As companies provide their service, whatever that service may be, over time, if the delivery of the product is consistent, a benchmark is naturally established. In some cases, it can even become the full identity of the company, defining in very powerful, emotional ways who the company is. These forces, while they may initially seem like innocuous decisions can become very, very powerful, not just in the culture of the company, but in the minds of the consumer.
As the product is delivered, that consistent delivery, and the company’s success at maintaining or exceeding their own benchmarks creates an expectation on the customer’s side of the transaction. As the relationship with the customer matures, the expectation that the exact same product will be delivered according to the same benchmarks grows. This growth trend continues for the duration of the company/customer relationship as both parties reap the benefits. The challenge comes when either party needs to make an adjustment.
When the customer no longer has a need for the product and withdrawals from the relationship, the company suffers. Now, it was a paid service, so ultimately, the customer has little obligation to the company other than the good will of the relationship formed. The customer inherently retains the freedom to do as they please for cause or no cause. This leverage is always available to the customer. While it takes two parties for a relationship to be formed, the power rests with the customer. If the company wants to maintain the relationship, listening to the customer, understanding their desires and effectively adapting their product/service to match will be the measure of success. In the next segment, we’ll explore what happens when the company side of the relationship is the change agent.
