Customer satisfaction is critical to every business

“The sale” is important to every business. After all, it’s what keeps the doors open and the lights on.

So it should only make sense that every business wants to do its absolute best to implement a process that keeps customers satisfied before, during, and especially after the sale is completed.

After all, our customers (along with our employees) form the lifeblood of our business, regardless of what product we sell or service we deliver.

Superior customer service will yield dividends time after time for a business — plus, it’s the right thing to do. For far too many companies, however, the customer service effort seems to end at the point of sale. It shouldn’t be that way. Failure to deliver strong customer service can lead to lost sales, damaged relationships, and driving customers to the competition.

Our company designs and builds customized machinery for use in warehouses; many of our customers are manufacturers or distributors. But regardless of whether a business sells automobiles, accounting services, memberships in a health club, or furniture, there are basic principles for providing the level of service that customers want.

Our sales cycle is longer than that of many other businesses, so the steps we take to deliver customer service may be different from what others might do. Our interaction with customers extends over many months, from initial discovery discussions to purchase, to design/build, installation, and beyond.

The “and beyond” part is critically important. What happens after the sale is as important as what happens before and during.

By way of example, years ago I purchased some furniture for my home and approached a local store with the request. They could have “written the book” on superior customer service. They took the time in the initial conversation to be sure they understood my needs. They paid careful attention before, during and after the sale, walking me through available options, then followed up with a “thank you” call a day or two after the sale.

The store assigned a project manager to keep me apprised of the progress in designing and building the furniture, and encouraged me to contact this manager with concerns or questions. I was kept informed of the anticipated delivery date. The manager followed up a day before delivery to confirm that everything was all set on our end to receive the merchandise, and again a few days after delivery to be certain we were happy with the product. I may have been one of several dozen customers that they dealt with during that time but I felt as if I were their only customer.

It was a great experience, and we have drawn from their example in developing our customer service model with an overall goal of providing “white glove service” to each customer. Here are a few practices we recommend:

• Treat each customer and each situation as unique. Rarely, if ever, does a “one-size-fits-all” approach work.

• Focus less on the sale and more on the solution. What does the customer hope to achieve with the product or service that you offer? How will it make their lives and businesses better?

• Focus on relationship-building. Each customer brings the potential or repeat business, which is far more likely if they have a rewarding experience with your business. Listen to who they are, what they do, and what they need. Not only may it earn you repeat business; it’s the right thing to do.

• Make each customer feel they are your only customer.

• Don’t let the conversations and interactions end at point of purchase. Follow up with a call within two days of the sale to thank the customer for the business and to see if there are any questions you can answer that may not have come up in the original discussions.

• If there is a length of time between initial purchase and delivery, or in the case of ongoing services (such as accounting or landscaping), establish a system of staying in contact. Keep customers informed at all times. Provide someone within your organization as a point of contact if they have questions or concerns.

• Mistakes happen. When they do, own up. But be sure to have a solution ready to offer.

• Save voicemail for after hours! Answering phones “live” is far preferable to an infuriating voicemail or “on hold” queue.

• Stand behind your product or service.

• Don’t overpromise. But do try to “over deliver.”

• Implement a customer satisfaction survey. It’s a great way to gauge feedback on how your team performs and make any adjustments that might be needed.

Customer service should be more than a tagline on a brochure or website. It’s the backbone of every business. Best of luck in your customer interactions.

• John Costello is CEO of Cherry’s Industrial Equipment based in Roselle.