[China Glass Network] Not all customers are the same. You may know who your customers are - but do you know which customers you should give up?
Many leaders are emphasizing customer service and should meet and exceed customer expectations at all times - I have heard a lot. No one likes to estimate income in advance. But every business has customers who can't bring value to the business. They just squeeze the resources of the company.
How do you deal with them - what should you do?
Future project
Customers with small purchases are very crazy. Of course, you always hope that you can gradually persuade them to purchase more products or services. But if their core business is small, their potential for purchasing products and services is very limited. You can predict this: How much business can you get from each customer?
2. Calculate the degree of headache
Bad customers will take advantage of your desire to pursue exceptional service. You want your customers to help you improve your business – but only if it helps your business. Keep track of the amount of time customers spend and the amount of revenue they contribute. Then compare the value of this indicator for all of your customers. Customers who are 5% to 10% behind the list of indicator values ​​may not be worth your effort.
3. Think about which customers are paying and when to pay.
You know to give up customers who won't pay. I hope that you have done at least this. But who pays too late – do you know why? Often, companies that are slower to pay are those that are larger. This is usually because of the financial department's policies, and you have absolutely no way of doing this. But in small companies, delaying payments usually means that you are better off invoicing and increasing your frequency.
4. Evaluate their value (not from the perspective of money)
A good working relationship is the ability to share value between the company and its customers. If both of you are directly transparent, it is easier. If the other person likes to manipulate you, and you are not like this, then you have a problem. First of all, they may have a hard time working together. Second, you may be faced with the danger that the more you do, the more you hate the damn corporate process. Later, if your team members find that you will endure all the behavior of the customer, then all your internal value will be lost, and people inside the company will not accept you.
DianaPohly, one of the more value-oriented CEOs I know, has encountered this problem in her own custom publishing business. She said to me, "I found that if I let the client do something that is not acceptable internally, no one will treat the company's value as one thing. I must be consistent. If your behavior is value-oriented, you will It doesn't work with people who don't." Her experience is that killing these customers is more effective for her employees and other clients than any mission statement or company meeting.
So who do you want to "kill" today?
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