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Casual Articles - Ego? At What Price!
Make Time To PlanTime, or the lack of it, is the most common reason for not devising a marketing strategy. Devising a plan is a time-consuming, intense, intellectual exercise involving thought, debate, discussion and analysis, but it's also time well invested.Have Clear GoalsYour formal marketing plan should start with clear goals to which you have made an emotional commitment. These must be simply stated and easily memorable, such as, “I want an extra $100,000 in revenue this year.” A series of objectives will follow that lay out the plan for achieving your goals.Locate The Audience You Can Best ServeRather than challenging competitors directly, locate the niche that only you are able to serve. Position your product or service to d
“Well yes I do”, I replied.
“Well I’ve got one right here. What do we need to do?”
At this point, the process moved from selling to negotiation.
“OK, how about the price, what’s the best you can do?”
“It’s the end of the financial year, and if you fax me an order
tonight I can let you have the unit for $X, and I’ll throw in a
travel case worth $1,000 give you one hour of training and will
deliver it free”. Customers - What They Really Want - 6 Secrets of Customer Service
What customers really want can be divided into two areas.Firstly - they want the core service of your business to
meet their needs. They expect your product or service to
work.
If you say you're a plumber, then the customer expects you
to fix their leaking pipe. If you say you're an accountant,
then they expect you to resolve their tax details.They also expect your product or service to represent value
for money.
If I buy an expensive pair of winter boots I expect them to
keep out the cold and wet and also look good. Naturally if I
was to buy a cheaper pair I wouldn't expect them to last as
long.Customers expect your after-sales service to be efficient.
If my new winter boots start to leak when I wear them for
the first time, then I expect the shop to rep
Todays customers can make purchases without ever seeing a human - if they choose to do business that way.
To truly succeed in the future, sales professionals will be well served by knowing how to handle customers, and all their concerns and complaints.
If not, more than ever before that customer may simply go elsewhere.
So how would you deal with a disgruntled customer, who has a complaint about your product, or the service they received?
Allow me to tell you about an experience I had with a multimedia organisation. I wrote an article about it to demonstrate a point and the article found itself in the hands of the two salespeople I had mentioned, but not identified.
One of the two salespeople who came along to demonstrate the projection unit represented 3M Australia. The other, an authorised distributor.
Both companies telephoned to ask about my article.
3M’s representative called when I was away from the office, and left a message for me to return his call that afternoon if possible. When I spoke with him he said he had read the articles, was concerned, and wanted to make a time to meet with me. I told him that I had still not purchased a unit, and would be glad to see him the following day.
Meanwhile the proprietor of the distribution company was furious She called my office and demanding to speak to the person who has been slandering her company.
“He can’t go around slandering my company and not be available for me to speak to him”.
Clearly I was meant to interrupt my meeting with a client and run to the phone. (Pity her sales people weren’t instructed to do that when someone called to make an enquiry for a $14,000 piece of equipment.)
Returning the call later that afternoon,I was told, “Look I’m very concerned. Business is tough out there and if you haven’t bought something, I sure want to sell you the projector. Do you want to buy one?”
“Well yes I do”, I replied.
“Well I’ve got one right here. What do we need to do?”
At this point, the process moved from selling to negotiation.
“OK, how about the price, what’s the best you can do?”
“It’s the end of the financial year, and if you fax me an order
tonight I can let you have the unit for $X, and I’ll throw in a
travel case worth $1,000 give you one hour of training and will
deliver it free”. Term Life Insurance for Business Owners or Key Executives
Starting a business is a stressful endeavor. There is so much to consider regarding basic operations and so many forms to fill out and papers to file. It is truly a wonder that businesses are able to get off the ground at all. If you are a new business owner, you know that insurance of all types is very much part of the equation in the development and opening of your business. However busy you are with the basic operations of business, you must take time out to implement a strategy to keep your business secure. To be sure, an essential ingredient to this security is taking out “key person” insurance (also known as Business Life Insurance).Key person term life insurance is taken out on the life of the key executive or the business owner. All firms or small businesses depend omer, who has a
complaint about your product, or the service they received?
Allow me to tell you about an experience I had with a multimedia organisation. I wrote an article about it to demonstrate a point and the article found itself in the hands of the two salespeople I had mentioned, but not identified.
One of the two salespeople who came along to demonstrate the projection unit represented 3M Australia. The other, an authorised distributor.
Both companies telephoned to ask about my article.
3M’s representative called when I was away from the office, and left a message for me to return his call that afternoon if possible. When I spoke with him he said he had read the articles, was concerned, and wanted to make a time to meet with me. I told him that I had still not purchased a unit, and would be glad to see him the following day.
Meanwhile the proprietor of the distribution company was furious She called my office and demanding to speak to the person who has been slandering her company.
“He can’t go around slandering my company and not be available for me to speak to him”.
Clearly I was meant to interrupt my meeting with a client and run to the phone. (Pity her sales people weren’t instructed to do that when someone called to make an enquiry for a $14,000 piece of equipment.)
Returning the call later that afternoon,I was told, “Look I’m very concerned. Business is tough out there and if you haven’t bought something, I sure want to sell you the projector. Do you want to buy one?”
“Well yes I do”, I replied.
“Well I’ve got one right here. What do we need to do?”
At this point, the process moved from selling to negotiation.
“OK, how about the price, what’s the best you can do?”
“It’s the end of the financial year, and if you fax me an order
tonight I can let you have the unit for $X, and I’ll throw in a
travel case worth $1,000 give you one hour of training and will
deliver it free”. Veterans Don't Recognize A Business Opportunity!
