Even the best of companies with the best of intentions occasionally fail to deliver. Here’s how one salesperson with a corporate screw up handled an unhappy customer.

The scenario went like this:

“After what happened last time, Linda,” the customer complained, “I’m amazed you can even show your face around here, much less ask for more business. Nothing personal, you understand. But your company just didn’t deliver.”

“Tim, we both that know that last time our execution just wasn’t what it should be. Not that it was intentional . . .”

“I’m not saying it was intentional.”

“Actually, intentional or not, it really doesn’t matter, does it? We messed up. Only the results matter. And let’s face it, our people dropped the ball.”

“So how can I know they won’t do it again?”

“Actually, you can’t.”

“Excuse me?”

“To be honest, Tim, with the merger and the kind of growth we’re going through, until we can get all our new people properly trained, I can’t promise somebody won’t screw something up again.”

“That’s encouraging.”

“But here’s what I can promise you. I’m going to oversee the entire transaction personally, every single step of the way. I mean every single step, hands-on, down to the smallest detail. And I don’t think I have to remind you of how successful my track record is. And why I can guarantee we’re going to get everything you need, when you need it and according to specs.”

Sometimes the solution to a customer problem is simply to ask yourself what you can bring to the table so you yourself become the difference between a negative and a positive situation: between a deal the customer can’t buy into and one that he or she can.

Obviously, one of the best ways to do this is through massive customer service: devoting time and effort to making certain that the experience of doing business with you and your company is everything you’d like to be able to claim it is. And more.

I don’t know about you, but I’ve purchased any number of products and services because I was convinced that the salesperson that I was dealing with actually cared about my satisfaction and would be there for me if I had a problem.

Or maybe you can become a resource for your customers, a font of knowledge they can rely on: product knowledge, industry knowledge, even just business knowledge in general.

If a sales exec calls to ask about hiring me as a trainer or a speaker and we don’t think I’m right for her particular need, we’ll recommend a speaker who will be right. If we don’t know of one, we’ll do our best to find one. We’ll spend whatever time is necessary to answer her questions about hiring and working with speakers. We’ll let her know that she can call us at any time if she has additional questions and concerns.

Down the road, when she is looking for what I have to offer or when someone asks her to recommend a sales or sales management speaker or trainer, who do you think often gets the call?

Part of what your customers are buying (often a big part) is you. Make yourself the ultimate value-added feature and you can be the final benefit that lifts your products and services above the competition: and makes the situation one you can brag about—negatives and all.

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© Barry Maher, used by permission

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This article is adapted from his book  No Lie: Truth Is the Ultimate Sales Tool, which has been translated around the world.

For more information contact:
Steve Wilson
Barry Maher & Associates
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1-866-243-8062