How many times do we risk losing customers by a quick reaction rather than a more thought out response.

re"¢act (r - kt )
v. re"¢act"¢ed, re"¢act"¢ing, re"¢acts
v. intr.

1. To act in response to or under the influence of a stimulus or prompting: reacted strongly to the sarcastic tone of the memorandum.
2. To act in opposition to a former condition or act: composers who reacted against romanticism.
3. To act reciprocally or in return.

re"¢spond (r -sp nd )
v. re"¢spond"¢ed, re"¢spond"¢ing, re"¢sponds
v. intr.

1. To make a reply; answer.
2. To act in return or in answer.
3. To react positively or favorably: The patient has responded rapidly to the treatment.

On a recent trip to get my truck worked on, I described the problem (it felt as if it were missing) to the service department and they suggested I needed a tune up. I had the tune up done and not only did my problem continue, but my truck now idled worse than before.

I called the service department and told them of the change to the negative and they suggested an electronics diagnostic. Since I really wanted my main issue fixed, I agreed to the 69.95 charge to 'find' the problem.

A full day later I received an estimate for just over $800 which included plug wires, a Distributor Cap and rotor (remember the tune up), an EVP valve and a minor leak to my oil pan. When I questioned the plug wires, distributor cap and rotor, they simply stated 'a tune up is only changing the spark plugs'. Ok, granted most cars now have electronics and don't need all the work for a tune up in the past, but (as I told them) shouldn't a 'tune up' actually 'tune' the motor to run correctly? (apparently it does not)

I asked what was causing the issue I requested the diagnostic for in the first place (since I know it isn't the oil leak) and they stated the EVP valve (also the most expensive part on the estimate). I had the valve replace and $488 later, my problem still exists. I called the service department again (notably upset) and asked why the problem was not fixed as stated. The answer from the service manager was 'you didn't fix everything on the estimate, so it's not our fault'. Again the estimate was not just for the issue being fixed since the oil leak isn't causing the truck to miss, but the plug wires, distributor cap and rotor could cause it. I scheduled the additional work and asked if the work could be done by 3pm as I needed to pick my son up from school. When I didn't receive a call by 2pm, I called them. The response was 'we found it and it wasn't the cables at all, it was the coil wire' (note that was not on the estimate). I went to get my truck and it runs great, but never did they say they were sorry for the mis-diagnostic, the additional $600 (EVP and 'tune up') I spent to get the issue fixed and for the refusal that it could in any way be their fault since I didn't 'do all the things on the estimate'.

All in all, the end result is I now feel as an intrusion on their day if I need to allow them to work on my truck. They Reacted to the issue rather than Responding and making me feel they cared about my issue.

It is nice to be recognized when you walk in to a store, but if multiple employees (some across the room) shout out "˜Hello!!' as soon as the door opens, it can come across more as a "˜duty' rather than "˜we're glad you're here'. This can be compounded by the employee(s) not looking at the person they are greeting.

Remember customers are people too and can tell when you are being friendly and when you are just doing what a manager told you to do.

An honest greeting (even if it is not as a customer first enters) is much more welcome than a dutiful greeting when the door opens.

- By Jeff Haefner

Here are 15 quick and easy tricks that I've noticed other successful retail businesses doing to keep their customers coming back for more. This works because when you let your customers know that you appreciate them, they'll show that they appreciate you by purchasing more of your products and will become a loyal customer, guaranteed.

Some of these tips require retail technology and some don't.

Here you go:

1. Always say hello. Your sales people, your cashiers, and all your employees must always say hello.

2. Acknowledge your customers children.

Many businesses offer their customers a lot of benefits, but do the customers know about them? From time to time, it is a good idea to step on the other side of the counter and see your business from a 'customers' perspective.

This takes a different mindset, as employees and owners of a business 'see' the 'store' more frequently than an average customer, but do they really see the 'store' as a customer does. Take a step back, walk outside, maybe drive around the block and park your car as if YOU are the customer. Now take the time to 'see' what your customer sees"¦

As with most software companies, we get many request for software enhancements when it seems the Point Of Sale (POS) software is missing some function, report, etc.

Prior to requesting an enhancement to a software package, it is always a good idea to go over your business procedure in detail to see if the procedure itself can be adjusted and because any time a software enhancement is requested, the change will require detailed information on the Who, What, When, Where and How it should work. Getting this information before hand by going over your procedures will better document it for your internal needs and get a jump start on clarifying the enhancement if it is still needed.

Most businesses looking for a new Point Of Sale (POS) system are looking for some reason, but often fail to follow through with some of the advantages they could gain from the new software due to the mentality "˜that is the way it has always been'. Changing Retail Application software systems such as Point of Sale is much like going on a diet. Unless you identify the problem areas, outline what you want to accomplish and devise a plan to reach your goal, it will typically fail. By the same token, a diet should start with a trip to your doctor. Changing retail software should follow the same paths. You should identify the problem areas of your current POS (or lack thereof), decide what you want to accomplish with a new system and devise a plan to reach your goals.

As with a diet, your business diet should also include a trip to a doctor. Although not a typical doctor, the software manufacture, retail distributor or agent should assist you in your plan. With this stated, how would you feel if you went to a doctor, simply told him you wanted to go on a diet and he quickly wrote you a prescription, gave you a bill and sent you on your way? Although it might seem just what you want, typically it will not give the results you expected. You may be back in the doctor's office with "˜problems' such as high blood pressure, mood swings, etc. The same is true for your business software purchase. If you get a quick "˜prescription' (were a perfect fit), a bill and sent on your way, you will most likely be back with the same type of unexpected results from you diet. High blood pressure (I am working twice as hard after the change), mood swings (some days it seems to work and some days it doesn't), etc.

Another cause of software "˜growing pains' is due to a lack of commitment to follow needed steps in order to achieve your goals. Like diets, changing software can be a little painful in the beginning. The pain should go away, however, if you did your homework, created a plan, consulted a doctor/vendor and asked/answered the right questions. The hard step in both a diet and changing software has to be following through. Change is hard, especially when "˜it has always been this way'. A change in diet often results in a slight change in lifestyle (fewer trips to fast food restaurants). A change in Point of Sale software also can result in lifestyle changes (new business processes). Both are easy to "˜give up on' and fall back into the "˜old way of doing things' and both will achieve the same results if that happens: time wasted, money lost and more frustrations.

If business processes are well thought out and examined, the good productive ones can be kept and new streamlined ones added in. Take UPS and FedEx as an example. Do you think they would train drivers on which foot to enter their truck with if it didn't make a difference in the long run? Sure it may not make a big difference in the split second it takes to step in the truck, but multiple that times the number of times he is in and out of the truck each day, week, and month. The time saved quick starts adding up which means money saved, faster deliveries, happier customers, more repeat business, etc. The same can be true with your business processes. Imagine if you saved a customer 15 seconds when they came to your business. Now 15 seconds is not a lot, but think about the number of customers you have in a day, a week a month or a year. How much time have you saved? How much time have you given your customer? More time allows you to devote more time to your customers giving them a more friendly experience in your business making them want to spend more time (and money) with you.

Although business processes can be a bit painful to change, if done correctly, they can give more benefits to you, your staff and your customers than staying with "˜the way it's always been' could ever do.