Perception Lab: Mark Stephen Ware

What's Happened?

2009-02-21T14:32:00.004-05:00

This blog contains such great material, that I have just left it up on the internet for anyone to use.

However, for the current stuff, you need to go to
www.perceptionlab.biz and click the "ezine" menu button
Linkedin http://www.linkedin.com/pub/b/792/496
Bloger http://businessperceptions.blogspot.com/

It's easy. Just click on the link of your choice and has Simon Cowell says, "Off you go!"

Enjoy

Best,
Mark

Mark Stephen Ware
Principal & CEO
Perception Lab, Inc.

Management and Marketing Advisors

™© 2009 Perception Lab, Inc. and Mark Stephen Ware

Trust - The Customers' Gold Standard

2007-03-19T22:56:00.000-05:00

A few weeks ago I had purchased some strawberry cheese cake for my wife and her sister; I thought we'd have it later in the evening while relaxing during her visit. So I go out to the kitchen and cut just a small piece. I take it into where we are watching TV and tell my wife's sister, "Hey, I have a surprise for you. You will love it! Close your eyes and open your mouth."

What do you suppose happened?

She said, "What isssssssssssssssss it?" I repeated my request, this time with more, "Come on .....and trust me."

Same results.

Third time, she relunctantly went along with me as my wife gave her the "nod of approval," and tried the cheesecake. For sure some of you are saying, "Mark, why didn't you just tell her what you had and just ask her to taste test it?" Well where's the fun in that? However, eventually she did trust me enough to try, and the results? "Mmmmmmm! Wooooow! Sooooooo gooood!" The trust paid off my sister-in-law, and I was pleased that she liked the Cheesecake.

Part of the challange was that fact that, although we are close, my sister-in-law is not as close to me as my wife, and so naturally she was a little apprehensive about trusting me about dropping something in her mouth with her eyes closed. She probably was imagining something like watermelon with salt (she hates it), but was pleasantly surprised.

Our customers are like that. "Mr. Customer, I have just the thing for you if you can give me just a few minutes of your time." Sound familiar?

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Think About This: Would your customers trust you to select all the products and services for them without them seeing anything in advance?
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When my kids were very young, they never thought once about piling in the car for us to drive them somewhere. Many times they slept in the back without a care in the entire world trusting our driving to a place they had never known about previously. Trusting. 100% completely and totally trusting. When we arrived wherever we were going, the kids would wake up and the adventure would begin.

The funny thing is the kids just assumed everything would be okay, that we would arrive as promised and that the adventure (camping in this case) would be just as we had promised. Better. And so it was.

Our customers can be like this too. They place themselves completely in our hands and just believe that everything will be great turning out exactly (or better) than we promised. This is the ideal place to be with our customers. Loyalty.

The difference? In the first scenario our customers come to us but don't know us. So it's difficult to just "sell 'em" on whatever we think they need. It takes time to establish rapport and credibility. For those in retail, they have a matter of seconds or minutes to do that. Wow. Imagine that. For the rest of us it may take weeks, months or even a year before the customer "opens up" and risks trying our product or service.

Why do you suppose the kids worked so well in the second example? Because they know the parents, trust the parents and have complete faith in the parents based on a track record -- previous experience that convinced them, "Hey, Mom and Dad will do whatever it takes to make this happen for us. Period." And so it is.

How do your customers think about you?

™© 2007 All Rights Reserved Perception Lab, Inc.

How Serious Are You About Success?

2007-03-12T23:40:00.000-05:00

How did I build my business? For sure, a lot of hard work. Hard work still. I love it, but it rarely is easy. What did I do? I became known by networking at chambers and major watering holes. Notice I didn't say "I met people" but rather I became known by others -- others who could send business to me once they knew more about me and my unique value to their business. First, they had to like me. Then trust me. Then understand me. Then understand how I could benefit their business. Then it happened. It still does. But lots of work.

I do the same with my clients.

Each month I meet with in two ways with most of my clients -- whether in Boston, Miami, Boca, Seattle or elsewhere, I am meeting with them in person or via phone. I meet with them to put them through two forms of ongoing boot camp - management training and staff (sales usually) training.

Even with the business I get via my eZine, like the you are reading now, or my blog site, or my podcasts or my google ads or my public speaking, seminars and workshops, I still meet with my clients every month. No matter how they found me, now matter what the type of work, I meet with them.

Every month.

Why? To help ensure my clients are successful. Management training means going over the numbers, sure -- but more about how those numbers were created -- Who sold? What did they sell? How are they selling? How are they doing it? Did they discount? Where's the pipeline report? Where's the project plan? How many did my client deliver late? Incomplete? Reschedule? Cancel? I point out the exact steps needed to be taken to maximize the client's business. Just about every client. Every month.

For the staff, similar treatment. It's all bootcamp baby. All work. A few laughs sure but not for long. "How many architects did you connect with? How many know you by your first name right now? How has that number changed since two weeks ago? When are you meeting with the owner?" And so on.

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Think About This: Every employee you have is a walking, talking, modeling representative of your company. What message are they sending?
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I explain to my clients, "Forget the VP, directors, managers -- the OWNER is The One -- The Only One -- who can say, "YES!" to your proposal, proposition or offer. Everyone else is a barrier to success. " Results. Results from tactics that work.

When my clients complete a session with me, many times there is a "Whewww!" like finishing off at the gym with a personal trainer -- 90 minutes later! They are sore for sure. But better. Better equipped and better prepare for the competition and success. Each month. Twice a month. A few hours each session. It takes time. It's an investment for me and for my client. An investment that pays off.

So why am I writing this? Just how serious are you about your success? Is it business as usual for you? Or do you strive for something better, something superior -- whatever your reason for more success, you have to know deep down inside that what you are doing matters. It matters to you, to your family, to your future. If you're flying blind and just going with the flow, hanging with the crowd, then find a new crowd.

Avoid the "can't do it", "never been done," "that's too difficult," "we tried it before and it didn't work" group -- instead, find those like-minded people who want to build their business, build their future and create a legacy NOW.

How serious are you about your company's success and long term future? What have done lately to prove this? How does your team feel about it? Everyone on the same page? Would your customers know?

Every month I see my clients progressing towards their goals of seriously high customer loyalty and increased sales. How about you? Start today. Start with the Business Schedule I provide you each week. Just like the one at the top of this eZine. You read it. 5,000+ other people like you read it. And then go from there.

Just like me, you can do it too.

™© 2007 All Rights Reserved Perception Lab, Inc.

Thrilled in 90 Seconds

2007-03-06T00:52:00.000-05:00

Would you believe me when I say that it is actually the seemingly small things that make all the difference to customers?

How about this: have you ever noticed that many of the businesses you enter do very little to win you over? It is like they are saying, "We're here if you need us; if you don't like it, well, there is the door. Take us or leave us. We're fine either way." What a chilling reception! I can almost feel the Arctic air blowing through me now just reliving a few of those encounters. Can you relate to this? Whenever I enter a new business (to me), I am excited anticipating the treatment I am about to get. Okay, I get disappointed a lot too (you probably do too!). We only get one chance to make a first impression and win the client over for future business. So our "first contact" is super-duper critical.

Following are a few tips on how to thrill and NOT chill your customers within 90 seconds of entering your business.

Chilling: Ignoring everything as you sit behind the desk playing with your text messaging cellphone.
Thrilling: Within 30 seconds of entering the business, greet and release the customer with eye contact and with a genuine warm "Welcome to and smile. Take control and set the tone early on.

Chilling: After 10 minutes, approach the customer while keeping your personal space well intact.
Thrilling: Warmly greet the customer, "Good morning. By the way, I'm Mark ... and you are?" Why? Just to be personable and friendly. People really appreciate the personal touch, even if they don't show it initially. And, it also helps you to remember their name the next time you see them. Ideally they should ask for you the next time they return.

Chilling: Ask the customer, "What do you need?"
Thrilling: After introducing yourself, offer the customer something - soda, coffee, bottle of water. Then begin to chat with whatever it was that brought them into your business. Why? Power of reciprocity -- you offer to give them something of value and they feel a little bit on the hook to at least give you a chance.

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Think About This: What steps has your competition taken to thrill your customers away from you?
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Chilling: Point the customer to a flip book, secured (that is, chained) catalog or dusty computer monitor to browse.
Thrilling: Provide opportunities for easy dialog - interactive displays, audio/video catalogs and kiosks -- personally show the customer what they seek while getting to know them better. Keep it professional and very friendly. Customers can tell if you're faking it.

Chilling: Always make the customer stand.
Thrilling: Provide opportunities to sit and relax (especially those dragged along!) - chairs, couches or simple ottomans. (Good example would be Macys)

Chilling: Answer the phone with the standard, "Yeah?" or "This is Mark" or "."
Thrilling: Warmly answer the phone with, "Thank you for calling < your company;> this is Mark. How may I help you today?"

Read this list again. Pick all the ones that apply to your business. Consider how you can being implementing the customer-thrilling tactics immediately. Share with your team.

™© 2007 All Rights Reserved Perception Lab, Inc.

Time is Money -- But It's All in The Timing

2007-02-26T23:10:00.000-05:00

We are all guilty of putting things off. Putting off tasks may free up time, but too often it can cost us money too. Real money. Here are a few examples of how time can directly impact our business, our customers' experience with our business and the sales growth we seek. I bet a few may surprise you.

HOW LONG? Time to acquire a new customer -- In my business, it may take months to acquire a new client (not just a prospect). Sometimes it is just a few weeks. Each customer is hard won and fought for. That "fight" typically occurs for many of you in the form of word of mouth or some form of advertising. What are you specifically doing to keep these customers you have acquired? Screw up their experience and they're gone. Few will stay loyal as a competitor offers a lower price or promises a better experience. Think about the time it would take to replace those customers and the cost to do so. Ouch.

HOW LONG? Time to irritate a customer -- The phrase, "Gone in 60 seconds," comes to mind. But you may not know it. Why? Because for every annoyed customer who confronts you in person, via phone or via letter, there are 6 more who wanted to but didn't. That is why we must always be on our guard, be responsive, and be accessible to our customers. We must always be ready to fall on our swords, so to say. How many times have customers contacted you in the past 90 days to complain? Multiply that by 6. Now multiply that by the typical dollar amount they each spend with you each year. That's the money at risk. Real risk. What will you do to minimize this?

HOW LONG? Time for an effective ad to work -- This is a great question. Let's assume the ad is well written -- conveys a unique selling proposition, conveys how you are different, conveys a "call to action" of some sort, is well laid out by a pro and in a media channel for the appropriate audience and visibility. The answer? Perhaps as much as 6 - 9 months. When I tell people that, well, let's just say I wish I had a camera. They don't believe it. And then I ask them about their own experience with advertising. "Terrible," "poor," "crap," "don't know." Keep in mind that most business owners don't even bother to measure where their business comes from in the first place. Consider this: just because a zero-result ad has been running for several weeks or months does not necessarily mean it is a dud. Simply changing the headline's copy or size may radically energize an ad. Yet, the biggest risk is not the ad's potential for failure, but rather the GAP which can result once the customer sees the ad vs. the customer's experience with the business first hand. It's true. What's been your experience?

