The Key to a Happy, Healthy Relationship With Your Customers
By David Royce, entrepreneur.com
Founder and Chairman of Alterra
Cash isn’t the only type of currency in business. The collective
attitude and satisfaction of your customers is just as important to your
bottom line as your cash flow. Meaning the way you treat your customers
and respond to their questions, needs and concerns has a direct impact
on how your company performs.
The customer-company relationship
is
much more nuanced than the timeworn adage of “the customer is always
right.” Even when the customer isn’t right, their opinions are still
important. Below are the secrets to developing a happy, healthy
relationship with your customers.
Create flexibility.
Provide
your front-line employees with the power to allow exceptions to rules.
Exceptions aren’t about pandering to customers to keep their business,
but instead about creating a means for employees to consistently exceed
expectations. By going the extra mile and making sure customers feel
special, you can develop a relationship as strong as a long-lasting
marriage.
My
company has a very specific set of core values as guiding principles to
govern our behavior, including with customers. While other companies
may tailor their principles to rope in as many customers as possible
-- or be unflinchingly rigid to protocol when a customer has a unique
request -- we instead live by the spirit of the law. It’s actually okay
with our management to be liberal with services (within reason) to keep
customers happy and onboard.
Teach and encourage your employees to
be creative within the parameters of your core values, and you will
create customers for life. Even better, when your customers see your
employees providing them with an enjoyable, honest experience, these
loyal advocates will bring you additional business by referring their
friends.
Work together to overcome differences.
Your
bottom line is never about money -- it’s about your relationship with
your customers. For example, several years ago, we utilized a practice
of sending emails with notices for upcoming service visits. Although
this method was convenient for the company, our surveys told us that
many customers didn’t check their email frequently and therefore didn’t
feel properly informed about the day and time we would be stopping by.
Based on this feedback, we switched our offering to provide text message
alerts and/or automated voicemails at the customer’s preference. This
immediately decreased our miscommunication complaints by more than half.
When
you encounter issues, ask yourself if this is a recurring problem? Is
this important enough to a large body of our customers that it
necessitates a change? If so, make the change immediately to improve
customer happiness and retention. All organizations must learn to
embrace change if they wish to stay in the game. Remember, if your
organization is not growing, it’s decaying.
Keep the fire alive.
The
customers you hear from and see most often when perusing online
reviews, Facebook comments and other customer service horror stories,
typically fall on the extreme ends of the satisfaction spectrum
-- red-in-the-face angry or over-the-top advocates. The customers you
want to focus on most, however, are those that lie in the middle. They
rarely complain or voice an opinion, and then quietly leave without
providing any specific feedback. These customers may not be dissatisfied
per se, but they never fully bought into the company.
A complaint
is an opportunity to resolve a potential problem, and statistics show
that you can make a customer 10 percent more loyal to you than before
the negative experience occurred by simply reaching out and showing you
care. Being proactive with customers in the middle of the spectrum is
one way to help ignite them and turn them into lifelong customers, so we
incentivize our customers to provide honest feedback after every
service.
For example, we discount our next service if the customer
will take a short, three-minute survey to tell us how we did. This
allows us to take the temperature of our customer base daily and stay
relevant with evolving trends in their needs, wants and concerns.
Remember,
it’s critical to respond in a timely manner when negative surveys are
provided. Our company policy states that any less than satisfactory
score requires a manager to reach out within one hour of the survey’s
completion. You’d be amazed at the positive responses we get from
customers when we call and ask how we can make things right.
Get out of toxic relationships.
Finally,
when you’ve done all you can do to go the extra mile and it’s still not
enough, learn to set those customers free. Customers who are extremely
unhappy will do almost anything to get out of their contracts. Whether
it’s cursing at your service representative, threatening scathing
reviews online or manipulating any available loophole, people who don’t
want to do business with you will continue to seek a way out.
Some
employees may lose their cool or stop going above and beyond with
customers who have turned hostile. The customer is leaving, so why does
it matter, employees may say. This way of thinking is shortsighted, and
refusing to let a customer go out of pride can draw more negative attention
than keeping the customer is worth. Letting toxic customers go without
conditions helps you curate the type of people with whom you want do
business. It saves them time and frustration, helps you maintain the
high standards of your brand and prevents future issues that result from
being stubborn with customers.
When it comes down to it, good
customer service isn’t rocket science; it’s just about finding ways to
deliver it better than the competition. It may take a little more time,
it may cost a little more product, but saving a current customer is
typically five times less expensive than picking up a new one. Providing
that extra wow factor will not only help you build a lifelong customer
base, but it will make employees feel better about what they do daily
and develop pride in your company’s mission.
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