The REAL reason that Federal Employees don't do their job well? Veterans won't help them!Almost everyone who has worked for someone else faces an annual ritual. You sit in front of your boss and listen to your performance “rating”. Most of the time, that “rating” determines if you are going to get a raise.Well, oddly enough, Federal employees face the same annual challenge. And what is one of the things that determine how well a Federal employee does their job? It is “How much money did you spend with Veteran-owned businesses?”.Just think. The President of the United States has asked every Federal employee to spend an INSANE amount of money with companies that are owned by Veterans. In fact, he wrote it into law!If all Federal employees did their job thto ask about my article.
3M’s representative called when I was away from the office, and left a message for me to return his call that afternoon if possible. When I spoke with him he said he had read the articles, was concerned, and wanted to make a time to meet with me. I told him that I had still not purchased a unit, and would be glad to see him the following day.
Meanwhile the proprietor of the distribution company was furious She called my office and demanding to speak to the person who has been slandering her company.
“He can’t go around slandering my company and not be available for me to speak to him”.
Clearly I was meant to interrupt my meeting with a client and run to the phone. (Pity her sales people weren’t instructed to do that when someone called to make an enquiry for a $14,000 piece of equipment.)
Returning the call later that afternoon,I was told, “Look I’m very concerned. Business is tough out there and if you haven’t bought something, I sure want to sell you the projector. Do you want to buy one?”
“Well yes I do”, I replied.
“Well I’ve got one right here. What do we need to do?”
At this point, the process moved from selling to negotiation.
“OK, how about the price, what’s the best you can do?”
“It’s the end of the financial year, and if you fax me an order
tonight I can let you have the unit for $X, and I’ll throw in a
travel case worth $1,000 give you one hour of training and will
deliver it free”. Managing People - Why Is It So Difficult?
Managing, supervising, being a team leader is the hardest
job in the world and I'll tell you why.
Imagine what it's like to drive a car. You turn the key to
start the engine, select drive or the gear you want and
press the gas pedal. The car then moves off and if you want
to turn you rotate the steering wheel to the right or left
and to stop, you press the brake pedal. All this was quite
difficult when you first learned to drive but its easy now.If I asked you to drive my car, you might take a short while
to get used to it, but you'd immediately be able to drive
down to the supermarket and get me some food.However, if I was to tell you that my car was different from
any other you'd driven then I'm sure you'd have a problem -
"You don't start it with a key there'se person who has
been slandering her company.
“He can’t go around slandering my company and not be available for me to speak to him”.
Clearly I was meant to interrupt my meeting with a client and run to the phone. (Pity her sales people weren’t instructed to do that when someone called to make an enquiry for a $14,000 piece of equipment.)
Returning the call later that afternoon,I was told, “Look I’m very concerned. Business is tough out there and if you haven’t bought something, I sure want to sell you the projector. Do you want to buy one?”
“Well yes I do”, I replied.
“Well I’ve got one right here. What do we need to do?”
At this point, the process moved from selling to negotiation.
“OK, how about the price, what’s the best you can do?”
“It’s the end of the financial year, and if you fax me an order
tonight I can let you have the unit for $X, and I’ll throw in a
travel case worth $1,000 give you one hour of training and will
deliver it free”. Franchise & Business Opportunities - The First Golden Rule
All franchises & business opportunities can be analysed for both growth and profit potential using very simple rules. These rules apply whether you are starting a business on your own or considering buying a franchise opportunity.The first golden rule in business is to analyse the market place that you are contemplating to enter. Is it a declining market or is it growing? Is it becoming more competitive or less? Is it forecast to grow or decline? The same rules apply when you are considering buying a franchise opportunity. What forces are at play in this segment?Let us assume that you are thinking of entering the retail trade and specifically mens' clothing.By analysing the market or commissioning market research you will quickly discover that the segment is very touomething, I sure want to sell you the
projector. Do you want to buy one?”
“Well yes I do”, I replied. “Well I’ve got one right here. What do we need to do?” At this point, the process moved from selling to negotiation. “OK, how about the price, what’s the best you can do?” “It’s the end of the financial year, and if you fax me an order tonight I can let you have the unit for $X, and I’ll throw in a travel case worth $1,000 give you one hour of training and will deliver it free”.
Now you and I both know that “value is a perception”, and I perceived no value in the free delivery. That’s a given.
Given my experience with an earlier model, training was not a bonus, and their travel case was not the one I wanted. So I asked, “How much if I don’t take the training, delivery, or the case?” “The price will be the same”, came the reply. “I’ve given you my best price.”
“Hang on - one minute you tell me the case is worth $1,000, then if I don’t take it, it’s worth nothing?” “It’s a value added deal.”
Interesting concept. A value added deal - from who’s perspective?
The distributor told me she had to rush to get to an appointment, so I suggested I would call back in the morning. At 9.30am the next day my p.a. received a call from the distributor demanding to know why I am not available to take the call and why I haven't call as promised. My p.a. explained I was away from the office in a meeting and that I will be available at around 11. At 11:30 a call came in, by which time I had a client in my office.
This seemed to further infuriate the distributor, who again demanded to speak to me, asking my p.a. if I am serious about buying this projector or not!
Explaining the situation again, and assuring the distributor that I would call as soon as I was free, my p.a. again heard how busy this person was, and how my behaviour in not calling her first thing in the morning was just not good enough.
A little after midday, I was able to call. “Well have you decided to buy this projector or not?” she demanded.
“Before we get to that, I understand that you have been a little less than pleasant with my p.a.. Can you help me understand.” “Well you said you would call me back first thing - are you serious about buying this unit or are you just playing games - I cant see why we have to keep making apologies.........” - and so it went on.
“I see. Well I certainly do want to buy this unit as I
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