Why Your Best Customers Become Your Most Difficult Ones
Remember that customer who was over the moon when you delivered their first order? The one who promised to be a long-term partner? Now, they’re the one demanding outrageous discounts, impossible deadlines, and treating you like a mandatory service. What went wrong?
The fault, dear manufacturer, may not lie with them. It may lie with you.
The dynamics of giving and receiving follow an invisible yet unrelenting law. Understanding it is the difference between being a commodity supplier and a valued partner.
The Psychology Behind Every Order: The Law of Supply
What goes through your customer’s mind each time you deliver a PVC masterpiece? Their perception evolves in a predictable pattern:
- The 1st Order: Pure Gratitude.
They took a risk on a new manufacturer. The delivery was impeccable; the inflatable was a smash hit at the event. You are a hero. The gratitude is genuine. “This manufacturer is brilliant!” - The 2nd Order: Anticipation.
They’ve come back because the first experience was good. But now, they expect the quality and lead time to be identical. The pleasant surprise is over. “I hope it’s as good as last time.” - The 3rd Order: Expectation.
You’ve now set a standard. For the customer, this is the bare minimum acceptable. Any deviation—a minor delay, a small detail—is seen as your failure, not misfortune. “Of course it’s good. It’s supposed to be.” - The 4th Order: Entitlement.
The customer feels they deserve that level of quality and service. After all, they’re giving you consistent work. Requests begin to carry a tone of demand, not collaboration. “I need this by Friday; it’s for an important client of mine.” - The 5th Order: The Addiction.
They can no longer imagine their business without you. But instead of being a compliment, this becomes a toxic dependency. They feel they have a right to your best prices, top priority, and special favours. “I need it next week. And it can’t be more expensive than last time.” - The 6th Order: The Resentment.
You, realising your margin has vanished and you’re being exploited, try to recalibrate: you negotiate timelines, refuse discounts, or set new terms. The customer’s reaction? Offence and anger. You are the villain for denying them what they believe they merit. “I thought we were partners? I’m so disappointed.”
How to Break This Cycle Before It Starts: A Strategy for Manufacturers
The goal isn’t to stop giving, but to manage the perceived value from day one.
- Always Communicate Value: On every invoice, include the real value of what you provide (e.g., “Reinforced Stitching – Guarantees greater durability”). They need to be reminded why you are better.
- Set Clear Boundaries from Day Zero: Have clear terms of engagement document outlining production lead times, payment terms, and discount policies. This isn’t bureaucracy; it’s an expectation management tool.
- Surprise Strategically: Instead of always giving an extra 10%, surprise them occasionally. A small, unbilled upgrade, an unasked-for early delivery. This resets the cycle to gratitude, not expectation.
- Monetise the Addiction: If they can’t live without you, your product has immense value. Instead of caving on discounts, create value-added packages (maintenance, storage, personalisation) that justify a premium price.
Between the Lines
The hardest lesson in manufacturing is that your finest masterpiece isn’t a perfect inflatable, but a healthy business relationship. Giving without limits does not generate loyalty; it generates dependency and disrespect.
The customer has no limits on what they will take. It is up to you, the manufacturer, to set the limits on what you give. The value of your work begins and ends with you.
Inflated Greetings!
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