From Frustration to Loyalty: The Power of Treating Customers Like Family
““I have four Ford dealerships much closer to where I live, but I won’t have anything to do with them,” Pfaender concludes. “They treated me like a valued customer, and I’m happy to drive extra miles for a company that goes the extra mile for me. That place is special, and a lot of dealerships could learn from them.”.” - Bob Pfaender
From Frustration to Loyalty: The Power of Treating Customers Like Family
Sales research conducted at the turn of the century revealed that the number-one
reason customers take their business elsewhere is perceived indifference. They don’t
feel appreciated. They don’t feel valued.
It’s common to see companies pulling out all the stops and bringing their “A” game to
acquire new business and customers. But many fail to exercise proper CRM (Customer
Relationship Management) and fall into the perilous habit of valuing new business over
existing relationships. They become lazy and complacent after the sale, often ignoring
their clients altogether. Whether they recognize it or not, their customers always do.
It’s the uncommon companies that understand customers are people. They recognize
that repeat business is far more valuable than new business—and this understanding
always separates them from the pack.
Over a decades-long career selling tennis equipment and apparel for Wilson Sporting
Goods Company, Bob Pfaender (pronounced “fender”) was no stranger to the highways
and backroads of Florida. He wore out automobiles as quickly as he did tennis shoes,
driving hundreds of miles daily to trade shows, country clubs, and sporting goods
stores.
“I’ve hated buying cars all my life,” Pfaender said. “All I did was put miles on them. I was
always upside down on the mileage and what I owed, but I had to have a reliable car
with a full warranty at all times. If I’m off the road for a week, I’m in trouble.”
During his storied career—which recently earned him induction into the Florida United
States Tennis Association (USTA) Hall of Fame—Mr. Pfaender estimates he purchased
between twelve and fifteen cars from the same small dealership near his home in
Central Florida.
Despite doing so much business with the same dealership, Pfaender never felt that his
business was appreciated. He didn’t expect special treatment; he just kept returning out
of comfort and convenience.
One day, however, his car broke down, and AAA towed him to the nearest Ford
dealership—different from his usual spot. “They were so nice to me there,” he
remembers. “They fixed me up, and off I went. I thought to myself, next time I’m ready
for a new car, I’m coming back here because of the way I was treated. I went back to
my old dealership and told them the story, but they wouldn’t give me the time of day.
Nothing. Cold as ice. I couldn’t believe it. So I said goodbye.”
Now retired, Pfaender decided it would make more financial sense to lease his next
vehicle. True to his word, he returned to the new dealership to make that deal. Like
most “common” companies, they rolled out the red carpet for his new business.
But the honeymoon was short-lived. Despite the car being under full warranty, the
service department ran him around for six months regarding a passenger window that
wouldn’t close. Multiple trips to the shop and wrong parts being ordered finally resolved
the issue. “I told the man, ‘I learned a long time ago in my business that customer
service is number one,’” Pfaender said. “I didn’t bust their chops, though, because I
figured they were doing the best they could. And then, suddenly, a new icon flashes on
the dashboard. Here we go again.”
His well-maintained Ford Explorer, with fewer than 30,000 miles, suddenly developed a
parking brake fault—a “big job,” according to the service department. Pfaender
explained he intended to purchase the car at lease-end but needed it repaired under
warranty. The dealership refused to provide a loaner vehicle. Since he had a vacation
planned, he left the car with them for a week.
When Pfaender returned, they hadn’t even touched his car. Furious, he vented to his
neighbor, Curtis Lewsey (after all, we’re 90% more likely to share negative experiences
than positive ones). As fate would have it, Lewsey owns DealerCards, a company
specializing in customer relations for auto dealerships and had significant industry
connections.
“It was time for me to purchase the vehicle, and I absolutely refused to work with that
dealership anymore,” Pfaender recalls. “I told Curtis, ‘This is a shot in the dark, but I’m
so frustrated. Do you know anyone who is maybe just a teeny-weeny bit honest?’”
Lewsey reached out to Jeromie Allan, owner of one of the most successful Ford
dealerships in the state. Within hours, Pfaender received a call from the General Sales
Manager, John Farrell.
“It was unbelievable,” said Pfaender. “The GSM called me directly and said his boss told
him, ‘We need to take care of you.’”
Though impressed, Pfaender had his reservations. The dealership was all the way out
in Daytona Beach, and he couldn’t shake memories of being “thrown to the wolves” at
other dealerships.
John Farrell stayed in touch for weeks, and eventually, Pfaender was ready.
“I said, ‘John, I’m sorry I went MIA. Would you even consider still working with me?’
(Now, this guy doesn’t know me from Adam, and his dealership sells something like 500
cars per month.) He says, ‘Bob, I’m here for you. Just tell me when.’ I was STUNNED.”
Pfaender made an appointment and walked into Gary Yeomans Ford, where he was
greeted by a young sales associate. “He tells me, ‘John Farrell and Mr. Allan told me to
take good care of you.’ I’m thinking, WHAT?! This young man had been tasked by his
boss and the dealer to take care of me—like I was family. I explained the situation.”
“This young man was helpful, conscientious,” Pfaender continues. “We completed
everything quickly and smoothly. Then the finance manager comes over and asks if I
can pose for a picture with my car. He asks if I’m military and starts giving me discounts
he didn’t have to. I was paying cash, and he told me I could put $5,000 on a credit card
for sky miles. A finance guy being helpful? I felt like I was in La-La Land.”
The staff even offered him lunch and detailed his car. When Pfaender got home, he’d
already received emails thanking him for his business.
“I called Curtis and said, ‘These are the nicest people I’ve ever dealt with in my life—for
anything!’ These people aren’t just good; they’re OUTSTANDING.”
In the following weeks, Pfaender received a thank-you card and multiple follow-up
emails to ensure his satisfaction.
“I’m actually going back for them to look at another issue,” says Pfaender. “They told me
if it takes longer than two hours, they’ll give me a loaner—no questions asked. Little
things like that keep adding up.”
When you treat customers as valued human beings, expecting nothing in return but the
satisfaction of providing an excellent experience, the message spreads. In line with the
Law of Reciprocity (remember, it’s a law, not a theory), Bob has already shared his story
widely, and his son-in-law has since done business at the Daytona dealership.
“I have four Ford dealerships much closer to where I live, but I won’t have anything to
do with them,” Pfaender concludes. “They treated me like a valued customer, and I’m
happy to drive extra miles for a company that goes the extra mile for me. That place is
special, and a lot of dealerships could learn from them.”
