Dave Baiocchi

Under-promise and over-deliver

Posted on Jun 20, 2022 in Featured, Features

The title of my column is the mantra of many aftermarket professionals in our industry. Nobody ever wants to get a reputation for not living up to their commitments. But as easy as this guidepost is to talk about, it remains elusive and difficult to master.  The reasons for not achieving this on an ongoing basis are wide and varied.  No, it’s not always “Murphy’s Law”.  My friend Murphy gets the blame all too often.

I think that to achieve this goal we must understand that this process, is less about actual “promises” and “deliverables”, and more about managing customer expectations.  That is the real goal here.  It’s not simply our ability to deliver on time and under budget.  It’s really about the strength of our connection to the customer, our understanding of his priorities, and the efficacy of our communication. Do we interface with our customers in a way that they feel is authentic, trustworthy, and reliable?   I have found over the years that customer dissatisfaction normally starts with our inability or unwillingness to communicate, especially in situations where the customer is constrained to wait longer than they expected, or pay more than they anticipated.

Assessment first

In the service industry, many customers are already emotionally compromised from the first encounter.  They know they have a problem.  What they don’t know is HOW MUCH and HOW LONG.  This frustration is evident even as we try to assess what steps need to be taken to understand the scope of the project.  These customers many times want you to adopt their urgency and sense of panic.  They press you to make verbal commitments very early in the process about both the repair diagnosis, the estimated costs, and the expected timeline.

In these moments, service professionals need some backbone.  ABSOLUTELY REFUSE to make (or even make allusions to) estimated costs and timelines for repairs until the assessment process is complete.

Diagnosis and troubleshooting are a part of the repair process.  We cannot manage the customer’s expectations BEFORE we are fully aware of the requirements.  One of the best practices I have seen involves providing the customer with a written statement.  It can be emailed, texted, handed to customers onsite, or distributed by road technicians.

“We understand your urgency and your concerns about affordable equipment repairs. Please understand that we cannot and will not provide any estimated costs or timelines for any repair until a complete assessment of the machinery has been completed.  

This is a process that may require multiple approvals from you for disassembly and inspection PRIOR to starting repairs.  We will communicate with you at regular intervals as to our progress in diagnosis.”

The last sentence is the key to success.  The more frequent the updates, the more control you will have in the process.

Get the facts.

• Do we understand the entire scope of the repair?
• What parts are needed?
• Are the parts available?
• How will parts availability affect the timeline?
• Do we have the right tools (including software)?
• Do we have qualified technicians?

Only after we have these answers should we approach the customer with a repair estimate and timeline.  We cannot afford to let the customer’s urgency set the pace or accelerate our decision-making.  I am fond of telling stressed-out customers that I understand their anxiety, but in the end, they will be glad we took the time to get it right the first time.

Bad news on the doorstep

Nobody wants to deliver bad news.  Bad news sucks. So, we avoid engaging it until the last possible minute.  This is a recipe for disaster.  The news won’t change during our wait for the inevitable.  So, put on your big boy pants, “embrace the suck”, and communicate confidently.  Below, I have listed some “go-to” phrasing that may help you navigate these waters.

“We discovered some difficulties with your machine, and wanted to make you aware of what your available options are”.  

I use the word “difficulties” because it’s the only word that doesn’t cast blame.  Using words like “problem”, “issue”, or “failure” tend to leave the blame on the customer’s shoulders.  “Difficulty” however is a word that simply calls everyone to action.  It isn’t impossible, catastrophic, or unsolvable, it’s just difficult.

I use the word “options” because it calls everyone “forward”.  “Options” generally follow the same pattern in any emergency repair operation.

• Option 1: Order new parts now, and complete the repair ASAP
• Option 2: Investigate alternative options (aftermarket parts, sublet, or partial repairs).
• Option 3: Button it up and bill the customer for inspection and diagnosis.

