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Quiz 14 :

Building Long-Term Partnerships

Quiz 14 :

Building Long-Term Partnerships

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Some research suggests that how salespeople handle complaints is more important than whether there are problems. In fact, handling complaints well is one way to win loyalty. So should a company not fix a problem that it knows will lead to some complaints, thus giving its reps a chance to satisfy those complaints?
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Customer compliant is not at all good for the overall goodwill of the firm and this is the reason why the firm should always strive to work and function in such a way that customer do not find any scope for filing a complaint against a firm and make the firm face loss of its reputation.
Researches have suggested that the way salespeople handle complaints is more important than the kind of complaint or problem the customer posed in front of him. If the customer complaint has been handled wisely by the salespeople, then this will make the firm to win customer loyalty in longer run.
On this basis, it could be said that the firm should provide solution to all the potential issues that a product might show when the customer will make use of the product and provide solution to issues in advance that are likely to take place with the use of the particular product. This is because solution that are provided in advance to customers for the potential problems in the product are also capable of earning customer loyalty in large scale. Thus, on this basis it could be concluded that the company should make its best efforts to fix a problem that it knows will lead to some minor complaints so that the customers could be prevented from facing those problems.

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What is your reaction to the statement "The customer is always right"? Is it a sound basis for making adjustments and satisfying complaints? Can it be followed literally? Why or why not?
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Satisfied customer is treated as one of the most important elements of a company's success. And, complaints from customers are not at all good for the overall goodwill of the firm and this is the reason why the firm should always strive to work and function in such a way that customer do not find any scope for filing a complaint against a firm and make the firm face loss of its reputation.
The statement "The customer is always right" could be responded by stating that for a firm to make profits and grow manifold has to cater the needs and demands of its customers giving it a topmost priority. When the customer provides bad remarks or feedback about the firm's offerings then this should be taken positively by the firm and should try to make necessary changes and improvements instead of fighting with the customer against his negative remarks. This shows that the firm should keep this adage in mind while functioning that the customer is always right, and is not always then atleast in most of the cases.
The customer is always right should be the motto of the firm while training the employees so that they work under an impression that providing excellent customer service is their topmost priority and should be undertaken by them effectively.
But this adage "The customer is always right" could not be taken literally because it is not necessary that the customer complaint is always because of the firm's mistake and the customer is always free from any mistake undertaken by him that has created problem and issue with the product or the way customer services are provided by the firm to the customer. In cases wherein, the customer has not taken appropriate care in using the particular product or for any other matter related to the product or service that he had purchased from the firm, and after that if he complaints for dissatisfaction, then in this case it could be said that the adage "The customer is always right" could not be taken

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Read through "From the Buyer's Seat 14.1" and "Building Partnerships 14.1." These seem to be advocating opposite perspectives. How do you reconcile these two seemingly opposite positions?
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The two case present in Buyers seat Building partnerships represents two contradicting situations with regard to response of sales person to its customers. The case in buyer's seat says that a sales person has to be very responsive and do the things which make the customer satisfied. According to it even when the customer is old after sales service is important part for sales. Sales person should regularly visit and meet customers for after sales service to continue good relationships customer. It somehow shows that sales person should dance to the tune of the customer.
Building partnership case says that it is not necessary to dance to the tune of the customer or rush to call when a customer asks. Instead he says that to be prepared and take your time before any call with customer is important. To maintain good relations you as a sales person have to responsive instead of dancing to customers tune.
Though both situations seems to be contradicting at first but if we take the deep meaning it suggests that the sales person has to be responsive and should be there to provide after sales service to the customer for maintaining good relations however always take your time and be well prepared to serve your customer to the best so as to make long lasting relations.

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Does the stage of the relationship matter? Which buyer is most important, BP or DTE?
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Your company sells manufacturing equipment and a new machine had a control problem that affected about 20 percent of customers. The problem was written about in several magazines before your company fixed it. The problem turned out be a software glitch and could be fixed by downloading a patch from your company Web site, and could be done by the customer. How would you deal with this problem if a customer brought it up? How would you respond if a prospect brought it up? Once the patch was written, what would you do?
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Your first call after hanging up with Allison is with the senior engineer who gave you the wrong information. He claims that there is a simple fix, but a DTE engineer will have to make the trip there to do it and it is about $5000 trip. First, what would you say to your manager who has to sign off on that expense? Second, how do you handle Allison?
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In the chapter-opening profile, John Tanner says that service was essential to his strategy. Is that just because he's in a service business? In what types of situations involving products would service after the sale be a strategic sales factor?
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The fairest solution to customer's complaint is one that turns out to be against company policy, though certainly not against the law or unethical in any way. If you tried to do it, the chances are you could get away with it. What would you do?
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Explain how active listening can be applied to a situation in which a customer makes a complaint. What can applying this art accomplish? What forms of active listening might actually cause more problems?
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Assume you are Mark. What should you do?
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A customer is claiming you misrepresented the product in order to get the sale so the contract should be voided. You know from other sources that the customer is in dire financial straits. You did not, at least in your mind, misrepresent the product. If your company agrees to cancel the contract, it is the same as saying you did misrepresent the product and you could face termination or lesser negative consequences. What should be done? Based on an actual event.
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What are the various ways that a salesperson can provide a potential champion with knowledge in order to build confidence? What types of knowledge will the champion need?
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The Miami Heat, like lots of sports teams, has a sales force that sells season tickets. Once someone is sold a season ticket package, the customer becomes someone else's responsibility. Every person in the office, no matter his or her regular job, has responsibility for a group of current customers; management believes this makes everyone more responsive to customer needs. But some customers complain; they would rather have the same salesperson who sold the tickets fix any problems. When should salespeople handle all complaints? When is it better to have everyone in the company take on some customer responsibility? When is it best to have one customer service department? Justify each response.
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Nash Bagby, CEO of CSP Services, was livid. For the third time in two days, a customer called him to complain of a defect-the same defect. He called Mack McGuire, senior VP of operations. "Mack, what's the deal? I've had three customers call me about the feed mechanism not working properly in a brand-new Quantum." "Really?" Mack replied. "I've not heard anything. Let me check it out and get back to you." Mack hit disconnect on the phone, then dialed Sara Marshall, director of customer service. "Mack, I don't really know what you're talking about. Let me ask around with some of the customer service reps." Sara hung up and walked around the cubicles, where each of the 32 service reps was busily taking phone calls, handling instant messages on the service chat desk, and e-mailing customers. She managed to catch four reps between calls and quickly learned that each had taken a call on the Quantum's feed mechanism that morning. But one said the issue was due the operator not reading the instructions, while another had used some unauthorized supplies that could affect the feeder's operation. As she returned to her office, she thought about how upset Mack seemed to be and why. The last thing she wanted to do was create problems for Bagby, CEO of the firm, or for Mack. But she was proud of her team's ability to resolve customer problems. After all, customer reports indicated a first-time call resolution (meaning the problem was fixed the first time) rate of 73 percent, well ahead of the industry rate of 58 percent. And she was operating the center at 12 percent under budget. What could she do to identify issues that crop up quickly like the Quantum feeder, and how could she help others in the company craft a better customer experience to avoid problems in the first place?
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How do you know when full-line selling, upgrading, or cross-selling strategies are appropriate?
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