I recently completed a seminar for roofing contractors
and one of the group’s favorite topics was to complain about lowball
competition. The comments and questions flew in.
This article is the second in a series of three I am
offering you on “Managing the Customer Experience.” Last month I offered ideas
to help you assess the situation, a critical foundation to a solid business
relationship.
Roofing contractors are continually asked to provide
technical decisions by building owners. The most frequently asked question -
particularly in these tough economic times - is whether the roof needs to be
replaced or if repairs can be made to extend the service life.
Little doubt that Topic “A” for the roofing industry continues to be the economy. Most roofing contractors I speak with express concerns about levels of business in the near future as well as down the road. “Down the road” is what has me thinking lately.
Everyone has heard the slogan, “The customer is always
right.” And everyone who runs a business knows that it’s not
true.
Customers are often wrong. They complain about silly things, about things that
are their own fault, about the cause of a problem and ways to fix it and,
especially, about what it will cost to fix it to their satisfaction.
This article is the first in a series of three I will
offer you on “Managing the Customer Experience.” It is inspired by the comments
I get from roofing contractors that are struggling to differentiate themselves
from competitors.
Recessions are a natural part of business ups and
downs. Good times are generally followed by slower times. Since 1991, out
economy has been on an expansion except for several short slowdowns. We now
find ourselves in a different spot and many folks are anxious. Let’s add some
perspectives and focus on results.
During my most recent sales management seminar,
a program I conduct four times per year, I was struck again by the common lack
of structure I see in sales organizations. Nearly every company I have worked
with in my career has a very clear operational plan for production, delivery
and installation services.
Oh, I don’t really mean you, of course. I don’t expect anyone to fess up to being an overbearing SOB. But it’s a good bet you know plenty of other people who fit the description, right? And, just maybe, if you’re really willing to take a long, serious look at yourself … well, let’s just focus on all those other people for now.
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