quinta-feira, fevereiro 19, 2015

Tecto de vidro? Uma hipótese de explicação (parte IV)

Parte I , parte II e parte III.

Uma espécie de parêntesis, as reflexões anteriores e posteriores a esta são sobre os custos não compensados, prejuízos portanto, que alguns clientes geram na sua relação comercial com um fornecedor, a sua empresa. Estes clientes que geram prejuízo podem ser excelentes no trato e podem ser cumpridores dos compromissos.
O tema de hoje é sobre os clientes que têm o rei na barriga e acham que podem exgir tudo e ter todo o tipo de comportamento:
"Firing customers, when all other options are exhausted, should be a legitimate option ... The customer is not always right and in some cases should not be the customer at all.
Clearly define your ideal and non-ideal customers. When considering cultural fit and value, not every customer with a budget is an ideal customer.
Design an appropriate response for outliers. Make sure that the customer-firing process is clear cut and impactful, but ensure there is still a touch of generosity. You do not want to adopt the negativity that the customer is bringing to your business. Firing customers is not a competition you win. It is unfortunate and can be hurtful to the person you are speaking to. When you deliver the news, put it in the context of finding “a better match” elsewhere. Take the time to explain to the customer why certain demands or behaviors may have been a customer-win, but do not represent a mutual win.
Train employees on how to deal with abusive customers. Make sure that your staff knows how to handle problematic customers.
Empower employees to make on-the-spot decisions. Employees are your company’s frontline eyes and ears. They witness which customers are worth keeping and which are not.
The customer-empowered era is ushering in the trend of a customer-obsessed culture, but we should not confuse customer obsession with the acceptance of abusive behavior and loss of profits. Customer centricity is about loving and spoiling the right customers while leaving the rest to your competitors. Lose the fear of public dissatisfaction and continue to strive to delight and surprise the right customers through exceptional customer experiences. Then — and only then — will the customer always be right."

Trechos retirados de "When and Why to Part Ways with a Customer".

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