On-site customer meetings is time well spent

Customer visits can serve multiple functions—think of them as the original version of “face time”—without the electronic component. Making the effort to meet in person tells a client you care and is also a very effective way to communicate. Body language, including facial expressions and hand gestures, reveal much more than a voice over the phone.

Further, taking the time to visit a client can provide a deeper understanding of the business itself, simply by observing operations and surroundings. And while calling on customers does take time and money, these visits are one of the best ways to make a favorable impact, solidify relationships, and even generate more business—so, all in all, it’s time well spent.

 

Planning & Purpose

Once the decision is made to visit a client, consider the timing: are any customers located in the general vicinity of upcoming tradeshows or conventions? Pairing visits with travel to industry event can shave costs and save time away from the office.

Next, and by far most importantly, is to set goals and objectives for each visit. There is no one-size-fits-all approach. “If you come in without an appointment or lacking an agenda, then you’re wasting their time,” observes Theo Rumble, president of a distributor in Delray Beach, FL.

Consider how well you know the business and management team, determine time constraints or impediments (shipping timetables, etc.), and the best way to start the visit. Will you arrive first thing in the morning or schedule a lunch or dinner first? Is it an imposition to meet for dinner afterhours? Perhaps breakfast is better, then heading to the warehouse.

Another approach is ordering in food. Mike Horvath, director of sales for a Chicago-based distributor, often buys pizza for the entire crew rather than taking an owner out to lunch or dinner.

Whether the visit is planned or not, be respectful, be prepared, and don’t overstay your welcome. “Focus on what you came for and don’t get distracted,” instructs Rumble, and “always be considerate of another’s time.”

 

Surprise Visits: Yes or No?

Surprising customers, in general, is not recommended—unless there’s a legitimate reason to do so like unreturned phone calls or financial problems. Drop-ins can also cause stress and upheaval to already time-sensitive processes, so it’s better to get in touch, settle on the best time to visit, and tell customers why you’re coming.

Unannounced visits may be the better choice when trying to collect a debt. Showing up unannounced can prevent excuses and generally puts the issue to rest one way or another. Are there plenty of trucks in and around the facility? More or less employees than expected? Is there ample inventory?

Horvath says customers will certainly “deal with you a little differently when you’re right in front of them.” He cites the example of a customer in Cleveland that went out of business owing them $9,500. “If I’d seen them regularly,” he reflects, “I would’ve noticed their product dwindling.”

 

Tally Up the Advantages

What you gain by visiting clients can far outweigh the possible downsides. Spending the time and money to visit lets them know their business is important to you. Being able to observe operations and the work environment is also a valuable learning experience: you can listen to concerns and understand customers’ needs to serve them better.

“Sometimes you learn what you’re doing right, or you get hints of what isn’t going so well,” points out Rumble. Listening, he says, with a positive attitude, is pivotal to a good relationship—so allow customers to do most of the talking.

Visiting also provides the opportunity to meet support staff in the fields, office, warehouse, or elsewhere and to put faces to names. Making the time to meet as many people as possible, and shaking hands, sends a positive message.

 

Following Up

Always email or call a customer after a visit, no matter how it turns out. Always thank customers for their time and reiterate how much you appreciate their business. Summarize action steps, due dates, and deliver on promises. Keeping existing customers happy is more cost effective than finding new ones.

Horvath likens business relationships to a marriage: the time and effort put in shouldn’t be one-sided but reciprocal. Never be complacent or simply assume everything is fine. Every relationship deserves care and can always be improved. Each and every customer matters, so make it a point to consistently show them you care and how much they are valued.