Minding your own business - January 1997

Creating a customer-centered culture

by Don Taylor

Growing a small business isn't getting any easier. Hypercompetition, exploding technology, fickle customers and regulatory encroachment are facts of life for every small-business owner. However, even under these difficult circumstances some businesses are growing and prospering.
One common link that identifies the successful companies is their customer-centered culture. The word culture is defined as the improvement, refinement or development of a process through training, study and design. It also describes the end result: the concepts, skills and habits of those companies involved in the process.
Let's look at this another way. customers are the only reason any business exists. In addition, no business can be profitable long term without satisfied customers. Therefore, successful business owners must continually redefine and improve their customer-service culture to ensure high levels of customer satisfaction.
Of course, you will satisfy your customers at this level only until a competitor offers them a better choice. Hence, the improvement can never stop.
Those businessmen and women who struggle with the concept that satisfied customers are the most important element in any business are destined to face the consequences. They are the most vulnerable to competition. They can expect little if any customer loyalty, and price will play an increasingly important role in their competitive strategies.
On the other hand, companies with a strong customer-care culture are least affected by price-driven competition. Your competitors cannot easily lure your satisfied customers away with cheap prices alone. Your customers fully understand the value of the special attention they receive.

Creating the culture
To create a customer-centered culture, you need to accept several customer truths. First, customers must trust you before they buy your quality. No one wants great quality if it comes packaged with lousy service. If the customer is confident that you will back up the purchase of quality with superior service, they will pay your asking price.
Second, quality is important. To compete successfully today, you need quality products, quality service, quality people and a quality image. These elements add value that allows you to charge a reasonable price and make a fair profit.
Third, customers do not just buy products or services. They buy expectations and end results. We buy a book because it promises information or enjoyment. We buy a new car because we desire dependable, economical transportation and the purchase makes us feel good.
Fourth, customers are not dependent on you. They can and will seek other options if your offerings are not satisfactory to them. However, you are dependent on them. When they honor you by allowing you to serve them, remember that you are not doing them a favor by serving them well. You are only meeting their expectations.
Fifth, all customers have inherent desires. They want
1. to receive respectful treatment
2. to feel important
3. to be secure in their dealings
They want to build a relationship with those they do business with. A regular customer desires recognition. They love to hear their names and they want to receive special treatment. They are aware of the difference between real customer service and lip service.
Sixth, both you and your staff must also want to build a relationship with your customers. Because customers do know the difference, they will know if your efforts are sincere. If your employees have no interest in building warm relationships with all of your customers, perhaps they should find another place to work.
Finally, customers are your future. Satisfied customers are repeat customers. Not only do they bring you their business, but they also refer others to you. When you achieve a customer-centered culture, you secure your future earning power. The system doesn't change.
Give others what they want and they'll help you get what you want.