The Obvious Growth Strategy Few Businesses Seem to Understand

The Blindingly Obvious Growth Strategy Few Business Seem to Understand

We used to noticed bad service.

Things went wrong and they weren’t dealt with in an efficient and courteous manner.

Someone was rude or they didn’t do what they said they would do. But at least you got to speak to a person.

Today it seems that this is sadly becoming the norm. We now notice good service. Not because it is good, but because it is so rare.

Marketing strategy lessons from a burglary?

It was my wife that pointed this out to me and put it in such a succinct way. You see we’ve been through a number of ‘challenges’ lately.

  • We are selling and buying a house that’s been going on since last summer.
  • We were burgled before Christmas and the buggers did a ‘Home Alone, Wet Bandits’ and left the taps running.
  • We have had to move out and rent a temporary home for 3 months.
  • My wife is now 7 month pregnant.

Among all this we’ve had to deal with numerous companies.

Estate agents, solicitors, financial advisors, management companies, insurance providers & underwriters, maintenance contractors, and so on. I’d guess that in all we’ve dealt with around 15 companies and 30 individuals.

How many stand out for the quality of service they’ve given?

Just three…

The rest have been nothing but frustration.

Chasing to get what was promised days previously, too often feeling like we’re having to do other people’s jobs for them.  

“We’ve all heard, “Computer says no…”

Some people are clearly overburdened, overworked and stressed out.

I don’t blame the individuals for this.

This lies at the feet of the management who have clearly decided that it’s better to cut costs than provide their staff with the ability to make decisions. When there is a lack of necessary support that would empower them to deliver a world class customer experience.

It’s short term thinking. And if our recent experiences are anything to go by, it’s getting worse.

It’s also a false economy. If you think cutting costs from the vital areas of service delivery, such as staff development, process design and communication is saving you money, you’re wrong.  

I can categorically tell you that both my wife and I have been lavish in our praise of the good, and scalding in our condemnation of the bad to friends, family and co-workers.

This has even turned into new business for one of the good and I have no doubt will be the only example over the coming months and beyond.

Oh, and there’s no cost of acquisition here, so you can take that cost off too.

I can tell you that it’s also put off even more people using particular companies that we’ve had bad experiences with.

Let me be clear, we are not vindictive or do any of this with malice. We simply tell our story of the experience we’ve had with the burglary, which naturally includes all the things we’ve had to deal with in the aftermath.

During a stressful period, adding additional problems caused by bad or unreliable service just increases these levels, so the natural outlet is the occasional rant!  

To do this well doesn’t have to cost anything

The good ones did the simple things very well.

  • They cared.
  • They were professional.
  • They did what they said they would, when they said they would do it.
  • They were honest when they knew they wouldn’t be able to do something.
  • They didn’t BS, then try to apologise.

A great company starts with the customer

It’s there for their customers’ crisis, not the company’s.

It designs an experience that pays attention to the small things as well as the big.

Understanding that in a situation like being burgled, a customer simply wants to be reassured that things will get done as quick as possible, at a good standard, but most importantly made to feel confident that those commissioned to do so have the ability to deliver.

You just want them to say, “Its ok, we’ve helped people like you before. It’s hard but we make it as painless as possible. We’ve got this.”

But this only happens with a company vision geared towards creating genuine, lasting connections and impressions with customers. Doing so creates the ‘halo’ effect to the people in a customer’s network, further spreading the impact of the connection, and ultimately showing a positive return on the bottom line.

Profit is a by-product of satisfied customers

It’s the effect, not the cause.

This should logically suggest that your priority is to care about another person, make sure what you do for them makes a difference and matters to them.

It is not simply to make, sell and move on.

Become the exception and not the rule.

Don’t just say you give great service. DO IT!

Then watch how your customers sing your praises and your profits grow.

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Adam King

Adam King is Captain of Think Like a Fish, host of The Client Catching Podcast. Today, Adam’s passion is helping service businesses, Advisors & Experts to build their own “Client Catching Ecosystem” that removes you from up to 90% of your marketing and sales process, instantly boosts your authority, while at the same time increases the quality of leads, appointments and clients that you attract and catch… All without spending a penny on advertising or adding more hours to your week!