The Horse and the Water: Getting Employee Buy-in Made Easy

Perception Lab, Inc.
The secure way to grow your business™

Years ago when I started my practice, I was often confronted by my clients with the question, "How do I get my folks to get more involved with our business?" It was not easy to coach clients through such scenarios, and often involved me sitting down with a group of employees explaining what we were trying to do, why it was important to the company and how we needed their support to make it happen. We didn't ask or show, we told! Those were the days!

Since then, I've conducted many entrepreneur /management coaching sessions discovering and tuning a great methodology to get more employee buy-in and get it sooner rather than later. That's really critical. So, below are the results of researched, tried & true real-world experiences: 5 Ways to Get Employee Buy In. Enjoy.

1. Talk to them! The earliest challenges I faced with my clients was (we thought) about "selling them" on the idea we wanted to implement. Noooooooooooooo! Wrong approach. What we needed to do was ask them first for their thoughts on what should be done. Ironically, in many companies the lowest paid staff are probably the ones interacting most with your clients, and it is these employees who have the best ideas many times about improving the customer experience. Invite these employees to actively join the discussion on where to improve your business before you go back to them for buy in.

2. Stay Regular. Asking employees is a great way to help them feel more empowered and valuable as you and your executive team decide next steps for the company. However, if asking for their input is a one-time-thing, your credibility regarding "I care what you think" plummets! You have to develop, implement and maintain an open channel between employees and management. If you are not having a weekly kickoff meeting with all your team, something is wrong.

3. Update the team/Part 1. So you ask, you get. You ask regularly. Then you plan. Next, you provide feedback to the employees regarding what you may do or not do. Now, don't get me wrong: I don't mean for you to ask your employees about everything you have to decide nor do I mean give them an update on everything you have decided! Topics close their hearts are obvious: pay, relocation, new product/services, customer care, benefits, etc.. These are no-brainers when talking with employees. Once the process is up and running, give regular and meaningful updates to your employees as it makes sense - weekly, monthly or perhaps quarterly. Even better: post on the web. Even better still: record the video/audio from your update session and post that on the web for all employees to review at any time. Nice.

4. Update the team/Part 2. You've taken action based on some employee feedback and you've informed them of the things to come. After some time has gone by, give the employees an update on the impact the idea has had. Wow! Imagine that! If you spoke to the employees about customer care, and they gave you heart-felt ideas on how to improve customer care, and then you actually implemented a permanent program to improve customer care, tell the employees how it is going! This actually helps complete the loop, and if the results are good -- everyone wins! Morale goes up, corporate pride goes up and it is one more success story to share with friends, peers and even the competition when networking (make 'em nervous!). Even if it is not a radical success, it IS a success in that you asked, you acted and you kept them informed.

5. Make it personal. The majority of times that I review the competency management (training) employers may have for their employees, it is slim to zero in structure or content. Very few firms have anything for their employees outside of maybe some initial vocational training. The best approach is to come up with the vital four or five areas you want your employees to focus on -- perhaps company history, industry knowledge, product knowledge, customer care and sales. Tune the focus areas to your business and your situation. Be sure to assign a goal, on a scale of 1 (low) to 5 (high) of where you ultimately want them to perform. Each month ask each employee to informally and privately review themselves on each focus area rating themselves on a scale of 1 (low) to 5 (high). Each quarter sit down with each employee and formally review each focus area with them saying something like, "If I had to rate you right now, this is what it would be:" and then tell them the rating you would give to them for each focus area based on their performance. Give positive kudos when it is deserved, and accent the negative with "here's how you can continue to improve ...." This is a great way to give regular feedback, keep them plugged in to the business, provide personal attention and help the employee determine options to improve their performance over time. So for example: if an employee needs to be a 4 regarding industry knowledge and are presently a 2, suggest ways to improve their rating for next quarter: You might say, "I recommend you read these magazines, check out this website, read this book," or you may assign a mentor, suggest they take this course, enroll in a seminar, etc.. Be creative about it. Be practical too. Make it personal!

93% of our business comes from referral. That's because our clients know we deliver results which in turn generate superior business results.

How your business is perceived is vital to your customer loyalty; customer loyalty is the key to long-term business success. To learn more, call us at 786.399.6571 or email us at info@perceptionlab.biz.

