Maintaining Authenticity When Networking With Other Businesses

I was recently asked "When business owners are promoting other businesses as part of networking, how can you keep authenticity?  Doesn't it come down to "I promote your business so you promote mine."?

In many respects, business owners promoting each other has a "quid pro quo" feel to it.  It's easy to fall into that trap.

Here's the issue: who benefits from this type of relationship?  The customer or the business owner?

That test for whom we recommend should be similar values, not mutual back-scratching.  The point of promoting another business to our customers is that the recommended service will produce excellent results and save our customer from searching high-and-low for that service on their own.  Our customers will trust our recommendation ... because they trust us.  Because we are good, they expect that those we promote will also be good -- similar to us in effort and results.

What happens if those we recommend fail to achieve the customer's goal or satisfy them?  It will bounce back on us.  It will change how they think about our business.  It may even cost us future business.

As business owners, we should think of mutual promotion more as a mirror: a reflection on us, a reflection of us. It is not enough to be mutual back-scratchers.  Make sure that those you recommend are similar to you in values, business philosophy, effort, delivery and value.  That is how customers will see it.

My Favorite Customer Service Story

Back in the day, I was a computer programming consultant at a large steel mill in Baltimore.  Many of the steel workers did not like nor trust us tie-wearing, college educated types and, in my role, I worked closely with many of them.  

One in particular continually expressed his distain for us "computer-types."  Need-less-to-say, not many of us enjoyed working on a project with him.

One such project fell to me and, after installing the software fix, I discovered that I had made a coding mistake that immediately affected all of data output of that program.  I was able to quickly change the code to process correctly and then went into the database and replaced the data output with the correct totals -- all likely completely invisible to the user.  He wouldn't have to know that I made a mistake and I wouldn't have to deal with the user's anger ... and cursing. "What they don't know won't hurt them (or me)."

While lots of folks hold to that quote, there's a lot to be said for being honest and transparent, especially in business practice and customer service.  I decided to suck it up and let him know what had happened and that it had been fixed with no impact.

I took a big breath and dialed his number, telling him that the fix had been installed and a discovered error corrected.  I was greeted with silence ... and expected the worse.

"Let me tell you, Steve.  You are the first computer-type that I've dealt with in all my years who has ever admitted a mistake.  Thank you for finding it and correcting it, and letting me know about it."

Whew!!

Several weeks later, I needed to go out into the mill to meet with another user on a different issue.  He spotted me as soon as I entered the area.  Even though our conversation had gone better than imagined, actually facing him put me on edge.

He walked up, put his arm around my shoulder, walked a couple of feet to a couple of other workers standing nearby and said, "Guys, this is Steve -- that computer guy I was telling you about.  If you ever have a problem or question, this is the guy to go to.  You know it will be done right."

Being honest with customers, especially when the news isn't great, is the best policy.  That's common sense, but often hard to practice.

When you're facing a similar crossroad, consider taking the road less traveled.

How To Keep 'Em Coming Back

I was recently asked for some advise on how to keep customers coming back over and over again.

There are a variety of approaches to consider : 

• Offer a service/product that no one else provides in your area.  If not possible, the offer a better service/product than your competition.

• Render a better service at lower cost than your competition (low cost does not have to mean lower quality or service!!).

• Provide more than your competition offers.

• Deliver better customer service than your competition.

• When (not "if")  a mistake/error is made, own it and fix it quickly (you can often win an even more loyal client if you make it right the second time because so few do that well).

Each makes a lot of sense; don't they?  Common sense.

It's how to put these into practice that will provide lots of content for upcoming posts

But these are a good place to start -- and taking that first step will make all the difference.

Don’t Overlook This Powerhouse Duo

“Don’t Overlook This Powerhouse Duo”

Abbott & Costello … Simon & Garfunkel … Frodo & Sam ... bacon & eggs (or bacon with anything!) … Scooby & Shaggy.

What do they all have in common?  They were/are famous duos, forever linked as partners who achieved more success together than they would likely have achieved alone.   They could have existed independently, but it was together that they made the magic happen.

In the world of business success, there is another famous pairing that any organization should always strive to pair in perfect harmony: “high-tech & high-touch,” as identified by business guru John Naisbitt in 1999 during the infancy of the technology revolution.

Much has been written since then about the importance of bringing technology solutions to both corporate and small-town America.  Many say that if you do not have a web presence or branding nor use website analytics, online tools, social media or email & digital marketing, you are quickly being left behind your competition.  Significant money and effort are being poured into these high-tech tools.

While these efforts prove fruitful, success will be magnified when complemented by high-touch solutions such as strategic planning, customer service excellence, performance training & coaching, and feedback monitoring.  These and other high-touch efforts that focus on personalizing your high-tech efforts will turn your organization in a dynamo that delivers on its promises and exceeds customer expectations.

Consider your answers to just these question:

•      What would you say are the core values / brand of your company?
•      What are the biggest challenges facing your company?  How do know? 
•      How do you “make your customers’/clients’ day?”
•      How are your new employees oriented & assimilated into your company culture?
•         What on-going training processes/program(s) are currently in place?  

Provide high-touch solutions to reinforce your current or future technology tools and on-going coaching to address future needs. Together they will bring out the very best in any company!

High-tech tools – good. High-touch solutions – good. High-tech + high-touch – a dynamic duo!

Customer … Or Client?

“Customer … Or Client?”

Who do you want to have: customers or clients?

“What is the difference,” you ask?

By definition, a customer “buys goods or services from a business,” while a client“ is someone who engages with the services of a professional.”  

A customer “buys” from an entity or organization; a client “engages” with a professional person.

A customer is often one-and-done, laying down their cash money for a specific thing and leaving, while a client returns time-and-again because his/her needs are met (even exceeded) by the expertise of the service professional.

A customer may never return again.  A client values your brand, service, and knowledge, and will drive across town past many other options.

How do you tell if your buyer is a customer or client?  

In almost every case, you won’t know your buyer’s mindset.  They may ask “Where do I find the widgets?” or say, “I need your help determining which widget is best for me.”  The first is looking for a product, while the second is seeking your insight and guidance.

What you can control is whether YOU look upon your buyer as a customer or client.  If you reply to “Where do I find the widgets?” with “They are in aisle 12,” you possess a customer mentality.  If instead you ask,“What specific type of widget can I help you with?” or “If you don’t mind me asking, for what type of project do you need a widget?” you are definitely client-focused.

If your first response to “I need your help determining which widget is best for me” is “They are aisle 12.  If you need help, just come and find me” and walk away, you are almost certainly customer-oriented … and odds are that not only won’t he/she buy from you, but she/he’ll likely never come back again – and tell 10 friends about that less-the-satisfying experience!

There are many things you can do to build a loyal, highly-satisfied, tell-my-friends, return-business client-based culture.  Stay tuned for more advice in future posts.

Hope you’ll come back again! Thanks for reading.