What kind of message are you sending to your customers? How are you perceived? How do you present yourself, and how does your company present itself through its policies, procedures, and day-to-day actions?
A customer’s perception of you ultimately determines their willingness to begin—or continue—doing business with you. Whether you operate as a retailer or a wholesaler, only you can influence whether the customer believes they are genuinely valued. Their impression is shaped entirely by your (perceived) actions, and those perceptions carry tremendous weight. Many businesses today take their customers for granted, forgetting how challenging it is to secure new accounts—especially high-quality ones. If that’s the case, why would any organization risk giving customers the impression that they are anything less than essential?
Years ago, while prospecting, I secured an appointment with one of the largest hotels in my territory—a highly sought-after account that many suppliers had pursued. I considered myself fortunate to have been invited to the meeting. As always, I completed my pre-discovery preparation, gathering as much information as possible about the prospect: who they were, who supplied them, key demographics, operational details, and any other information that might add value to the conversation. Their existing supplier had an excellent reputation, so I fully expected to hear about a strong partnership and first-class service.
I began the meeting with my standard introduction—who I was, why I was there, and my appreciation for the opportunity. Almost immediately, the owner shifted into frustration about what they perceived as a lack of care and concern from their current supplier. My first thought was, Why would anyone allow a customer of this magnitude to feel unimportant? My typical discovery format suddenly changed direction. This was an opportunity to understand their precise expectations and why their present supplier was falling short.
I asked thoughtful, diplomatic questions—never disparaging the existing supplier—focused on uncovering what was and was not happening. My questions centered on service issues, sales issues, and quality concerns, but never price. Winning this account would not hinge on dollars; it would hinge on demonstrating value. As the conversation progressed, it became clear that the customer felt neglected—an issue rooted in what I interpreted as complacency, ignorance, and even arrogance. Their supplier seemed to believe the account was untouchable, and the salesperson—once a strong resource—had become nothing more than an order taker. That level of complacency has no place in any business relationship, and the inevitable result was a shocked salesperson and a blindsided company.
I continued my questioning and left the meeting optimistic, armed with compelling insights that ultimately helped us secure the account as their exclusive vendor. But what truly went wrong? I would like to claim the victory was due solely to sales skill, but in reality, the door had already been opened. All we needed to do was deliver a strategic, well-constructed presentation addressing each concern individually and proving that we were the right long-term partner—and that we would never take their business for granted.
I don’t believe for a moment that the incumbent supplier didn’t value the account. However, the customer certainly didn’t feel valued. In hindsight, I’m sure that salesperson would have reintroduced a consistent “customer nurture” process—one designed to reinforce appreciation, strengthen the relationship, and prevent any sense of neglect. That type of ongoing engagement should be fundamental in every business partnership.
In this case, perception may not have been the reality, but perception is what drives customer behavior. What the customer believes is what they will act on. In the end, we earned the business with competitive pricing, a solid plan, and a promise of continuous care, communication, and support. Perception is powerful—and potentially dangerous. Protect your perception. As stated throughout The BIG Book of Blogs, never give the customer a reason to make a change.
