I had an experience recently that reminded me of the dangers of change. Months ago, I booked a cruise and meal for a tour group. I wanted to reserve the date and solidify the cost so that I could include it in a booklet which was sent to prospects for the event. In discussing the event with the representative from the cruise, we estimated the number of participants with the stipulation that I could adjust the number closer to the date. After the representative from the cruise company gave me the quote, I added a couple dollars more to the price just in case it went up when we got closer.
Three weeks before the event, I was contacted by a different representative than the one with whom I had been working. She sent an e-mail stating the balance due and wondering when it would be sent. We had not yet finalized the count. Thus, the bill was not final. I called the second representative and asked what happened to the first one. “She left,” the representative replied.
I started to tell her that we needed to finalize the count and that once I had that count we could determine the final amount, but she cut me off. “I’m new and don’t know what to do so I’m turning you over to one of the owners,” she declared.
I reviewed the situation with him, and he said that he would send me a new invoice based on my current count. The invoice he sent me was seven dollars more per person than the original agreement, four dollars more than I had charged. The additional amount he had added was a service charge that had not been on the original quote.
I called him back and said that I did not want to short him, but I had only the money I had collected to pay him. I offered him a couple of options of what I could do to make up as much of the difference as possible. One option was that I could ask every participant to give a tip of at least four dollars. The other was that, once I reached the number of participants to pay for the bus, I could give the bus fee for each of the additional participants to the cruise along with their cruise fee. He did not tell me which option to exercise but that he would work with me.
I was partially relieved but determined to get as many additional participants as possible. I added twelve. I sent the co-owner a couple of e-mails asking which option he wanted and never received a reply. The new representative sent me a couple more e-mails asking for the balance due. My responses to her were to talk to the co-owner.
Our bus was delayed about five minutes in arriving at the dock to board the boat. When we were about a block away, my cell rang. In a interrogating tone, the new representative stated, “You booked a cruise today, and you are not at the boat.”
“We are a block away,” I said.
Once we were aboard, the boat had to wait about fifteen minutes to depart because the two vegetarian meals the co-owner had assured me we would have had not been sent. While this didn’t bother my group, I found it interesting.
When our cruise was almost finished, I offered the person in charge a check for the amount that I had available from the second option. “Does that take care of your bill?” she wondered.
“I have no idea,” I replied and told her the story.
The next day I received an invoice with a zero balance.
I’m sharing this lengthy example with you because as I mulled it over I realized the lessons in it. Every time a person who has been dealing with customers leaves, the company is in danger from the change. The danger involves misunderstanding and miscommunication between the new and/or other staff and the customer. This risks business with that customer and may affect business with other customers, too, either because of the change or bad word-of-mouth. I have read that a company losses thousands of dollars with each turnover of a salesperson.
How do you ensure a smooth transition with minimal loss of customer relationships and revenue?
I have experienced being assigned a customer as a new salesperson and not knowing the situation, and I have suggestions on how to continue a relationship instead of causing problems.
Three weeks before the event, I was contacted by a different representative than the one with whom I had been working. She sent an e-mail stating the balance due and wondering when it would be sent. We had not yet finalized the count. Thus, the bill was not final. I called the second representative and asked what happened to the first one. “She left,” the representative replied.
I started to tell her that we needed to finalize the count and that once I had that count we could determine the final amount, but she cut me off. “I’m new and don’t know what to do so I’m turning you over to one of the owners,” she declared.
I reviewed the situation with him, and he said that he would send me a new invoice based on my current count. The invoice he sent me was seven dollars more per person than the original agreement, four dollars more than I had charged. The additional amount he had added was a service charge that had not been on the original quote.
I called him back and said that I did not want to short him, but I had only the money I had collected to pay him. I offered him a couple of options of what I could do to make up as much of the difference as possible. One option was that I could ask every participant to give a tip of at least four dollars. The other was that, once I reached the number of participants to pay for the bus, I could give the bus fee for each of the additional participants to the cruise along with their cruise fee. He did not tell me which option to exercise but that he would work with me.
I was partially relieved but determined to get as many additional participants as possible. I added twelve. I sent the co-owner a couple of e-mails asking which option he wanted and never received a reply. The new representative sent me a couple more e-mails asking for the balance due. My responses to her were to talk to the co-owner.
Our bus was delayed about five minutes in arriving at the dock to board the boat. When we were about a block away, my cell rang. In a interrogating tone, the new representative stated, “You booked a cruise today, and you are not at the boat.”
“We are a block away,” I said.
Once we were aboard, the boat had to wait about fifteen minutes to depart because the two vegetarian meals the co-owner had assured me we would have had not been sent. While this didn’t bother my group, I found it interesting.
When our cruise was almost finished, I offered the person in charge a check for the amount that I had available from the second option. “Does that take care of your bill?” she wondered.
“I have no idea,” I replied and told her the story.
The next day I received an invoice with a zero balance.
I’m sharing this lengthy example with you because as I mulled it over I realized the lessons in it. Every time a person who has been dealing with customers leaves, the company is in danger from the change. The danger involves misunderstanding and miscommunication between the new and/or other staff and the customer. This risks business with that customer and may affect business with other customers, too, either because of the change or bad word-of-mouth. I have read that a company losses thousands of dollars with each turnover of a salesperson.
How do you ensure a smooth transition with minimal loss of customer relationships and revenue?
I have experienced being assigned a customer as a new salesperson and not knowing the situation, and I have suggestions on how to continue a relationship instead of causing problems.
First, talk to the customer to find out about current or recent transactions. Talk, don’t text or e-mail. Your initial contact needs to be a two-way conversation so that you can understand the situation.
Second, during that conversation, ask questions to understand. Before the conversation, make a list of questions. That helps you to stay on track and cover what you want to know.
Third, during the conversation, listen actively. As you hear the customer tell you what he/she wants, clarify by asking the questions that come to mind. Get a thorough picture of what needs to be done.
Fourth, once you find out what needs to be done, do it and do it promptly. Wow the customer with your quick response. If nothing needs to be done immediately, send a handwritten thank you. Follow this step, and you will make a lasting positive impression. Take every action you can to set up a positive relationship from the start. Don’t be “Just the facts, ma’m.” Do not send an invoice out of the blue and ask when payment will be sent.
Fifth, as an owner or manager, don’t put handling the situation on your back. Train your new person to do it. You have your own duties and responsibilities. Taking on others’ jobs will likely lead to problems. You may not respond to e-mails as you intended. You may not communicate that vegetarian dishes were promised. You may leave the customer quite unhappy, and that may not have been your intent.
Sixth, send e-mails that clearly come from you at your company. Do not send an e-mail from “Events” or an unknown person. The customer may not open the e-mail because he/she does not recognize the sender.
Follow these steps and your customer relationships and revenue will not suffer from the dangers of change.
This week's marketing trivia challenge is How have you handled the dangers of change successfully? E-mail me your answer
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