Issue link: https://read.dmtmag.com/i/70749
58 • JULY 2012 • WORLD FENCE NEWS Customer relations continued from page 56 this procedure so that they can do their part in preventing any further escala- tion of the potential problem? These are the types of prepara- tions you can institute for establishing a proper mindset so it is easier to avoid a conflict with the customer. Now we need to address the pro- cedures your sales force is to follow in playing their role(s) in the possible prevention of conflict between cus- tomer and sales in the company as a whole. In the first place, the salesperson should constantly be tuned in to the prospects' body language and ques- tions as the presentation moves along so as to be able to handle objections as they develop, and be ready to do the best to his or her ability to resolve or answer them to the prospects' satis- faction before they move forward to an actual order. If the resolution of the objection calls for a change in some way from what was originally discussed, you must write it down in the contract so when the prospect signs it and be- comes a customer, he or she can see precisely what is included. This can potentially help reduce the possibility of future conflict. Another way that the salesperson can help avoid potential conflict is to do everything possible to eliminate any "mystery" for customers as to what they will be getting as far as the finished fence, deck or whatever is concerned. One of the most frequently given reasons for customer conflict is that they really "didn't know that the fence was going to look like that," and that they "wanted something else." To avoid this problem, it is a good idea to use a presentation book (we've discussed this before) with several dif- ferent pictures so that the customer can see the finished product for them- selves. Another way might be to have a small sample of the material available for the customer to see and touch (when that is practical), if they are un- able to get to or view your showroom or outside display, or there isn't one available. It's a good idea to keep in mind that often the customer hasn't any idea what a fence costs, so anything you or your salesperson can do to stave off buyers "jitters" or "sticker shock" or conflict brought about by them not fully comprehending their purchase is clearly a way to fend off potential problems. Now we need to spend a few min- utes talking about the philosophy of the "customer always being right." First of all, at this point, I feel compelled to remind you that this old saw is just plain not true! However, we all must deal with problem situations from time to time, and while we all want to resolve con- flicts and problems as amicably as possible, there is going to be that oc- casion where it is impossible to do so. Let me remind you that not all business is good business. It may be- come necessary to refund a deposit be- fore the work is started, or to make a concession to resolve the conflict in order to get paid for the balance due. As unpleasant as this might seem to be, from a practical point of view, it is much better than going to small claims court, filing a contractors lien or using a collections company. It can avert having to go and rip out the fence and risk damage to the goods which would make it unsal- vageable, or worse yet, run the risk of your crew being arrested for trespass- ing or being attacked by the cus- tomer's dog or other unpalatable occurrences. The idea here is to recognize the continued on page 78 Business failures: They can be prevented BY TOM KLAUSEN About half of all new businesses started in the U.S. will be out of busi- ness within five years. Or in other words, the long-term success rate for U.S. businesses is only about 50 per- cent. But how often do business failures go unnoticed? The fact is, most busi- ness failures are noticed, but they're ignored. It's kind of like the hidden camera TV shows where bystanders witness something uncomfortable, like an old guy who ran out of gas and is trying to push his car, but nobody ac- tually gives him a hand. Look for the signs When a business is suffering, the signs are usually there. Even though sales may be steady and the business owner optimistic, it's a little like a train wreck for outside observers who know what to look for: You know it's going to happen, but you can't stand to look. These businesses often have oper- ating lines of credit and operating ac- counts, but frequent overdrafts, or they have a line of credit that has turned into an "evergreen" loan. If you're wondering why they don't pay their bills on time, it's sim- ple: They have no cash flow. Surprisingly, these businesses sometimes struggle for years with no real direction from the person who could be their savior: their banker. No- body tells them anything, and the banker who "wined and dined" them to get their business when times were good is now looking for a way to exit the credit, leaving the business owner confused and wondering what hap- pened to the "red carpet" treatment. As authorities in the business community, bankers, accountants and business attorneys should be the ones to spot the early stages of business trouble. Who else is as close to a busi- ness' financial condition? continued on page 60