My wife and I went to one of our favorite restaurants a while back. The restaurant had unexpectedly gone out of business a few months prior, but had recently opened again under new management with the same name and a similar menu. We looked forward to visiting it again.

On the evening that we visited, we witnessed a novice management crew completely bungle almost every aspect of the restaurant-going experience -- slow food service, slow table bussing, and slow table seating. Was the food good? I can't even remember. The rest of the experience was so poor, that we vowed not to go back again.

One particular image sticks with me. Since the restaurant re-opened (and remodeled) recently, they did not have blinds on the windows. A low sunset was blinding several tables that had a window view. Server after server shielded their eyes after they walked by the tables that were affected, but did nothing to address the problem for customers. Some customers complained; some didn't. When people left a table, the hosts seated someone else in that position.

What does this have to do with LIMS Consulting? Not much, other than it made me realize that when dealing with customers, on any given interaction, if you make a bad impression, you have a precious second chance to win them back. If you fail in that second chance, you have failed for good. That is a message that is important in any customer facing industry. Failing on the second chance is probably a permanent failure.

For example, in my situation above, if the managers of the restaurant had come and personally apologized to the guests in the sunlight, offered free appetizers to those waiting, or personally bussed the tables, customers would have forgiven the inexperience and appreciated the effort. If one server had acknowledged the issue, it would have gone a long way towards helping the customers understand the situation. That may have been enough to bring a customer back again for another try later. Instead, the message was clear: We are bad and we don't care to be better. Why would anyone go back to eat there? Worse, most people leaving let the incoming people know: "don't come here; it is terrible." Mistakes cost more than one potential customer.

When dealing with customers, mistakes happen. As much as we try to produce predictable results, unexpected results can occur. As much time as we spend avoiding problems, we have to remember that when problems do happen, acknowledging them and dealing with them promptly can rescue a customer relationship. It may cost you in the short term. The restaurant manager would probably have lost a little 'margin' by giving free appetizers, but is there a question about what cost more in the long run? In fact, dealing well with a customer in the face of acknowledged mistakes shows your customer that you care about your relationship with them more than you care about short-term gains. That is just smart business.