When an organization such as NAFEM or the NRA opens the doors to its tradeshow, the products tend to take center stage. And with good reason: Having quality products to sell or use tends to be an individual company’s ante to get into the foodservice game. But you don’t want to just get into the game, do you? Chances are you want to stay in the game for a long time and hopefully win a few hands, right?

In a mature industry such as foodservice, where the products tend to be known commodities, customer service is critical to your success. It’s also the most subjective aspect of your business. That’s because your clients are the ones that write the definition of good customer service on an individual basis, not you or your team.

Indeed, you can have the greatest customer service tools and procedures in place, but if they are of no value to the client then they are of no value to you.

That many managers may have trouble accepting this notion should come as no surprise. After all, most of these people have built their careers through hard work, dedication and formulating a unique vision into the foodservice industry. Basically, they’ve been successful by doing and defining their place in the industry. So, it’s easy to understand why some may have a little trouble letting someone else define one of their businesses’ most critical metrics. But it’s those rare few that truly let go and listen to their customers that continue to enjoy customer relationships that translate into meaningful and profitable results.

This does not mean that the customer is always right. Nor does it mean that in the definition of good customer service should you allow your clients to walk all over you. Rather, companies who excel in customer service do an exemplary job of managing their clients’ expectations. In doing so, they use technology to make them more efficient without allowing it to serve as their surrogate — customers still want to see your face and hear your voice.

What technology can and should dois allow your relationship to become deeper, meaning you and your customer get to know each other better. This happens when interactions shift from something functional that focuses on order processing to something that is more dynamic and meaningful. As you delve deeper into your customers’ businesses, you can anticipate their needs before they do. And the net result is you create value that can’t be shopped. In doing so, make sure you do it right or not at all. Don’t commit to projects that are beyond your scope of service or expertise. Partner with them for the long haul, not just one sale.

Our natural instinct with customers is to give them anything and everything they want, even if it falls out of our area of expertise. But in reality, you know you can’t be all things to all people. In a recent edition of FEDA News & Views , I read a quote from Fred Clark, principal at Clark Foodservice in Lancaster, Pa., that best summarizes this point: “There are three things to consider when running a business: price, quality and service. You can give a customer any two of them. If you give them all three, you will go out of business.”

More importantly, customer service is not something robotic. Rather, providing customer service is something that should come from the heart. It’s a chance for your passion and professionalism to show up. And when that happens, both sides walk away satisfied.

joseph.carbonara@reedbusiness.com