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Think About This: Over the past 12 months, how much time have you put into reviewing these sorts of topics? Probably not enough, right?
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HOW LONG? Time to groom a new sales person -- 12 months. Maybe more. This is because people think they know how to sell, their recruiter thinks they know how to sell, and then after 90 days the results roll in. And then everyone is so surprised! "Well, he interviewed so well." "Her references were glowing." The problem is that salespeople have to adjust to a new environment, new team, new product, new service, new processes, new forms, new geography and then still may not be a great closer, or able to build rapport. The new sales person, even after mastering all of what I've mentioned so far, may be a poor project manager or be poorly organized, which will impact the customer experience as much as anything else (more usually).

HOW LONG? Time to ask for a referral -- When the customer says, "This is so great! I really appreciate what you guys did for me." That's the moment. Then, without stuttering, without hesitation, immediately say, "I am so glad to hear that. Can you think of a couple of friends or family who would also benefit from (insert your product/service). When they say "Yes," then say, "You know, I would love to meet with them. Could I ask you to give them a call tonight and just tell them about your experience and ask if I can call them later this week?" 99% of the time you will hear, "Sure." Two days later, give a call to confirm and get the names/numbers. Now when you phone the prospects, they are already 80% sold on you because your client made it happen. Sweet.

HOW LONG? Time to ask for the sale -- When the time is right. Seriously. Could be 5 minutes or a couple of hours or days or weeks into the sale. Every sale is unique. However, the universal answer is: anytime you hear, "This looks/sounds/tastes/feels/smells" great! Of course this assumes you have presented or at least discussed the total solution (don't sell anything naked! -- that is, by itself). Sadly, most salespeople do NOT ask for the sale. Fear has a lot to do with it. Selling from their own wallet or purse can be a factor. Also lack of confidence, lack of practice and lack of training can result in "no sale." How effective are your people at asking for the sale? Here's a stat for you: a typical retailer has a 60% stall rate (customer did not buy anything during the visit). What's your stall rate? What will you do about it?

™© 2007 All Rights Reserved Perception Lab, Inc.

The Best Help for Your Sales Team

2007-02-19T21:08:00.000-05:00

As I speak with business owners across the US, one of the things I have found most useful to teach is the Sales Journal. Not a device for measuring sales metrics, but rather to capture those, "Oh, if I could only have spoken with you before this customer came in!" sort of thing. Why? Because salespeople have good days and not so good days. There's always the, "one that got away" story, or the tire kicker or the customer on a "mission" that everyone wants tips on how to better handle next time.

You may be thinking, "Yeah, but I'm an attorney, so doesn't apply to me, right?" Wrong. Every PA, service provider, etc. "sells" themselves to their clientele one way or the other. Most of the time it is just as simple as, "We liked her." Or, "I just wasn't comfortable with him." Even if everything else is equal. Isn't that a hoot? In order for the customer to say "Yes," many deals actually just boil down to a gut feeling in the customer's stomach.

Okay, so how do your salespeople get the right gut feeling to occur in your customers? Your salespeople have to practice and be very comfortable when they interact with customers. Sounds so simple. Yet, any awkwardness or stuttering by the salesperson will doom the sale. Your salespeople need to practice. They need coaching. They need insights and tips. Ask yourself this: do your salespeople tell you their stories? Are they sharing with you their sales struggles? Their sales fears? Their "tried it and it didn't work" sales stories? Hmm? Probably not. Nope. That's because most bosses or owners only care about results and not the triggers to growing those results. And many business owners rationalize this by saying something like, "Well, salespeople have to learn and if they are slow at it, well, it's their commission check that suffers until they get it right." Wow -- what an attitude.

I have a great job: I get to travel, speak to groups, interact with executives and conduct meetings every week. I speak to small groups, large groups, private groups and public groups, and I can promise you that when one person's hand goes up to ask me a question, almost always there are several more that follow. Why? For lots of reasons: people just don't ask questions even when they know they should. Statistically we know that for every hand that goes up, there are probably 6 more that want to, but don't. Don't believe me? How about a flash-back to your high school algebra class. Ouch. But that was then and this is now and now is about getting better at selling.

So, if you can get your sales team to perform better, they actually start winning more business; and who wins? The salesperson? Sure. Their commission checks explode. What about the business? HUGE! And the more salespeople who get with the program, the more the business can grow. And not just because of the one time transaction with the customer, but due to more opportunities the customers have to experience your business, and your people. A great competitive edge. Sweet.

What about you and your team? How well do you know the struggles of your sales team? How plugged in are you to helping them to overcome challenges and help you grow the business (and their commissions)?

As I concluded one my client's training sessions, the feedback was, "POWERFUL!" You see, I typically meet with my client's sales team once a month or every other week, as appropriate. They know how to better handle sales situations because of the training I provide them, but becoming comfortable doing "it" in their own skin took time. And they are still getting better day after day, week after week. For sure there is a period of awkwardness and learning. That's normal. I've found I can easily accelerate this curve however by asking the salespeople to keep a journal and that's where we start at the next session. That way I am 100% sure I am giving them value and the specific answers they need to overcome sales situations the next time they experience them.

Take time today to connect with each person in your business/practice who sells or helps develop your business. Have them keep a journal, and then spend 30 minutes each week reviewing their notes from the previous week. Provide them with specific tips on how to improve. Watch your business bloom –– a beautiful thing.

™© 2007 All Rights Reserved Perception Lab, Inc.

Fly On The Wall

2007-02-12T23:11:00.000-05:00

You work hard. You have goals and action plans to grow you practice or business in spite of the economy and tight cash. And then ... your own personnel unknowingly undermine your plans by NOT being the walking/talking company representatives they should be.

Here's a typical observation from the field. Recently I was in the waiting room of a very successful construction company; along with me were two window manufacturer reps. They were chatting as I entered and continued to talk about how best to sell and that they should never talk down the competition to make their own product lines stand out. I guess these yahoos didn't believe such guidelines applied to their own company. These same guys began talking down their own product line right in front of me. Unreal. I couldn't believe it. On they went -- the weaknesses, lack of R&D, poor support -- on and on it went. Ironically, the construction company is their client and the client's receptionist was easily overhearing the conversation, just as I did.

Ouch.

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Think About This: How are you tracking the business results generated from your promotional activities?
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Now, these guys had no idea I was listening to them closely. They should have known as I do not own a cloaking device!

Do you recognize this sort of thing? Have you seen it in your own business? I swear I've observed this same kind of thing in medical offices, automotive repair shops, banks, retail stores, restaurants and salons. You probably have too. How do you feel? Awkward, right? Because it is! Not only because of what was spoken by the employees but because they don't realize what they are saying and the damage they are causing! There's no shame, no embarrassment, no regret, no, "sshh shhh someone might hear us." Nope.

Bottom-line: I can't think of anything much worse than having your own people kill business and ruin brand with ignorance. How well does your staff measure up? Here's a top 5 check list to see how they rate:

1. Do all employees really know the company's mission/vision and act on it each day? (many have no clue)
2. Do all employees know the company's strengths and share some of them with each client? (ditto)
3. Have your employees been to a client-alignment workshop (what to say/do when preparing to meet the client)?
4. Are your employees held to competency standards regarding their position and your brand?
5. Do you formally review the above 1-4 items with your employees one-on-one each quarter for reinforcement and Q&A?

Take action and decide to not let your employees accidentally stain your brand. Not with you, not with each other, not with vendors and certainly not with clients. Be the fly on your own wall.

™© 2007 All Rights Reserved Perception Lab, Inc.

When Your Business Needs Professional Help

2007-02-06T00:43:00.000-05:00

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

We've all experienced this: your coughing and wheezing; you go to the doctor. Your car suddenly refuses to start; you take it to the dealer. Like many folks, you've tried to loose weight and can't; you join a gym and work with a professional trainer. Your tooth is really beginning to give you trouble, and so you book an appointment with your dentist. Sounds about right, right? Right.

The common line in all the above was this: at some point, you figured it out that you needed professional help. In most of the cases I cited, it was about real physical discomfort (or just pure frustration). But what about your businesses? How long will you put up with your situation's "pain?" It sounds funny, but for some of you, you haven't suffered enough! That is, to realize you need professional help. Read on.

What form does "professional assistance" take with small businesses?

Ah, that's a GREAT question. So how do you tell if you're in need of professional assistance? Hmmmm. Very subjective territory. It's difficult to say UNLESS one has worked with many business across the US from a wide variety of industries and who is able to predict the likely scenarios which warrant such assistance; in this case, that would be your humble ezine consultant (me). :-)

Here are the major symptoms that indicate you are ready for professional assistance. But that's too easy. Let's a make it interactive: I've given you the top 9.5 reasons for seeking professional assistance for your business. All you have to do is read each rationale, if it applies to you, add to your overall score. So, be brutally honest with yourself, right? Right. Let's get started.

Your score is now zero. Start reading and adding (as appropriate).

1. Your business has never been professionally assessed regarding how your market views your business vs. how you want it to be viewed
If this applies to your business, add 5 to your score now.

2. You have no customer feedback data on a regular monthly basis being used to plot your business' growth strategy
If this applies to your business, add 5 to your score now.

3. You presently have zero alliances or joint ventures actively sending you new business
If this applies to your business, add 4 to your score now.

4. You have little repeat business or referrals from past clients
If this applies to your business, add 3 to your score now.

5. Your ads stink (you know it and someone has told you so) and generate little new business
If this applies to your business, add 3 to your score now.

6. You've tried as much as you know to grow your business and have had really poor results
If this applies to your business, add 3 to your score now.

7. Your people need training for customer care, account management or project management, but you don't know where to start
If this applies to your business, add 2 to your score now.

8. You thought the business was going great until suddenly your sales began to free fall and the end is not yet in sight
If this applies to your business, add 3 to your score now.

9. You do not have an advisory board OR your management team does not have expertise in growing a services businesses
If this applies to your business, add 3 to your score now.

9.5 You have zero financial buffer (no cash saved up) and sales are declining
If this applies to your business, add 5 to your score now.

Score Your Business: Add up your scores and see if your business qualifies for professional assistance.

If you scored 35 or better:
DOA: Your business is about to implode unless you act today! Seriously, it may be too late. Let's discuss it.

If you scored 27 - 34
Bleeding Out: You are in bad shape and need help immediately. Call me.

If you scored 18 - 26
Limping: You need help and should get started soon. Send me an email about what you have going on.

If you scored 9 -17
Sore Muscles: You're on the right track, but could easily benefit from coaching. Drop me a note about your business.

If you scored < 9
Pretty much fit. Congratulations! Call me, and we'll talk about partnering together.

™© 2006 All Rights Reserved Perception Lab, Inc.

3.5 Things You Want Your Customers To Know About Your Business

2007-01-30T00:23:00.000-05:00

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

Seems during the holidays that the ads, print or broadcast, were all about price and to buy NOW. What pressure. Retail results for Q4 it turns out, generally, were pretty poor overall. Lots of discounting and still stuff didn't move out the door. "Why?" you ask? I suspect that the customers just did not see the value. Nope. Nooooooooo value means noooooooo sale. Simple. So how does one solve this? Or prevent its reoccurrence? That's the question you should be asking yourself. So here you go: 3.5 things your customers should absolutely know about your business and the value you bring.

1. "No matter what you bought, you can bring it back and get your money." Sounds so simple. Yet so few businesses will do this. This is a huge competitive edge for those selling a tangible -- shoes, cars, boats, pants, watches, eye glasses. In some cases, it is as if a congressional enquiry is necessary to validate the return request even when the customer is standing right there with the company's bag, company's logo, receipt and the goods! Statistically, if you serve this sort of customer very well, this customer will go out and positively promote your business five times more so than some one who came through your business and had zero problems. Think about it. Five times the positive PR.

