Selection – The New Thing

The customer is not always right, even though he feels he is. It is always best to go back to the basics because the basic principles of good business are timeless. It is vital to the survival of the customer that many of the people who serve him admit they do not have a clue about what he really wants and does not understand the need to lose for him to gain.

The method of negotiation might have changed a bit but the rules of engagement change.

The customer is not totally blase on your product. He simply wants and expects your product or service to do what is promised. He expects it to be provided by someone he trusts and has confidence in. You have caused him to expect that your product of quality and reliability will provide the promised performance.

He also expects others of your company to be trustworthy enough to deliver on commitments assumed by you. You can not have faith in your company people too well to make decent, honest commitments. People are as much a part of the organization as the product.

If you are truly aware of the product flight pattern, quality control monitoring process and how it affects a return, your actions must reflect this knowledge.

If not, you may have inadvertently caused a customer to lose confidence in your company. This means you have failed the first twelve months of trying to establish trust and have not established a common interest in your relationship. You have lost the matter of the customer contact.

Make Every Effort to Build Trust

In essence I do not advocate that you work specifically on trust rather that all your behaviors reflect trust. Some of the familiar fence cleaners and landscapers have a reputation for keeping the customer happy but and they never really take the time to develop other services that do not involve nail polishes, tree stapling or landscaping. The customer does not anticipate the regular maintenance done by a landscaper whose local jobs bring only a time line of three months at best but some of this is a guarantee they will be there at the customer site when they said they would be or the customer clearly understood what was expected.

Sometimes what will assure the customer’s confidence in your competitors is a word problem that causes far more problems for yourself than there were before.

I have seen customers rationally make the point that it is not intelligence which is bad, it is speed. Building trust is not the only principle used to build speed but it is essential to how the customer perceives your ability to deliver services.

You must provide assurances of quality and reliability frequently and it will go a long way toward building confidence and ultimately speed.

Let us equally make every effort to speed the customer’s work, to provide sooner results, for the following reason. When the customer perceives you have something of value to him, he orders it sooner more often. If today is the first impression with the customer, you have less time, less that the opportunity to do damage control but rather than the customer just hanging up realizing that for this client the “system” customers are my competitors, your thinking is that they might not be on board after the first personal success, the first order is going to be a loss since it could raise quota or gain profit. The first order, in essence, removes coloured glasses from the Initiative Bros. payment together with a new impression of you that could possibly change their mind.

Many sales people end up with “closing the deal” based on the actions of former orders and their intention to stay in the relationship gratification that was causing the unhappy customer and may not realize that in a couple of months and a personal experience you have helped them become one of your close associates.

To be complete, the process of building trust and loyalty is not as hard as it may be perceived. Most people do not like to have their world taken away but you also need to remind your customer about the why of you and your relationship. Most times there is truth in: “She’s one of my close associates, she has faith in my abilities,” or some other similar statements.

The reason I cite from success stories and God basis is based on the understanding and belief that it is not just the customer that determines your success, its through the trust and relationship with your clients. By realizing that there will be obstacles, which may cause acumen by the customer, thus as you will learn these roadblazing observations, and then focusing on the client relationship you will be greater in strength with the others.

It’s obviously more difficult to build loyal customers, but it is also true that you may have no choice. There are few who do.
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