Looking at your world from the customer’s perspective….

“I don’t care about the dirty floor or the missing ceiling tiles,” said “Larry,” the principal at a medium-sized dealership in attendance at my sales seminar at the Yamaha Symposium. “Either way, it doesn’t have any effect on whether customers come in or not.”

Interestingly enough — he’s right. It won’t affect if they come in or not, but it will certainly influence whether they come back or recommend your dealership.

We are all used to being graded and evaluated — from CSI to customer letters. Why wait for this feedback when you can evaluate your own dealership and make changes before your customers notice?
The first step in doing so is to look at your business from the customer’s viewpoint. Start fresh. Act as a “new-to-the-area customer” and pretend you are interested in your first boat. Research how you would learn of your business.

What does your Web site say about you? Yellow pages? Advertising? Are they price- or value-based?

Is there a map, directions, hours, or an after-hours service number?

Are your phones answered by real people or a numbering sequence?

What about your delivery/pick-up trucks and trailers? Do they extol your great service and experience, or simply that you’re the “low-price leader?”
As a customer, do your answers to those questions motivate you to make the trip to your store? Let’s say that there is a good initial impression and that you decide to drive to your store. As you get closer…

Is the property inviting? Is there good signage? Does it appear safe, clean and well landscaped?

Is the customer parking area convenient, well-marked, well-lit and near the main entrance?

Where are the sales consultants? Are they at the door waiting for customers or working at their desks? Unfortunately, it’s not uncommon for the sales staff to be standing near the door, smoking, joking, drinking coffee and waiting — is this the “first impression” that you want to demonstrate?

Are the customers and guests being met with good eye contact, a firm, welcoming handshake, and introductions?

Are all areas of the showroom inviting and clean, including the rest rooms and work stations?

Is there free fresh coffee or soft drinks available?

How recent are the magazines and newspapers?

Are the parts, accessories and service departments “Customer Welcoming?”

How knowledgeable and friendly is the staff? (A good opportunity to ask your team typical questions that a “real” customer may ask.)

Is the product literature rack full and current?

Is each boat, motor and accessory clearly marked and typed — not handwritten?

Are your awards and certificates visible to show your experience and commitment to customer service?

Ritz-Carlton developed the 10-foot rule that is now widely adopted and certainly makes sense — anytime a customer comes within 10 feet, acknowledge them. Even if it’s a smile and a hello. If your customer asks where the parts department is, don’t point, but show them the way — show them that you realize that without the customer, there is no business.

Have you taken the time to visit upscale businesses outside your industry? Observe hotels, boutiques, and other retail stores to see how they present their business from the exterior, to interior, to their displays and staff.

Look at what they are doing to see what works and bring it back to your dealership. Consider a roundtable discussion with all your employees, from the yard clean up person to the managers. Ask simple questions such as:

“If you were a customer coming in, what changes would you make to our property?”

“What changes can you suggest for your working area to make it friendlier?”

“Would you purchase your next boat, motor or accessories here?” “Why?” And more importantly, “Why not?”

Don’t get a serious case of “myopia” — it’s an all-too-common ailment for owners, managers and employees. You spend a lot of time at your business. Don’t fail to see what the customers experience when they visit your dealership. Ask yourself: “If I were a customer, why would I buy here?”

At the symposium, another dealer said that he was working on improving all areas of his business to increase his CSI, loyalty and referrals. Larry couldn’t pass this up and said: “All this CSI and customer care is useless. It’s my plan to get everyone at least once. There are enough customers out there.”

My first thoughts: “I would love to be his competition,” and “What a great topic for another article.”