Strategy : How to Win Global Customers and Influence Them to Buy Again

Laurel Delaney is a successful entrepreneur, speaker, educator and author with more than twenty years of experience in global business. She runs Chicago, Illinois-based Global TradeSource, Ltd. (online arm is and, both focusing on international entrepreneurship.

Ms. Delaney is a member of the International Editorial Advisory Board of the Journal of International Entrepreneurship, a recipient of SBA’s “Exporter of the Year” award and has written numerous articles and books, including “Start and Run a Profitable Exporting Business” (Self-Counsel Press Inc.). In addition, she is a contributing author in The Research Handbook For International Entrepreneurship (Edward Elgar Publishing, U.K., April, 2004), a breakthrough guide on global entrepreneurship, and the Chicago chapter facilitator for the Women Presidents’ Organization.

Ms. Delaney writes and publishes a free monthly, 12-page e-newsletter called “Borderbuster,” ( an e-newsletter which is highly regarded in the big as well as small business community for its information on global business. She also oversees The Global Small Business and Escape From Corporate America blogs.

Laurel can be reached at

The relationship between your company and your overseas customer shouldn’t end when a sale is made.  If anything, it should be just the start of a long relationship that requires more of your attention.  The “care and feeding” of you’re your customers will determine if they keep coming back for more.

A customer in the United Kingdom with whom I've been dealing for about five years recently emailed me an order for a product I know nothing about.  Completely bewildered, I emailed back, saying that there must be some mistake.  He replied, "There is no mistake.  I want you to take care of this because I don't know the supplier and I trust you to conduct this business properly.  Take a reasonable percentage.  After your last shipment, you shocked me when you emailed a week later to ask if there was anything you could do to assist my marketing efforts on the product received.  I will never forget this.  Most American companies don't communicate with us after the sale unless we place another order, but you were different."  I would have thought that standing behind my product and taking professional responsibility for my customer's satisfaction and success was the obvious thing to do, but apparently I was wrong!

Think of your after-sales follow-up as part of your product.  If this attitude is as rare as my English customer said, you will be setting an unprecedented standard of professionalism.  Your customers will be deeply impressed, and they'll never again want to settle for less.

Here are ten ways to win global customers and influence them to buy again.

Make your customer your business.  Let's go back to basics for a minute.  What drives your business efforts?  What are you really in it for?  To make a ton of money?  To achieve total quality control?  To order around a bunch of employees and be the big fish in your pond?  Whatever your motives, if you want to stay in the game, you had better be in it for the right reasons:  to get and keep customers worldwide.

Without customers, there is no business.  Never forget who's driving the deal.  You can explain to the customer all you like about your company policy and why things are the way they are when it comes to pricing, packaging, product design or anything else, but if the customer doesn't like what he hears, there's no deal.  If the price is too high, there's no deal.  If product quality is insufficient, there's no deal.  If you can't show them a market, there's no deal.  If they don't see value, there's no deal.  The customer dictates what you will provide, not you, not your company policy, not the economy, not Congress.  So pay attention to your customers.  They know what they need and what they want.  Do your best to make it happen for them.

You won your customer over with the first sale.  If you don't follow up with ongoing service, you may lose her future business.  Whether you lose a customer a block away or 12,000 miles away, she is still a lost customer -- something you cannot afford.  Don't think of customer service as a sprint, in which you go all out and then drop in exhaustion.  It's a marathon without a finish line.  So if you want to keep her on your team, begin your relationship all over again after the sale!

Keep in touch with your customer.  The first step in after-sales service is to say, wholeheartedly and in person, "Thank you for your business!"  Then follow up by expressing further sincere appreciation in writing.  These are musts, absolutes, givens.  Don't fail to do them just because they seem so obvious as to be insignificant.  Your customers will notice.  Nor will they fail to notice the omission!  What you might classify as "NBD" (no big deal) might be just the "NBD" your customer needed to convince him to do business with you again.