2. "Not only are we licensed and bonded, we are certified." If you can, say something such as, "Each year each of our employees receives over 25 hours in customer care and project management training." Wow! Imagine that. What if your CPA told you that? You have to realize that your clients assume you are competent when they come to you; it's when the service goes bad (aka you screw it up) that they begin to doubt your credibility. No surprise there. However, if you have given the clients exposure to the effort you put in to keeping your team up to date and with a great bed-side manner, chances are when things go wrong (and they will), the customer will probably cut you some slack and work with you more easily. Make it known the effort you put into keeping a top notch team.

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Think About This: What are you doing about those customers who used to buy from you and no longer do?

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3. "Each week we call 100% of our customers and say three things: (a) Thank you, (b) Is everything okay? (c) We are here for you and please contact us anytime." You do call your customers, right? If you are like most businesses in the US, you probably contact just a few, if any. How about calling 50%? 75%? How about giving a cash bonus to the employee who will call even more? Make a contest out of it, collect the results and share with the team to motivate and develop ways of better leveraging the best of the feedback, and ways to minimize the distractions. That's leadership. Watch your team follow and your customer loyalty explode.

3.5 "Our management team are committed to you, your family and our community. If for any reason you feel that you need to contact us, please feel free to drop by, call or write directly to our CEO (insert your CEO's name and direct line/address)." Okay, so if you don't follow through on this, it will blow up in your face. Ouch. But for those of you who do, and do so visibly, your clients will feel more secure in dealing with you because there is a pipe to the top person in your organization.

What is your claim to fame? 93% of our business comes from referral. That's because our clients know we deliver great results which in turn generate great results.

About Us
The Perception Lab has been described as a "personal trainer" for small businesses. Perception Lab is a full-service growth consultancy working execlusively with small to medium sized businesses throughout the US. Since 2001 Perception Lab has helped businesses grow gross income by as much as 66% within a few months using qualitative assessment tools and coaching services. Founded by Mark Ware, a professional services and marketing expert, the Perception Lab provides the critical services businesses need at a price and terms they can afford. Contact: 786.399.6571 or email us by clicking here.

™© 2006 All Rights Reserved Perception Lab, Inc.

Building Customer Loyalty – and Your Sales

2007-01-23T05:53:00.000-05:00

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

It’s a lot of trouble. It will cost you time and energy. How willing are you to do whatever it takes? What am I talking about? Customer Loyalty of course — that which gets much lip service yet has very little "backbone" in some companies. How willing are you to keep the customers you have now? For FedEx, they started working on keeping customers –– before they actually had any!

A Page From The FedEx Playbook
Many of us are aware of Fred Smith‘s graduate thesis on a hub-centric distribution system and the the ‘C’ grade he was later given. But what you may not know is that before FedEx went ‘live’, they spent two weeks handling, flying, driving, delivering EMPTY BOXES!! Yes. How easy would it have been to for FedEx to just get everything in place, complete the check list and open their doors for service? Eaaaassy. But instead Fred’s team made the extra effort of making sure they could really do what they were promising in their promotion. Imagine that: service which equals or exceeds the promotion! Imagine how many customers FedEx prevented from going to USPS or another carrier. Probably hundreds of thousands. And if you use FedEx today, you know you can count on them. And if you can depend on great service, you will likely stay with the service even when competitors come knocking and offer a cheaper rate.

But what about those times when things go wrong?

Bad-mouthing Happens; And It Will Cost Plenty
What's your plan? Do you go to the extra effort as FedEx did to ensure 100% quality control and Ritz-like customer experience? Probably not. Few businesses do. 1 out of 7 customers complain to a business when the customer is unhappy/irritated/frustrated/annoyed/disappointed; but what about the other 6? Hmmm. Who are they talking to? What are they saying? You can easily imagine. When you have experienced poor service, how did you react? Did you tell your friends? Family? Co-workers? Sure. Did you return? Maybe not. Many of your customers think this way –– more than you realize. No one is untouchable in this regard. Put another way, you can have great product, SKU selection, pricing and location, but if the service is poor or below expectations –– those intangibles you can’t qualify until experienced such as attitude, tone of voice and willingness to serve –– it’s too late. And if the business does not know for certain how they are being perceived by their clients, it can make the difference between life and death over a short time for the business.

To keep your customers, you have to know what’s working and what’s not working well. "Hey Mark, I know what my customers think of me and my business." Really? Read on. If you don’t know the specifics about how your business is being perceived, and its associated rationale, you can’t effectively manage. And unless you have someone unbiased and objective to provide the perception study for you, you won’t get the truth. Don't believe me? Think you know your customers THAT well? Do you think your customers are really truthful to your face? Ask yourself this one question: as close as they can be at times, does one spouse ever tell a small tiny lie to the other, BUT with good intentions (avoid a fight, etc.)? Of course. What about brothers or sisters? Sure. What about "best friends?" Of course. Come on. You know it's true. How much more so our business owners and clients! Ouch. So we have to be on our guard for this.

Okay, I think you got it. Or put another way, your customers will not likely be 100% honest with you about your business, but they will talk behind your back (I know as it is the foundation of my practice!).

So, here are 5 tips for keeping the customers you have and getting closer to how they may perceive your business (Be sure to print this out, post it somewhere and use a pen to tick off each of these items once you completed it):

1. Ask for their comments; make it easy; put suggestion boxes, comment cards, direct phone lines in your business. Equally important, just ask them when they come through the line or in contact with your staff, “Did we do a good job for you?” Note their comments, keep a log and go over every reported atta-boy or problem area at each week’s staff meeting (you do have a staff meeting each week, right?)

2. Keep customers informed. In your promotions, daily interaction, phone conversations and advertising be sure to incorporate what you are doing to improve the business for their benefit — shorter lines, better staff, more products, easier access, etc. You can't just say, "Lower prices!" as everyone does that (and few really have those prices anyway). I have read that the Container Store sometimes keeps store positions open for weeks to find the right personality as they can teach the needed skills. If you have been to a Container Store, you know how well they do at having the right staff mix and competency. Above all, their staff have the attitude and willingness to serve. WOW!

3. Take it seriously. Companies are famous about talking customer care and value but delivering poorly, usually because these same companies don’t measure how they are being perceived by their clientele in the first place. If you are the CEO, COO, CCO or other senior executive, now is the time to prime the pump and get your team on board with customer loyalty + more effective advertising/promotion. Do the math: it’s much cheaper to keep the clients you have than having to continually replace them. Better still put customer loyalty activities on your management team’s competency planning program and tie it to revenue and bonus. That’s sure to get attention.

4. Keep the media informed. Ok, maybe not CNBC will be knocking on your door, but when companies get serious about loyalty and improving their ‘business hygiene’ that’s a credible news story; what’s better is that with such an announcement tethered to targeted metrics, you can conduct a follow up communicating how it went and what the market’s feedback has been. Nice.

5. Hold Customer Summits. Go through your client list; identify the major accounts that are making up your revenue; and then invite them and their spouses to an all expense-paid event and update on your progress. So maybe you can’t afford to put everyone on a huge yacht for a long weekend, but do what’s appropriate for your clientele — rent a meeting room at a local upscale hotel, or the conference room of a nice restaurant. Be creative. But do it! Your clients will feel closer to you, feel more appreciated and better informed. Plus they will eat and have fun at your expense! You will see it returned in future sales and expanded revenue via their friends, coworkers and family.

™© 2006 All Rights Reserved Perception Lab, Inc.

4 Things You Absolutely Must Do This Year for Your Business

2007-01-20T12:26:00.000-05:00

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

Ever weigh yourself? Sure. We all have. Why do we do it? Hmm. Some for different reasons, but for most of us, if I may speak for most of us for just a moment, we weigh ourselves to check in and perhaps "do something" about it. Some do. Some do not. But for those who do, and stick with it, the results can be, well, overwhelming.

So how does this relate to our businesses? Simple. If we care about the longivity of our business, if we care to not only grow the business but maximize the business, we must measure. Weight?! No. We must measure a few vital items, a few of which are listed below for your convenience .... and action.

Here are 4 GOTTA DOs for your business. No way around it: these must be implemented IF you want to have a shot at improving your customer loyalty and business' gross income. Just for fun (okay, not THAT much fun), I put them in reverse order.

MUST DO #4: I am SHOCKED to learn many businesses do not measure anything beyond sales and margins. That is like a hospital counting full beds and ignoring fatalities from botched procedures! You gotta measure. Measure everything that impacts your customers' experience with your business, company and people. That means measuring areas such as delivery, account management, installation, consultations, designs, coordinations, warranty repairs, setup/calibrations, access, responsiveness, and organization. Then ask yourself this ONE SIMPLE question: "How can we double our effectiveness over the next 30 days?" If you do not measure, you cannot begin to answer that one simple question. Get it?

MUST DO #3: "I have a sister with Pagemaker and a Laser printer for my ads." WRONG. Most advertising seems to be a crap-shoot. In reality, a thoughtful and professionally designed campaign – ads, business development tactics, CRM, ROI, etc. –– will make a HUGE difference: business results! Fight the urge to go cheap (not the same as "cost effective") and bring in a pro to work with you as you get the word out about your business this year. Look at your operations and determine where you could benefit from an external professional.

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Think About This: Why did the majority of your salespeople miss their quotas last year and few rise to the top?

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MUST DO #2: "These morning meetings are a waste of time!" ... and many are. Are yours? (Ohoh –– You do have morning kick-off meetings to set the tone for the day, right?) The ONLY way around this is to do two things: (1) make the agenda (you have one, right?) meaningful and not a "state of the union" address. (2) Empower your team to own parts of the agenda and present material instead of you doing all the talking. Employees will feel empowered and have a sense of ownership. Watch your team's morale increase. Watch your customers notice your employees. Surprise! This will work if you sell soda at the grocery store, shoes at the mall or wills & financial planning at a local law firm.

MUST DO #1: Follow up with every customer after every sale within 5 business days (adjust for your specific business) and simply say three things: (1) "Thank you for purchasing with us." (2) Ask them if 'all is well' and if they have any questions. (3) Tell them they may contact you at any time. Tell them about your 100% money back guarantee, contact number and website address for more info. Do this every day from now on. Your customers will be THRILLED as very very very few of your competitors will do this. For bonus points do this: call again after another 60 days those customers who had the larger purchases and see how appreciative they are. Your loyalty will begin to explode! Good for you.

What is your claim to fame? 93% of our business comes from referral. That's because our clients know my team and I 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 by clicking here.

Giving Back
Now when you work with us, we will donate a portion of our fee to the charity of your choice. What's yours? United Way? Red Cross? Cancer Society? MADD? We'll even provide you with a copy of the receipt. Nice. Call or drop us a line for more info.

Privacy We do not share nor sell our subscribers email addresses; your privacy is assured 100%.

Opt Out To unsubscribe to this eZine, first realize you will be missing out on powerful insights each week; sometimes, they are even funny (or at least cute!). Second, simply click reply and put "unsubscribe" in the subject. But sure you cite your correct email address. You are done.

Like what you read? There is more: check out our website.

About Us
The Perception Lab has been described as a "personal trainer" for small businesses. Perception Lab is a full-service growth consultancy working execlusively with small to medium sized businesses throughout the US. Perception Lab mentors business owners regarding how to significantly grow sales and provide Ritz-quality care to customers. Since 2001 Perception Lab has helped businesses grow their gross income by as much as 66% within a few months using qualitative assessment tools and coaching services. Founded by Mark Ware, a professional services and marketing expert, the Perception Lab provides the critical services businesses need at a price and terms they can afford.

