Being passionate about our business

DSC01441Do you love what you do in your business? I do. I find it exciting to help people and make them happy, or at least take a weight off their minds.

It is great to be fired with enthusiasm I would hate to be locked into work I didn’t enjoy. Of course we all have bad days when we don’t get much satisfaction, or days when we have to grind something out. As long as we are paid and don’t have too many of those days, we can live for the fun bits we usually have.

If our clients are happy with us then we should be happy too. Customer satisfaction is our fulfilment, our philosophy and our drive to increase our sales. In other words if we are passionate about our clients, they will be passionate about our service, because passion drives passion.

Isn’t being in business just great?

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Sometimes losing customers is not our fault

Unhappy passage?

We have all lost patrons of our business, or, if we have only just started, we will lose customers in the future.

When someone leaves us, it is always important to get feedback. Has something one wrong in our delivery? Do they think they can get a better service elsewhere? Is it a question of seeing price over value?  Do they just not have the need for us any more? We need to ask, because we can learn.

Sometimes we will have done nothing wrong that we can see. In fact we will have given the best service anyone could. We are dealing with people. All our customers are people. People are all different, and while we hope we can read them and understand them, now and again we will be taken by surprise. Clients just go.

I had a client I helped from the beginning with her start-up business. I sat with her and gave her all sorts of tips about being in business, what to aim for, managing her bank accounts, trying and testing her marketing and looking out for pitfalls and scammers.

Her business grew. It became successful and profitable. I spoke to her often. She called me for advice. I kept in touch. Yet one day I found out through a third party that she was leaving me, or at least taking her custom elsewhere

Within the last couple of months before hearing the bad news, I had spent an hour at her premises and had a long chat with her. Three weeks later I delivered personally some papers she needed. She was friendly and gave no clue our business relationship would be at an end. Yet a few weeks after that I found that she was going, and she didn’t even tell me herself.

I did ask why my business services were no longer required. My now ex-client said that a “friend” had recommended her to go elsewhere. That was it. No proper explanation.

We have to accept set-backs. I am sure our service was exemplary; indeed I know it was as it had my personal attention. We have to get over it and move on.

Accidents will happen. Have you lost a customer for no logical reason? Have you been taken by surprise like that?

Photo credit TheeErin Creative Commons license via Photo Pin



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Keeping our clients in the loop

Many of us have several client projects agreed and on the go at the same time. That is the nature of many of our businesses. We all know it is important to give the client an idea of how long an engagement will take to come to fruition. The client needs to be given a realistic expectation of delivery.

Life being what it is, sometimes not everything runs smoothly. Things go wrong. Our contractor fails to deliver their part promptly. Someone is ill. Another client has an emergency and needs to be saved from complete disaster, and we have to make a decision to delay another client’s project slightly in order to save our desperate client’s bacon.

We do need to make sure everyone knows what is going on.

  • With a new project set a sensible time for expected completion bearing in mind what other work our business has and in accordance with the client’s needs.
  • Keep the client up to date on how their project is going.
  • Involve the client in the process to make them feel comfortable in the relationship.
  • If something goes wrong or there is an unforeseen delay, keep the client informed.
  • Do not make promises we can’t keep. Do not promise delivery be the middle of next week without checking we have all the resources, materials, personnel, permissions or whatever we need to make it happen.
  • Apologize if we need to. The client will understand if there really is some problem beyond our control.

If we deliver late without a proper explanation we will not be given the next project our client needs to be carried out. We will not be recommended and referred. We will lose business down the line. We may end up with a fee dispute over the current project.

In the end, keeping our clients informed is part of basic customer service, and there is nothing more important in business than that, is there?

What do you think?

© Jon Stow 2010

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Do you know where they are?

If you are a regular visitor to On our bikes you will know that I believe in management with a light touch. In other words, I hope that employees will work hard out of a sense of loyalty and because there is mutual respect between them and their managers and they wish to please and feel valued as part of the team. That involves two-way conversations so that good ideas are put into practice whether they come from the owners and managers, or from the rest of the workforce.

However, human nature being what it is, sometimes people who work for us get distracted. They may have personal or domestic problems. These are often easy to spot when we see out employees on a daily basis but for some businesses whose workers are out in the field and working partly or wholly on their own there may be problems that are not so easily spotted.

Many businesses have sales representatives on the road or area managers who spend a lot of their time travelling between customers. Some agencies supply workers out in the field as required. Trust is all very well, but often if something does go wrong, the first time the business owners or senior managers hear about a problem is when the customer takes their business elsewhere.

Of course a sales representative’s figures may show that he or she is not visiting customers and prospects when supposed to, but by the time the numbers filter through the business may be lost. It is the same with area managers looking after customer’s needs. If they don’t do their job, the business may be lost.

There are two ways of making sure that the workers in the field are doing their jobs and turning up, and neither is intrusive or heavy-handed.

The first is to ask every “out-worker” to call in when they set off for their first call. Of course, there could be a degree of deception, but actually lying is hard for most. That way, especially if a customer is expecting the visit, we can be sure that they will not be disappointed.

The second way is for every customer to be called at least monthly to ensure that they are happy with the service, and to ask if there is any way it could be better. If the out-worker knows that this will happen from the main base, that will be an incentive to get things right, but should not make them feel uncomfortable, especially as the customer service function of any business should be the number one priority.

A recent example of a failure in service I have seen is where a care agency supposed to ensure four visits a day to an elderly infirm person failed to send anyone to get her out of bed. She would have been there until the lunch time carer arrived had not the family arrived to find her in bed and without having had breakfast. The excuse of the agency was that the first carer had gone off sick and had not telephoned in. Surely a properly run agency should have every worker call in at 7 AM or whenever they are booked to start and if they do not call in they should be telephoned? If they cannot be contacted, then there should be a relief person to go to the first client as soon as possible. It should be a pretty obvious procedure for a care agency.

In the care agency case, it is not just a question of their losing the business. It is essential for safety reasons that their workers are there at the appointed times for their clients and that they should have proper procedures in place to ensure that this happens.

So, do you know where all your workers are? They shouldn’t mind your asking. How do you deal with this and what is your experience?

© Jon Stow 2010

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