™© 2006 All Rights Reserved Perception Lab, Inc.

Stop Whining, and Do Something About your Customer's Perception of your Business!

Perception Lab, Inc.
The secure way to grow your business™

I don't know about you, but I believe that the #1 driver of customer loyalty, repeat business and referrals, is (by far), the customer's experience. That experience, largely forms the customer's perception of your business. And what do people say about perception? It's all reality baby. "But Mark, I'm doing all I can to make it a great place for my customers! You don't understand!" Listen: people come to you because of YOU and your staff -- not so much the product. Product can typically be gotten anywhere -- and sometimes 24 hours a day. The customer's perception is far deeper than your broad selection of radial tires, for example.

Stop whining and look at what's really driving your business (or braking it): the customer perception. Sometimes it's hard for us business owners to see the customer's rationale for how they think about us; regardless, that's how it is. We can either leverage their perception to our advantage or dig in our heals and stay rigid in our current way of doing business. Along time ago I decided to be the premier provider of small business services. And we are. No one can touch us. But it didn't happen over night. So here are 6.5 things you can do to ensure your customers get a WOW experience from you and your team (and WOW perception) –– every time –– if you apply them all (and stop whining!).

1. Pricing - Match Competitors on same Items. It's a no brainer. Just do it. Don't be the cheapest in town, but be the fairest. On any item, if you can confirm the price and the item is in stock at a competitors, match it. Okay, maybe not if it is "Crazy Al's Discount Widgets" or the Wild Wild West (aka Internet), but any local competitor that is essentially reputable. Why not? Why loose to the competition those customers who are zooming in on price? Showing fairness in pricing only lowers the barriers to the customer's buying and willingness to buy MORE. Here's something to try: if they come in with a crazy number, like 50% lower than you, just say nicely with lots of love: "So why are you here talking me and not buying it on the 'net (or competitor)?" Usually they confess: "Well, I want a good price but you guys have the best service and support." Got 'em. Remember: Customer's LOVE to buy, but they HATE to be sold, as my buddy Jeffrey Gitomer says. And it's true.

2. Flexibility - Policy Policy Policy. You have policies. But what about flexibility in policy? Many an irked customer has walked away angry to subsequently bad-mouth the business they perceived as unfair due to rigid policy. Do you know the stats on this? Hey, for every angry customer that writes you, talks to you or phones you, 6 more want to but don't. Think about that. When was the last time you noted an unhappy customer? More business has been lost to, "Well, it's our policy" than higher prices and poor selection combined. Why? Because people want to buy and they want to be treated fairly when they do. Examine your policies on return, exchange, money back, etc.; are they flexible or rigid?

3. Bedside Manner – How are your customer's greeted? What do your customers hear when they call you? How do your account managers offer to provide assistance? How often? How accessible are they? How responsive are they? What's the tone of your call agents when your call center is contacted? All these seemingly insignificant items will make or break how your business perceived? Do your staff have a willingness to serve? Do they take the business personally? Here's one for you: if you had to choose between your best sales person with a cocky attitude and your best client who spends tons of cash with you each year but is high maintenance, which would you chose to fire? The answer reveals how committed you are to how your staff treat your customers and the bedside manner they employ.

4. Enlist Vendors – Put your vendors to work. That's right to WORK. How many times they call on you and have great stuff to sell you. But if you have to choose between a vendor or a business partner, which would you select? Hmmmmm: (a) vendor who only wants to be really friendly and sell me OR (b) vendor who sees my shelves/business as an investment and wants to collaborate with me to grow the business for us both. Your choice?

5. Track – You've heard it: 'Inspect what you expect.' What does that mean? It means put in place meaningful measurements that can confirm your latest ideas, innovations, creativity and solutions are adding value to you and your customers. Better yet: regularly talk to your biggest customers and ask them how you are doing on getting the right stuff to the right place at the right time, supporting them and being a business partner to them. Now that will be an interesting meeting!

