructive activities.

    A year older and a year wiser! Never outgrow this mentality. Learn and be wiser everyday. Find ways to manage problems or formulate strategies to overcome them slowly. Plant yourself to become one strong and healthy tree.

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    Source by Karen Chai

    Views: 0

  • Internal Customer Service: Guidelines for Suppliers and Contractors

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    Change management and organization development experts talk about ‘creating alignment’ – aligning organizational strategy with daily business needs. And a big part of this is creating alignment between customer needs and employee actions as customer service providers. But we also have to take note of internal customers – those people within the organization that service us – as internal customers and who we service as internal customers. “There is a remarkably close and consistent link between how internal customers are treated and how external customers perceive the quality of your organization’s services. It is almost impossible to provide good external service if your organization is not providing good internal service.” R. Zemke and K. Anderson, Delivering Knock Your Socks Off Service, 1981.

    And it’s not just about internal customers within the walls of your organization, it’s also about those arms-length internal customers and customer service providers – suppliers and contractors – those people who either supply your organization directly or come into contact with your external customers, directly, as your representative. These suppliers and contractors should be considered an integral part of your organization and the service they provide should be measured as accurately and frequently as you measure the service level you provide.

    To my mind, servicing others, whether internal or external (customer, supplier, colleague, peer, supervisor, contractor), should reflect the values of your organization and the process to retain the best customers – again, whether internal or external – can be applied across any of these groups. Suppliers and contractors should be selected and retained based on their commitment to servicing your customers – and your employees – as you require them to be serviced. Although you do not ‘own’ these suppliers and contractors, you have the right to demand the equivalent level of service you provide to your customers. When selecting your suppliers and contractors, or measuring the ones you currently are associated with, the following guidelines may help ensure that internal service meets the standard.

    Recruit suppliers and contractors as you would your employees.

    You should be seeking out the best person for the job, the high performer who will be able to deliver on your business expectations and drive up results for your company. Why not utilize some of the recruiting tools you use when conducting a search for an employee? Think about it. You will be paying this supplier or contractor to perform services for you or your customers so you should expect them to be of the calibre you expect from a new employee. Consider requesting a resume of their qualifications and experience, customers they have serviced, certifications that may be required, and if available, customer testimonials. Interview them in a similar fashion to the way in which you interview for employees. Check their references and make sure you put in place a contractual arrangement that clearly documents what you expect from them and what they can expect from you (this is just another version of position profiles and expectations for the role).

    In these cases, you are seeking high performers capable of servicing both your customers and your employees. And you have a responsibility to provide them with the information, resources and possibly, tools, they will need to service both these groups accurately and professionally.

    Provide clear expectations of performance.

    Even if your suppliers and contractors have worked with your organization for a long period of time, it is critical to periodically review your expectations of their role and how you expect them to service your customers. Customers are retained because they have developed a good relationship with their supplier and any contractor or supplier who is dealing with your customer directly, is seen by the customer to be an employee of your company, and hence; representing your company.

    When I was a general manager for an energy distribution company, one of our contractor service technicians accidentally cut the customer’s phone line. The first issue for the customer was, of course, the cut phone line and the inconvenience associated. The second issue was that the contractor apologized but told the customer he would have to call our company to secure satisfaction regarding the cost and inconvenience of having the line repaired. The third issue was the response the customer received from the Branch Manager when he called our company office to complain. He was told we were not responsible since it was a contractor that had cut the line! Yes, I too, was shocked when the customer got through to me to complain and told me what the Branch Manager had said. Even more distressing was the fact that the Branch Manager defended his position when I called him about the complaint!

    No doubt we did not clearly identify to our contractor our customer service expectations. To me, they were simple. Apologize to the customer, call our office immediately to request a solution and then work with the customer to get the solution implemented. Simple to me but certainly not to our contractor or, I quickly discovered, to my Branch Manager.

    So my next step was to build a contractor customer service agreement and develop a customer service training program to implement with both our employees and our contractors. We then implemented it across my region. We still had customer service issues with both our contractors and our employees, periodically,but this was a great first step.

    Conduct frequent performance reviews.

    Providing your suppliers and contractors with regular, specific feedback will not only give you confidence that they are meeting your needs but will also provide opportunities for them to discuss any customer service challenges, issues, or problems with you before they result in lost customers. These regular reviews should be part of the contract between you and the contractor and they should be implemented on schedule. During these reviews you should include their primary employee contacts to ensure all partners are clear about the issues and able to participate in developing the solutions. This secures commitment to the solutions.

    Reward and recognize customer service excellence.

    At a minimum, providing them with a reference signifies that you are pleased with their customer service performance. But, without a doubt, the best reward for suppliers and contractors is securing more work from you.

    Following these guidelines will go a long way to ensuring alignment between your company, your employees and your suppliers and contractors – to the business goals and strategy. All sectors can then be focused on delivering the expected level of customer service to the customer base you want to retain.

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    Source by Donna Stevenson

    Views: 0