™© 2006 All Rights Reserved Perception Lab, Inc.

Perception Lab Client Sees 66% Sales Increase Over 8 Month Period

2007-01-20T12:24:00.000-05:00

For Immediate Release

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

Perception Lab Client Sees 66% Sales Increase Over 8 Month Period
Pompano Beach Florida Optometrist Grows Practice with Guidance from
Miami-based Perception Lab, Inc.

Miami, Florida
We are pleased to announce the end-of-year business results of
Sherwood Optical, a Perception Lab, Inc. client. From April 2006
through to December 31, 2006, Sherwood Optical has grown its gross
income by 66%. The practice has been in existence for many years and
in late 2004 was acquired by its current owner.

"Our goal is always the same: grow the income for our clients. The
eight months we have been working with Sherwood has been a lot of
work, and the results speak for themselves. A lot of the credit goes
to Sherwood's owner, Dr. Ralph Bourjolly and his team. They actually
made it happen and are a pleasure to work with. We provided the
analysis, recommendations and detailed implementation strategy while
working closely with Dr. Bourjolly each month," said Mark Ware,
Perception Lab, Inc. Principal.

Perception Lab, Inc. had developed and conducted a custom perception
study which revealed specific traits that significantly helped
Sherwood improve its customer loyalty and revenue. Over
approximately 45 days, the study results and action plan were
presented to Sherwood's staff and management. Implementation of the
recommendations soon began.

"We're thrilled with the 2006 results," said Dr. Bourjolly. "The
analysis, high-quality care and coaching we receive each month from
Mark Ware and the Perception Lab team really put us on the map. We
received the study results of course, which revealed several
insights, but it was the staff and management training, along
processes and metrics such as how to construct joint ventures, how to
sell, how to better advertise, how to followup and really care for
the patient after the sale, that made the major difference. Now we
are on track for a super 2007 and know we will be making the most of
every opportunity while providing the absolute best in patient care
and value. I can say our patients have noticed and brought us even
more business. We could not have done it without the Perception Lab
team and Mark Ware."

About Perception Lab
Contact: Mark Ware at (786) 399 6571 mark.ware@perceptionlab.biz

The Perception Lab has been described as a "personal trainer" for
small businesses. Perception Lab is a full-service growth
consultancy working execlusively with small business owners
throughout the US. Perception Lab shows small businesses how to
significantly grow sales and provide Ritz-quality care to their
customers. Since 2001 Perception Lab has helped businesses grow
their gross income by as much as 66% within a few months using
qualitative assessment tools and coaching services. Founded by Mark
Ware, a professional services and marketing expert, the Perception
Lab provides the critical services small businesses need at a price
and terms they can afford.

™© 2006 All Rights Reserved Perception Lab, Inc.

Be True to Thyself

2007-01-09T00:11:00.001-05:00

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

I love this story: Alexander The Great is said to have met a young solider who had ran from the front lines, which at the time were under heavy attack. Eventually the solider was captured and taken back to stand before the great Alexander where the solider was asked his name. The solider replied, "Alexander." Alexander The Great responded, "Well, you need to either change your name or get over your fear of the enemy."

Alexander The Great knew the power of brand -- his name, his reputation was everything. We can learn lot about brand from him. How's your brand? Does yours measure up? Doesn't matter if you are a doctor, lawyer, CPA, ad agency, IT company or shoe repair shop –– brand is everything! I'm going to share with you 6 ways businesses blur their brand and forfeit sales all too easily. Ouch. But I'm telling you in advance, which is great news for you! Okay; here you go.

#6. Accountable Accounting
How do your clients learn of their bill or project status with you? Is it a surprise after you have delivered your service or product? Better companies have a best practice of providing weekly project and billing updates to their clients. Be different: communicate weekly to your clients about their bill and ask about their experiences with your company. My team and I send our clients a one-page project status update every two weeks and encourage feedback.

#5. More Than Selling
Does your sales team know your company's USP (Unique Selling Proposition)? Sadly this is one of the most unknown and (if known) understated pieces of information conveyed to prospects. The 2nd most common? The business impact a service has on its client's revenue/customer retention on an ongoing basis. Sell with confidence: sustain sales with measurable value metrics that really matter to the client, and then tell the client how you are improving their business for them. Nice.

#4. Planning to Plan Well
Do market needs drive your marketing efforts, or does your planning attempt to drive the market's needs? Be even more different: before investing tons of cash or making strategic decisions, first know what your market wants, likes, hates about the service YOU are providing today. Then you will be in the perfect position to discern where to invest and how to measure its impact. Makes sense.

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Think About This: When a customer begins to talk about you/your business, what do you suppose is the first thing to come to their mind?

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#3. Fingering Competition
Who is your competition, according to your clientele? Ah, you probably don't know! Many business owners have no idea. What would your referral sources say? How are your competitors different from you? Why? How does the market's perception of the competition change over time? Referral sources and clientele are the only two sources of revenue that matter to you; they also know who your competitors are and how they measure up against you. Know your competition and plan accordingly.

#2. Delivering Delivery
Does your team deliver the right stuff, the right way, on time and in the right location –– the first time, every time? Chances are that your business is similar to most in that 90% of client complaints have very little to do with products but rather service -- how we delivered, where we delivered, when we delivered, attitude, willingness to serve, etc. Before you promote your business, first fix (or at least check) your service delivery. I can hear you now, "Hey Mark, I'm a CPA and this doesn't apply to me." I call this, "DENIAL." Of course it applies to you. In fact, it applies MORE because you are a PURE service provider which means the only thing you do is done by you or your people 100% of the time. So if you get it wrong, that's a delay. For example: late contact for tax season, late followup, late filing, late Q&A with the client.

#1. Keeping the 'relate' in Relationship
Do your clients know you care? Really care? This is VERY hard to fake. Customers know. Do your clients receive a weekly dialog/update from you? Do you query client feedback at project start, mid-point and completion? Do you follow through on the comments you have been given? Do you provide follow up with C-level client staff to ensure they know (for certain) the value you are delivering to them and its impact on their business?

Some Final thoughts
Imagine if Alexander's army had been disorganized -- not knowing its battle plans, not able to communicate or didn't adequately train its soldiers. History would have recorded Alexander the Weak, or someone else as "The Great." So too for our businesses. Know your business, know your weaknesses. Leverage your position. Don't wait. Or as with Alexander the Fearful, your company too may have to change its name.

Thanks for reading.

Mark Ware
Principal
Perception Lab, Inc.

™© 2006 All Rights Reserved Perception Lab, Inc.

Eleven Inches Just Might Save Your Business

2007-01-01T23:50:00.000-05:00

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

It's now 2007 and time to THINK about what you will be doing this year to boost your business/practice to the next level. Any ideas? Any plans for the ideas? Hmmmm? Don't worry; you're not alone. Read on.

I can't tell you the number of times I've sat with business owners, discussing their options, next steps and all the while they are doing this: nodding their heads 'YES.' And then I ask the question, "Why are you nodding your head so much?" They tell me, "Because what you are saying we agree with and have even considered doing some in the past." So I ask: "What stopped you?" "Don't know," is almost always the reply. "Dont' know." What a shame. Great business, great market, great economy or the exact opposite and business owners ignore the critical things, the not-rocket-science things, that will save their business and ultimately grow their future. Too bad for them, but great for you as you shall soon see.

I call this the "Missing by 11 Inches" syndrome too many business owners suffer from --- that is, the distance from one's head to one's heart. Why? It's simple. The typical scenario is that for which we already have all or part of the information we need; for example, we should all exercise regularly but few of us do. We all know that, but not many of us do it. Get it? So we don't move this knowledge from the head and to the heart and act on it or make the smallest commitment to meaningful change. Thus we miss the opportunity, in the exercise case of better health, by 11 inches. Here are a few business examples. See if you can spot yourself /your company in some of these. I bet you will.

Typical - "We are taking every deal that walks through the door and still can't grow sales."

Missing by 11 Inches - So you've probably heard that businesses do not thrive in a vacuum; they must be cared for and that will often require relationships with business people from the community –– people who value your product/service and way of doing of business. The fancy word for this is "synergy." You may be saying, "Sure Mark, I network. I know I need others too." Ok. So you have to raise the game. You have to seek these people out and build your case to work with them (not just see them socially only) -- gaining their trust and ultimately access to their clientele as you give access to them for yours. Check out our site at businessmri.blogspot.com for more ideas on how to do this.

Typical - "I talk to my team, but they really don't seem interested in the business; they're just there for a check."

Missing by 11 Inches - Have you ever heard, "Rules without relationship leads to rebellion?" It's one of the tips I picked up when I became a parent many years ago. In other words, you can't expect anyone to show interest if there is nothing in it for them and some basis for relationship between you and the staff. Besides, you do all the talking! I have not met an employee yet who gets excited about the thought of a morning meeting! Just doesn't happen. Until I get involved. So the deck is already stacked against you. But you could do the following: (a) use a brief meeting agenda to stay on track, (b) have one or two employees prepare to take part in the meeting and lead a discussion, (c) update the team on new products/services coming to them soon and (d) empower them with a quarterly review of key metrics (CRM, industry knowledge, technical knowledge, sales goals, etc.) and provide them feedback each quarter on how they are doing. Want more? Have two of your employees talk about those things which went very well last week in sales (no matter how small the deal or how new the employee).

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Think About This: What have you done differently over the past 30 days that has improved your customers' experience with you? Anything?

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Typical - "When we sell, it tends to be the usual stuff and not the better products we offer. I don't know why."

Missing by 11 Inches – Opportunity awareness is critical. Nothing new there. But what are you doing about it? You and your team have to adopt a philosophy that says, "We will get the customer all that they want and all that they will need." It's that "need" part that is different. Most sales people or professional services folks (CPAs, attorneys, doctors, etc.) simply "take the order" rather than spend time to probe and get to know the client and determine what is truly best for the client, setting cost aside momentarily. After all, the client is coming to you as the expert and won't be shocked if you suggest an approach that differs from the mind set they had when meeting with you the first time. Set money aside: determine what's the best approach for your customer's scenario and start with that. Let the client respond to your suggestion and go from there. No short cuts; it's all relationship and trust.

Typical - "We advertised for months and still saw very little result."

Missing by 11 Inches - Effective ads are far beyond an "idea" you may have had and a friend with a copy of PageMaker! And it's true. Advertising is no "silver bullet" either; however, when integrated into a thoughtful strategy using varied tactics, advertising can be very effective. That means having the right visual, the right copy and placement in the right media. Unless you're a pro, it is best to hire someone to take this on for you. Preferably someone with services expertise.

Typical - "We are open from 9 to 5 every weekday except Friday."

Missing by 11 Inches - Bankers' hours? Not good unless you are selling only to bankers! Look: the only true differential you have over the competition is yourself and your people. That more than anything else will determine customer loyalty relative to the customer's experience with your business, IF YOU LEVERAGE IT. So, be open. Be prepared. Be open every week day. Open weekends if you can. Start early and stay open until 7 or 8. Why? To give your customers more opportunity to experience your service - that which sets you apart. If you restrict your open time, you are basically saying "I'm too busy" or "I have enough business." Neither should ever be true for the entrepreneur. If your business is in demand, better to strategize a better way to care for that demand rather than turn it away and build poor word-of-mouth advertising (ouch!). Not too comfortable with your customer service and follow up? Call me for more ideas and pricing.

Typical - "We need more income, but we can't think of more products to offer."

