fbpx

Best practices and strategies when managing clients

| Blog,Enterprise Software Development,Software testing

Good customer service is more than fulfilling the customer’s requirement. Essentially, it is defining strategies to maintain and satisfy the client. Unfortunately, most companies fail at this once the project has been acquired; leading to dissatisfied customers and dysfunctional relationships with vendors.

In this article, we will be outlining effective ways of how good customer relationships can be maintained by offering superior client assistance. These methods have been successfully implemented with one of our clients; for whom we developed and tested an Intensive Care Unit application.

Effective Listening

Consistent effective listening is key! We ensured this was carried out throughout the project, enabling us to competently complete the testing. When acquiring the project, multiple meetings were conducted with the client to fully understand their requirements. Due to our well-developed listening skills, we were able to identify new areas, and our expertise was utilized to suggest more efficient ways of conducting testing.

Build Trust

Customer expectations from their vendors are always high. Surpassing customer expectation to develop trust and building effective relationships is crucial. During the Intensive Care Unit application project, our team went above and beyond what was expected of them. Despite owning a fairly definite list of deliverables, additional effort was injected to ensure quality in testing and re-testing. This helped deliver a superior product. The test execution we conducted, provided suggestions and identified vital defects. This approach was highly appreciated by their team as we exceeded what was required of us.

Effective Communication

Effective communication plays a major role when conveying ideas and responding to queries. During the Intensive Care Unit application project’s testing activities, communication was the core factor that helped us build stronger customer relationships. Email is often considered a minimal form of communication, however we ensured all email communications were precise, organized and professional. This resulted in depicting a clear picture of the project status and relevant issues. Additionally, daily sync-up calls gave us the opportunity to plan out our work with their team, so they could clearly understand what was done during each execution cycle.

Accountability/Ownership

When handling client queries, it is important to be cautious of reponsiveness. During the Intensive Care Unit application project, we ensured that we responded to the client immediately. Even when we didn’t have enough time to respond to them in detail, we acknowledged their emails to convey we received the information, and will respond  to them in detail later. This enabled us to earn the client’s trust.

Importantly, letting the client know you have fully understood the problem and requirement should be done. During the Intensive Care Unit application project, we worked on weekends and on some public holidays, to ensure we gave our full effort to meet their needs or surpass them. We also planned our test scenario counts and prioritized them; showcasing a holistic picture of the test execution and related risks. Whenever we stumbled upon any risks, they were escalated to the project team who mitigated them beforehand.

On-Time Delivery and Efficiency

When a customer hands over a project, they have a set of expectations, and in order to identify those it is vital to have a customer oriented mindset. This mindset and attitude helped us immensely to deliver the project on time.

We often received positive customer feedback as a result of high customer satisfaction; leading to us winning another testing project from the same client. Therefore, as a team we ensure our utmost effort is given to satisfy the customer, by exceeding their expectations and building good relationships.

Author: 

Srikanth Ruban, Senior QA Engineer

i3 Labs is the technology and innovations Lab at Brandix i3

Related Posts

From insights to thought-leadership

View More

Six reasons to embrace food supply chain transparency

F&B manufacturers should not consider supply chain transparency a burden or an invasion of company privacy. When done right, transparency can benefit all stakeholders in the F&B supply chain: manufacturers, logistics, retailers, regulatory bodies, & most importantly, the conscious consumers. Explore why transparency matters and key concepts such as visibility, and traceability, in our latest blog post:

Making the most of your data with Infor-Ephesoft integration

Businesses generate mountains of data throughout the supply chain and at various customer and partner touchpoints. Leveraging these data is one of the critical goals for enterprises driven by innovation and as it helps them be more competitive, productive, and digital.

Finance & Accounting Guide: Enhancing productivity and accelerating processes with IDM Capture

The finance and accounting departments and processes are among the most critical and essential functions of a business. However, multiple studies indicate that about 50% of organizations are still wrangling their data manually.

6 ways how Ephesoft accelerates data entry to your Infor solution

Our latest blog post covers six reasons why enterprises should implement IDM Capture, an add-on developed by Ephesoft and Infor that leverages ML, AI, OCR, and ICR to capture, process, classify, extract, and validate data from multiple sources.

Post-pandemic fashion manufacturing: Essential technology for the manufacturer

In my previous blog series I discussed how fashion companies could adapt to meet the challenges of the new normal. For the most part, I focused on brands, but the same principles apply to fashion manufacturing. In this blog post, let’s focus on how manufacturers can adapt to the new normal by achieving visibility and collaboration with the right software.

Post-pandemic fashion manufacturing: Bridging the East-West divide

Twenty years ago, I started my career at an Asian apparel manufacturer. Tech-packs would come in from big brands from the US and Europe. We would gather in meeting rooms late into the night, deciphering the documents and pulling together a sample as best we could. If the sample was approved, we would confirm delivery dates to the brand six months in advance.