The Ten Times Rule: The Only Difference Between Success and Failure

processes
—not about the people
—they encountered. You might ask questions like the following:
How long were you here?
Did you meet a manager?
Were you shown optional products?

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Were you presented with a proposal?
Did anyone offer to bring the product to your home/office?
Feel free to call my office for guidance on how to develop this survey for your
unique situation (800-368-5771). We can help identify what to ask in order to
pinpoint where the breakdown is taking place.
When was the last time you were asked to give a company that you decided
not
to purchase from your feedback on the experience? Did the salespeople give
you enough attention? Did they stay with you through your decision-making
process? Did they meet you enthusiastically, offer to solve your problems, have
someone from management say hello, show you various options—or even
present their product or a proposal? And did anyone call you back? I bet the
answer to most of these questions is no. 
Companies fail not because they offend
customers but because they don't take enough action to make these individuals
customers in the first place.
And I assure you that these very same companies
hold one meeting after another on improving customer satisfaction. They will
survey those who buy from them instead of taking the time to ask those who
didn't why. Add to this the fact that most of these surveys focus on what the sales
associate did wrong rather than on what is inadequate about the organization's
thinking and processes.
Remember the operative order of importance: customer acquisition is the
primary target, followed by customer loyalty, followed by customers who spread
the word about you. This approach allows a company to continue to invest in
product development and improvement, enhance processes, and increase
promotion—which ultimately creates 
real
customer satisfaction.

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