353 Build Relationships That Last: Get Your Re-Order Mojo Happening

Here is an important mantra: We don’t want a sale, we want the re-orders.

That task however is getting harder and harder.  Customers today are more educated, better prepared and have more alternatives than ever before.  Satisfying a customer is not enough – we have to exceed their expectations and provide exceptional customer service.  Customer service has only one truth – how the customer perceives the quality of the service. Forget what we think is good customer service.  We have to be really clear about what is the customer’s perception of good customer service.  This is a totally subjective idea on the part of the customer, but that doesn’t mean we can’t have influence on that perception.

 

Here is a quick audit on your understanding of the customer. How well do you know the customer’s perception of high quality customer service?  When was the last time you asked about how well you were doing with serving that customer? Are you assuming that because there are no claims, that the customer is fully satisfied?  Do you have a clear idea of the level of service your competitor is providing in terms of customer service?

 

The building of a strong fan base amongst your clients is a key step to becoming more successful.  We all know the acquisition cost of finding a new customer is many times more expensive than deepening the scope of the relationship with an existing customer. That is fine but we need to also expand our numbers of customers. We always need more good customers, but how can we create new fans?  How do we do that when there are so many rivals?  Here are four approaches to consider.

 

1. Have broad product knowledge

Whenever we ask a salesperson a question and they cannot answer it immediately, we doubt their value to us.  Often however, we salespeople can become concentrated on just a few products and lose touch with the broader perspective.  We need to keep studying our total product line-up, so that we have broad knowledge to show we are professionals in our business.  Prove that we can be trusted to serve the customer.  So ask yourself, how well do you know your own product line-up?

 

2. Have an extreme desire to help

So many times, as customers, we are told “no” by salespeople. Are we ever happy about that response? Buyers are looking for salespeople who they feel are really motivated to serve.  The way to prove that is to show your strong desire to serve at every customer face to face meeting, on every phone call and in every response.  Great in theory but are you really doing that now?

 

3. Have a sincere interest in the customer’s situation

We have targets to achieve, pressure to perform and so often we can become totally focused on our own situation.  By the way, here is a newsflash - the client only cares about their own situation and how dedicated you are to helping them.  Are you really sincere about helping the customer or are you focused on yourself, your numbers, your deadlines?  Don’t be in any doubt - customers can feel the difference.

 

4. Understand the customer’s expectations

Customer expectations change, but often salespeople are not changing with them. Business moves and what was enough some months ago, may not be suitable enough now.  We have to really monitor the customer’s situation to see what has changed.  That means we have to keep asking them about their expectations of service from us.  Are we serving them in the way they want to be served.  Most salespeople never want to ask this type of question because they are scared of the answer.  We have to be brave and ask and if we do, we will be delivering exactly the type of service the customer wants and expects.  When we do that, we differentiate ourselves from our competitors

 

So what percentage of your customers would you count as your loyal fans?  What are you currently doing to drive that percentage score much higher?  Customers will become someone’s loyal fan.  We have to make sure that is us and not our competitor. Assume that the customer’s expectations and perceptions of what they consider outstanding service will keep changing.  We have to keep up with the change but are we doing it?