Yes, there is a latent landscape contractor residing in this human resource professional's body waiting to emerge! Here's my story and up-front expression of sincere understanding of what GGIA member companies must go through daily.
Earlier this year I committed to assist a neighbor friend with his residential landscape project and decided to put my hard-earned GCLP certification to the ultimate test. We had a plan and placed our order for plant material ($2,500 +/-) through an Atlanta re-wholesale vendor two weeks in advance of the installation date. As the big day drew near, I confirmed the order by telephone as well as separately visited the vendor's yard and checked out the plant material and few days beforehand and tagged my shipment. All appeared in order, a 4-person crew was scheduled for the installation and confidence was high for a successful outcome.
On the delivery date (a Friday morning), the vendor's truck arrived with the plant material. Upon inspection, I observed nine containers of a particular variety of azalea I had ordered were missing. Unfortunately, the delivery person was not aware, so I called the vendor immediately to report the shortage. My vendor contact checked into it and reported back that one of their yard staff had sold them to another customer. However, I was assured that more azaleas could be located and there was a good chance for them to be delivered later that day.
This is where the "fun" started. After several hours, I attempted to contact the vendor when I had not heard from him. I reached my contact after a couple of attempts and was told they were now out of that variety, but could substitute and deliver that day. At 4 p.m., after not hearing any status report from the vendor, I called again and was told my contact had left for the day, however would attempt to reach them at home and obtain a status report. No message was received throughout Saturday, and I decided to give up until Monday.
On Monday, I spoke with the vendor's branch manager, who acknowledged his awareness of the situation, however offered no apology of solution to the seemingly simple challenge of obtaining nine 3-gallon azaleas and making me happy. After our discussion was completed, I decided to and was successful in locating the azaleas at a competing vendor with no hassle whatsoever – they even said, "Thanks for your business," and offered to set up an account. They now have a new customer and a source of favorable publicity, referral and good-will all because of a few darned azaleas.
Lesson learned: customers are not generally unreasonable and will reward your company's responsiveness. Studies consistently show that 68 percent of the customers who quit patronizing a company do so because of a perceived attitude of indifference by the owner, manager or some other employee. Conversely, 70 percent of complaining customers will do business again if the complaint is resolved in their favor. The percentage rises to 95 percent if the problem is resolved on the spot. We should all try to consistently remind ourselves of the old adage that it is far easier and economical to satisfy our current customers than it is to continually struggle to find new ones.
The following are a few ideas for increasing customer loyalty. As these are based on research, a company can apply them regularly to those "moments of truth" when they have a choice about how they treat customers.
Be reliable. This may seem obvious, but customers will frequent your business if they can rely on you. Reliability means doing what you say you will do, when you say you will do it, delivering on time and doing it right the first time. If you say that you will "deliver the azaleas," then you must do it somehow.
Be credible. Customers place peace of mind high on their list of important attributes in a company with which they do business. Peace of mind means that they believe in your ability to deliver what has been promised. Credibility means having a knowledgeable and well-trained staff.
Be attractive. Being attractive means both physically and communicatively. For many businesses in our industry, it is seldom or never we actually get to meet the end user – so verbal expression must overcome the lack of face time. First impressions matter.
Be responsive. The customer determines the level and timing of service. When customers want service, they want it now.
Be empathetic. Learn to listen to customers so that you can see the world as they see it. Each customer, large or small, believes his/her situation is unique. Put yourself in your customer's shoes and treat them all as if each is the most important customer because, together, they are.
Managing customer loyalty is not brain surgery. However, it is hard work, attention to detail and discipline. Embedded in this idea is a top-down, bottom-up commitment on the part of the company to the customer that creates a continuing win-win situation for both parties.
Remember, it starts with only a few azaleas.
The author, Larry Fish, is president of GreenSearch, a human resources consulting firm for the green industry. He can be reached at larry@greensearch.com.