Good Isn't Good Enough

I walked into Gerry’s office, sat down, and asked “Gerry, how do you do it? You generate more than $8m a year in new business year after year. Your colleagues respect you. Your clients love you, and they keep coming back.”
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Gerry responded “Simple. I give my clients zero reasons to consider working with anyone else. When a client puts their trust in me and my team, I always go the extra mile to exceed their expectations in every aspect of the engagement. I want Deloitte to be the only logo my clients consider. This takes effort because we are not the least expensive option in the market. The clients I want to attract and keep are the ones who will spend the money on a service provider who is willing to go above and beyond their needs, even if it is more than they originally wanted to spend.”

I had this conversation with my former Deloitte colleague 15 years ago when I worked with him in the forensic group. I will never forget his simple yet sage advice. It has influenced the way I have worked with clients ever since.

The concept seems straightforward. Go beyond the client’s expectations in every aspect of the engagement and they will keep coming back.

So why don’t more professionals do it? Is “good” good enough? Perhaps for some professionals who want to build a relatively successful practice, but what will it take to build an exceptional practice?

You might have heard the adage “Do good work and more work will follow.” This certainly rings true yet that will only get you so far in today’s market. There are many competitors who do good work. Gerry’s attitude was that you must do exceptional work, and work is not just about the work product but the overall client experience.

I suspect that it depends on the market and what buyer group one is trying to attract. If it is a commoditized market where the buyer is driven primarily by price, then the customer service experience may not be as critical.

If it is a market where the buyer invests in a provider who brings high value and makes them feel important, then focusing on ways you can over-deliver on what the client expects may separate you from the pack of competitors.

Every market is different in how you can do this. If you don’t know, I recommend asking your colleagues or peers what they do. It usually starts with good communication. Be responsive, empathetic, and articulate. Learn what is important to them and avoid making assumptions.

The Four Seasons is not targeting people who are shopping for a room on hotels.com. They target customers who want an exceptional experience and are willing to pay for it.

I appreciate the conversation I had with Gerry 15 years ago more today than I did at the time. It is a simple yet challenging concept. I might not be a Gerry, but I would like to think that I am damn close.
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More importantly, this approach is an important reminder to any of you trying to build client loyalty and a successful business. Whether you are trying to reach $8m a year, or find your first long-term client, the principle is the same – look for ways to exceed your client’s expectations and you might have a client for life.