The following article was written by Tuck Aikin, a former colleague of mine, several decades ago, but it is as true today as it was then. I hope you enjoy it.
“We Regret Doing Business with [Acme] Real Estate Company,” the billboard shouts from somewhere on the highway between Woodland Park and Florissant (bright red background with huge white lettering). A flapping American flag installed at the top draws attention. “Whoa,” I thought, “somebody must have been really PO’d to have gone to the expense and trouble of erecting that little piece of vitriol.
I wonder how much damage that angry publicity stunt has done to the firm. Probably quite a bit, I’d guess”. “And,” I thought, “I wonder just what led up to the event that triggered the outburst, and how did the company deal with it?”.
At one time or another, we’ve all probably been involved in a particularly infuriating business transaction, either as a customer or as a small business owner/operator. And when it happens, we have to make a hard decision of what to do about it, if anything.
As a consumer, we can ignore it and move on, gripe about it with whoever will listen, report it to the Better Business Bureau, file a lawsuit, or even come up with something devilishly creative such as a highway billboard! As a business owner, the options are a bit more complex.
Usually, we’re convinced that we’re right and the customer is wrong, and often enough, that’s correct, but what we decide to do about it can be critical to our business future. If the conflict has a materially large financial impact and could threaten our business’ very survival, then, like it or not, we will have to stand our ground and suffer the consequences. To do otherwise could mean a kind of suicide.
On the other hand, what if we’re convinced we’re right, but the customer is belligerent and dead wrong and believes you’re “ripping him off”? Should you stick to your guns in an attempt at justice and perhaps just a touch of revenge for the abuse you’ve taken? What price, glory?
Every day, somewhere business owners and managers have to make this decision. Probably the real estate firm in the billboard tirade was one of them, and likely they chose to fight. But was it the right decision? Not. Almost never in such rancorous circumstances is there any way to schmooze the customer into becoming a fan. It’s a futile effort, so as Louise said in “Thelma and Louise,” just let it go. The best you can hope for is to try to reduce the customer’s anger and have them depart at least placated, and the quicker, the better. That way, you’re cutting off the debate and the brain damage, you’re reducing the likelihood of their telling nine friends and acquaintances (research reveals) about your lousy company, and them telling nine of their friends about it, and you’re probably minimizing the prospect of their “going public” with their gripes, or even filing a lawsuit (talk about brain damage!).
These battles take a huge financial, organizational, and emotional toll and, in the end, are usually very damaging to your business. Whether deserved or not, a bad reputation can be a business killer and it’s a small compensation to have won a minor victory at a high price.
Emotionally probably the best way to think about it is to scratch it up as just another cost for the privilege of doing business in the grandest and most opportunity-rich country in the world.
As the restaurant competitor in the movie “Big Night” said, “I’m a businessman. I do what has to be done.” So do what has to be done in the short term, and reap the greatest revenge in the long term – be successful!
Tuck Aikin was a former SCORE colleague of mine for many years until his retirement. Tuck is a prolific writer and wrote small business-themed articles for the Colorado Springs Gazette for many years. As a co-mentor, Tuck was my inspiration for me starting this blog. The preceding post is reproduced with permission from the author.
