Customer Service Programmes – Finding A Balance


                                       sprinter low res

              Customer Service Programmes – Finding a balance.


Who benefits most from the majority of customer service programmes 

  • New customers?
  • Existing customers?
  • The company itself?
  • All of the above equally?

I think it’s probably fair to say that it’s rare to find customer service programmes that benefit all of the above equally — or that truly benefit existing customers.

In challenging economic times particularly, it certainly pays to keep customers coming back. Existing customers are the natural source for good word-of-mouth and referrals. 

Getting & Giving

Many customer service programmes are aimed at companies;

getting ideas for new product sales,

getting new customers,

getting help for the sales force to convince prospects,

getting excitement about the brand,

getting revenue.

With all this getting by companies, shouldn’t we be looking at these customer service programmes for how much giving they provide to customers?

Are the benefits to customers:

  • Long-term, from the customer’s point of view?
  • Reflective of the value they bring to the company, from the customer’s perspective?
  • Applicable only if the customer spends more money to buy the next product — or can customers reap improved experiences with the product they’ve already invested in?

Even with economic pressures, buyers switch suppliers mostly because of disappointment or annoyance, and much less often due to a more attractive offer. What’s needed to improve customers’ experience overall (and likewise improve your company’s experience), is more attention to preventing hassles.

An Economic Customer Experience Strategy
While a focus on attracting and converting new customers is obviously tied to revenue, it doesn’t guarantee higher profit or sustained market share. One of the great things customer experience management does in preventing customer hassles is it also results in lower waste inside a company, and hence lower costs and higher profitability — and greater ability to pass along savings to both new and existing customers.

At Sprinter Signs we don’t always get it right, we’re human after all,  but we do have a well defined customer experience strategy that is customer focused, systematic, and preventive of a negative experience which:

  • Encourages thinking from the customer’s viewpoint and of the processes that will improve their experience
  • Demands a much broader view of what the customer experience is
  • Values existing customers as much as new customers
  • Keeps customers returning by managing expectations — not by removing choice
  • Increases brand equity by strengthening our brand promise
  • Differentiates our brand in ways that are hard to copy
  • Helps us to avoid competing on price
  • Enables great strides to be made on a low budget.

Through true customer focus, we try to  balance giving and getting and improve both bottom-line and top-line results by naturally keeping customers happily giving great word-of-mouth, referrals, and a share of their spend.

It’s not easy for any of us but, how have you overcome the temptation to focus on getting, in order to ensure your programmes are giving value to customers?

I would welcome your comments and would love to know how your strategies have improved your customers’ experience.


Sprinter Signs

Tel: 01670 528425


                                                sprinter low res        

Choosing signs can be a confusing task. Will the end result be as you imagined. It can be difficult to work out what kind of signage you will need. We want to give you a helping hand because having a clear strategy from the beginning makes it all so much easier.

Here’s our abbreviated guide to a signing strategy.

Signing Strategy

Signing is an essential element in a building’s effectiveness. Poor signing is consistently mentioned in the ‘top ten’ complaints by building users,  getting it right is not something that can be left to chance. There are clear issues to address and accepted principles and methods for successfully signing a building.

Perhaps the most important of these is to have a clear and consistent signing strategy. This means taking an overall view of the building and identifying a family of sign types that, together, address all the signing requirements of the building. Each sign in the family should work in isolation. They should also work seamlessly together. The signs should work in relay, the building user being passed from sign to sign until they reach their final destination.

To develop a signing strategy we need to consider 6 key questions;

1. What are your communication objectives?
Information conveyed by signs goes well beyond literal statements of fact…

2. Who are the signs for?
Signs have different audiences, all of whom require different sorts of information from signs…

3. What is the function of each sign?
A signing strategy will include a ‘family’ of sign types, each of which will have a specific role to play…

4. What are the messages?
Communication in signing is usually made up from; text, maps and pictograms and logos…

5. Where to locate signs?
Positioning signs should be carefully considered…

6. What should signs look like?
There are ‘good practice’ guidelines for how signs should look…

Considering the information above will help you to decide what different type of signs you will require and how they relate to each other, what they say, what they look like and how they are to be made and where they will be located.  Using the sign strategy you would have answered the How? What? And Where?

If you would like to receive the full version which expands on the methods you can use to develop this strategy please  email  with the subject heading “Sign Strategy” and a full report will be sent to you free of charge with no further obligation from you.