The women were discussing where to go for lunch when one of them suggested,
“Let’s go back to Salsa A GoGo!”
“No, I don’t like that place anymore,” her friend replied.
“What’s wrong with them?” the other friend asked. “They have great food there, and it’s always quick.”
“Because they have an attitude. I just never feel welcomed or appreciated there.”
“I Won’t Ever Use Them Again”
On the golf course, two business associates were having a discussion about trees.
Admiring the beautiful selection of foliage at the country club, one of them mentioned that he needed to get his trees trimmed.
“I have a great service to recommend,” exclaimed the associate.
“Great! Who are they?”
“Chad Pro,” the associate said. “The owner is a client, really a nice guy.”
His friend was quick to reply,
“No, I used them last time, and I will never use them again!”
“Why not?”
“Because they left such a mess when they were done. Even though I asked them to come back and clean up the loose debris, they still left it for us to deal with. Never again.”
Salsa A GoGo and Chad Pro are fictitious names. Obviously, one is a restaurant and the other is a tree service.
Yet they both damaged their brand and reputation.
One did so through a poor understanding of the value of showing customer appreciation. This was because they failed to build a great business culture, one that fosters strong customer relationships because the people serving customers enjoy their jobs, embrace their purpose, and, as a result, represent their brand in a way that keeps customers coming back.
The other drove their business with a “let’s just get in and get out” approach, never caring about the details, but rather the volume of work. One bad experience cost them a $18,000 tree job, not to mention future referrals.
Meanwhile, the restaurant lost perhaps one repeat visit per customer each week. That adds up quickly. Even if the experience permanently drove away only two to five regular customers each week, and each spent just $25 per visit, the restaurant would forfeit approximately $2,600 to $6,500 in annual revenue. If those losses represented two to five tables instead of individual diners, the annual impact could easily exceed $19,000. All because a customer left feeling ignored rather than appreciated.
What about you? Are you in either of these categories?
If you are, then start by adding up your annual lost customer cost. I bet it is considerable.
When you are ready to discover the best ways to not only address the issue, but also protect your brand and reinvent your business, consider an initial complimentary assessment and key suggestions on making the necessary changes. Remember, “becoming the talk of the town” is always much better, when your reviews are POSITIVE!