Why Customers Don’t Return?

The answer to this question could be easy or complex. There are varying degrees of “tolerance” for every client and what could be a deal breaker for one person, may not be for another.  Personally, I know that there are some things that are deal breakers right from the get-go.  We have all had incidents of varying degrees in an array of businesses — issues that are out of the owner’s control and those for which they are responsible.  We tend have more tolerance for issues that are out of the owner’s control, however, those that “are” in their control are the deal breakers. 

Let’s run down the list of why a customer would not return to your business:

1. Rude front desk staff
2. Lack of information to make a decision
3. Forceful or pushy sales team
4. Lack of professionalism from staff
5. Uninspiring facility and decor
6. Dirty and unclean facility
7. Unwelcoming facility and waiting areas
8. Treatment rooms needed a facelift
9. Outdated technology
10. Lack of marketing materials
11. Poor social media profile, such as website or Facebook accounts
12. Tarnished online profile 
13. Staff that comes across as too “sales-like” and not personal enough
14. Difficulty to reach your business — location and parking issues
15. Cost: is your pricing competitive with those in your marketplace?
16. Poor product return and exchange policy
17. Poor customer service

These are just a small sample of things that can drive a client away.  The biggest issue is that when someone has a bad experience they tell at least 10 people, but if they have a good experience they share it to only half of that.

So how can you ensure that your clients return?  There are a number of ways, but first you need to know why they didn’t return.  Reaching out to your clients post-treatment within 24 hours is a great way to get feedback and develop a relationship.  A 2011 American Express survey showed that 90% of customers prefer to resolve service issues by phone.  People tend not to like confrontation, therefore they would be more apt to talk on the phone than in person at your front desk.  Show your customers appreciation when they are in your facility and look at the above list, making sure that you are not in violation of any items.  If so it may be time for some retraining.

Customers are the “face” of your business — treat them with the courtesy and consideration they deserve .

How to Conduct a Successful Employee Interview

Every business needs to conduct employee interviews. How well you plan for and execute these interviews can directly impact the quality of the staff you hire.  I am sure that you have interviewed hundreds of people, but at times we can lose sight of some of the most important factors in the process.  Everyone has hired “poorly” and wondered, “how did we get this person, they are not a fit for our company.”  We need to go back to basics and set the foundation for successful interviewing.

Before you even being the process with any candidate, you need to do your homework. Every position in your business should have a detailed job description, outlined with roles and compensation clearly defined. You also need some standardized forms to use in the interview that you will use with all potential candidates.

Pre-Interview:

• Review all candidates’ resumes and check start/end dates, titles, and duties.
• Review education and outside interests.
• Develop your core set of questions. They should be a combination of fact finding, problem solving questions, and behavioral questions.

*Please note that you may not ask questions relating to the following: age, religion, disabilities, sexual orientation, marital status and credit record. There are other exceptions and you can refer to your state’s laws for guidance.

• Schedule the interviews and practicals (if necessary for the position to be filled).
• Create an interview agenda. This agenda will detail the who, what, when and where of the meeting.

Interview:

• Conduct the interview and a quiet and private place. Limit all interruptions until interview is concluded.
• Open with an introduction and an open ended question, “so I see you live in Boston, do you enjoy the city?”
• Clearly outline the position, and give the candidate details about position.
• Make the interview a conversation, not just a question and answer session.
• Listen. Do not dominate the talking, you want to really listen to what the candidate is saying.  Ask for more detail, such as “tell me more about that.”

Here are some sample interview questions:

1. What were/are your last/present job responsibilities?
2. Could you describe a typical day at your past/present job?
3. What attracted you to this type of work?
4. How do you define success?
5. What did you find the most challenging part of your previous job and how did you manage that?
6. What might be the toughest aspects of the job if you were to accept the position? What will be the most enjoyable aspects? The least enjoyable?
7. What do you think your greatest contribution to the job will be? Where and how do you think you would be able to make your greatest contribution?

Concluding the Interview:

Be clear with the candidate about the next steps. Inform them that there are other interviews. Let them know that there will be reference checks and if they are selected for the position you will let them know by a specific date. Advise them as to how you will be in contact – either by phone or mail. If second interviews are part of your process, also let them know this.

The next steps are fill out your interview form and check references. Select a few candidates and have second interviews if needed. Finally, you want to make your hire decision and let them know.

Planning is the key for all good hires. Like most small businesses, we need good people, so use your current staff and clients for potential hires.  After all, they are your best advocates.