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Do You Really Care About Customers?

Do You Really Care About Customers?

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 “A business without customers is just a hobby with expenses.” – Bernard Kelvin Clive Today, we continue our series on customer care, customer experience, and handling negative feedback. This is especially vital for small business owners and brands who want to build and sustain a cordial relationship with clients. Businesses thrive on clients—without them, there is no business. That’s why every single customer should be treated like gold. There are many instances where businesses fall short, and these shortcomings must be addressed. In the previous article, I shared some personal experiences with vendors and clients, and how I handled them. That piece sparked a lot of conversation—others shared similar stories, especially from the entrepreneurship ecosystems in Ghana and Nigeria. So, let’s get into some of those insights and lessons. The Customer Care Shift: From Humble to Haughty Most small business owners start off strong with customer care. When they’re just launching, their focus is on gaining traction. By default, they treat their first clients well—polite, patient, and attentive. “Please buy from me.”“Try my product or service.” These are common initial pleas. The tone is warm and welcoming. That behavior is often the reason they get their first few loyal customers. But here’s the problem: once they begin gaining popularity—especially online with digital followers—their attitude shifts. The very people who helped elevate their brand suddenly start receiving less attention or, worse, are disregarded. I call this the celebrity stage. It’s the point where some brands think they’ve “arrived.” When Complaints Are Met with Disdain If a customer complains about a service or product that didn’t meet expectations, that feedback should be seen as an opportunity to grow. But what often happens? Customers are treated with disdain. It’s worrying, especially when the very customers being disregarded are the ones who helped build the brand’s foundation. Businesses should never forget their “first love”—those early patrons who gave them a chance when nobody else did. Create a category for such customers. Recognize them. Honour them. Treat them with intentional respect and benefits. They are your core tribe. The Price Trap: When Growth Pushes Old Clients Away Another issue arises when businesses start pricing their products or services higher after gaining some traction. Again, there’s nothing wrong with charging what you’re worth. However, a strategic pricing model should still exist—especially for your early supporters. Offer loyalty bonuses or discounts. These clients held the fort for you. They shared your posts. They referred people. They were your marketing department before you had one. If your pricing suddenly becomes exclusive and unreachable to your early adopters, you’re essentially pushing them out. That’s not how sustainable business is done. Put customers in different categories and serve them accordingly. If growth is overwhelming, delegate. Employ systems or people to handle parts of your customer relationship management. Use tools to automate and streamline. Numbers can overwhelm, yes—but systems can balance the load. The Cost of Disregard: Real Stories That Hurt Let me share some real-life stories that reflect these challenges. Worlanyo’s Disappointment: From Supporter to Ignored Nanyi Wolanyo, a clinical psychologist and a member of a mentorship group I’m part of, shared how she supported startups and friends in business by buying from them and referring clients to them. At some point, however, these businesses began ignoring her. She would place orders and get no responses or delivery. This really hurt her. She said, “You were the same people who begged us to buy from you. Now you’re acting like you don’t need us.” That is a trend that must be addressed. If you’re growing and cannot manage everything, communicate clearly. But never disregard those who held you down when you were nothing.

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