6. Followup – Every customer who buys from you, every client, every patient, every account, after you service them, close them, fit them, treat them CALL THEM the next day. "Hi, This is Mark from Dr. Jason's office. I just wanted to check in with you and verify all is well and to remind you we also called in your prescription for you." WoW. Not for you? How about, you just sold $2,000 worth of mens suits to a new client. He got fitted and picked up the suits. Three days later, you phone him: "Hi, this is Susan with Wellington Apparel; I wanted to verify you are happy with the suits. Remember: with Wellington, you have free adjustments and pressings for as long as you own the suit. You also have 10 days to return the suit or exchange it if you are not completely satisfied." Wow! It's so rare for businesses to do ANY follow up; the idea that you would do it at all, and on a regular basis will push you way out front of the competition. Want another? "Good morning Ms. Jackson; I realize you were just here yesterday for your initial visit with the attorney; however, we have found that the next day our clients may have questions now that didn't pop up in the meeting with the attorney; please feel free to either call us or email us with your questions and the attorney will typically return your call/email the same day." Whoa wow! Can you imagine? Unheard of. Yet, that's the type of follow up that destroys the competition and locks in the client's commitment: "I made the right choice in hiring that attorney." How do your customers feel about you the day after? Dull, forgetful or memorable (aka WOW)?

6.5 Commitment – "Yeah, this is great stuff, but I've heard stuff like this before," you say. Well, how long will you allow the competition to kick your can, steal your customers and dominate the market while you stand by with "business as usual?" Will you miss the opportunity to lock in your customer's loyalty by 11 inches? That's the typical distance from your head to your heart. Head knowledge is the stuff you already claim to know. Heart knowledge is the stuff you claim to know and are now acting upon. How firm is your commitment? Head knowledge or heart knowledge? Where's your competition? Decide to commit today.

93% of our business comes from referral. That's because our clients know we deliver great results which in turn generate great results.

How your business is perceived is vital to your customer loyalty; customer loyalty is the key to long-term business success. To learn more, call us at 786.399.6571 or email us at info@perceptionlab.biz.

™© 2006 All Rights Reserved Perception Lab, Inc.

Commitment Trumps Everything!

Perception Lab, Inc.
The secure way to grow your business™

"It's all about relationships," the client said. And it's true. However, relationship without committment won't last or have much value for either party. Here's a great example. Read on.

One of my newer clients has a medical retail practice. His business is fair, and I estimate he probably is leaving a ton of money on the table because of how he and his team execute their business model. If you were to ask him, he would likely say, "What business model?" (he would be laughing) Part of my methodology is to mentor the management of my clients every two weeks, and so I was meeting to review his progress from the previous two weeks. He flagged several areas of improvement, which I will share with you. The doctor client was impressed with his results; however, the trick was in his commitment to implement and follow through and not just simply because I said, "Hey, my team and I have analyzed your business and here's what you need to do, why you should do it and here's the plan to make it happen." He committed. Here you go with a few "commitment" examples from the real world.

1. Great Staff!: One of the areas of mentoring is retail sales. When I work with the staff, I give them an approach that they can internalize and make their own, although following a results-oriented model. "She is GREAT! She KNOWS service!" said the new patient to the doctor. The patient was referring to the process and treatment he received prior to meeting the doctor. The doctor client and I both grinned. If the patient had bumped into the salesperson a few weeks earlier, it is doubtful he would have had the same experience. Sales and CRM training can make all the difference.

2. Follow Up: A great "back end" revenue tactic is to ensure genuine relationships are made AND sustained over time with former clientele. In this case, the medical staff had begun implementing a follow up procedure designed specifically for them, and based on my experience with such things. The doctor client said, "We called Ms. Johnson (not her real name) for example; she was so impressed that we would call just to ask if everything was okay, she went on and on about how rare it was to get a call such as this and how much she appreciated it! We hardly got a word in edge wise other than the initial, "We're just calling to make sure everything is good and to answer any questions you may have...." Meaningful followup is powerful.

3. Breaking The Ice, Gently: "We had so much to talk about that when I finally did the demo, he was really impressed, and then confided, 'I love it, but I'm really looking for some sun glasses.' -- we were blown away." This is one tactic designed for the doctor client's staff to use to break up the typical (and usually 'no sale') routine. "Yet another new patient came in, I did the demo, and actually sold the high end gear I had demo'ed!" The premise is: if you can greet the customer soon after they enter your showroom, and then after a few minutes approach them with a great "let me show you this if you're only looking" demo," 99% of the time, the customer will love it and then reveal their true purpose for coming in rather than the usual, "Just looking" and possibly have them leave having learned ZERO about your business, your staff and not to mention buying zilch.