Missing by 11 Inches - When I hear this I am reminded of the, "Everything we have is on the self." Right. The solution to selling more rarely lies within your existing product line where margins may be thin and availability universal. How many places can I get gasoline, for example? Hundreds! So the solution lies within creating value added services which (a) have higher margins, (b) help drive a large competitive edge between you and the competition and (c) give your people a chance to show their stuff! For example: Let's say you have a tool shop; you sell tools -- drills, saws and accessories. What if you offered a new service that not only repaired tools, but also offered to pick them up, repair them and return delivery to the client the same day? What if you offered free pick up/delivery within 5 miles? The point is this: the offer is there and it stands out. Perhaps a few will take you up on it and actually require you to make the trip. But, you will have distinguished yourself from the competition and left them in the dust with their standard tools sales and service. Get it?

Typical - "Once the purchase is complete, we are anxious to move onto the next customer."

Missing by 11 Inches - Nothing wrong with this other than you have to be very careful ensuring you do the post-sales work too. So the deal is done. Off she goes. Now what? Onto the next target? Maybe. But don't forget to make a note to contact her within two days and "check in" on her. Doing this one thing on a 2, 14, 30, 60 and 90 day post-sale cycle will do more to promote positive word-of-mouth for your business than any ad could possibly do. But you have to be organized, committed and make it happen every day with every customer. Imagine how you would have felt if your car dealer, doctor or CPA did this for you? WOW! You would be SUPER loyal more than likely and sending your family and friends to them automatically. What a great place to be in your business, no?

So there you are. Several primers for 2007. Why wait? You waited all through 2006. NOW is the time to get started and THINK about your options. Email me for more information on getting started.

What's your claim to fame? 93% of our business comes from referral. That's because our clients know my team and I deliver great results which in turn generate great results. My clients know they are working with The Pro.

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 by clicking here.

™© 2006 All Rights Reserved Perception Lab, Inc.

Now Is The Time To Be DIFFERENT!

2006-12-25T23:40:00.000-05:00

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

If you're like me, you LOVE your job. I have best job in the world! And I work for the best clients anyone could ask for. I guess that's why I so much enjoy writing you a brief note each week. This time is SPECIAL however. You have probably thought about it, talked about it and maybe even wrote some notes about it. What will you do differently next year? Well, it's 2007 in just a few days, and time to BE different. For those of you who have been following me for sometime, you know 'being different' will be a huge part of your competitive distinction. So what are you going to do? Where will you start? Hmmmm??? Exactly. Well, I'm going to give you a few examples and hopefully you will get inspired to MAKE IT HAPPEN!

1. Charlie Brown - a cartoon from the 1960's changes how we think about cartoons and ultimately holiday TV specials. Yet, did you know that the producers of, "A Charlie Brown Christmas" were highly criticized at the time by CBS TV network executives? "Why are you mixing jazz with Christmas!?" When the special aired, CBS got 50% ratings -- that's 50% of the ENTIRE TV-watching US saw the program! Remember, back then there were only three networks and lots of visibility –– so the risk was especially high. The result? A new genre of holiday specials paving the way for even more. Ever heard of snoopy?

DIFFERENT: Mix it up -- take risks with what your customers typically expect. Give them MORE and in an unexpected way.

2. The Beatles - The Band many love was turned down -- repeatedly turned down --- by ALL the major recording labels in England. Why? They were not exactly what was being sought out, or so the record executives thought. Too much risk for the labels. And the hair! That's because executives thought that they knew what the next BIG THING would be, and like most people when they try to predict the future, they are wrong. The Beatles went on to break the mode for what a rock band should be -- "Yesterday" comes to mind: a solo acoustic guitar and soft backing strings. The rest is history.

DIFFERENT: Develop a unique look, sound or treatment your customers will not soon forget! Look at the competition and then don't do what they are doing. Standout as you promote your unique value.

3. Dr. Suess: Green Eggs and Ham is a mega-classic read for many generations. Yet, back in the day, Dr. Suess was turned down for YEARS by every major publisher. Not just once, but several times. After years of failure, eventually someone gave Dr. Suess a chance. And from his genius came, "Green Eggs and Ham" and "How The Grinch Stole Christmas," and other holiday favorites. I bet you grew up reading/watching Dr. Suess, right? Me too. And my kids too.

DIFFERENT: Develop a concept, believe in yourself, and run with it! Never give up!

4. Google - When Yahoo and Alta Visa dominated online searches, and they did with unbelievable visibility, why would anyone want to create a new internet search engine? That's crazy! But Google went on to prove the critics wrong. Really wrong. Terribly wrong. MASSIVELY wrong. When you think of the internet, what company comes to mind? Ah ha! Google. Have you seen their share price? WOW.

DIFFERENT: Take risks and reset your customers' expectations of how your industry delivers its customer experience and value. Never compete. Instead, strive to be the innovator and best in your industry.

What’s it all about?
In a nutshell it means that people notice and remember those places and things which standout, which often requires taking risk –– sometimes more than one would personally prefer! For us business owners that means the customer takes away with them their experience which goes way beyond price and product alone. It’s the total experience. What about you? What about your business? How do your customers perceive you? Do they see your business’ value the same way as you do? It’s not rocket science, but you have to do it: if you don’t measure, you can’t know. And if you don’t know, how will you grow the business intelligently?

93% of our business comes from referral. That's because our clients know my team and I 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 by clicking here.

So cool! Beginning this month, when you hire us, we will donate a portion of our fee to the non-profit of your choice. What's yours? United Way? Red Cross? Cancer Society? MADD? We'll even provide you with a copy of the receipt. Nice.

™© 2006 All Rights Reserved Perception Lab, Inc.

Back to Business Basics means Back to Reality!

2006-12-19T23:20:00.000-05:00

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

As we round out the year 2006, take few minutes to reflect. How was this year for you? Could you have done better? Perhaps you know you left money on the table. Sure. Do you know why you did? Maybe. Do you know how you will avoid this in the future and the specific steps you will take? Probably not. Ah-ha! So ponder the following 10 items and see if they click with you as you begin to plan for your successes in 2007. I think you will have lots to think about.

10. The nitty-gritty
Many firms say they care; they may even have a customers’ ‘Bill of Rights.’ But nothing speaks louder than compensation (usually in the form of money) when it comes to correcting a bad customer experience; that is, the art of making things “right” with the customer. It's actually a serious area of academic study called, "Service Recovery."

Reality: How does your business reflect your commitment to customer value and quality? Be specific. Be Honest.

9. Signs of Commitment
While reviewing their customer satisfaction and retention stats, one gravel company decided to take a stand on both quality and customer retention simultaneously. They wanted to show their true commitment in a meaningful and tangible way. But they were a gravel company. What if some rocks “didn’t measure up?” They didn’t make the rocks; they mined the rocks and delivered them. What could they do to show their commitment to real value and the customer? They did what many business would simply never do. The bottom of their invoices read, “If you are in anyway dissatisfied with the materials we have provided you, simply draw a line through the item, deduct its price from the invoice total and pay us the difference.” Imagine your HMO doing that, or your car dealer, or your airline or your cable provider. Wow!

Reality: What three things does your business do to ensure "WOW" experience for your customers?

8. Bed, Bath and Beyond: whatever it takes
Whenever we go into a Bed, Bath and Beyond, I have to tell you that their service is excellent. But not just that. They are willing to be helpful. They are friendly. They greet you when you come in and and when you go out. There are no carts to navigate around in the parking lot and the store always smells great and looks tidy! Plus, the product variety and quantity — well, more than ample –– beyond!

Reality: What is the attitude of your team towards service? Taking the business personally? Serving others?

7. A really quick exit
Most of us are technology junkies — PCs, iPods, MP3 players, Palm pilots, cell phones and more. Still, whenever I enter a store and have to wait for the cashier to process my credit card, it can be annoying. I’m use to “real time” - broadband speed! When I have to wait excessively, it’s difficult. However a shining example comes to mind: Home Depot. I don’t know anything about their network, how its configured or integrates into AMEX/VISA/MC, but I tell you this: it is by-far the fastest anywhere. Once my card is scanned, within one second -– POOF! –– out pops my receipt and I’m gone! Excellent. I love it. Home Depot really sets the standard for Easy Exits. Think about your local grocery , electronics or furniture store. Most are not anywhere as fast -- not even 50%. Not even 10% in many cases. A speedy exit makes my shopping experience that much better. Just one more reason to shop again!

Reality: What barriers are keeping your customers from coming back to you exclusively?

6. Pages from Sam Walton’s playbook
King Solomon said there was nothing original under the sun. I believe it. Thus the expression, “Stolen with pride!” Let me explain. Successful businesses watch and emulate other successful businesses. Bank of America (B of A) has done so and executes faithfully. I have had several accounts with other banks, but B of A does it best. Why? How many times have you been greeted at the door when you entered a bank? How many banks play some contemporary music to break up the all-too-often boring lobby? B of A does. It’s great service. They have coffee on tap as well. And when you leave, they say, “thank you” to keep the service momentum. It’s so refreshing to do business with such a bank. Ok, I realize there are other banks who probably do some of this stuff too. If you have experienced them, do tell!

Reality: How well does your business accent the ordinary to enhance your customers' experience?

5. Happy Returns
Another great success story comes from Wal-Mart. Have you ever returned anything to Wal-Mart? (don't tell me you have never shopped there!) You don’t have to have a receipt, original packaging or even the bag it came in. Just return it, and they will give you cash or an in-store credit (case by case). It’s soooo smooth to return something, it’s almost like you could walk in without the item, tell Wal-Mart how it failed/broke/etc. and get your money anyway! So nice. No hassle. That’s how it ought to be.

Reality: Has your business created a “hassle-free zone” to protect your customers experience with you?

4. More Commitment
Here's another: If you have your own network, you know the hassles you can experience with your IT. I love Sprint’s business ad. It said (well, Selma Ward said ...) if your network goes down for any time at all, your next three days are free + a free Cisco router. Does your cell phone company back up its service that well? Or even your long distance? Or your ISP? Nope. Probably not. Sprint backed up its value claim (100% network reliability) and put some ‘skin’ in the game too. Very nice. How refreshing, and what a great value differentiator.

Reality: How would your customers' say you back up your value claims?

3. The Standard
As far as online convenience, support and customer catering goes, who is better than Amazon? Let me count the ways: aggressive pricing, awesome variety, special features & promos built just for me; peer reviews of products I’m interested in; options to buy it USED. It's ONLINE 24/7! I could go on. Another example? iTunes. What a greatly executed concept. These guys do it right. They may not be as profitable as they want to be, BUT the customer retention model is rock solid.

 Reality: How flexible are you at catering to your largest customer segment? How easy do you make it?

2. Taking Care of Business
Mutual Service Corporation (MSC) is a fairly large financial broker/dealer with thousands of agents spread across the country. They were a client of mine. Let me tell you: each agent is an independent selling equities, insurance — whatever mix makes sense for their business. MSC is the “good steward” providing the product, technical support and regulatory interface for their agents. MSC is so good at caring for their agents that MSC knows the names of each agent’s family, knows of recent family and business events , and provides direct access to the MSC brass. That’s because MSC’s management has fostered an attitude of genuine care throughout the organization. Oh, and MSC officers are also as tuned in to their own employees as they are to their clients. WoW. What do you suppose the MSC agent or employee churn rate is? Answer: VERY VERY VERY low.

Reality: How committed are your staff to your business and your customers? How do you know they know?

