With all the changes these days, it is important to develop better customer relations. What better to do than under-promise and over-perform?
You have one commodity, one that you must protect: It is your customer. Never make pie-in-the-sky promises about what your company can do. Don't say how many dollars your customer might save by dealing with you. Prove it — and then you will have a happy shopper who will be carrying your message without being asked.
I am going to repeat the heart of this message: You must never promise to do anything that you cannot do. This is important, because once you fall down and fail to perform as promised, you may never get a second chance.
Let's discuss a very simple order. You receive a call to rush out a bedside commode. After it is packaged to deliver, does the driver knock on the door, hand the commode to whomever answers, obtain a signature and then return to base? Or does your driver unwrap the unit, help the patient or family caregiver place it by the bed, review how to clean the commode and show how to move the patient in and out?
Usually the second scenario is what takes place, but does the source of the order — the physician, case manager, HMO or family member — know that your company has performed this service? Send a memo indicating who delivered the unit and specifically what they did while making the installation. Over-performing, that's what wins.
Look Who's Talking
I returned a call the other day to a DME provider on the West Coast. A machine answered, and I had five choices to press. None of these directed me to the person who had called, so I pressed “0” for operator. When I did finally reach the provider, I queried why the company used a machine rather than a person to answer the phone. I was told they were so busy that they required a “laborsaving device,” which they found to be considerably less expensive than a person answering and forwarding telephone calls.
In this age of answering machines, voice mail and other “labor-saving” devices, some home care companies appear to be losing close contact with their customers. I know that the cost of staff to handle the phones can eat up dollars, but that staff can also greatly improve customer relations.
When the caller asks to speak to a specific individual, that person should always agree to accept the call. If that person is not available, the company receptionist should always inform the caller that the employee is not in before asking the caller to identify himself, thus avoiding the impression that the individual may not wish to speak with the caller.
Many sales by phone are lost because a receptionist does not understand basic telephone etiquette. Most telephone companies make available (at no cost) brochures discussing telephone courtesy. Consider using one for a staff refresher.
Other telephone no-nos: When speaking to a client on the telephone, it is important not to use any expressions that may create doubts. I hate to hear “I don't know” when I ask a question. No one is expected to have every answer, but it would be better to say, “Allow me a few moments to check,” or, “Let me speak to so-and-so to get your answer.”
The other big no-no is a negative answer. “We can't,” or “We don't” will turn off a customer quickly. I prefer to hear “I will see how we can assist you.” Then, if you do have to say no, the customer will at least appreciate your efforts.
Selling via the phone is also an art. A telephone salesperson must possess knowledge of the multitude of items in your inventory. And whoever mans the phones in your office should be capable of taking orders from customers.
The same problem exists when people walk into your showroom. There should be employees assigned the task of greeting walk-in customers. Nothing is more frustrating to a prospective customer than not having his presence recognized.
One of the biggest assets your company has is a knowledgeable sales staff. A smile and a cheerful greeting can go a very long way.
Sheldon “Shelly” Prial is based in Melbourne, Fla., with Prial Consulting and also serves as the director of government relations for Atlanta-based Graham-Field Health Products. In 1987, he founded the Homecare Providers Co-Op, now part of The VGM Group. He can be reached by e-mail at shelly.prial@worldnet.att.net or by phone at 321/255-3885.
