Published June 27, 2003
by McGraw-Hill Companies .
Written in English
|The Physical Object|
|Number of Pages||312|
How to fire a client or customer. You may be set on firing a customer, but you don’t have to burn the bridge. These tips will help you do so professionally and courteously, leaving your relationship intact. Fulfill your contract. It may not be the right time to fire a client if you’re in the middle of a big project or would be in breach of. The customer. And he can fire everybody in the company from the chaimun on down, simply by spt'nding rs' classic book TIle Qlle to Otle up as targets for firing by finns looking to boost. "Firing" the customer might be tempting, but not when the word hits the online grapevine. Likewise, taking blame for the bad relationship may feel gracious, but it'll fuel the customer Author: Barbara Findlay Schenck. Of course, firing the customer may not be the first step to take to try to correct the situation—it could start with a discussion. Leadership must support and stand up for the employees so that they are able to perform their jobs and take good care of the customers (even the abusive ones). If you show your support for the employees by.
Whatever might be the reason to fire a customer but from your point of view, it is important to be professional and do it in a polite manner. Before firing them make them understand the situation and intimate them indirectly that you are at the stage of ending the relationship with them. 2. Revenue Impact: When firing a customer, it's important to compare the revenue lost, to the costs in keeping the ing on the . Breaking up his hard to do — but sometimes it’s the most sensible thing for the good of your company, customers and overall experience, say Marshall Goldsmith and Alan Weiss, authors of Lifestorming. “We advise our clients in professional service to consider firing the bottom 10 to 15% of their clients every two years,” the authors say. Some cautionary considerations before you fire any customer. First, it costs 5 times more to acquire a new customer than to retain an existing one. Secondly, take along-term perspective when determining if a client is profitable or not. Lastly, consider the fallout from a customer .
Of course, firing the customer may not be the first step to take to try to correct the situation—it could start with a discussion. Leadership must support and stand up for the employees so that they are able to perform their jobs and take good care of the customers (even the abusive ones). We do that profusely and make it up to a customer. The funny thing is, no one is dying over a pair of jeans, but you’d be surprised at how worked up some people can get about it. 2. In , Sprint Nextel had a dilemma. Some of its customers contacted customer service on a regular basis. In the company’s opinion, they contacted customer service on too regular a basis. They became unprofitable to the company because of it. Sprint’s decision essentially was to “fire” them as customers. Firing people isn’t the nicest part of being the boss but sometimes it’s necessary -- and that goes for customers r the cost is emotional or financial, some clients simply demand.