1. Super Service
Once upon a time my family and I lived in England for about 10 years. We loved it. But once stateside in Dallas, we immediately sought out a place for dinner our first night back in the US. We were new to the Dallas area and had really no clue about where to eat — we were in search of Texas-style BBQ! One restaurant seemed to fit the bill. We went in and were very impressed with the menu and variety. It was very western -- boots, saddles, etc.. We chatted with the manager and mentioned that we had just stepped off the plane a few hours earlier and how glad we were to be back in the USA. We paid for our order and sat down. The manager soon came to our table with three huge platters of everything Colters offered — you name it, it was there — and all BBQ. We were in, well, ‘hog heaven’! He said it was ‘on the house’ and wanted to say welcome home and back to the US. Guess where we ate often for the next five years when in need of anything BBQ? Yep: Colters. Every time.

Reality: To what lengths will you go to show your customers they are really truly important to you?

What’s it all about?
In a nutshell it means that people shop where they are treated well — and that goes way beyond price and product alone. It’s the total experience. Doesn't matter if you are an attorney, CPA, florist, window cleaner, sell shoes or landscaper. What about you? What about your business? How do your customers perceive you? Do they see your business’ value the same way as you do? It’s not rocket science, but you have to do it: if you don’t measure, you can’t know. And if you don’t know, how will you grow the business intelligently?

93% of our business comes from referral. That's because our clients know my team and I 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 by clicking here.

™© 2006 All Rights Reserved Perception Lab, Inc.

Miss the Fundamentals and Screw up the Relationship

2006-12-12T19:33:00.000-05:00

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

Below are my “Bottom 10” – the major things small businesses do to ruin their customer experiences and relationships. Maybe you’re like me: my experience with a business will determine if I came back often or refer my friends and family to the business. Sadly, in too many cases, the business owner does not even realize they are hurting the relationship. Read on.

#10. Good Intentions... Some venues require their personnel to wear rubber gloves similar to what a nurse or doctor would wear. At first, I thought this was really great and a super differentiator in delivering service. However, over time I saw the restaurant personnel sweeping the floors, taking out the trash, making burgers, dishing fries, taking money, swiping their faces – all with gloves on. One word: gross.

What does your company do in the name of "value" which may not be utilized correctly or having the opposite impact you intended?

#9. The Waiting Game. Ever had to wait for your doctor? How about wait and wait and wait? Certainly other patients are usually in front of me, but also “drop ins” who just had a question, or wanted to discuss their billing. The worst: drug sales reps who just show up, ask for the doctor and more or less walk in. Hey! What about us who booked an appointment and have been waiting for over an hour! Add to the scenario a receptionist who whispers to the sales rep, “He’s [the doctor] with a rep now; you should be able to see him in about 10 mins.” How insulting. And that is before I got in to the “treatment room” --- often a synonym for “another waiting room.”

Think about your business; do you keep customers on hold? Do you have a live person answering the phone? Does your team personally speak to the caller or defer to voice mail? If your customers were brutally honest about your accessibility and responsiveness, how would they rate you overall? What steps can you take now to improve?

#8. “How may I help you?” How often do you hear that? Not much anymore. How about, “Hello, welcome!” Or, “We’re glad to see you! Please come again!” Rather it’s, “Thanks.” Or, “Have a nice….” said by a mumbling cashier who is more interested in talking with his/her friend at another checkout or the person bagging your purchase. Today one is fortunate to have a cashier look at you and say anything at all.

Think about your team. When they engage your customer, are they "THERE" with the customer? Are they paying attention and catering to the customer? Is there eye contact and a smile to go with it? Does the customer notice?

#7. Cart Dumping. Why can’t some businesses retrieve carts back from the parking lot in a timely manner? I really hate having to navigate carts in order to park – just hoping no one will slam a cart into my car. “Cart dumping” is a major part of the criteria that determines where I shop.

Perhaps you do not have carts being dumped in your parking. How is your website? Do you make the customer click and click and click and click to find information? And your phone? "Press 1 for ...." and "Press 2 for ...." can really amplify an irritated customer. How "clear" and "easy" is the path to your business and your people?

#6. “Sale! Sale!” Have you noticed those businesses which seem to have a continual sale? The same signs are on display forever! Do they really think that those of us who shop in the area won’t notice? For months? Years?

In your business, what signs does the customer see? Usually it is all the things that cannot be done: "No Refunds or Exchanges" or "Do Not Touch -- Ask for Assistance" How customer friendly and encouraging are your signs? I have a client who, with our help, developed his Customer's Bill of Rights (Top 10). He had it professionally printed and posted throughout his store and has his staff point out a few Rights to the customer as they talk.

Take the Poll: Click here to take this week's small business poll: "What percentage of your business is from referrals?"

#5. Looking for help. How many times have you been to a business and the attitude is, “What do you want?” Major brands have this problem too, and it is a growing one. Why is that? Perhaps because of the booming 90’s many people developed an attitude of mediocrity? Or because business was soooo good we (the customers/clients) began to look alike and blur. I suspect the later: old fashion customer neglect.

Within the first 5 seconds: what experience does your customer get when she enters your place of business? What messages are being sent? Dull? Grumpy? Happy? Glad? Upbeat? Nice scents? Sour scents? Stained floors?

#4. The 2nd Checkout – you know the places – after you pay for your purchase, you have to go out the door to be “checked out” by the pseudo security person. They look you over, your receipt over and go through your bag; aren’t sensors enough? And if sensors aren’t enough, why can’t more of these 2nd Checkout people be sent to charm school rather than come across as a nightclub bouncer picking favorites?

As your customers conclude their business with you, what is their last experience with and your team? What memorable events occur? What are the last words your customers hear as they leave your doorway?

#3. Stinky stores. No other way to say it. Have you been into a grocery, general merchandise or other business and noticed a stale scent? Some convenience stores suffer from this. I always wondered how some franchises managed to duplicate the smell so consistently across many stores. If you go to these businesses enough, I suspect you get used to it. Here’s a challenge: stop going to your normal convenience shop for a couple of weeks, and then go back inside. Smell anything odd?

When a customer goes into your showroom, or even better –– your bathroom –– what greets them? Is your front office or showroom an awesome display while the "behind the scenes" looks like area from a mob hit? Did you know some customers drive the alley to see how organized and clean it is BEFORE deciding to shop?

#2. All Day Long. Leave your car ALL DAY. "Sorry, no loaner and no rental discount." Sound familiar? Even with an appointment, I’ve watched a lot of “walk ins” just show up and be placed into the same queue in which I allegedly had booked a reservation. Many car dealers say these things to their customers everyday. The result? I don’t take my car to the dealer unless they can guarantee me a rental or timely transport in advance. Otherwise, I’m in and out within 30 minutes at Jiffy Lube, in and out within 45 minutes at Goodyear. Car dealers lose revenue because of this. I wonder if they know?

How accommodating is your team in assisting your clients to achieve timely results? Does your team take the business personally and step up, or defer to someone else or even worse: ignore the situation?

#1. Brand Contradiction. Retailers leverage taglines such as, “It’s your store!” or “Where shopping is a pleasure,” or “How can I help you?” So few retailers truly understand what they are getting themselves into with such taglines. Catchy? Yes. Vulnerable? Absolutely! When I am in such a retail store and see long lines and few cashiers and even fewer good attitudes, those taglines (some of which are worn on the employees vest or shirt) only remind me of how bad some businesses are at creating a great customer experience! It’s like a constant reminder of what isn’t working well. Even with a strong brand, individual stores can taint an otherwise stellar reputation.

How does your business' execution (or lack thereof) conflict with your branding? Does your execution and customer experience match (better yet -- EXCEED) your branding and positioning? Think about it.

The moral? Too many businesses just don’t realize the impression they make on their customers. They don’t measure. If you doesn’t measure, you can’t know. If you don’t know, you can’t fix what’s wrong or leverage what’s great! The result: a poor customer experience with your business. Then you can kiss referrals, repeat business and any tiny shots at loyalty goodbye.

93% of our business comes from referral. That is because our clients know my team and I 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 by clicking here.

™© 2006 All Rights Reserved Perception Lab, Inc.

Business: What's love got to do with it? EVERYTHING

2006-12-05T21:37:00.000-05:00

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

A very good friend of mine recently moved to a new state. He is excited about the new location, change in seasons, etc.; one of the things he remarked to me was, "Mark - it's great here! We love it. Lots of growth, new construction, new stores and the local football team is #1 in the state!" I was struck by his comments. He loves where he perceives it as being "progressive" –– it is new, it is fresh and it is a successful area -- even the football team is noted. Our clients think similarly about us (shock!). They want to work with a winner, the expert, the pro. I know my clients tell me (because I ask them when they hire me) why they want to work with me and it is great to hear. It always involves some element of "expert" or "pro" or "competent" or "flexible" -- all compliments and attributes I work very hard to refine each day. You know, "No matter how good you are, you can still improve." My clients? They know I'm the pro.

How about you? What about when your clients signed with you verses now? As we say, "Is the honeymoon over" and now you are in maintenance mode with your clients? Bad news. Imagine what could happen if a competitor, who appears to look better, sound better and offers a lower price? What if they can claim to be #1 in the market or at least, justify being ahead of you? What would your client think? Far too many times that client is G O N E! Ouch.

LOYALTY SCHOOL
When my daughter began her freshman year in college, she was so impressed with the campus. A few weeks later, she is still discovering things about the school, which works very hard to keep the freshman happy. Why? Tuition monies can easily flow to other schools! Each week her professors reinforce that they are available and encourage the students to call, or just drop by. No appointment necessary. Oh sure, she talks to her friends who are at other schools, but as far as she is concerned, she is at the best school for her. She knows she is working (learning from) with the best. And that motivates her to BE her best. She is SUPER loyal to the school.

HOW DO YOU KNOW 'THEY KNOW'?
Do your customers really believe that they are working with The Best when they hired you and your company? Do you customers actually believe you are looking out for them and their best interests? How do you know THEY KNOW? Can you think of a couple of examples right now? Hmmmm? Maybe not. That's okay. That means you are like the typical business owner. But it is not okay to stay that way. Maybe your customers think you are just processing the papers and maintaining the status quo. As my buddy Brian Parsley (trainone.com) says, "They may think you are just maintaining if all you do is invoice them each month." And it's true. Your value is not enough for the fees they pay you. Do you customers know for certain that you not only appreciate them but that you LIKE them? How do they know? What have you done to insure they know over the past 60 days?

PERCEPTION TRUMPS POSITION (every time)
Recently my wife and I went into a local retail outlet for a national chain. If I told you the name, you would likely recognize it. This is THE place for crafts, sewing kits, beads, cloth, fake flowers, frames, etc. –– the Home Depot of home crafts. We wanted the best and so for us it was a no-brainer. Or so we thought. It was almost Thanksgiving and of course we are anticipating a fully loaded sensory experience –– lights, scents, music, lots of green! We get there. We go in. Yes, the store is stocked with everything imaginable. But missing: no "hello and welcome" from anyone. No music. No scents in the air. Nothing. It could have been June 3rd at a hardware store. Actually, a hardware store would have smelled better, but maybe that's a guy thing. ;-) "How disappointing," said my wife. Needless to say, the experience was very dull. We left buying zero. We "thought" they were #1 in the space, we "thought" they were the leader in holiday decorating and fun, but although that may have been true in the past, not any more. How sad. Our disappointment was followed by our leaving.

