18 NATCHEZ ON THE WATERFRONT
and when finally looked at, it was determined that it needed parts, which were not ordered until the third day. When the customer called on the third day, he was told that the facility was waiting on parts and would not have the boat ready for at least another two days. The customer was furious. That type of service does not
build customer loyalty or a desire to use the facility. The facility should have looked at it, determined if parts were needed and ordered them that day. If that was impossible, the customer should have been told before the boat was brought in. Juggling schedules, work orders and demands on time is what is required in today’s world. In a similar situation, another
facility called the customer the same day the boat was brought in and told him that the repair required parts that had to be ordered and could be obtained overnight if the customer wanted to pay for the overnight shipping or in a couple of days by normal shipping. The customer’s perception of the facility’s value was bolstered considerably by the
The first step
to satisfaction is to talk with
your customers and find out what they’re thinking, what’s making them smile, what’s annoying them. Next, is seeing what you can do to correct that which annoys them, that is, eliminate the negatives, because there is no worse advertising for a facility than a dissatisfied customer.
facility paying immediate attention to their problem, being cost-effective for the customer by providing alternatives and by the perception that the facility was trying to do right by the customer. It takes a long time to build
up customer loyalty and a good reputation, and only a few minutes to shatter it.
Adding value Making boating desirable and easier can take many forms, including having dockhands available to help customers in and out of berths, checking the boat out before the customer comes to use it, or providing assistance in getting the boat refuelled or pumped-out. These types of perk all provide the perception of value that is meaningful to the customer and does not add great cost to the facility. In fact, it often comes down to the marina management’s attention to, training and expectations of the dockhands that would produce the desired results.
Eliminating accidents Having gangways and paths of travel with transition plates and without steps or trip hazards not only helps make a facility compatible with use by disabled sailors, but actually makes the facility much nicer to use. One of the largest potential liability issues at
a marina is trip and fall accidents. Eliminating them gives value to the marina operator and its customers and helps improve the image of the entire facility. Of course, the physical image of the marina can contribute greatly to the perception of value. Make sure the facility presents a warm and
MARINA INDUSTRY • SEPTEMBER 2019
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