After that, plan for regular communication.  If you've got the time and energy, contact them every day.  If that's too burdensome, communicate regularly on a schedule that's workable for you and sufficient to inspire your customer's confidence.

When all else fails, communication might be all you have to offer your customer.  But that offering is a service, and for your customer, that service is as good as a product.

Satisfy your customer.  You can deliver the right product, the right service, the right price -- but do you deliver satisfaction?  The only way to find out is to follow up and ask flat out, "Are you satisfied with my product or service?"  And if the answer is "no," you'd better have a plan.  Remember:  a complaining customer is a customer about to leave.  And when they do, they're sure to tell ten others about it!  Figure out what went wrong, move heaven and earth to correct it, and hang in there and talk it through until you've restored, and even strengthened, the bond between yourself and your customer.

What about the customer who hasn't complained, but has not reordered after several months, either?  This doesn't mean there are no more orders to be had.  It means you've got to take the initiative to find out why they haven't come!  If your customer never tells you directly there is a specific problem marketing your product in his homeland, learn to read between the lines and pinpoint it.  Then rethink your product, or offer sales support, as needed.

Deliver on your promises.  If you promised the moon, deliver it along with a handful of stars.  You want to shine in your customer's eyes.
Delivering on your promises is doing what you say you are going to do when you say you are going to do it.  Every time you follow through on a commitment, small or large, you build trust.   If you say you are going to email prices to your customer by tomorrow, try for today.  If you say you are going to air-ship sample products within a week, ship within a week -- or sooner.  If you say you are going to reduce prices because of local competition, reduce prices.  Don't just talk about it, do it.  Keep supplying and standing behind what you promise again and again, over and over.

Go beyond expectations.  Delight your customer beyond all measure.  You've sold them your product or service, now astonish them with your out-of-the-box thinking by going way beyond the call of duty.  If your customer wants ordinary service, let them do business with your chief rival.  Don't waste time worrying about whether they'll appreciate it or not.  Let them shop elsewhere and see how bad it really can get.  They'll be back, a little humbler and wiser, and eager to do business.  When you give your customer more than they ask for, that's value -- and value is hard to walk away from.

For example, if your customer asks for product samples, send them product samples.  But send them superfast (efficient!), individually wrapped in colorful tissue paper (memorable!), accompanied by a handwritten note expressing your hope that they find them appealing (personalized!) and a coupon worth ten percent off on their first order (extra value!).  Customers are impressed by vendors that go beyond the obvious and safe ways of conducting business.

Involve your customer.  Don't just get your customer to purchase your product, give them a reason to care -- get them involved.  If you are considering a new product for market, ask your customer for comments about the packaging, pricing, flavors, technology and distribution, so you can determine whether or not the product will be a good fit for their sales and distribution channels.

It's also important to keep your customer posted if you're having trouble meeting a commitment.  No need to burden them with your life story, though.  When a problem arises that they need to know about, keep the explanation concise and purposeful.  You want your customer to know if factors beyond your control are standing in the way of your usual top-notch performance, but provide just enough information to develop an understanding and, where applicable, give them alternatives.  That's all they need or want.

Involving the customer means letting them have a say in the course of events.  A customer who perceives his or her input as having contributed materially to a desirable outcome feels very secure and positive about the relationship.  Don't wait for them to speak up -- solicit their input regularly.

Become your customer's partner.  One of the best ways to strengthen ties with your customer is to develop a product, market or distribution channel together.  Pooling resources like contacts, skilled staff, production facilities or joint financing for a project can kick a business relationship into high gear.  When you work together to make your efforts succeed, you both win.

How might you create opportunities to join forces with your customer?  The easiest and quickest scenario goes like this:  After exporting a product to your customer for a few years, you might consider producing that same product with your customer's name on it as opposed to the manufacturer's.  Naturally, you'll need to check with your supplier to get their approval for the private-label scheme.  There is a lot involved in this type of operation, so make sure the manufacturer has a standard procedure that can easily be implemented, particularly overseas.  Once you've got their backing, get hold of your customer and suggest it. 

