For those of you working to develop business accounts, the following story may be of interest:

While working with a client to develop fleet accounts, I recently came across a situation in which an automotive service center manager experienced a surprising change of events with a previously strong and loyal fleet account customer with over 40 vehicles. Their mini van had been brought in late on Friday. A phone call was made for authorization after the diagnosis, but the contact person was unavailable. The service advisor, knowing that quick turn around was a priority to the customer, made a decision he sincerely thought was in the best interest of the customer, and went ahead and did the work so that they could have the vehicle back on Monday. Normally with this account that would have been fine, but unfortunately the regular contact person at the account had just quit. The owner for the fleet, who didn’t normally manage this part of the business, stepped in and things went from bad to worse.

The first thing the owner said was: "You did unauthorized work! We noticed a pattern that your shop was doing the same thing to every vehicle, repairs that didn't need to be done. I'd say you were farming our account." She continued, "Shops get too comfortable with corporate accounts. And you are more expensive, so we have switched to a cheaper shop." The shop manager had been trying to reach her and she added, “I’ve been too busy to return your (manager’s) calls.” If you think this story is only about the hazards of doing work without authorization, READ ON.

At the time of the customer relations “break down” the service writer didn't know how to spell the fleet manager's name let alone understand her priorities. And the fleet manager didn't know some of the services and benefits the shop offered to commercial accounts. Forgotten was the principle to “STAY CLOSE TO THE CUSTOMER.”

What did it take to win this account back? Better to not have lost them in the first place: It took four months of persistently reaching out to regain trust, including, several phone messages, a personal visit and written and verbal COMMUNICATION. Was it worth it? The account averages over $6500 in services per month. Over time, that's definitely worth it!

Applying the Knowledge

The example above demonstrates how important good communication with your customers can be. Trust was low because the owner and service manager didn't know each other. The owner’s doubt caused her to look for “patterns” and form some perceptions that were not accurate. Costly mistakes could have been avoided with communication. Trust is fragile, and when it is lost it can be difficult to regain. In any relationship, when trust is low, communication must increase, not decrease.

Selling is building a relationship. To build the relationship, good dialogue can be created by asking the right questions. A super star service advisor will shine in the area of relationship building. It’s far better to keep current customers happy and to work to educate them about all your other services.

Taking Action:

Make a plan today to evaluate and improve your customer relations now. Ask yourself:

• How much do I know about my customers?
• What's important to them?
• Do they have a PM program?
• Would they like to have one?
• How long do they keep their vehicles?
• How much do they spend in total on automotive services annually?
• What percent of that total am I seeing?
• How well do I know the decision maker(s)?
• How much do they know about us?
• What can I do to build the relationship?

Winning Attitude

“Seek First to Understand, then to be Understood.” S. Covey, F. Assisi.

Special note: Communication with prospects is important too. Fleet manager turnover can actually work to your advantage when a desirable account in your area has not done business with you in a while. When is the last time you called that desirable account to let them know you'd like to be doing business with them?

©2001. Paul Esch. All Rights Reserved. Paul Esch is President of Breakthrough Business Success, Inc. He works with leaders to improve business performance.

Call Paul Gregory Esch at 651-501-7979 to discuss our Fleet Account consulting program or go to: http://www.breakthroughbusiness.net/consulting_details.php?id=3