If possible, it helps to have estimates of the costs of all 3 options in your pocket.  That should be easy to calculate on option 3.  The other two options may take more time to assemble, but even without estimated pricing, our communication with the customer is about OPTIONS.  When our discussion with a customer revolves around an unforeseen circumstance, the worst thing we can do is simply throw it in their lap.

“Your transmission is toast”. 

“Your battery is completely shorted out”. 

“Your frame is cracked”. 

 OK…now anticipate what the NEXT QUESTION will be. It’s not hard.  They’re the same questions every time.

• How much?
• How long?
• What are my options?

When you use the OPTIONS method, you present the bad news ALONG with at least SOME of the answers to the questions that you know are coming next.  Even if you may not know the exact costs, or the timelines yet…. anticipating and laying out the framework for what comes next, let the customer know that YOU are already thinking ahead on their behalf.  That gives them a degree of comfort even in the face of really bad news.

Speak…then memorialize in writing

So many ruined customer relationships die on the altar of “but, you said”.  The verification platform for “verbal agreements” is limited to the memory of the parties involved in the conversation.  It’s just my observation, but I find that memory tends to be governed by the agenda of the listener.  When committing to anything, especially relating to pricing or time frames, be sure to ALWAYS back it up with written confirmation.  Email and text messaging are cheap insurance for your reputation.  If things are misunderstood, a summary text or email gives both parties the opportunity to get things squared EARLY in the process.

Nobody wants to disappoint a customer.  Not using written confirmation only increases the chance that you may disappoint them TWICE instead of just once.  Summarizing agreements also makes you look like a professional.  I can’t think of one time I have received a discussion summary email from anyone where I didn’t walk away with respect for the other party.  Yes, it’s an investment of time and effort, but it pays dividends.

No padding

In an effort to never over-promise, some of us are tempted to over-price and overestimate timelines in order to avoid the discomfort of dealing with an unforeseen circumstance.  This is more insidious than it seems. You are not fooling anyone.  Customers easily catch on to what you are doing, and in most cases, you end up running them off.  Either the padded estimate is too uncompetitive, or the customer gets tired of trying to second guess what the REAL costs are going to be.   Most customers would rather be given a reasonable estimate and then deal with circumstances as they arise.  We all know that in the aftermarket arena, surprises happen.  Attempting to artificially account for the unexpected is a bad idea.

The “I didn’t forget about you” quotient

This is one of the most effective, and least used methods of managing expectations.  Conventional wisdom is that if the customer is not complaining, then….” let sleeping dogs lie”.   The truth however is that the dogs are not sleeping, they are wide awake, they are anxious, and they are waiting for your call.  When you don’t have the answer yet…there is a temptation to simply wait until you do.

We fail to realize however that most customers have a latent fear of being forgotten, sidelined, or otherwise overlooked.  They know we are busy. They have heard our phones ringing off the hook.  When information is slow in coming, they always fear that we have abandoned them.  Most of us avoid the “circle back” phone call because we fear that the customer will be angry.  Seldom is this the case?  The words “I just didn’t want you to think we had forgotten about you” create a positive emotional bond with the customer that earns their respect and trust, even in difficult circumstances.

Especially at the end of the day, never leave the shop without trying to contact every waiting customer with a “didn’t forget about you” message.  E-mail and text messages are ok to do this, but given the opportunity, don’t ignore the power of actual voice-to-voice contact.

No matter how hard we try, circumstances will eventually put us in an over-promise / under-deliver quagmire.  Our ability to manage expectations, constantly communicate, and present multiple options as situations evolve, is the hallmark of an exemplary aftermarket organization.

About the Author:

Dave Baiocchi is the president of Resonant Dealer Services LLC.  He has spent 40 years in the equipment business as a sales manager, aftermarket director, and dealer principal.  Dave now consults with dealerships nationwide to establish and enhance best practices, especially in the area of aftermarket development and performance.  E-mail [email protected] to contact Dave.