The value of appreciation
I just came back from a client meeting that was incredibly invigorating. The client is a European Bank and I must say I would run through a brick wall for them.
Why? Well, they appreciate our efforts and they are expressive about their appreciation.
This simple act results in huge dividends for this client. We are constantly searching for ways to make the lives of our contacts at this bank easier. Recently, we’ve been putting together profiles of the divisions within the bank that use the most temp staffers. These profiles allow us to get a better grasp of the type of employee who is most likely to be successful in a role there. These profiles minimize turnaround time of resume submission as well as time spent describing the needs of the department and skills/experience required for placement there. We’re even able to streamline our billing process, and because of the ease with which we’re able to work with this client, we find ourselves prioritizing their orders above all others.
Now of course we do all we can for all of our clients but with this European Bank our efforts come more naturally. Because I know they appreciate our efforts, I think of them more often in a good light. And because I think of them more often, I come up with more ideas about improving their experience with Wall Street Services. And because they like it when I do things for them, I am eager to implement my ideas. All of this leads to them being more appreciative and the cycle continues.
Now if I compare this experience with some of our large multinationals who outsource the management of their temporary staffing program to separate Vendor Managers, it is a very different experience. Because those larger companies view us as providers of a commodity (as opposed to a partner in their business) there is little appreciation for our efforts. What is more, the vendor managers are in a difficult situation, as they are accountable for outcomes they cannot necessarily control. (More on that later) The pressure of their situation, alongside with the perception that we are a commodity, can make some vendor managers very difficult people with whom to work. When two -way communication is rarely present, we can’t expect appreciation.
As a result it is just harder for me to come up with ideas to improve the experience of these clients.
If these clients took more time to communicate with us, we’d be able to get to know them better and as a result, be able to provide them with more personalized services. These would likely save time on both ends, and they would get a lot more out of Wall Street Services.
Can you guess where all of my new sales efforts are going?
Next post I am going to discuss what Wall Street Services needs to do to create a positive relationship when the client’s structures make for a lack of appreciation.