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“Everyone” is Not Your Customer

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Indiscriminately trying to sell to “everyone” can dilute your message, muddy your image, and waste your company’s resources. To market effectively, you have to know your customers. Remember: Satisfied customers come back, and they generally refer others. Here’s how to get started.

Think about your typical customers: ages, interests, gender, aspirations, and financial and social status. In order of importance, list what customers are looking for when they come to your business. Do they seek selection, quality, price, service, or some combination? Is efficiency, expertise, or willingness to accommodate special requests particularly important to your customers? Do they demand convenience, or are they looking for atmosphere, ambience, or status?

When creating ads or other marketing tools, emphasize what your clients value, and communicate in their manner and style. For instance, low prices may not appeal to those who are more concerned with status, and ads to sell power tools rarely feature people in suits.

Getting to know your customers is mutually beneficial. You provide products and services that customers find valuable while at the same time creating revenue opportunities for your company. And isn’t that win-win dynamic the reason you started your business in the first place?

Building Customer Loyalty – A Few Basics

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If your company isn’t showing your customers you care, it’s time to get back to the basics. Your company’s survival depends on it.

Studies have shown that businesses often spend five to six times more to attract a new customer than to keep an existing one. Over the long term, those dollars add up. In fact, a company’s ability to care for its customers often determines its survivability in the marketplace. Make customers happy and they’ll stick with you; disappoint them and they’ll tell their friends.

Building customer loyalty is a matter of focusing on the basics. Does your company need to refocus on any of them?

Hire friendly people. You have probably visited a business where you encountered a grumpy salesperson or a bashful receptionist. Unlikeable staff will not generate repeat business. The staff you employ should enjoy interacting with people. If your employees regularly hide out in the back room instead of greeting clients, it’s time to take a hard look at your hiring practices.

Request customer feedback. This can be as simple as spending a few minutes with a customer to inquire about his or her experience with your company. Be specific. Instead of asking “How was our customer service today?”, ask a more specific question like, “Did our salesperson answer all your questions about XYZ product?” You might also establish a focus group of customers to solicit ideas for improving your products and services.

Follow up. If customers spend valuable time providing their opinions via surveys, suggestion boxes, or focus groups, don’t ignore what they have to say. Let them know that you take their ideas seriously and are looking for ways to implement at least some of their suggestions.

Never stop training. Often employees treat customers rudely or disrespectfully because they simply lack training in proper etiquette. Show them the proper way to answer phone calls, how to make eye contact and smile, how to help without being pushy. With a little focused training, most people can learn good customer service skills. Take time upfront to develop these skills in your employees and you’ll reap dividends in customer loyalty.

Model proper behavior. Simply put, the boss should exemplify top-notch customer service. If your employees see you treating clients poorly, don’t be surprised if they assume that such behavior is acceptable.

Remember: it’s easier to keep an existing client than to beat the bushes for a new one. It’s cheaper, too.

Watch Out for These Early Warning Signs from Credit Customers

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Once you have extended credit to a customer, you have a stake in continuing the relationship even if you suspect trouble is brewing. You don’t want to crack down on a good customer too hard too soon; yet you don’t want to be “taken” by a debtor who has become unable or unwilling to pay. The problem is distinguishing between slow payers and no-payers.

What you need is an early warning system to detect a credit problem in the making so you can stop additional sales to that customer and begin collection procedures in earnest. Here are some telltale signs of an account that is turning sour.

  • The debtor has begun paying erratically, settling up on smaller invoices while larger ones get older.
  • The debtor fails to return your phone calls or shows unusual annoyance at your inquiries.
  • Your requests for information, such as updated financial statements, are ignored.
  • The debtor places jumbo orders and presses you for a higher credit limit.
  • Despite the problems you are having, the debtor tries to coax you into providing a good credit report to another supplier.

Any one of these hints of trouble can mean it’s time to turn up the heat on your collection efforts with this debtor, and make no more sales unless they’re cash on delivery. Contact us for more tips.

For Business Profitability, Understand the Law of the Vital Few

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How well do you know your customers? Which ones are the most profitable? Which ones take most of your time? Finding the answers to these questions can be worthwhile, because you may discover that the 80-20 rule, also known as the law of the vital few, applies to your business. The rule is a shorthand way of saying 80% of your profits come from 20% of your customers.

If you can identify that top 20%, you can focus your efforts to make sure this group remains satisfied customers. Sometimes all it takes is an appreciative phone call or a little special attention. Also, by understanding what makes this group profitable, you can work to bring other customers into that category.

Keep in mind that it’s not always profits alone that make a good customer. Other factors, such as frequency of orders, reliability of the business, speed of payment, and joy to deal with are important too. Ask your accounting staff and your sales staff. You’ll soon come up with a list of top customers.

There’s another way in which the 80-20 rule applies to your business. Very likely, 80% of your problems and complaints come from 20% or fewer of your customers. If you identify those problem customers, you can change the way you do business with them to reduce the problems. Consider changing your pricing for those customers so you’re being paid for the extra time and effort they require. Sometimes the only solution is to tell these customers that you no longer wish to do business with them.

The bottom line is that understanding your customers better will improve your business.

Is Your Business Adequately Diversified?

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Is your business adequately diversified? Relying on too few customers, vendors, or key employees can leave you open to risks that can be catastrophic. Here’s what to consider.

Customers. Do you depend on just a few customers for the majority of your sales? What will happen to your business if your largest customer requests a major price reduction, starts buying from your competitor, or is bought out? Even if your company sells to many customers, you aren’t adequately diversified if most of them are in the same industry. This is known as concentration risk. Reduce it by targeting customers in different industries.

Vendors. How many suppliers do you rely on for the smooth operation of your business? Do you have a backup option if a key vendor raises prices, can’t provide enough product, or goes out of business?

Employees. Do you count on the skills and reliability of one key second-in-command person? What would happen if that individual suffered a family emergency and had to leave unexpectedly? Sharing information and allocating responsibilities among employees can keep the work flowing.

When your business is new, diversification may be difficult. But putting a plan in place to reduce your vulnerability to manageable risks is essential for your long-term success.

Complaints Can Be Opportunities

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When a customer complains, think of it as three opportunities in one.

  • An opportunity to get feedback on something that’s not working right in your organization.
  • An opportunity to convert a disgruntled customer into a loyal customer.
  • An opportunity to head off negative publicity.

Here are four steps to take to convert a complaint into a positive outcome.

  1. The initial response. Be respectful and helpful. Avoid becoming defensive or saying “it’s not our fault.”
  2. Understand the complaint. What’s the true complaint? It may not be easy to stay calm when faced with an angry rant, but making sure your customer knows you’re listening can defuse hostility and ill will. Gathering the facts provides valuable feedback to help you pinpoint the problem and find out what went wrong.
  3. Fix the problem. Have established procedures so your employees know who has the responsibility and the authority to correct a problem. Do employees need managerial approval to compensate a customer for inconvenience with an upgrade or refund? What actions can your employee take to remedy the customer’s immediate concern?
  4. Follow up. A phone call or letter within a reasonable time can ensure the problem has been resolved and turn the customer from “disgruntled” to “loyal.”
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Customer Service Tip: How to Keep your Customers Coming Back

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Every successful business relies on a core group of customers who keep coming back on a regular basis. Sure, you’re always trying to find new customers and expand your market. But chances are that it’s the “regulars” who provide the bulk of your revenues. It’s important not to forget this group. Read more