When Bad Things Happen to Good Customers

When Bad Things Happen to Good Customers Customers who don? T expect that they're ideal. Expect to resolve when things go wrong.   - Donald Porter VP, British AirwaysMARK is a celebrity in his hometown. When her? Big sister? and visit her husband, Mark likes to be treated to dinner on a whim, spacious five-star restaurant. On one occasion, after arrival at the restaurant of choice, Mark and his family leaed there were no reservations in his name. He asked calmly? Well, what are we going to do this? I am sure that it? The manager, you can do something. My? Three d 'again with the manager responsible for the mistake and assured that Mark would be the situation at once. Meanwhile, ma? Three d? went to the tables and said that each dinner at the restaurant had lost a reservation and asked if it was mind helping with their table-friendly? postponed. He gave them a twenty percent discount on their bill for the inconvenience. Of course, the other guests complied.A space at the center of the room, and four waiters in a table and chairs. In less than three minutes, accommodations were ready for Mark and his or family.Sooner then? Once again disappoint a customer. As you said that the crisis will determine whether we win or lose the patronage of trailers. If you have a customer who feels later? Ve you disappointed? Ve, a negative situation and tued into a positive.TURNAROUND Tip: If you make a mistake, no excuses. To correct the mistakes and start now. However, is not it? T Have your employees or any good if you try to solve a problem without a specific plan. The following procedure provides a model for crisis management that has on your business. This guide is from the book, Juiced! by Lipkin and Gillis.1. Apologize immediately with true empathy. [The director apologizes to Mark without restriction to the embar-rassment and discomfort, misplaced reservations about his family.] 2 Responsibilities. Take control. Don? T badmouth your company and don? T on the hunt for debt before the customer. Dance, Don? T Fight. [The Director Not? T have a blazing accusations and said:? And 'the lady of the house? Errors? He took the heat. He had the problem and not excuses. The customer may not be? T, who? S debt.] 3 Do what you can to solve the problem or the situation immediately. Be prepared for crisis. [The director had extra tables and chairs for such an emergency.] 4 Do you have a resource in the reserve, the app-lied when and where? S is needed quickly. [The manager approved the twenty percent discount on other guests to express gratitude for their willingness to help. You can also continue to give gift cards to customers, for the bitteess of disappointment? together with an excuse.] 5 Minimizing the customers? S inconvenience or annoyance financially, emotionally and physically. Take the sting of negative experiences. Manage your clients? S memory. [Mark the book out of place or the way they solve? Both, but won? T tell, without saying what they did with the problem.] 6 Follow-up within twenty-four hours. Another deposit in bank account. [Marco received a thank you for your patronage and respect for his patience and understanding with another apology for the inconvenience.] 7 The evaluation of service provision and implementation of changes to avoid such mistakes are not repeated . ? What can we lea? Only you can answer the last question. The adaptation and application of this guide, if necessary. In fact, you do not? T need to set an alarm for your customers. You can use it to work with family and friends, too. Perform a problem, do not escape.   ? A crisis is a moment of truth: You make it a moment of magic or a moment of misery. Mike Dandridge   Md@theperformancepro.com   Mike is the founder of High Voltage, a consulting firm specializing in the development of clients for the industrial market. E 'a speaker and trainer with 25 years of experience in the electricity wholesale. Dandridge is the author, the one-year Business Tuaround, a book based on his years in the trade, one year? S value of ideas to improve customer service.   You can have up to Mike 254-624-6299.   Visit his website at   Subscribe to his blog