When we narrow down the current COVID-19 economic situation, we’re all in the same boat. No matter who we are or what we do, getting back to doing business hinges on having customers. Whether we like it or not, there’s no guarantee they will be there. Although it may be disconcerting, here’s why:
• Some customers will decide they don’t need us. Their situation will have changed and they’ve moved on.
• Others will have found new solutions. Competition will be fierce with appealing options popping up everywhere.
• More customers than we dare imagine will have simply disappeared, whether individuals or companies.
• Many will be far less accepting and far more demanding than they were in the past. They’ve had time to establish new priorities.
• Others are so stressed and preoccupied with their situation, they’re unable to make decisions, let alone move forward.
Some customers will decide they don’t need us.
As frightening as it may appear, we can’t expect customers to dust themselves off and pick up where they left off. Just saying these words sounds, dare I say it, pessimistic. This isn’t the way we see ourselves. We face danger squarely and we welcome challenges. To even suggest that a virus, of all things, could possibly disrupt our lives goes against the grain.
So, what are we to do? How will we deal with the cards we’re left holding?
Rather than trying to pick up where we left off or hoping for the best, we will be better served by recognizing that we’ve all been through a lot and a lot has changed.
Here’s a checklist for reaffirming relationships with existing customers and building new ones.
•
Customers perceive us as being authentic. Pointing to Growth from Knowledge’s Coronavirus Consumer Pulse findings, Marketing Insider’s Stacy Bereck says that “85% of U.S. consumers feel that the way brands behave during the COVID-19 crisis will affect their desire to do business with those companies in the future.”
•
We let them know we want to understand their situation. Consumers want to feel they are doing business with those who are interested in them and not just making a sale.
•
We introduce ways for customers to stretch their money. It’s more important than ever. Here’s how the Betty Crocker folks are responding to this obvious challenge. “Impossibly easy dinners for $2.50/serving. Dinner doesn’t have to be spendy to be delicious. These fuss-free recipes are big on flavor and easy on your wallet.” They make it clear why their recipes are a good fit. They use the right key words: easy, inexpensive and delicious.
•
We help them avoid making purchasing mistakes. I can hear someone say, “That’s not a salesperson’s job. I’m there to make a sale.” That was then. Now, it’s the smart salesperson who takes time so customers can arrive at an informed buying decision who will get the business – and be remembered.
•
We focus on helping customers. Explore options with them. Not good, better and best; not low, medium and high prices, but options you and your customer develop together such as poor fit, good fit and best fit.
•
We try to pull customers rather than pushing them. This will take a lot more listening than talking, a lot more patience than persuasion, and a lot more understanding than ever before.
•
We don’t think we can pick up where we left off. Let’s face it, there’s not much worse than being unwillingly slowed down, sidelined and told to stay home. We may be charged up and chomping at the bit to get going. Even so, it’s not like coming back from vacation. All of which is to say we need to give both ourselves and our customers time to adjust to a new and different situation.
•
Our customers will stay with us if we let them know we’re depending on them. Some will see this as a sign of weakness and take advantage of us. But if we believe in building relationships, it’s a chance worth taking.
John Graham of GrahamComm is a marketing and sales-strategy consultant and business writer. Contact him at jgraham@grahamcomm.com.
