A counter offer they cantt refuse - Part 2

By Mike Dandridge

Kessler knows the less he does. the more he allows others to achieve.

Employees: Few things are more off-putting and frustrating than when you tell a customer, "I'm sorry, there's nothing I can do." There is always something you can do.

3. That's "Infotainment."

REI. a retail co-op that sells outdoor recreational gear, has a trybefore-you-buy policy. Test a weatherproof jacket in their "rain room."

It I'OST distributors cling to a busiIVlness model for a customer that no longer exists. Competition isn't limited to the "other" hardware supply across town or the "Brand X" lumberyard down on the corner anymore.

The competitive landscape is shifting, leaving dealers and wholesalers fumbling to find a map that will lead them through this new terrain. Those silhouettes rising up on the horizon appear to be the giants in the land. Big box merchants and d-i-y mega-centers blur the line between retail and wholesale as they hungrily look to take a bite out of the traditional wholesale market. Forget about a level playing field. Forget about demographics. That's your customer they're after.

So how does an independent distributorship or a small chain of hardware stores fight this growing threat? Simple. By not competing. Instead, shift focus to providing a customer experience that is personal and unique to your company. Last month's article, "A Counter Offer They Can't Refuse," introduced Customer Experience Architecture, a process for engineering a super-charged customer care program by improving key points of contact between customer and dealer. Its three foundational building blocks are Appearance (everything customers see). Performance (the actions you take), and Generosity (what you're willing to give away).

Last month's article expanded on the first building block, Appearance. Although pricing is another factor, an increasingly important commodity is time. Your customers are in a hurry. Show them how you value their time by your... Performance.

1. Action speaks louder than words. Telling a customer you can order something isn't the same thing as having the product on hand. It's one thing to tafk about a 99Vc flll rate for "A" and "B" items. It's an entirely different matter to provide it. Tailor your inventory to fit the marketplace rather than follow a generic template provided by a manufacturer, or worse. by your competitor.

Customers want to be engaged in the buying transaction. What your customer hears, touches and smells when entering your business plays a part in influencing his or her mood. Persuasive selling isn't just reciting a list of benefits. It's multi-sensory. If the customer leans against your counter and gets sticky hands, if a cup of coffee pours like syrup. if your music is offensive. it forms a negative memory of your business. These things matter.

2. Por"er up. "It's against company policy." Have you ever heard that one? How'd it make you feel? Your customers feel the same way. You may never have said those exact words, but you may be delivering the same message by saying, "Uh, there's nothing I can do. You'll have to speak to the manager." Managers: Authorize your employees to handle problems with customers when you are gone.

Business owner Richard Kessler empowers his employees by telling them, "Pretend you're me. Do what I'd do if I were here." Kessler says occasionally a mistake will cost him money, but it's the price he cheerfully pays for providing his customers with exceptional on-the-spot service.

Pedal a mountain bike through a simulated trail. Scale a rock wall with your climbing shoes before you buy them. You know other merchants who offer in-store demos and educational sessions to introduce new products. You can provide similar offerings.

. Set up a mock workbench where customers can try out tools and test instruments.

. Purchase a TV-DVD player to show product videos or sports programs enjoyed by your customers.

. Collaborate with vendors to implement a "lunch-and-learn" or after-hours product demo. Believe me. vendors are waiting for you to ask.

There are no borders in business anymore. Dealers will continue to thrive. but only by moving into new territory. There are companies who are doing business today the same way they did in 1970. "If it ain't broke. don't fix it," they exclaim, pointing out past glories and achievements. But, it is broke and successful growth means leaving something behind. D-iy centers and big box merchants will continue to be a threat. Fortunately, for the dealer, these behemoths belong to mega-corporations that are unwieldy and slow to respond to changes in the business landscape.

Ultimately, continued success and growth depend on your autonomy, individuality and ability to offer more personalized service. The pundits can say what they want about B2B, but the fact remains that people buy from people. This is the heart of Customer Experience Architecture. Design a compelling counter experience that serves as the bridge between the contractor and the dealer so they may more easily form a mutually beneficial business partnership. Now that's a counter offer they can't refuse.

- Mike Dandridge is founder of High Voltage Performance and author ofThe One Year Business Turnaround. He can be reached at (2541 624-6299 or via w'ww.hi ghvoltage pe rformonce.com.