4. Vendor .vs Business Partner: One of the vital aspects of growing a business that is somewhat dependent upon vendors is to (a) know how their product is performing specifically in your business and (b) scheduling regular visits with them, perhaps every 90 days, to review their product's performance and ask them the hard questions: 'How will you help me sell more?' Or, 'What can you provide me to help my staff better leverage your product's value?' If nothing else, 'Please provide me with your products 'Why us?' answer so I can pass onto my staff so they may in-turn be 100% the expert with your products and our patients.' As my doctor client began to implement this approach, he began to see his vendors change from their "Sales" mode into a "how can we grow this together" mode. My doctor client said, "I felt so empowered! You were right! Now I don't just smile and nod as the vendors ramble on with their latest sales babble." This radicallly changed how he saw the vendors (resource vs. salesperson) and how the vendor saw the doctor client (savvy businessperson vs. naive entrepreneur)

5. Each of these four areas are powerful; combined, they are EXPLOSIVE in your business to generate more revenue and LOCK IN customer loyalty. In the above examples, the doctor client's patients would be insane to go to anyone else. Typically retailers have a 50%-70% stall (no sale) rate; his is now much lower and probably closer to 25% .... and declining. But none of it would have even 1% the impact without the doctor client's commitment to meaningful change, metrics and accountability. It all begins with commitment –– first to take care of yourself, then your staff and then your customers. Without a solid team, and your commitment, the customer experience and potential loyalty are up for grabs between you and your competition.

How your business is perceived is vital to your customer loyalty; customer loyalty is the key to long-term business success. To learn more, call us at 786.399.6571 or email us at info@perceptionlab.biz.

™© 2006 All Rights Reserved Perception Lab, Inc. ™© 2006 All Rights Reserved Perception Lab, Inc.

PRESS RELEASE - Perception Lab Partners with Florida Women's Business Center

FOR IMMEDIATE RELEASE - October 16th, 2006


PERCEPTION LAB, INC. PARTNERS WITH FLORIDA WOMEN’S BUSINESS CENTER
Women’s Center partners with Small Business consultancy to coach entrepreneurs


Miami, FL – Perception Lab, Inc. (privately held) announced today that they have been retained by Delray Beach-based Florida Women’s Business Center (FLWBC), a non-profit women’s business incubator.

“This is a great opportunity for us to give back to the community but also sow seeds of empowerment to a group that is ready to receive it,” said Mark Ware, Principal at Perception Lab, Inc.

The Perception Lab will be providing pro-bono workshops tailored for new business owners regardless of the specialty; the Lab will also provide, for a reduced fee, business optimization services to include study design, data collection, analysis, recommendations and project management/mentoring services.

“We continually look for real-world, tested and high-value service providers to introduce to our clientele; empowerment, guidance and business counseling are key to our mission, said Ms. Carol Langford, FLWBC Program Director. The Perception Lab brings exactly the right balance of business analysis, mentoring and results-oriented services our clients seek.”

About Perception Lab
Press contact: martha@perceptionlab.biz or phone (305) 299.8396.
An established leader in small business growth services, the Miami-based Perception Lab delivers results-oriented professional services solutions including comprehensive brand assessments, positioning, competency management, business development and mentoring.
businessmri.blogspot.com


About Florida Women’s Business Center
Press contact: carol@flwbc.org or phone 561.265.0806
The Florida Women's Business Center is the result of a partnership with the U.S. Small Business Administration's Office of Women's Business Ownership and is the premier small business resource center in South Florida dedicated to the individual professional development of women. The FWBC provides management and technical assistance, help with writing business plans, business counseling, and special workshops, which include internet training and financial literacy.
www.flwbc.org

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™© 2006 All Rights Reserved Perception Lab, Inc.

PRESS RELEASE - Perception Lab, Inc. Principal Joins SFTA Technology Committee

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FOR IMMEDIATE RELEASE - October 16th, 2006


PERCEPTION LAB, INC. PRINCIPAL JOINS SFTA TECHNOLOGY COMMITTEE
Small business consulting and services’ expert joins group


Miami, FL – Perception Lab, Inc. (privately held) announces today that Mark Ware, Perception Lab Principal and Founder, as been asked to join the South Florida Technology Alliance Committee for New Technology.