Your customers are the most important people in the world. They signed with you because they thought you were the best, you were the #1 fit for them. What have you done to confirm this, lately? One week after signing? One month after signing? Six months after signing? Do you think your customers have noticed? You bet. And they talk. And they are perhaps more likely to now entertain a call or visit from the competition. Get it?

Your customers love a winner. Make sure yours know they not only signed with the best service provider or product provider, but a company that truly cares about their interests. That would be YOU!

93% of our business comes from referral. That's because our clients know my team and I 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, contact us at 786.399.6571 or info@perceptionlab.biz

™© 2006 All Rights Reserved Perception Lab, Inc.

PRESS RELEASE - South Florida Generator Startup Retains Miami Perception Lab, Inc.

2006-12-03T10:43:00.000-05:00

FOR IMMEDIATE RELEASE - December 4th, 2006

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

South Florida Generator Startup Retains Miami Perception Lab, Inc.
Startup seeks marketing and business development strategy with Small Business consultancy

Miami, FL – Perception Lab, Inc. (privately held) announced today that they have been retained by Miami-based Empower Generator, Inc., a new venture entering the South Florida generator market.

“Empower represents the best in high end turn key solutions for the hundreds of thousands of South Floridians -- from design, integration, delivery, calibration to customer training and ongoing support,” said Mark Ware, Principal at Perception Lab, Inc.

The Perception Lab will be providing marketing and infrastructure services tailored for Empower’s startup vision; the Lab will provide marketing and business optimization services to include data collection, analysis, recommendations and project management services.

“The Perception Lab, and Mark Ware, exactly meet our needs for a high-touch customized marketing strategy that not only gets the word out, but helps us to launch our differentiation on customization, integration and customer support, said Mr. Israel Schechter, Empower Director. The Perception Lab is the small-business specialist and bring exactly the right balance of business analysis, strategy, mentoring and results-oriented services we need.”

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 training.
businessmri.blogspot.com

About Empower Generators, Inc.
Press contact: israel@empowergenerators.com or phone 305.775.5202
EmPower is a One-Stop Shop for alternative power generation resources. The company is a South Florida based corporation specializing in turnkey delivery of Power Generators and accessories with quick, professional, reliable, and long lasting installation. www.empowergenerators.com

# # #

™© 2006 All Rights Reserved Perception Lab, Inc.

Black Friday -- Everyday

2006-11-28T23:16:00.000-05:00

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

While traveling up to the beautiful North East, I met with one of my clients; she is a small business retailer and was very focused on the day after Thanksgiving, also known as, "Black Friday" or now "Cyber Friday." For the uninitiated, this refers to the One Day (some times several days) after Thanksgiving when many businesses make 50% - 80% of their annual income. It's a big day. A BIG day. She said, "We have moved a long way from total dependence on Black Friday, but still have some work to do." She went on, "Most of my neighbors' businesses are 100% dependent on Black Friday to survive another year."

Incredible! It amazes me how many businesses refuse to grow beyond Black Friday and better leverage other parts of the year. This "tradition" –– NOT doing anything about Black Friday dependence –– is concerning! It's insane to willingly sit by and wait on one critical timeframe of the year for the survival of one's business! This situation is not unlike those small business owners who are largely dependent upon a single client or a sole referral source. Talk about stress. Ouch. I say, DUMP BLACK FRIDAY and make it EVERYDAY.

What about you? Have you reviewed your business' dependencies? Are you mostly dependent on one or a few clients, salesperson, referral source, product or service? If so, be Thankful you are aware of it NOW and begin to work on diversifying your client base, referral base, sales team or product/service offerings.

EVERYDAY TACTIC: Let's say most of your business comes during the Winter months and leaves during the Summer. Instead of waiting for next Winter to arrive, begin looking at other services your clients need throughout the year, develop like-minded services in-house and solicit throughout the year to your snow bird clientele. Since they already know you, closing the sale should be much easier than a unknown business approaching them. You could easily harness the internet and e-commerce to make it happen.

Think about this: What if Black Friday happened every month for your business? What if you could be more sure of generating 25% of your income each quarter rather than waiting for the traditional Black Friday? What would happen to your business? It would EXPLODE with profits and your stress level would largely shrink as would your dependency. Yes, that would be a very good thing; wouldn't you agree?

EVERYDAY TACTIC: Here's another: Suppose the majority of your business happens in the Spring time; look around for other businesses who could benefit from your product /services and who have an opposite high tide timeframe, maybe Fall or Summer. For example, if you are a CPA banking on tax season (sorry for the pun), look at working with small businesses who are seeking alliances with other businesses during the Summer months. You provide the financial framework for the joint ventures while expanding your list of clientele outside of tax season.

Ok, so you may be thinking: "But Mark, that's not me. I'm not in retail, so I don't have that sort of dependency." Not so fast: you may not be in retail, but I can pretty much guarantee you that your business more than likely does have a cyclical nature to it -- time of year, size of deals, volumes processed, etc., that could be matched or spread throughout the year with some savvy business development tactics, networking, promotion, great customer care and followup. So maybe you don't have a "Black Friday," but perhaps right now you have a "Black June" or "Black Spring" time you depend on, if you follow me. For example: real estate: huge cycles, especially in South Florida with tourists and snowbirds. Construction: ditto, and housing is down right now. Who does the construction slump impact? A/C OEMs, interior decorators, contractors, lenders, landscaping, electricians, roofing etc.. That's powerful and scary if one is totally dependent on the real estate business.

EVERYDAY TACTIC: If your orders come in at the end of the month, work like hell to get business earlier to avoid an end of month crush. So that means each week you are developing compelling offers for past clientele and re-soliciting perhaps months after their initial purchase with you. Perhaps mid-month you have a "private sale" and ONLY invite former clients to an exclusive deal such as 15% off everything over x dollars from 7am - 9am only.

The point is this: no one is untouchable. But just like your IRA or 401K, diversity is your friend. Look for ways to minimize your dependence. If you need tips, here's an easy answer: browse through our website businessmri.blogspot.com where we keep all the weekly ezines full of ideas, tips and insights for you to "steal with pride," or call me for ideas over the phone at 786.399.6571, but do SOMETHING.

EVERYDAY TACTIC: If you make one main product or a single product line, look for ways to expand your product/technology's application. For example, if you made drill bits, cultivate your expertise in making holes in a variety of materials via embracing alternative technologies to create new opportunities such as "drilling" with sand, water, air, heat and lasers. Get creative and go for it!

Black Friday - everyday. What a great idea. Can you begin to get your mind around the impact of multiple Black Fridays for YOUR business? Wow! Decide today to begin implementing your own program to reduce your dependencies and make more income throughout the year and not just at traditional milestones. Your business will thank you with lots of growth, your employees will thank you for their out-of-season bonuses, your significant other will thank you so they can actually enjoy the season with you; even your doctor may thank you as your blood pressure declines. Take action and make it happen. You're in control. Make it happen. It's up to you.

93% of our business comes from referral. That's because our clients know we deliver great advise 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.

Up-size Your Sales!

2006-11-21T22:39:00.000-05:00

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

You have to realize that the best of any sales team (aka the top 5% usually) will always max out the sale --Biggie Size it! or SuperSize It! or Up-Size It! to borrow from the fast food folks; they are the best and probably most well known at growing the sale in under 60 seconds! And that's great -- they don't twist your arm, they just ask. How about that? Simple. I bet your sales would explode if your people knew of the "up-size" options for your customers and just asked consistently 100% of the time. But few do.

What was it that Woody Allen said? He said, "50% of the secret to success is just showing up." And it's true. I would add: "and ask for the up-size sale!"

What about your team? Look, it doesn't matter if your business is golf clubs, antique cars, plastic tables or real estate. There is always more to the sale, IF one stops and considers what the customer really wants to achieve (goals) AND needs to make it happen (solution). Focusing on the single thing the customer "thinks" they want to buy is a super-size killer, and in many instances, unfair to the customer as they don't get EVERYTHING they need. Remember: your clients come to you and trust you to be their guide on what's best for them and what's necessary for them. All of it!

Here's a great example. Ever buy a TV? Lately? You go in for a tv and you walk out with the TV, cables, delivery, installation (have you seen what these plasmas and LCDs have on the back?!) and probably a support package too. And you just wanted to buy a "TV." Simple. Not any more. 1986 is lonnnnnnng gone and the simple tube TV is too. Better consumer electronics stores won't just pull a box off the shelf but will instead try to get you everything you need to accomplish what you want to do, ergo the tv example and to my point: to truly serve the client, and maximize your sales, you must offer an "up size" option as part of the overall solution.

Your turn
So you have to tune your sales staff to (1) know what the possibilities are beyond your basic product, (2) develop the adjunt product and services your customers would want IF they knew about them and (3) ensure your team makes the customer aware of the possibilities every single time, with each customer. No exceptions. The onus is on the sales team to Ask! If the customer says, "No," then that's a different problem. At least you tried and for those who say, "OK" or "Tell me more," your sale just grew more than likely. Good for you.

How are your referrals? 93% of our business comes from referral. That's because our clients know my team and I deliver great results which in turn generate great results. Call us!

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.

Your Small Business is a Real Success. Are You Sure?

2006-11-14T21:19:00.000-05:00

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

"Success" is one of those words like "good" -- depends on how you define it. Most of us would rate ourselves "good" or above average personally, judging ourselves based on our intentions and others by their behavior. So how can we be sure our businesses are truly successful, "good" or even on the right path to success? That's the question. But relax: I have four real world scenarios every small business owner (heck, every business owner) must read to understand success beyond the balance sheet. Here they are.

1. Recently I attended a Chopin piano concert; it was wonderful. It was a "black tie" affair. Hundreds of people attended. Alone on the stage stood the glossy black Steinway Grand Piano and a spot light was directly aimed at it. As we entered, the piano tuner was busy hitting keys and adjusting the instrument for The Master to play. Then the concert began. WOW! The obvious passion and skill of the pianist was not only in his playing, but in his facial expressions! Like me, you may have heard such music on a CD but it is entirely different in person –– very impressive performance. During the intermission, the piano tuner was back at it again, adjusting the piano. And then the concert resumed.

How much passion and enthusiasm are you putting into your small business? Can your clients tell that you obviously love what you do and are 100% The Master at it? What about your staff?

2. Everyone knows Disney. The park for sure, but what about the man? When Disney first opened his park, customers were blown away by two things: one was the pure fun and upbeat environment of the park. Second was that everything looked new -- very new. In fact, visit after visit things always looked new. Turns out Disney had the park crews strip and repaint the rides each night thus ensuring they certainly did look new. Every day. For years.

How obsessive are you about your customers' experience with your business? Do you go the extra mile for your customers every day like Disney did for his? Have your customers' noticed? What about your employees -- are they insuring each customer gets a "WOW" experience?

3. As the story goes, one day before he was famous, Picasso the artist was working on the sidewalk doing sketches. A woman happen to come by and asked Picasso to sketch her. He agreed, and she sat while he completed the drawing. Then there it was: an original Picasso. The woman asked, "How much do I owe you?" He gave her the price, which was super super super expensive for a sidewalk sketch. "Why so much? It took you less than 20 minutes to do this drawing!" Picasso replied, "No, it took me all my life to be able to do so for you." The woman gladly paid the fee and took her original Picasso.

How well do your customers understand your company's value? Do your customers get it? Do they understand what makes you different and why you are not the cheapest place in town or in the industry? Do your customer's know the effort you put into insuring they get a WOW! experience?

