
A major medical supply company called Medline is in the process of being acquired. It is an organization that has grown by leaps and bounds, particularly over the last decade. It is currently a family-owned business, and the member of that family that serves as President of the organization is named Andy Mills.
Several years ago, Mr. Mills was part of a conversation with other healthcare executives, and each person was asked to describe how they treat their best customers. Mr. Mills said that Medline doesn’t have any “best” customers. According to a recent article, he stated that “Once you say one customer is more important, you’re giving your team permission to not give their best effort to everybody. We want everybody to get our best effort. I really believe that, and from day one we emphasize how what they’re working on matters to our customers and end users.”
Now Mr. Mills was not saying that all customers are the same, or all have the same concerns or priorities, or that all customers bring in the same revenue to the business. He said that they don’t identify any particular customers as better than the others. This may seem like a little bit of a nuanced response, but it’s extremely important.
Every customer we have, no matter the issue or the amount of sales they account for in our business, every customer is important; every customer should be valued; no customer should be viewed as being better than others.
I remember a story of a general – decades ago – in the Army who allowed one of the servicemen to make a previously unscheduled visit home. One of the general’s key staff came into his office and professionally suggested to the general that he should not have treated that one serviceman special. The general replied: “I try to treat everyone special.”
Regardless of the financial value of the person standing in front of us, every one of them has value. None are better or worse than the previous customer. We can’t view customers as being better or worse than others. We need to view them all equally, and if that means that they are ALL the best, that we need to treat them ALL special, then so be it.
Don’t turn on the light switch of excellence for only certain customers. Provide consistently great customer service.
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Sherrie had used that airport one too many times. Sure it was convenient to her home, only 20 minutes away, but it seemed like every time she scheduled a flight, there was a delay. And since it was not a “hub” airport, if she had to fly any significant distance, she’d have to make a connection, and then more delays would occur. Delay after delay, and re-route after re-route. There was too much uncertainty about her arrival time or her ability to make connections.
After going to the same barber for more than a decade, I decided to leave. The customer experience went down, and the price went up. For my last several visits, I was the one who was driving the conversations – when I could get a word in edgewise between my barber’s preferred banter with his co-workers. The cuts were becoming less consistent, and his price kept inching up; the last price increase was just for his customers – they weren’t changing the posted pricing or the pricing of the other hair stylists, so that was equally confusing and troubling.




