You quoted a customer a price and lead time on a reman engine yesterday and they said they'd think about it. Should you call them?
If you've been using the Parts Transaction Worksheet from Module 3, you already have a follow-up section built into your workflow. Now let's talk about why that section exists and why the way you follow up (or don't) shapes how your customer feels about your dealership.
Customers can handle bad news. What they can't handle is silence.
If part availability changes or shipping is delayed, it's natural to have anxiety about delivering the news; however, those situations are manageable if the customer hears it from you early.
The rule is simple: the moment something changes, your customer needs to know. Don't wait until it feels convenient or when you have a solution; tell them now.
Follow-up isn't just for problems. Here are the moments that call for it:
If you promised an answer by 2:00, call at 2:00, even if your update is "I'm still working on it."
Keeping your word on timing builds more trust than getting the answer late.
If the price, lead time, availability or shipping information from the original transaction is no longer accurate, the customer needs to know.
They may be scheduling crews or planning repairs based on what you told them.
If a customer left without a clear resolution (comparing options, waiting on a manager, checking something on their end) don't let the connection go cold.
A brief follow-up makes your customer feel supported and keeps things moving.
Leaving for the day, going on break, or transferring an open issue to a teammate? Let the customer know and brief your teammate.
30 seconds of handoff prevents a frustrating callback for your customer.
Two principles:
Ask your customer how they prefer to be contacted. Some customers want a phone call, some want a text, and some prefer email; don't make an assumption, ask.
Preferred contact method is one of the first and easiest preferences to learn about each customer. We'll build on this idea in the next lesson.
In critical moments, use the fastest, most direct channel available. When a machine is down and the customer is waiting on a part that just got delayed, text them or pick up the phone. The urgency of the situation dictates the urgency of the communication. Your customer's day may be on hold until they hear from you.
You quoted a customer a set of undercarriage components yesterday: track chains, rollers, and idlers for their D65PX. This morning, you check the system and see that the track chains are now on backorder and their lead time has increased to 3 weeks. The rollers and idlers are still available on the original timeline.
The customer hasn't called yet. What do you do, and what specifically do you say?
Call the customer now; don't wait for them to check in. Be specific:
"I'm calling about the undercarriage order we quoted yesterday for your D65. The rollers and idlers are still scheduled to arrive in 5 days, but the track chains are now showing as backordered with a lead time of 3 weeks. I wanted to let you know right away so we can talk through options. I can check if another branch has them in stock, or we can look at whether you'd want to move forward with the rollers and idlers now and stage the chain install for when they arrive."
You're delivering bad news, but you're delivering it with options, and you're delivering it before the customer gets surprised when their full order doesn't show up. That's the difference between a problem and a trust-building moment.
The way you follow up tells your customer whether they can count on you. Prompt, honest communication, especially when the news isn't good, is what separates a PCR who fills orders from one who builds lasting relationships. Your customer would rather hear a problem from you today than discover it on their own next week.
Next, we'll look at how getting to know your customers' individual preferences helps you serve them more effectively.