Ina Teves, Organizational Development Consultant

Ina Teves is an organizational development consultant with a change management firm dedicated to making a difference wherever it goes by journeying with the client through the entire process of organizational transformation. Email your questions to ina.b.teves@gmail.com.

WINNING BACK THE CUSTOMER

Dear Ina,

I am an account manager at an advertising firm. The nature of our work requires that we delight our clients as much as possible, but how much is too much? There was one Friday where my client all of a sudden asked me to go to a meeting the following day, in his place. The purpose of the meeting was to raffle off booths for an exhibit. He was suppose to attend this, but he didn't want to because he had to have a new sound system installed in his new car. I, of course, declined, saying it was his job. He's never had a good word for me ever since. What do I do?

Chrissie

Dear Chrissie,

You know what they say, "A customer may not always be right, but he is always the customer." Yes, it is obvious how your client is using his position to exact favors from you. Yes, you were right to decline his request. You, however, could have done it tactfully. You could have said, "Oh, I'm so sorry, but I have an engagement on that day." You need not explain that you were going to the spa or a badminton tournament -- those are engagements as important as installing new gadgets for one's car.

You could have gone one step further and asked, "Maybe I could help you in other areas of this project?" Then you could probe into it a bit and maybe earn some credit for your company by way of extra income or extra goodwill. It helps to keep your perspective about customers - no customer, no sales. No sales, no company. No company, no job. Your task always is to keep the client loyal and profitable to your shop.

You could still win back his goodwill, though. One way is to rebuild that emotional bank account (EBA). A rule of thumb in customer service is that for every withdrawal from your EBA with a client, you need to make ten deposits of goodwill so that you could even call it quits. Try to be as helpful as you can. Where possible and where unexpected, go the extra mile. Find ways to generate ideas that would make your customer profitable. As an account manager, you really just don't manage projects for your client, your task is to offer him solutions. Know everything there is to know about his job, his company, their competitors, and see how you could help. A smart account manager I know did just that, and the marketing director of the client firm took note and hired her. Work is so much easier when you focus on the task instead of on personalities.

You could send him a little gift on his birthday and for Christmas - maybe something for his car, since he likes it so much. Nothing expensive. There is nothing to be lost by showing the client that you are on his side. Most clients reward competence and thoughtfulness with goodwill and bigger projects. Hopefully, your client would.

Always,