“I am flattered to be invited to work with such a professional and high-impact organization here in South Florida, said Mark Ware.

As part of his role, Mark will help the committee bring more value and impact to SFTA members while heightening the organization’s visibility to the myriad of South Florida small business tech firms and service providers.

“The committee is very pleased that Mark has agreed to join us; his depth of professional services expertise and background in technology will greatly benefit the SFTA. We are looking forward to working closely with Mark,” said Ellen Bristol, Committee Chairperson and CEO of Bristol Consulting.

About Perception Lab
Press contact: martha@perceptionlab.biz or phone (305) 299.8396.
An established leader in small business growth services, the Miami-based Perception Lab delivers results-oriented professional services solutions including comprehensive brand assessments, positioning, competency management, business development and mentoring. businessmri.blogspot.com

About the South Florida Technology Alliance
Press contact: marli@southfloridatech.org or phone 954.938.4763
The South Florida Technology Alliance (SFTA) is the cornerstone membership organization where technology leaders connect to grow the region’s IT community with a focus on improving the industry’s qualified workforce, business growth and growth capital.
www.southfloridatech.org

About Bristol Strategy Group
Press contact: info@bristolstrategygroup.com or phone 305.576.6236
Bristol Strategy Group provides strategic sales training and seminars, sales resource tools, and business planning for small to medium sized businesses in virtually all industries including the non-profit world. We’re a 10-year-old consulting company based in Miami, Florida. Our clients benefit from our decades of sales experience, strategic planning and advanced management training to kick start your company’s growth. We work with all kinds and sizes of businesses, including not-for-profit organizations and their governing boards.
www.bristolstrategygroup.com

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™© 2006 All Rights Reserved Perception Lab, Inc.

PRESS RELEASE - Perception Lab Principal Mark Ware Joins SFTA Technology Committee

###

FOR IMMEDIATE RELEASE - October 16th, 2006


PERCEPTION LAB, INC. PRINCIPAL JOINS SFTA TECHNOLOGY COMMITTEE
Small business consulting and services’ expert joins group


Miami, FL – Perception Lab, Inc. (privately held) announces today that Mark Ware, Perception Lab Principal and Founder, as been asked to join the South Florida Technology Alliance Committee for New Technology.

“I am flattered to be invited to work with such a professional and high-impact organization here in South Florida, said Mark Ware.

As part of his role, Mark will help the committee bring more value and impact to SFTA members while heightening the organization’s visibility to the myriad of South Florida small business tech firms and service providers.

“The committee is very pleased that Mark has agreed to join us; his depth of professional services expertise and background in technology will greatly benefit the SFTA. We are looking forward to working closely with Mark,” said Ellen Bristol, Committee Chairperson and CEO of Bristol Consulting.

About Perception Lab
Press contact: martha@perceptionlab.biz or phone (305) 299.8396.
An established leader in small business growth services, the Miami-based Perception Lab delivers results-oriented professional services solutions including comprehensive brand assessments, positioning, competency management, business development and mentoring. businessmri.blogspot.com

About the South Florida Technology Alliance
Press contact: marli@southfloridatech.org or phone 954.938.4763
The South Florida Technology Alliance (SFTA) is the cornerstone membership organization where technology leaders connect to grow the region’s IT community with a focus on improving the industry’s qualified workforce, business growth and growth capital.
www.southfloridatech.org

About Bristol Strategy Group
Press contact: info@bristolstrategygroup.com or phone 305.576.6236
Bristol Strategy Group provides strategic sales training and seminars, sales resource tools, and business planning for small to medium sized businesses in virtually all industries including the non-profit world. We’re a 10-year-old consulting company based in Miami, Florida. Our clients benefit from our decades of sales experience, strategic planning and advanced management training to kick start your company’s growth. We work with all kinds and sizes of businesses, including not-for-profit organizations and their governing boards.
www.bristolstrategygroup.com

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™© 2006 All Rights Reserved Perception Lab, Inc.

Real Life - WOW'ing the Customer

Recently I was conducting a workshop for budding entrepreneurs -- mostly folks already in business. It was a great time and a few super questions came at me. I thought I would share one of our discussions (cliff-notes style) with you as the scenario is applicable to everyone in business. I hope you enjoy and learn from it.

