Beyond the Call

How to deliver what your customers want.

I recently had the daunting experience of calling my cellular telephone provider to upgrade my phone service. Trying to choose the right option from the company’s lengthy, and at times, baffling touch tone menu to talk with a live person was challenging, to say the least. Four telephone numbers, three departments and six disinterested/helpless representatives later, I finally reached someone.

He was not only pleasant and knowledgeable, but he was so happy to help me that we laughed and joked throughout most of the transaction. By the end of the conversation, I had upgraded my telephone service-and purchased a second cellular phone, a hands-free headset and a protective carrying case.

Embracing the opportunity to interact with customers, instead of hoping they will get lost in the maze of a touch-tone menu, is the best way to show customers you value their time, needs and business. Regardless of the product or service, you are in the people business. As in any relationship, if a company is willing to talk with its customers and interact with them effectively, problems and complaints can be minimized-even eliminate. When customer needs are met, the possibility for future business is limitless.

A key influence on customers’ expectations is price. Customers commonly believe that the more they pay for a product or service, the better that product or service should be. Customers do not believe, however, that a low price is a legitimate excuse for poor service. That should serve as a caution before and after the purchase. There is no excuse for providing poor customer service.

Whether you are selling fine luxury automobiles or toothbrushes, customers want their needs met, questions answered and concerns legitimized, regardless of the market value of the product or service they are purchasing. They want to be respected. If you want them to be repeat customers, you must deliver respect.

Additionally, customers have other expectations of your company. They expect your firm to be reliable. Will you be there for service, questions and concerns after the purchase? Will you be as attentive to their needs after their purchase as you were before it? If problems occur down the line or the item needs repair, will your company gloss over the work or will it do a thorough job of fixing the item the first time?

Great expectations

Firms must do more than meet customer expectations: To keep customers happy, companies must strive to exceed them. Doing so enhances the quality of a business’ image, and savvy companies know that they should do everything they can to capitalize on that good image. The best way to build that positive image is to be perceived as reliable. It is not enough to provide a product or service. Companies must be reliable simply to compete.

Advertising people may be geniuses at creating attention-getting, response-provoking ads that send customers clamoring to your door, but what do you have to offer that is tangible once they get there? If your advertising proclaims that your product is the best on the market and that service is your No. 1 priority, you certainly had better deliver on that promise. Nothing will damage relationships with your customers and your public image worse than finding out that claims are not true. Delivering on your promises is essential to keeping customers.

Ready to respond

Responsiveness is also a significant customer expectation. If your customers only hear back from you when they want to make a new purchase or upgrade, they will begin to question your commitment to them, and their loyalty and trust will wane. Service must be consistent, regardless of the request.

When your customers experience a problem, they are looking for the same level of interest as when they bring you new business. Every interaction is an opportunity to cultivate new business. Not responding to problems promptly can compromise or forfeit a legitimate opportunity to retain a customer and make a sale.

Customers are looking for empathy. Even if your company is the only game in town, they do not deserve to hear “no” just because they don’t have alternatives. It’s a mistake to assume that you don’t have to care about your customers because they have no other choice. Someday they will have choices-and they won’t choose you when they do.

You must demonstrate an understanding of customers’ needs for security and assurance. Customers want ongoing, personalized relationships with the same representatives-people whose names they know, people who remember them. They want a partner who cares about them and wants to provide them the best possible service, regardless of their purchase size or frequency of business.

That might require devoting far more time and effort than you are currently expending. Understanding and meeting the needs of customers means you walk them through the process or explain procedures at their pace, carefully clarifying everything along the way so that they understand all aspects of their purchase. Teaching customers more about the product or service, listening to their concerns, and being sensitive to their expectations and needs will endear them to your firm-and retain their future business.

Roy Chitwood is president of Max Sacks International. Phone: (800) 488-4629.