I watched Nancy charge in the door waving a mail-order catalog.

“This is just what I want!” she gushed, pointing to a colorful illustration. “Isn’t it great? Can you get one for me?”

I had been aware of this product, but never stocked it for a couple of reasons. First, I didn’t like it and didn’t think my customers would either. Secondly, I don’t buy anything else from that manufacturer.

Now, here was Nancy, a good customer, drooling over it.

Should you special order a product for a single customer? That is a question every retailer faces occasionally. If you don’t do it, you disappoint a good customer or, worse, send them to a competitive store.

On the other hand, special orders are costly, particularly from a vendor you don’t normally deal with. Shipping cost may be high. Or you might have to order large quantities of the product and sell the remaining items.

Or, as a first-time customer, the vendor may require a large minimum order. You may have to buy using a credit card instead of terms. There is the question of maintaining margins if you match the catalog price. And, finally, there is always the chance that once Nancy actually sees and feels the product, she won’t want it.

Despite these negatives, my policy is to always get the product for my customer. I tell them I’m doing this as a “special accommodation” just for them. But, in reality, I consider it guaranteed market research.

Giant consumer product companies spend millions of dollars each year on market research trying to determine what products a customer might buy. And, despite this emphasis on expensive research, promising new products often fail to sell.

Here I have a customer telling me, “I will definitely buy this product.” You can’t get more positive market research, and my cost is practically zero. I consider any added cost for the special order as my market research cost.

My history in predicting how well a new product will sell is not perfect. I have selected more than a few sure-fire products that still sit on my shelves gathering dust. Now I subscribe to the old retail adage: “Don’t buy what you like; buy what your customers like.”

Nancy may be pointing me to a product that I should stock. I may have 10 other customers who will also like this product. It has happened before. My standard product mix now includes several products that I first became aware of because of a customer’s specific request.

I didn’t even know some of these products existed before the customer asked. Others, I didn’t think would sell

Listen to your customer. The customer really is always right.

And always, and I stress always, try to satisfy a customer’s request and make sure the customer realizes that you are doing something special just for them.

I begin while the customer is standing in front of me. If the request is for a product I know I can get easily, I say, “Of course. I don’t have one in stock at the moment, but I’ll order one today and should have by next Wednesday. Give me your phone number, and I’ll call you when it comes in.”

I keep a separate spiral notebook near our checkout counter for special orders. Often I ask the customer to write her name and phone number in the notebook. I prefer the notebook to individual slips of paper because it is less likely to be misplaced, and it gives the customer confidence that we are organized, professional and will follow through.

And follow through is required. Any good you may generate by agreeing to special order an item is totally destroyed if you don’t do what you promised. Our customers frequently comment that, unlike other stores, we always follow up. Each Monday I review my notebook to check the status of all special orders.

When a specially-ordered item is delivered, inspect it first and then call the customer to let her know it is in. (If you know the item is intended for a gift and you get the phone answering machine always say something general such as, “Your item is in,” rather than “Your binoculars are here.” That way you don’t spoil a surprise.)

I attach a Hold Tag to the item and store it in a separate area of our backroom. The tag, which notes the customer’s name and phone number, is a simple marketing tool. When the customer comes in for the product, I retrieve it from the backroom with the tag prominently displaying the customer’s name. This reminds the customer that we have done something special just for them.

I write the date the customer was called on the Hold Tag. If they don’t come in within two weeks, we give them a reminder phone call. If they still haven’t come after four to five weeks, the item goes onto the store shelf for sale to anyone.

Some stores ask for full or partial payment before they will do a special order. They fear that unless the customer makes a down payment, he or she may never come in to pick up and buy the item.

I don’t ask for pre-payment. In fact, I promote the opposite. I assure the customer that I will order the item for them. But if they don’t like it when they actually see it, they are not committed. They don’t have to buy it.

This policy surprises customers, but it helps reinforce our reputation for customer service. Customers prefer doing business with a store that respects them. And my experience after eight years of doing special orders is that customers do buy the items.

Pricing is another area of concern. I may not know my cost for the item when a customer first asks for it. In such cases, I tell the customer that I will let them know later what the price will be.

If the customer sees a price in a catalog, I’ll match or come close. I don’t worry that my margin percentage might be somewhat lower than normal.

I think of it like this: The product comes in. I call the customer. She comes in and buys it the next day or at least within a week. I have my money. And the invoice isn’t due for 30 days. That’s fast turnover.

Special orders do take extra effort. But the increased customer good will (not to mention increased revenue) makes the effort worth your time. In the long run you will sell many more products to that customer and her friends.

OUTTAKE

Despite the negatives, my policy is to always get the product for my customer.