Watch for warning signs in client relationship

The fear of that unexpected call that will terminate the relationship is a 24/7 nightmare that haunts all of us. But there is an insurance policy. It involves being acutely aware of the telltale warning signs.

Trouble brewing

It starts with a reduction in the frequency of communication. Gradually, you begin to notice that your special client or customer isn’t calling or e-mailing as often as in the past.

It’s not that noticeable at first, but over a period of time the drop-off is unquestionable. There is also a growing delay in response to your communications. Where you once received the response within the hour or the day, now it can be days, even weeks before a reply is heard.

Then there’s the issue of money. It may begin with a slow pay on your invoices or, worse still, a querying of small and insignificant charges. There may no longer be an interest in sharing personal information or discussing anything that’s not strictly related to business. This is an obvious change in the nature of the relationship given the conversation and moments shared by you and the client in earlier, happier times.

Back on the business front, you find that you’re no longer included in meetings or copied on important correspondence. This is coupled with a noticeable shift of attitude from the client’s support staff. They have become more distant, reserved and guarded in their interaction and communication with you. There is also the growing inability to get the client to commit to long-term decisions that involve you and your relationship with the company.

Finally, there is a change in reporting personnel. Your contact or “friend” has been moved to a different department or, even worse, has left the company. And you’ve been neglectful in creating other tentacles and connecting points within.

The antidote

While it may be technically impossible to prevent the loss of a client or account, (companies get acquired, clients get fired), the best sales performers and relationship managers will always advise that client termination is generally the result of a failure to take the customer’s pulse and apply basic customer service principles. What are they?

• Do great work. The first line of defense (or offense) is to always do great work, and be overly responsive to the customer’s needs. The operating philosophy at play is that the customer is always right. There should never be any doubt in the customer’s mind about the quality of your work, the value of your product and your commitment to the relationship.

• Communicate often. Be willing to force communication with the customer, without seeming to be a pest or a supplicant. The continuing communication is a constant reminder of your presence and value as a provider. The communication can be issue-specific (“I’m responding to your inquiry about last month’s shipment …”) or of a general nature (“I’m attaching an article that I thought you’d find of interest”).

• Be proactive. Most marketers and salespeople are reactive; they respond to the order. The successful relationship builders act proactively. They suggest new ideas and are continually looking beyond the expected. They’re always asking the question, “What if?” on the customer’s behalf. And they provide something of added value, always delivering a little more than the buyer was expecting from the transaction.

• How am I doing? Behave like a savvy politician. Don’t be scared to inquire about the health of the relationship. Be willing to ask questions such as, “Are we addressing your needs?” “Are you happy with our performance?” The objective here is to unearth the annoying burrs under the saddle … those minor annoyances that, over a period of time, can accumulate into a straw that breaks the camel’s back.

• Showcase your victories. There’s nothing wrong with proclaiming your victories and reminding the customer of your value and work. But do it with grace and subtlety, and only when the occasion warrants it.

• Have a friend at court. Always develop an honest relationship with someone within the client organization who can alert you when trouble is brewing.

Ultimately, we should accept the fact that every buyer/seller relationship is in jeopardy at some point or another. A change in economic environment, a shift in personnel, a crucial mistake at an inopportune moment – all are unavoidable contributors to the loss of an important client. For that reason, one should always carry a healthy sense of paranoia about the relationship.

Alf Nucifora is an Atlanta-based marketing consultant.

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