Exchange information with your customer.  There are always opportunities for you to become your customer's "partner" in many of their endeavors.  Just keep an eye out for how you can help them to get where they want to go, not only in terms of business but personally, spiritually and intellectually.  Give them something to reach for.  For example, let's say you sold your customer a containerload of hammers.  Later, you read in the International Daily Herald about a company that makes colorful textured plastic sleeves that slip onto the handle of a hammer, allowing the home carpenter to get a better grip while pounding away.  You call your customer to tell him about it, and fax him a copy of the article.  Your customer is impressed because you appear to be one step ahead of him, and pleased to see that you are keeping him, and the growth of his business, in mind.

Offer your customers fast-breaking news, ideas and useful contacts that will help their business, even if they don't have anything to do with yours.  If you provide them with grocery foods but they are trying to source non-food grocery items, point them at a good supplier you've heard of.  The more you do for your customers, the more valuable you become to them, and the more secure a foundation you will have built.

You can find appropriate and professional ways to contribute to your customer's personal interests as well.  If your hammer customer mentions an interest in aerodynamically designed boats during a business dinner, you might advise him of a trade show soon to be held in your city -- the largest and most important show in the boat industry -- that he won't want to miss.  Arrange for hotel accommodations, tickets or admission to the show, and dinner.  Don't look at it as wasted time.  Look at it as an investment.  The rewards of bonding with your customer are exponential.

You have to lead before your customers can follow.  You have to act before your customers can react.  Help your customers find their way, and they'll stay with you.

Arrange introductions for your customer.  Arranging an introduction to an important business contact is a gesture that demonstrates the utmost respect and appreciation in the global marketplace.  Such an introduction can be one of the most valuable services you can offer your customers.  Remember the time and trouble it took you to build the solid foundation you have right now with your customer.  What would it have been worth to you to have a mutual associate smooth the way?  Give your customer this benefit -- and strengthen your ties further -- by making a few key introductions.

This service holds particular value in Japan, where business is conducted primarily through an official introducer, called a shokainin.  A shokainin not only introduces but also vouches for the integrity of the individual they are introducing.  If you make an attempt to call on a customer in Japan on your own without the assistance of a shokainin, he or she may agree to see you as a courtesy gesture, but it's unlikely that business will develop as a result of this meeting.  Cold-calling for business may earn you a reputation as a bold and energetic salesperson in America, but this practice is viewed as offensively aggressive in Japan.  If you want to do business in Japan, enlist the help of a shokainin!

Even in countries that don't run on such a tight network of relationships, an introduction can still open doors for your customer.  Once you have undertaken this responsibility, you must monitor the situation to make sure all goes well.  If completed diplomatically and successfully, it gains you the utmost respect in the global network.

Build interdependency with your customer.  You have served your customer, satisfied them, gone beyond their expectations, and helped them to grow.  But have you built a bond with them that encourages them to look to you when there is a problem, or when they need an experienced internationalist's advice?  In other words, have you built a sufficient interdependency between yourself and your customer?  This may seem hard to grasp, especially from an American's perspective.  We are encouraged to conduct our business lives with an all-capable, self-sufficient, every-man-for-himself attitude.  That was fine for the driven, boom-and-bust entrepreneur of the '80's.  But for the global entrepreneur laying the groundwork for the 21st century by building a worldwide network of close connections, after-sales service should be geared toward fostering a healthy give-and-take, an interdependency, with your customer. 

Knowing that you have a friendly associate out there pulling for you is comforting and adds to your confidence in everything you do.  Support your customer's success in any way you can, and you will be building a constructive interdependency that can become your gateway to the world.

Your after-sales service strategy should be an integral part of your quest for the highest standard of excellence in everything you do.  Use every inspired action as a benchmark for future improvements in service to your customers.

Copyright ©2005 Laurel J. Delaney. All rights reserved.

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