I had dinner with a client night before last and that topic was one of the things we very much agree on – when to send a client along to another vendor.
His story was not unusual. You’ve all probably had it happen to you in one form or another.
A new client left voice mail and email asking about a new purchase before the new purchase was completed, and both messages were laced with F bombs and similar colorful language.
Result: That new client was advised to go elsewhere, which was a good choice in my mind. Clearly that client’s behavior was not likely to get nicer.
Back in my photo software days, we had a fairly standard license agreement that we asked people to sign.
One of the reasons we did this was to make sure they actually read it. The best surprise is no surprise, as Holiday Inn used to say.
The other reason was that we included another page with the legalese license agreement. That page set the expectations for their use of the software and for their relationship as a client with us.
It also set our expectations of their behavior.
For example, we required that they use a battery backup on their server. We also expected them to backup their data daily (and provided a free tool for that purpose).
Both of these things were for their own good, so that they would have the best possible experience with software that ran their entire business.
We wanted to make this point up front, before bad things happened to their data because of lightning, theft etc – hopefully so those things would never be a business killer.
More importantly, we defined exactly what would happen if they called us, faxed us or emailed us. We defined what an emergency was from our perspective and told them exactly how to report one so that it would get treated like an emergency (and of course, not to treat everything that way).
One guy called up and refused to sign the agreements. He insisted that we ship him the software, which he had just paid for, and said that signing the agreements was a waste of his time.
During this process, he felt the need to scream at one of my staff members over the phone – about two signatures, of all things. As you might imagine, he had spent more time arguing about the signatures than it would take to simply read and sign the agreements and have someone fax them to us.
Result: He was told that we would be refunding his payment immediately and that no software would be shipped. End of discussion.
It didn’t matter if he told 100 people. Those people would already know he was a jerk, or they’d agree with us, or they’d probably be jerks too. Either way, it wasn’t going to cost us a dime.
More importantly, I wasn’t going to allow people to talk to my staff like that and I wanted my staff to know that there was a flip side to our high expectations for their service and support work: That they’d only have to deal with an abusive jerk once.
They knew to transfer the call to me, or ask to continue the call later when they had calmed down. If that happened, I would call them back and discuss their inappropriate behavior with them.
Either they would call and apologize to my staff member (and every one of them did), or I would terminate the relationship and refund their $, no matter how long they had been a client. Never had to do that. Came close once and the guy chilled out when he figured out I was dead serious.
My staff was the bread and butter of that business. Without them, I’d be the bald, insane guy drooling on my keyboard at the end of a 75 phone call customer support day.
Life is too short to do business with abusive jerks. Those are great people to send to your competitors.
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