CHICAGO — It is very important for laundry operators to learn about their customers and even potential customers, shares Jo Dekmak, member services manager at Metropolitan Detroit Area Hospital Services Inc.
“Outstanding customer service distinguishes your laundry from other laundries,” she says. “Building those relationships will not only improve agreed-upon service levels but will also improve communications and resolve issues promptly.
“Learning about each other will build partnership, loyalty and will create positive experiences that might also be shared with other potential customers.”
But how can industrial and institutional laundry operators learn more about their customers and potential customers?
American Laundry News asked Dekmak and customer service/experience guru Shep Hyken to find out more about the process of enhancing relationships with business-to-business (B2B) customers.
IMPROVING AND ADAPTING
Learning more about customers is all well and good, but a laundry operation must use that information to adapt and improve for its customers.
“Generally speaking, when seeking feedback from customers, people tend to always focus on what is going well before we focus on what we can do better,” Dekmak says.
“Most of the time when operators are out in the field, leadership should empower them to address customer concerns as they arise.
“Make sure to always communicate and address concerns promptly and effectively. When and if a complaint is placed, always make sure that the customer feels that it is a priority to address their concern. Even if the issue can’t be resolved immediately, the customers always appreciate being heard and foresees that a plan of action is in place.
“In the end, it is a partnership.”
She adds that when a service breakdown occurs in the laundry, action should be taken immediately informing customers about contingency plans.
“When a service breakdown occurs at the facility, the laundry should also develop a plan of action that aligns with their policies and procedures,” says Dekmak. “Appropriate education and resources (competencies, training) should follow.”
“This is powerful info for, No. 1, the sale of your services as I’ve mentioned how to use that information with follow-up,” Hyken says.
“No. 2, if you have a potential customer that is willing to share this information about your competitor, you want to get all the competition intel that you possibly can. That way you know you can confirm that you’re doing what somebody likes, and you can also stay away from what you know somebody doesn’t like.”
FINAL THOUGHTS
The culture of an organization is passed down to new employees with support from leadership, Dekmak says.
“All staff at the laundry should always engage in quality meetings, safety meetings and accreditation meetings to stay up to date on what is needed to continue to be recognized as the leading linen service provider in the region,” she says.
“Laundry organizations should have quality standards in place shared with staff and also with customers. There is always an opportunity to improve communication with customers.
“For example, if audits are conducted in a laundry, it is not a bad idea to share results with customers. Not only will this show transparency, but it is an opportunity to look at trends, better training and achieve better quality for our customers.”
Click HERE to read Part 1 about the value of getting to know customers, and HERE for important information to know/relationship-building techniques in Part 2.
Have a question or comment? E-mail our editor Matt Poe at [email protected].