Should I Stay or Should I Go?
One business owner said, "I was closing my nails' business tonight; the lights were mostly off, the register was counted out and put away and everyone had left the store but me. I was about to leave when a women came into the store. She asked if I could take her right there and then! I thought: 'Duh! The lights are off, only one person in the store, etc.,' so I gave her a 50% off coupon and asked her to come back tomorrow morning. Did I do the right thing?

This is a GREAT GREAT question because it sets us up to talk about the heart of building revenue, customer loyalty and brand. So my initial response to her was this: "How did your response to the customer differ from what she would have received from most of your competitors?" After a moment she concluded, "Probably not very much. They would have asked her to come back more than likely and offered a discount to do so."

Exactly.

The game plan is to WOW the customer -- every customer, every day, every week, every month. But sometimes the scenario is nicely presented to you on a silver platter! And it is rarely convenient for you! This was such a scenario. I explained the following: If you do nothing to differentiate yourself from the competition AND you discount, are those the sort of goals you had in mind for your business? That is: (a) little competitive distinction and (b) discount your services OR do you want to (c) provide such a memorable experience that the customer gets AWESOME service + (d) an equally AWESOME story to go with it (staying open to personally take care of her)? The business owner chose the latter as did everyone else listening intensely and nodding their heads, "YES."

Here's what I would have done if I were the shop owner: speaking to the customer, "Oh, well you can see we are closing, our lights are nearly off and it's just me here as we are closing up; but since you came in and trusted me to take care of you tonight, I'll be glad to do so just for you. Are you ready now?" WOW! The client would be blown away! Maybe she did not realize the lights were nearly out -- some shops have low levels of lighting anyway. By informing the customer of the situation, and setting her up to hear "we're closed" but instead insisting to take her in, the customer will be thrown off and given a great experience. A MEMORABLE experience. Sweet. Profitable.

In the original scenario, the women left and may never return to cash in her coupon. She may tell others of her experience, which was not a "bad" experience, but a delaying one. If however she had been given the experience I recommended, she would be out telling her friends, family, and coworkers about the great service and experience -- guaranteed. And that would likely generate more income, repeat business and referrals overtime. If nothing else, what a great story to tell when talking to future customers?

A great question. How prepared are you and your team for this situation? Do you close up shop and turn away a trusting prospect OR do you sacrifice to WOW the customer each time, aggressively setting yourself apart from the competition and reaping the benefits? Talk it over with your team.

How your business is perceived is vital to your customer loyalty; customer loyalty is the key to long-term business success. To learn more, call us at 786.399.6571 or email us at info@perceptionlab.biz.

™© 2006 All Rights Reserved Perception Lab, Inc.

6 Simple Ways to Really Screw Up Your Business

Some things go way beyond price and product. If the service is bad, that is usually more than enough to send clientele to the competition. How about you? How is your service? Hey, if you want the shortest path to ruining your business, have poor service or even worse, don't even evaluate the service you claim to offer today. Don't believe me? Read on.

It's Cold In Here! - Getting the Cold Shoulder. Have you ever gone into a business to then be IGNORED? You may get the slurred dribble, "Can I help you?" or its abbreviated cousin, "Help you?" How do you feel? How about when you phone in and the person answering the phone keeps talking and won't listen to your query? Annoying? For sure. How "warm" are your staff? How do they greet callers on the phone and walk-ins to your business? How about, "Good morning and thank you for calling ABC Co! This is Mark, how can I help you?" Cold staff = lost business.

That? No Idea - Zero Product Knowledge. Sometimes employees are just as sweet and nice as possible and at the same time, have nothing to say about their products or services other perhaps the dull, "Everything we have is on the shelf." To which I reply, "Ok: everything I need to buy is not here so I'll go to your competitor." Try that one and see how they respond. How much product knowledge do your staff have? What about brand info? If you sell appliances and someone asks about the Maytag brand, what can you tell them? How about (I just made it up), "Hey Maytag is a stable company which has been in the business for over 110 years; in fact, they invented many of the things we take for granted today such as spin rinses, tumble dryers and automatic coffee makers." That's way beyond, "Yeah, Maytag have been around forever." Dinosaur vs. Pioneer & Innovator. Get it? What are you people saying about your products? Crappie product knowledge will drive customers to those who are trained and friendly (your competition).

