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A Great Customer Experience Leads To Sales SuccessBy Jack PhelanIt's only normal for anyone in sales to believe every presentation will become a sale. As we all know, it doesn't always turn out this way. Even if equally competent competitors were to make equally compelling presentations, why is one chosen over the others? We can debate the reasons endlessly, but there may be a factor that gives one the edge over the other. We've all heard a salesperson talk about losing a sale. “We had a better design, our people are more experienced, our equipment recommendations were superior and our price was highly competitive. I can't understand why we didn't get it.” In spite of having done a credible job, one that definitely met the customer's requirements, the sale was lost. There's another way to measure the success of a sales presentation, and that's in terms of the customer's experience in working with us as the proposal was being developed. When our company completed one installation, the owner said, “You are right up there with IBM.” He was describing how it was to work with us and was measuring us against the company he believed to offer the best customer experience. The customer experience comes with a number of critical components, each raising a critical question: How does the customer view us? Do they see us as “vendors”? If so, the primary concern will be price. Or, do they recognize that this is a partnership, a collaborative effort involving their team and ours working together to reach a specified objective? Do we understand the customer's expectations? It's easy to assume that the project is at the top of the list and if we do a good job with it, all will be well. Not necessarily. It takes good antennae and probing questions to understand what's important to the customer. Do we deliver on our promises? Owners and managers are often highly skeptical of any service provider-—and rightly so. They have been burned or disappointed over and over again. Perhaps the most critical component of overall satisfaction is making sure when we make a commitment, we keep it. Are we good communicators? Our work should speak for itself, but that isn't enough when working with busy people. One way or the other, customer comfort is based on feedback. Good jobs can go bad by failing to keep the customer updated on the job. It's their job to know what's going on and it's our responsibility to keep them informed. Do customers feel we are serving their best interests? The final customer evaluation of our work is based on how it not only enhances the company, but the individuals involved, the people who made the decision to engage our services. It's a positive experience when the CFO sees that the project was on—or even under—budget and operating costs have gone down. It's a positive experience when the owner discovers that productivity is up and that more is being accomplished with a reduced payroll. Everyone has a stake in what we do.
Simply, the customer experience is honed and shaped by our overall management of a project. While it's essential to be totally committed to producing the best possible solution at the most appropriate price, it's still only half the task in making the sale a success. The other half, perhaps the most difficult part, is making sure the customer's experience in working with us is a “10.” The most consistent and successful sales include both. As my presidential term ends, I'd like to extend my gratitude to the members of MHEDA, who have allowed me the privilege of serving this association and our industry. I'd also like to recognize and thank all current and former members of the MHEDA Board of Directors and the presidents who have served before me. I welcome my very capable successor and friend, Duncan Murphy, who will assume the presidency on January 1. Thank you, MHEDA! |
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