Luxury Coach & Transportation

January 2019

Magazine for the professional limousine, charter and tour industry.

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Page 30 of 67

LUXURY COACH & TRANSPORTATION JANUARY 2019 29 How does Harris sell against United, American, and South- west? He takes a lot of the business no one wants. While he manages a $40 million a year Toyota account, he also man- ages a wrestling account for $800,000. "ey get the same level of service because I want them to have the same experience. A lot of times, that's where people make a mistake. I think if you could get a lot of the smaller accounts and customers, it yields a lot of revenue. It's all about earning that business and chasing every dollar you can." For companies that aren't price driven but already use a service, you need to get creative in adding value. Every corporation has a segment that needs chauffeured vehicles; you just have to earn their loyalty first. "I'll try to sell them in a different way. You're not trying to displace other major carriers. You can be their secondary or supplemental provider. After a while, they're going to see you are doing a far better job than your competitor." Let your service do the talking; there will be no need to compromise or bash your competitors. Reestablishing Severed Relationships If you happen to lose an account and want to re-establish it, it's best to send another member of your team. "Usually, the relation- ship sours because it's on an individual. When we sever our partnerships, which we rarely do and which customers rarely do, but in the event that we do lose it, traditionally it's a different approach. Or we wait for a new gatekeeper to come." You have to understand why the relationship was severed and ask them, "How can we make this right?" "A lot of people are willing to forgive if you try to be proactive with service recovery," he said. Are you giving them a credit or an upgrade to make up for the fact someone on your team messed up? It's about spending the little bit of money to get that business back. You must earn business, not expect it. Harris gave an example of what tends to happen on airlines. When they overbook and have to pay someone to give up their seat, it can cause some waves. Often, the traveler still has to go through a chain of command to get things done at the customer service level. "I'm always there as the last person they speak with. When the buck stops with me, I try to get the resolution. At that point, it's more of a one-on-one; not with the company they are traveling for, but with the traveler themselves." Knowing When It's Worthwhile It's important to have a sense for whether or not trying to foster a relationship will be worth your time. It's part dating, and part systemic, Faeth said. You'll usually have a gut feel- ing if the other person is open to working with you. "If I get to step four in my eight-step or seven-step sales process and they haven't reviewed my proposal at that point, then I'm done if I have other opportunities to focus on." — Harris said. "at's the biggest downfall because service after the sale is really key, and they expect to have that same type of service no matter the number of times you've served them. e follow through is just as important." Consistent Service "That's the biggest downfall because service after the sale is really key, and they expect to have that same type of service no matter the number of times you've served them. The follow through is just as important." — Kanye Harris, multi-national account manager, Delta Airlines

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