Manufacturers make a Point of not Killing their Customers because it’s just Bad for Business
There have been some costly recalls in the news lately. From yoga pants that were see-through. To cars with faulty ignition switches that can turn the engine off while driving. Disabling the power steering and airbags. Resulting in the loss of life. These recalls have cost these companies a lot of trouble. Including financial losses from the recalls and lawsuits. Being called to testify before Congress. And possible criminal charges.
No surprise, really. As those who distrust corporations would say. For they believe they constantly put their customers at risk to maximize their profits. Even if it results in the death of their customers. Which is why we need a vigilant government to keep these corporations honest. So they can’t sell shoddy and dangerous goods that can kill their unsuspecting customers. Which they will do if the government doesn’t have strong regulatory powers to stop them. Or so says the left.
Of course, there is one problem with this line of thinking. Dead customers can’t buy things. And when word spreads that a corporation is killing their customers people don’t want to be their customers. Because they don’t want to be killed. Manufacturers know this. And know the price they will pay if they kill their customers. So manufacturers make a point of not killing their customers. Because it’s just bad for business.
The Longer it takes to Recall a Defective Product the Greater the Company’s Losses
Manufacturing defects happen. Because nothing is perfect. And when they happen they are both costly and a public relations nightmare. As no manufacturer wants to lose money. And, worse, no manufacturer wants to lose the goodwill of their customers. Because it’s not easy earning that back. Which is why executive management wants to acknowledge and resolve these defects as soon as possible. To limit their financial losses. And limit the loss of their customers’ goodwill.
Let’s illustrate this with some numbers. Let’s assume a company manufactures 5 product lines ranging from low price to high price. The lowest priced product has the greatest unit sales. And the lowest margin. The highest priced product has the fewest unit sales. And the highest margin. The other three items fall in between. Rising in price. And falling in margin. Summarized here.
So each product line produces a sales revenue, a cost of sales and a gross margin (sales revenue less cost of sales). Adding these departmentalized numbers together we can get total sales, cost of sales and gross margin. And subtract from that overhead, interest expense and income taxes. Summarized here.
So on approximately $5.8 million in sales this company earns $312,414. A net profit of 5.4%. Fictitiously, of course. Not too bad. That’s when everything is working well. And they have nothing but satisfied customers. But that’s not always the case. Sometimes manufacturing defects happen. Which can turn profits into losses quickly. And the longer it takes to address the defects the greater those losses can be.
Losing the Goodwill of your Customers will end up Costing More than any Product Recall
Let’s say Product 3 suffers a manufacturing defect. By the time they identify the defect and halt production of the defective product they’ve produced 20% of the total of that product for the year. Which they must recall. Limiting their losses to 20% of the total of that product run. Which they will have to refund the sales revenue for. But they will have to eat the cost of sales for those defective units. And despite the company’s quick response to the defective product and providing a full refund to all customers their goodwill suffers from the bad press of the recall. Summarized here.
Refunding customers for the 20% of the line that was defective reduced net profits from 5.4% to 0.7%. And when they lose some customers to their defect-free competition they lose some customer goodwill. Resulting in a 15% drop in sales. Leaving manufactured product unsold that they have to sell with steep discounting. Bringing their sales revenue further down while their cost of sales remains the same. Turning that 0.7% annual profit into a 2.8% loss. But as time passes they recover the lost goodwill of their customers. Limiting these losses in this one year. Now let’s look at what would probably happen if the company had a ‘screw you’ attitude to their customers. Like many on the left fervently believe. Summarized here.
The company did not recall any of the defective products. As word spread that this company was selling a defective product sales of that product soon fell to nothing after selling about 50% of the annual production run. The other half sits unsold. Even steep discounting won’t sell a defective product. And seeing how they screwed their customers on the defective products sales fall on their other products (in this example by 30%). As they don’t want to suffer the same fate as those other customers. So what would have been only a $159,929 loss with a recall becomes a $1,494,344 loss. Over nine times worse than what it could have been without a large loss of customer goodwill. And this is why executive management moves fast to identify and resolve defects. Because losing the goodwill of their customers will end up costing more than any product recall. As it can take years to earn a customer’s trust again.
Tags: corporations, cost of sales, customer goodwill, customers, defects, discounting, goodwill, kill their customers, losses, manufacturers, manufacturing defect, margin, net profit, price, profit, recalls, revenue, sales, sales revenue