On the contrary, it is a sincere and honest thought, which is a credit to each of our existing and future customers, especially when we know that they will probably be the first to read it!
The inspiration behind this post was a “ touching ” message I recently receiv on Slack from a team member. Basically, he was grateful to work for a company that supported him while he was in an all too common situation: finding himself, as an employee, with all the pressure of a big client on his shoulders…
you know, that famous king client to whom we refuse nothing and for whom we accept miserable working conditions because he pays very well (the famous “cash cow”).
Although this employee did not aspire to do customer service throughout his career. He explained that it made him happy to do it since it was in ideal conditions . For him, standing up and not accepting just any big mandate under the pretext that it really pays and without regard to the quality of the relationship with the client was a great proof of success.
This message was a nice reminder of an all
Too common reality that seems distant to us since we are a bit in our ecosystem “bubble” . So let’s talk a little more about customer dynamics and the ideal relationship that every firm should have with the latter in my opinion.
It’s worth noting that this post is more for companies that offer services (rather than products) since they rely heavily on each team member to serve a given customer. Let’s just say that these principles are less applicable for a coffee cup manufacturer, for example.
Customer relations have a direct impact at three fundamental levels:
1. The team and the culture
If the customer is not king, then the team is not queen either!
It is important that the team knows that they are supported by the organization when there are more delicate situations to manage with a client or when there are major decisions and recommendations to be made.
If the client pays our fees, it is to have our advice and not lithuania telephone number data to be told that they are always right. Any contributor to the project, whether a team member or an employee of the client, should feel comfortable expressing their arguments and ideas for the benefit of the ongoing project without any fear of reprisal or judgment.
The reason is simple. Because we start from the following premises:
Everyone wants the same thing : the success of the project;
No one is there to protect his job (since it is not at stake);
And no one is there to justify elisabeth dignard spk specimen his job (since he brings added value to the project)
Everyone is competent (otherwise he wouldn’t be sitting in the chair he occupies)
A team member must be able to express themselves as they wish while ensuring respect and they must be able to emphasize to the client their professional opinion when the client proposes superfluous or impertinent ideas. Each team member must allow themselves to experiment and make mistakes in order to always aim for excellence and improve the quality of their expertise!
The way this principle is articulated at Spektrum: the customer is not king He is rather a friend and when we talk to this customer, we speak as equals and not as kings and subjects!
Everyone gives their 300% when they appreciate the customer and their project. In the end. I often get told by employees: “In the end, I made the change and I didn’t enter it in the timesheet. I did it for Benoît. Because I think he’s cool!”
2. The success of the project and the quality of the service provided
I often say it and I mean it: “if the client wants to be told that he is beautiful and that his project is magnificent, he only has to call his mother” . If a client calls us, it is because he has a problem to solve and he is looking for the best team to solve it. The best team can mean both technical skills. But also the best human “fit”, which makes the client want to work with us.
If we succeed in all projects, it is certainly because we are the best, 🙂 but that is not enough. It is also because we identify the projects that bring together the essential criteria for their success. The formula for success of a digital project is simple:
Success = F (team, project, client)
Success therefore depends on 3 parameters:
The Team : Obviously, if the team is rotten there is not much chance that the project will work. Or if the team is completely overwhelmed by the technological complexity of the project, there is no success in sight.
The Project : Is the technical aspect of the project feasible for the team in question? If. For example a team used to making informational websites is assigned to carry out an application project integrating vision and artificial intelligence (AI). There is a good chance that it will end in monumental failure.
The client : Far too many firms ignore this last parameter. Which is just as fundamental as the first two. Is the client ready to invest the time necessary to answer the team’s questions? Does he have the financial capacity to carry out the project? Does he have an excellent understanding of the problem he is trying to solve? Is he annoying and unpleasant or. On the contrary. friendly and pleasant?