ChannelBIZ with CompTIA's VP, Strategic Relationships, Kirk Smallwood 27 July, 2010 By Robert M. Cohen, President and Business Editor, Integratedmar.com

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In Kirks first media interview ever, I asked him to explain his feelings regarding customer service and how customer service can provide an easy and affordable way for a reseller to differentiate themselves from their competitors, keep customers and grow their overall business.

Robert: Kirk, will you please describe the environment when you first came to CompTIA.

Kirk: We were very well known on certification side, especially for the A+ program. However, we were not very well known for the rest of the things that an association doesmarket research, public advocacy, networking, and most importantly, gathering members together to focus on common problems and creating opportunities for the industry to grow their business. We were not as member-centric and partner-centric as we should be.

Robert: Where was the disconnect?

Kirk: We simply did not listen to them as much as we should have been. Our communication was weak. We didn't reach out to them. We wanted to make the industry a better place for everyone, but we were more focused on certifications than members and partners.

Robert: How did CompTIA change the atmosphere?

Kirk: It started by realizing that this was a challenge and a huge potential opportunity for us. If they are taking the time to complain directly to us, it means they are not happy but will give us another chance, if we do the right things. Maybe the last opportunity they will give us. Most customers don't take the time to share their frustrationthey just walk away. I consider receiving a customer complaint a great opportunity to turn the situation around.

Robert: So how does Kirk Smallwood capitalize on this opportunity?

Kirk: The Golden rule is the rule I live by: do onto others as you would have them do onto you. People want to know that we care. They want a champion within CompTIA who will respond, is sincere and will deliver.

1. I listen. I want to find out what is driving their problem. I want to understand the thought process and get some details on what is making them upset.

2. I let them know that I am here to listen. It does not matter if they are right or wrong & it is how they perceive the problem that really matters. Many times, it is just miscommunication. or they just don't feel listened to.

3. I always try to respond immediately, even if I don't yet have the answers or next steps, I let them know that I am working on it and will get back to them by a certain time. It is all about setting expectations and then meeting or beating them.

4. Then, I try to find out who in our organization I should speak to in order to help make things right for the customer. By bringing in the right people we can try to find a solution that will make the person happy.

5. Then once we present the solution, we have to make sure that we do what we said we will do.

I want them to have a good experience with us.

Robert: Why not just let one VAR walk away?

Kirk: That one VAR will likely share their bad experience with lots of other people. Most of these will be people in our own industry. This is the first step to a serious problem for us. We have to jump on it and make sure that we turn things around. In today's world where everyone is involved in social networking, one person can do a ton of damage.

On the other side, while people like to share their bad experiences, they also like to share their positive experiences. This can be equally as strong and great for the company.

Robert: At what point do you blame the customer, assuming the customer is wrong?

Kirk: Blame just makes the situation worse. It does not matter whose fault it is. It is about perception and finding solutions. Not right or wrong. Customers don't want to hear that they are at fault. You have to treat customers like gold because that is how you keep them & and the money they pay you. Without customers, what do you have?

Robert: What is the message about customer services that VARs should take away from this interview?

Kirk: Most VARs are very much alike. So much competition and so little areas for differentiation. They sell the same technology. They offer the same solutions. They have the same technical qualifications. Most of them are NOT very savvy marketers. Great service is the thing that really sets you apart from your competitors.

Think about your customers' experiences. Show them that you care.

Customer service is one of the only things you can control. Pricing, economy, solutions are not normally things you have any significant control over. You need to do a great job on the things you can control.

Customer satisfaction is one of those things.

Robert Cohen, a passionate and enthusiastic channel advocate, is the founder of the ChannelLine Advisory Council as well as president and business editor of Integrated mar.com, publishers of Channel Advisor, eChannelLine and ConnectIT. Since 1980 he has worked with 350 IT vendors, distributors and resellers in developing and implementing strategic go-to-market programs, using a variety of direct, channel and hybrid models. Integrated mar.com, in conjunction with Robert has created the Trusted Business Advisor program.

Robert can be reached at 1-800-465-2059 or by email at rcohen@integratedmar.com.

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