Don’t confuse habits for loyalty. The problem for some companies is they believe they know what customers think and want; in many cases, they don’t. The other conundrum is they think all customers think and want the same thing. Not really! For me, customers usually fall into two major categories: those who buy from you (on purpose) and those who don’t. 

The first group can tell you why they do; the other, more importantly, can tell you why they don’t. The activities we call sales and marketing have always dealt with uncovering these unknown and motivating x-factors. It’s said that a wise man starts by asking many questions. Why? 

Ever wonder why your doctor asks a lot of questions before every visit? Yes, she has seen you for years, but things change, thus the questions. Getting answers and information is critical to staying relevant and, more importantly, keeping you and your customers informed. Silence isn’t golden; it loses sales — and ignorance is not bliss. 

Listen and Learn

We all purport to be selling solutions. To do this effectively, you need to listen and learn what the problems are that you intend to help solve. I prefer to observe, interact with and talk to contractors in the morning while they are queued up at a supply house counter. It’s free and high-quality market data collection. The fact that they are physically there somewhat validates you and your company’s value proposition. 

What a great opportunity to engage them and fill an information void while waiting to check out! I like to ask them, “What’s new?” Most have that predictable, just-another-day-in-paradise attitude. I always gravitate to people who we all refer to as real characters: the did-he-really-say-that kind of person, aka Mr. Blunt. People who want to see you win will help you win. There is always something new; don’t let them find out about it from a competitor. And, of course, you may learn something new, too. 

In a recent conversation, I learned that a particular customer’s business was being acquired by a national franchise service organization. Soon, he said, the service vans would have new graphics promoting a major brand different from what the company was presently buying and promoting. What if your best customer was acquired by one who didn’t buy from you? If it surprised you, why? Weren’t you paying attention? 

At the same time, I overheard two contractors talking about how they recently were starting to buy some of their stuff from an online supply house. Turns out, in listening, many of them do. They often do side jobs for friends and family, and it’s convenient. 

Another three were griping about their frustration with some service callbacks and were sharing solutions to fix the problem. The real purpose of their visit was to get some advice from fellow contractors and, specifically, one of the counter sales product experts. In sharing, they discovered it wasn’t an equipment problem. The electrician they were using installed an incorrect cable, causing the unit to shut down. 

Another interesting fact was many of them use podcasts and YouTube to get tips on installation and service problems. Several have the Bluon app on their phones, computers and laptops. They get tech help, repair parts info and access to product experts. 

Another mentioned that one of his favorite supply houses was bought by a major HVAC equipment manufacturer; the contractors were very curious about why. I started to explain the merger and acquisition activity and what was driving it; their eyes glazed over. 

One of the guys thought distributors should include contractors in regular joint meetings with their marketing, sales and operations people and include top management people from priority manufacturers. It would be similar to a customer advisory group. The consensus was that it would be a win-win situation and very much appreciated. 

What a great opportunity to collaborate, communicate and share ideas and solutions and eliminate the black hole of ignorance! At the same time, you are building strong bonds with customers and building relationships and trust at a deeper and more meaningful level. Customers are blunt, candid, curious and integral to this thing we call the supply chain. They have experience, knowledge and a profound curiosity and can be your eyes and ears and share information needed to make better, more informed decisions. 

 As my new friends headed to their trucks to start their busy day, I thanked the group for sharing ideas and valuable input. I was saying goodbye when one of them pointed out a banner over the counter proclaiming, “Today is Customer Appreciation Day!” He told me and the others, “I believe every day should be customer appreciation day!” They all cheered and agreed. 

I think they made my point!  

Ernie Coutermarsh spent 50 years at F.W. Webb Co., retiring in January 2020 as senior vice president of industrial business development. Today, he is a consultant, advisor and mentor to the wholesale distribution industry. Coutermarsh can be reached at ernestcoutermarsh@gmail.com and www.linkedin.com/in/erniecoutermarsh.