Sorry We're Late; We had to Stop for Breakfast - Not getting the right stuff to the right place at the right time, setting it up correctly and answering any customer questions is very common. In fact, it's almost automatically expected. Customers hope for the best, but realize it probably won't happen. How did you feel when you took off from work to wait at home for someone promise who either was late or did not arrive at all! Many companies who serve the customer at home are aware of this, but precious few do anything about it. Next time the customer calls a competitor in hope of better service. How punctual are your employees -- with you, each other and your customers? Failure to deliver the right stuff to the right place at the right time will ruin your brand, reputation and market value; in short, it's an easy way to screw yourself out of a future.

Just Trying to Sell Me - The Checkout SellOut. We've all seen and experienced it. You shop around, you choose your item and head for the register. While there, you hear about financing, "We'll take 10% off today if you open a charge card with us!" Right. What do you do? The same thing I do: say "No thanks," pay for your stuff and leave. Most of us can tolerate a little bit of that, but when it's the extended warranty, in-house credit card, or other gimmick, we flinch and take our business elsewhere. How many people complained about Radio Shack's "your home phone please" at the checkout? Millions! Recently they changed the checkout policy, but after how many of their customers switched to BestBuy, CompUSA, etc.? What about you? Do your staff build relationships and credibility with the customer before the sale? If not, guess where your clients are headed after you do the Checkout Sellout? Down the street to your competitor. Dumping on the customer at the checkout is rude, crude, tacky and unprofessional; keep it up and watch your business die on the vine.

Sorry; That's Our Policy - Holding Up the Policy Can Cost You The Future. A few weeks ago I was in a major consumer electronics retailer. If I gave you their name, you would immediately recognize it. I'm there waiting to ask a question. I had not bought anything. I was in line at the service counter as my question was service related. While there, this couple are talking with the guy behind the counter. Over a period of what must have been 30 minutes, the guy repeatedly stated his company's policy about returns: no receipt, no money back. The couple had the product, still in the same bag from the company, but had misplaced the receipt. The item was small and faily inexpensive -- probably under $10. The clerk kept saying, "Look you can exchange it for something else but no money back or credit back on your card after 10 days." Round and round this went. If the guy has simply been flexible and given them the credit, the couple would have (a) been very grateful, (b) bought something else, (c) and told their friends about their pleasant experience with ABC company. But no. The clerk dug in his heels and refused to bring a store manager in who may have immediately appreciated the lifetime value of the customer and wanted to keep them loyal. But over a ~ $10 item, they lost the customer and gained some PR -- bad word of mouth. What about your folks? Do they "get it" about the value of your customers or do they want to be rigid and crash the customer's experience with you? What are your policies on this? How are your people trained to cope with this situation? Hold the policy line especially in front of other customers and notice how people fail to come back to you.

No Follow Up - Customer Never Hears from You Again, Unless to Sell Them Something. Here's a tip for you: the biggest (by far) source of new business for you is your existing customer base! Surprised? Consider the people you serve and sell to. If they are one-trick ponies, you have to continually search for new customers to replace the old ones. But if you have a structured mechanism which approaches the customer with a new, genuine and compelling offer, that generates income for you. Sadly, most businesses "dial for dollars" and call up their old clients periodically -- not with anything particularly useful or compelling but to say something like, "Hi Ms. Customer! This is Mark at ABC Co and I wanted to let you know I have 10% off on BBQ grills this weekend!" Yuck. Let's say that they even call during dinner! This smacks of "sales" all over it. Why do that when you can instead over time build a real relationship based on real value that is meaningful and compelling to the customer. If they only hear from you when you want to sell, what does that say about you and your value of the relationship? A lot -- it's only a sale! But if they hear from you "just checking in" periodically that's different. Then when you have something truly compelling and valuable, they may actually want to talk to you. How do your people followup, resell and maintain relationships with your customers? Failure to do so with genuine interest in the customer will quickly prevent customers from their desire to do business with you again (they'll bolt to the competition).

How your business is perceived is vital to your customer loyalty; customer loyalty is the key to long-term business success. To learn more, call us at 786.399.6571 or email us at info@perceptionlab.biz.

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