<div>I have to admit that the reality quotient of an event like this happening at a clinic near you is very high. There are multiple ways to view a bond that exists between the manufacturer and the end user. A short-term, tactical view makes the consumer feel really special for a certain period of time but the wheels come off rather quickly. These are situations where the consumer is made to believe that he or she is the focal point, and the manufacturer will bend backwards to deliver on every promise. Surely, this has happened to all of us at some point in time. <br /><br />This is the classic case of the friendly neighbourhood salesman who seems to know, and exhibits high empathy about, all the housekeeping woes. His engaging persona makes the housewife forget that questions around the after-sales service are the most pertinent. The same housewife ends up repenting at leisure when calls go unanswered at a toll free customer service number.<br /><br />Thankfully, there is also a long-term strategic partnership approach. However, this can only be successful if the value systems are similar. Dr Tara Chaitanya has a very strong sense of values, deep regard for her patients, and is completely non-hierarchical in her approach to her patients. It is the deep sense of commitment that she has to her profession that has led her to upgrade to a top of the line equipment. Tara believes that her values are shared by the people she deals with and has given the ‘benefit of doubt’ to Tambe, Awasthi and team despite having been let down by them consistently. She is clearly focused on the long-term strategic nature of the partnership. <br /><br />Tambe and his team, however, are short-term in their approach and have a very different value system to Tara’s. I am certain he will listen to the good doctor patiently, apologise profusely, blame his team and ensure an immediate fix. A case of tactical fire-fighting which has manifested itself in multiple interactions with Company A that Tara has had in the past. The very fact that they have secretly let loose a beta version of the software for their own R&D need, is a clear violation of the bedrock of all value-based relationships, that is, integrity. Integrity is the glue that binds all relationships — personal or professional, short-term or long. I have no doubt that this partnership will stay on rocky terrain as the value systems are at opposite ends of the spectrum.<br /><br />Is it easy to determine whether two parties share the same sense of values? Not very difficult if one does the due diligence right at the outset. This will help nip a long-term problem in the bud. That said, one might still have to interact or partner with people with a different sets of values. In such situations, one has to follow a few rules.<br /><br /><strong>Rule 1:</strong> Rely on the written word and not on verbal commitment. Even more so in the case of a seller’s market, which seems to be the problem in this instance. Tara should have been concerned when none of the three companies showed a sense of urgency and insisted on a written service agreement with clear penalties. Sometimes there is reluctance to so commit, hence Rule Two... <br /><br /><strong>Rule 2:</strong> Negotiate from a position of strength. This might not always be possible but enforce as soon as it does become possible — like when Tara upgraded to the new machine. The company was in a hurry, she was not. She was suffering from the ‘recency’ effect of having dealt with a good engineer and a year of hassle free service and hence got entrap-ped again. So then, rule number three....<br /><br /><strong>Rule 3: </strong>The organisational values supersede individual commitment. The occasional positive experience with an individual often overshadows the underlying non-caring organisational attitude. It is very important to de-link the two and take an impassionate call.<br /><br />Beyond the value conflict, this case also touches upon the lack of diversity that exists in business relationships in India with the male being the dominant force. This issue is real and enters the economic landscape from its socio-cultural roots. <br /><br />My advice to Tara: Don’t allow seeming gender vibes to distract you as it will limit your ability to stay focused on the larger picture where, as a consumer, you have to get the highest level of service. Gender taunting is a bait which is best ignored. So, listen to Tambe’s side of the story, but stay focused on balancing out the value equation! <br /><br /><em>The author is vice president, marketing & commercial, Coca-Cola India and South West Asia</em><br /><br />(This story was published in BW | Businessworld Issue Dated 16-06-2014)</div>
