But, I don’t believe this to be true, for the following three reasons.
1. ) Clients don’t appreciate it and you do away with money. Once customers have completed the checkout, it makes no sense to supply more than what they have purchased. You want to promise to supply what they ordered, and no more. Otherwise you risk losing money for no excess customer satisfaction.
Here’s an example from my own website. On Oct. 20, a customer ordered a custom, unframed guest-seating chart mounted on foam board for her wedding on Nov. 7. The product specified 11 days for turnaround and delivery.
The client was supposed to send me, for my own designer, a spreadsheet of her guests’ names along with the table layout. The client also wanted a variation on the layout to accommodate guests listed on two long communal tables.
She did not provide guest names until Oct. 24. The designer made the initial draft instantly, the customer added additional guest titles with additional redesigns and alternations. The final design was not approved until Oct. 31. I had to discover the chart printed quickly to fulfill her wedding deadline, paying an expedited fee I didn’t charge to the customer, as I wanted to please her.
At great urgency I got the framer to mount the seating chart on Nov. 4. He showed me an upgrade option to get it supplied with gold framing, which I agreed did appear updated and improved the price and product description. I didn’t charge this framing cost to my client as she did not order it. Her father-in-law gathered the seating chart that day in time for her Nov. 7 wedding, irrespective of the previous draft being approved only 7 (not 11) days beforehand.
My customer has not responded to my requests for opinions so I don’t even know if she appreciated or even noticed her styled seating chart’s improved appearance. And she doesn’t care that I lost money on her purchase. My unasked-for generosity has not made me more money.
2. ) You look uninformed and inconsistent, and remove cash. If you concentrate too much on the”under-promising” to cover yourself such as with ludicrously long delivery dates, by the time you have”over-delivered” by providing early, your customers feel aggrieved for the surplus strain your incorrect, uninformed claims have generated and wonder how reliable you are. Do you understand your company or not?
By means of instance, I bought a Morphy Richards glass electric kettle for my mother for Christmas. This kettle is not readily available in Australia and I had to buy online.
The online retailer lists its availability as being in stock, usually sent within 24 hours. I bought this on Dec. 7 for pre-Christmas delivery. I specified delivery directly to my mother in Brisbane, Australia to quicken and save on shipping.
After I paid for it, I got an email to allow up to 12 business days for delivery, which I calculated supposed it should arrive on Dec. 23.
On Dec. 11, I got an email to inform me that the kettle could be discharged — not delivered within 10 business days. On this, I got a response that my order could be delivered between Dec. 30, 2015 and Jan. 12, 2016. I was sent a $20 gift voucher as compensation since it would not arrive in time for Christmas.
The next email informed me that it had been sent on Dec. 17 and then my mother rang me on Dec. 21 to say it had arrived.
Their boundless under-promising only made me feel stressed; the”over-delivering” of the kettle actually arriving in time for Christmas was a strangely anti-climactic experience. I’m not likely to purchase from that merchant again since I can not expect it to find accurate delivery dates.
3. If customers discuss your organization and you can’t deliver, you’ll eliminate money. You can use gap analysis surveys — comparing actual performance to desired performance — to demonstrate the difference between how important certain attributes are to your respondents and how satisfied they are with these characteristics.
While you should certainly address areas of high value with low satisfaction (which suggests prospective customer unhappiness), if customers report high satisfaction with low value, this may disclose where your company under-promises and over-delivers and where you can pull back — saving time, energy and money.
So in case you provide fast shipping, yet speedy delivery is not important to them, you are over-delivering and losing money. The same applies to free shipping.
You are probably over-delivering and losing money if you provide free gift wrapping when (a) the order is not marked as a gift, (b) the order is from a first-time customer, or (c) the sequence is by a male customer who would pay to have the item wrapped.
If you provide 24-hour live chat service on your website, but more than 80 percent of your sales are made during regular business hours, you are over-delivering and losing money.
And so on.
Individuals might take for granted what you provide. You might not need one customer to boast everything you did for him if you have no real possibility of sending it to all your customers without losing money?
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