Marinucci: Focus on one customer at a time

Savvy sales professionals always focus on one customer's concern and one only. After solving this person's problem(s), they proceed to the next customer or caller.

Successful owners and managers of automotive service facilities have stressed that handling one problem at a time makes dollars and sense because it improves customer relations. This fundamental method works because many employees are not natural multi-taskers — nor are they inclined to learn that skill.

Generally speaking, workers perform much better when their bosses focus them on just one issue or task at a time. After all, completing the task correctly the first time is the ultimate goal.

Years ago, I heard grizzled old service managers assert that assigning too many simultaneous tasks challenged the concentration of some workers. In particular, they said, diluting a salesperson's concentration increased the risk of costly mistakes and embarrassing misstatements.

The same risks also occurred whenever an employee assumed too many challenges or obligations on their own.

Backtracking in order to correct mistakes is counterproductive because it consumes time that could be devoted to generating more income (selling tires, maintenance and repairs). The potential selling time per week is a limited rather than unlimited number — maximize that available time.

That's why handling one customer's or prospect's issue at a time may be the most profitable as well as the least stressful approach.

Eventually, old-timers taught me, needy motorists must get in line and wait their turn. Their perceived emergencies may not necessarily earn them immediate service at your repair facility — or anyone else's, for that matter.

What's more, service sales pros may not be able to convince every car owner to wait their turn. Don't let this outcome distract or discourage you. Instead, give memorably good service to the people you do convince to stay.

My mentors formed their opinions while managing auto repair businesses, spending countless hours at the service counter and answering telephones.

The longer I have reported on the auto repair industry, the more I appreciate their insights into human nature as well as their practical guidelines.

During my travels, I have observed service salespeople desperately trying to multi-task at a service desk or front counter of an auto repair business. Their tone of voice, choice of words, facial expressions and overall demeanor suggest they are struggling to satisfy callers as well as pacify people present at the service counter.

A warm, positive selling atmosphere is an underrated and overlooked element of success. Stressed-out service sales personnel are not likely to create and maintain a positive selling environment.

I have heard some bosses describe multi-tasking as a necessary evil in service-oriented businesses. In actual practice, however, the approach may be scattershot and unwieldy because employees are trying to do too much at once. Undesirable, unwelcome results reflect this flawed approach.

Many service sales personnel have admitted they were groomed to be elite multi-taskers. They said bosses expected them to convert an unknown caller into a loyal customer simultaneously while pacifying an anxious customer at the front desk. Meanwhile, they also were supposed to gather vital vehicle history that a technician forgot to collect from a car owner.

Bedlam often reigns just because no one was trained to work differently. Repeating an abnormal practice eventually normalizes it to employees.

Capable service sales pros develop a polite, precise and firm response to all motorists — regular customers or strangers, callers or persons present at the service counter. Regardless of the specific words they utilize, pros project they aim to focus on one person's problem at a time.

Concentrating on one person at a time exemplifies personal service; providing personal service is a vital competitive edge in today's marketplace.

Typically, tire dealers and service shop owners describe their operations as being small businesses. Personal service is considered the hallmark of small businesses.

Practicing firmness is essential when dealing with consumers because it goes hand-in-hand with fairness. This matters because focusing on one motorist at a time means others must wait their turn.

Some consumers are so selfish and immature that they struggle with the concept of waiting their turn. These people may be accustomed to bullying service providers into giving them what they want, when they want it.

Therefore, a firm, fair-minded service writer may have to take the role of the proverbial adult in the room and tactfully maintain order in the customer lounge.

To me, handling one motorist at a time requires prioritizing people at the service counter or in the customer lounge. The very fact that they came in illustrates the perceived importance — the immediacy — of their car troubles.

Individually, patiently treat each one as if he or she is the only patron in the place. They usually will remember you for the effort.

Calls are an unavoidable fact of life in any service-provider's business. Personal service dictates answering the phone cheerfully and as quickly as practically possible.

However, I have been taught to prioritize people at the service counter over callers whenever necessary. Politely but firmly inform the caller that you value the call but that you are assisting customers at the moment.

Ask the person for the most preferable number at which to reach them as well as the best time to call them back. Or, assure the caller you will respond within a specific time frame. Typically, they will react if the time frame is impractical for them.

Mind you, some sales personnel have been trained to get new prospects in the door some way, somehow. What's more, some crew members deem it essential to prove their worth by solving whatever problem is bugging the caller.

But these efforts are misguided when motorists happen to be waiting at the service counter, ready and willing to spend money. Their physical presence at your business, my mentors taught me, makes them your top priority.

One of them used to cite the three P's: Prioritize present persons.

(If you question this assertion, gauge the body language of waiting motorists while you gab on the phone. Are they glowing with anticipation or glaring at you?)

During my travels, prioritizing calls is one of the most common gaffes I have seen in auto service facilities. Repeatedly, consumers have told me the tactic is one of their most despised practices.

Always adequately prepare yourself before returning a call — especially when you update an existing customer on the progress or cost of a repair job. A few minutes of preparation enables you to speak much more clearly and confidently about job status and/or final cost.

All too often, I have observed service writers hem, haw and stumble their way through a work order because they failed to read it carefully beforehand. The time to review it and gather any necessary clarifications is prior to the return call.

Hemming and hawing to a customer about an unfamiliar work order likely cancels out the professionalism of the personal callback. Focusing on one customer at a time succeeds when service personnel are prepared for the task.

Successful selling and effective customer relations are topics that go far beyond the limitations of this column. Nonetheless, I believe that a few basic tips may make your life simpler and more profitable.

Good luck out there.