4. The concert had just finished. The audience was blown away. "Bravo! Bravo!" filled the concert hall. "What a wonderful performance!" The conductor was obviously pleased with his orchestra, and the solo performer on the cello. After the audience began to leave, several people approached the man with the cello and repeatedly told him how impressive his playing was and how much they enjoyed it. One woman remarked, "You make it look so easy and effortless to play the cello so well." And the cellist replied, "Well, if you knew how many hours every day I played the cello for 40 years -- day after day after day, week after week after week, you wouldn't think it was easy at all."

How expert do you appear to your clients? How impressed are they with your "performance?" How many times do you hear or read rave reviews from your clients about your business? Your staff? Your services?

Taking these four real life stories together, one can begin to better appreciate the effort and consistency needed to achieve HIGH customer loyalty –– and true business success. It does not happen automatically nor easily. It takes sacrifice, focus and commitment to make it happen. Imagine your customers, clients or patients saying to you what was said to the concert pianist, or Disney, or Picaso or the cellist? If they did say such things about you and your business, how would your business change? Decide today to begin implementing those innovative and creative things which will have your customers saying "WOW!" Remember this stat: a 5% increase in customer loyalty equals at least a 25% increase in profitability -- not sales, not margin but profitability. Talk about WOW! How loyal are your customers to you, your staff and your products/services? Would your customers switch if presented with a lower price? Think about it.

93% of our business comes from referral. That's because my 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.

Want New Markets and Growth? Better Read This First!

2006-11-08T08:00:00.000-05:00

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

Want to break into new markets that will fill your pockets with tons of cash? Sure. Most everyone would LOVE to grow their business. We tend to think of new markets as that "final frontier" where a fresh supply of new customers can easily be scooped up. Yet, really, going into new markets can be a train-wreck unless one has a well thought out approach. Now, that's not to say you must sit for hours considering all options before entering into new markets. But it does mean taking some time out to better understand what you may be getting yourself into.

Over the past few years I have worked with clients seeking to both (a) grow where they are and (b) expand into new areas. Here are the 7 things every small business owner must absolutely positively realize before proceeding into new markets and how to plan accordingly.

1. Costs. You will incur costs. Why? Branding -- PR, ad creative, media buy, printing all add up. Networking will be critical to getting the word out; any decent membership (chamber, BNI, etc.) will cost you a few hundred a year plus monthly dues. Already a member? Good. Now consider what it will cost you to sponsor an event -- easily going into hundreds if not thousands of dollars over a very short time frame. New offices or facilities, equipment and perhaps additional employees will add to your budget. PLAN: review your budget and account (no pun in tended) for such costs. Think of a number, double it and you may be close.

2. Training. I don't know about you, but if I told my clients I would send them a 20% to 50% increase in customer volume, they begin to grin thinking about the additional income. And then it hits them: they don't have the staff trained well enough (or at all in some cases) to handle the increase volume. PLAN: Sit with a professional to ID your staff and training needs to insure coverage is adequate, scalable and in the budget.

3. Infrastructure. as in training of employees to manage the anticipated increase in customer volume, business infrastructure may well explode with a sustained surge in customer volume -- project management, deliveries, installations, support and the like will feel the pressure. PLAN: Review your infrastructure; consider the above areas and think about how they would be affected with a 10%-30% increase over 3 months. Be sure to include things like quality impact, personnel vacation time, over time, healthcare and the like. Don't focus solely on head-count and cost per person.

4. Metrics. Sadly, very few clients measure their non-financial results or even anticipate their results. That means they really don't yet have a good grip on practical customer volume limits or quality. PLAN: Look at your growth strategy; put metrics in at every activity -- business development, marketing, CRM, Project Management, delivery, support. Insure these metrics are caught and reviewed each week and then used to drive meaningful change in your organization.

5. Customer Experience. Each time I've seen a client take on growth by themselves, the customer suffers. Oh the client makes more money, for a time. And then the bad word of mouth catches up and the "growth" turns into a dribble and everyone is scratching their heads at what went wrong. PLAN: how will you monitor your customer care levels as you push into new markets? Will your customer experience decline? That's brand damage! Instead, insure you have built into your expansion quality checks on the customer experience overall (not just the new market) and work to sustain and then improve them drastically. Remember: you want to WOW the customer.

6. Lead baby. What is leadership? Simple: have a vision, communicate it to the team and then personally work like hell to keep everyone on the team focused on the primary objectives. PLAN: Build into your growth plan to formally update the crew every 30-60 days on how the expansion is going -- not just in dollars but also in how your business overall is coping with the growth.

7. Fun. Fun? Fun. Without fun, you will suffer. Your team's morale will dive, your customers will not likely enjoy their experience with you. Some mistake fun as being unprofessional. That's just not true. All things being equal, would you rather work with Mr. Grinch or Mr. Able-to-laugh? The later of course. In a word: lighten up! PLAN: Keep it light and incorporate humor in those update sessions, planning reviews and budget reviews. A sense of fun will help everyone else feel at ease, and that may well help insure your overall success.

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.

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

2006-10-31T20:15:00.000-05:00

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!

2006-10-24T22:15:00.000-05:00

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!

2006-10-19T05:33:00.000-05:00

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

2006-10-15T20:15:00.000-05:00

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

2006-10-15T20:00:00.001-05:00

###

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

2006-10-15T20:00:00.000-05:00

Real Life - WOW'ing the Customer

2006-10-10T21:41:00.000-05:00

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

2006-10-04T22:24:00.000-05:00

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.

™© 2006 All Rights Reserved Perception Lab, Inc.

10 Services Your Business Must Offer for Long Term Success

2006-09-27T20:02:00.001-05:00

Whenever I assess a company with our customized Perception Study, I get super anxious for the preliminary data. Why? To see what services our client is offering their clients. The answer is usually none or very little. If any services are offered, they are usually low value and poorly managed. Yet Services are the ultimate competitive weapon.

"How can this be?" you ask? Simple. The Law of Scarcity. You see, I can buy a box, bottle, bag or crate of just about any product -- tires, clothing, ketchup or motorcycles for example –– from thousand of vendors, sources or stores. In fact, in my area, I have literally hundreds of choices regarding where to buy just about any product. Now I am hearing, "Yeah, great Mark. But I'm an attorney, I don't sell widgets, and I don't believe what you are saying." Ok. As an attorney, even YOU are a service provider the the Law of Scarcity applies to you. In fact, you are a PURE service provider -- you sell hope, guidance, advice and reassurance, usually at $350 an hour! Nice. Read on.

Ah, but service. That's different. Not service in the sense of when you go into a restaurant "service" but the things people do -- design, delivery, install, calibrate, advise, support, etc.. These are huge competitive advantages only because service in the US sucks -- it is horrible most of the time. When it's good, that's RARE. Thus, services are key to any business' differentiation, customer loyalty and ultimately, growth.

Which services? There are tons. But I'm going to give you The 10 your business must develop and implement to be competitive vs. simply selling boxes or "naked" products. Here they are.

1. Design Services. Create the customer aids that heighten your value to the customer. For Example: Your a doctor. You patient comes to you via referral because you are a specialist. Your diagnosis requires the patient to have surgery. You tell the patient to get ready for surgery and notify his family. Fine. As a medical service provider, you could (a) create and print a visual aid for the surgical process to help them prepare, (b) create a timeline that works with their schedule, especially if they travel regularly to incorporate the surgery, recovery, physical therapy (if any), followup and outpatient activities (exercise, monitoring blood pressure, etc). In this way, you ensure your patient gets the right stuff for their given situation. What high-value design services can you offer?

2. Delivery Services. Ensure the right stuff gets to the right place. For Example: You're a gravel company. You have received an order for 8 tons of crushed granite to be delivered two hours away from your office. Two days prior to delivery, you (a) contact the client to confirm delivery date/time and location, (b) you personally double check the order to ensure it is accurate and complete; (c) the driver (before leaving) has been given detailed driving instructions and customer contact information; (d) contacts the customer to notify them of the in-route delivery and confirm delivery time and location. (e) Upon arrival, contacts the customer, places the crushed rock at the right place and reviews the order with the customer. (f) Prior to leaving, thanks the customer and leaves a brief document describing other delivery options (faster, larger loads) to help the customer. What high-value delivery services can you offer?

3. Setup Services. Unload, setup, connect, install, or put together the product For Example: You sell home theater gear. Customer has ordered a surround sound system -- receiver, speakers, remote control -- the works. Your team arrives with the gear and carries it inside the home, unpacks the boxes, connects the equipment, calibrates the gear for the environment, hides the wires/cables while not tracking dirt or mud into the house. The customer is blown away! What high-value setup services can you offer?

4. Calibration Services. Ensure the product delivers the optimum experience. For Example: You're a couch maker. Your client has ordered two couches from you: one for the bedroom and one for the family room. Your team delivers the couch, connects the parts, removes the plastic and Scottguard treats the fabric. Before leaving, they have the client sit on the couch and adjust the feet on the couch to ensure product stability and viewing height for the actual client. What high-value calibration services can you offer?

5. Training Services. Never leave the customer struggling with product usage. You're a hairdresser. Your client has come to you for a makeover and wants you to help her create a new style, which you do. However, the client is very concerned with maintaining the look after getting home. You have a template ready on your computer and simply fill in the specific steps needed to keep the exact same look she now has. You even take a 360 degree photo of her, insert into the template and print for her in color. As an added value, you create a PDF and email it to her home email so she has a permanent copy. A few days later, you contact her to confirm she is able to keep the style looking good and invite her to return anytime for a quick adjustment. What high-value training services can you offer?

6. Support Services. Ensure your client knows you always are holding their hand. For Example: you're a car mechanic and just gave a customer her tuneup. Upon leaving the shop, you provide her with your direct phone and email contact. You remind her that she has 90 days parts and labor warranty. You cite for her on your card her account number and explain if she has any questions, she may contact you directly or go onto your website, enter her account number, and review all repair details and mechanic comments in plain English with any computer. What high-value support services can you offer?

7. Uninstall Services. Provide profound flexibility for your customers coming and going. For Example: You're an art dealer. One of your best customers has purchased several expensive pieces from you which hang with pride in her home. She informs you that she will be moving and asks if you know of a safe & careful mover. You inform her that you offer such a service and schedule a time to personally remove the pieces from the wall, remove them from the frames, prepare the canvasses and frames for packing while noting which pictures go with which frames. You inventory the pieces, number them and create an inventory. Finally you box them up and have them "mover ready." What high-value uninstall services can you offer?

8. Online Services. Ensure online access to customer information and activities. For Example: You're a graphic designer. Your customers seek you out for creative designs in ads, brochures, articles and websites. With their account code and password, each customer is able to log in and review the work you have completed, preview work in progress, review their account information and directly chat with your team. What high-value online services can you offer?

9. Integration. Pull the pieces together and create a complete solution for your customers. For Example: You're a food caterer. You client is hosting a Winter Ball and has contacted you to provide most of the event's food. However, the venue is offsite and will incorporate other caterers for speciality foods. You obtain the list of caterers and offer to collaborate with them to develop a unified menu that each can uniquely support. The client learns of this, review your suggestion and is blown away with your personal involvement and willingness to tie in disparate food vendors (your competitors) to ensure your collective customer's success.

10. Bundles. Offer solutions based on your individual products. For Example: you are a printer. Your customers come to you for great images, good prices and fast turn around. You realized that your customers may need volume and offer that as a means to discount; however, you also realize they need to have many projects ongoing and offer to bundle your services to include printing, addressing, mailing and sales of your printings. Suddenly your customers can come to you to have their pieces created, published, distributed as well as collect the revenue from their sales. What high-value bundled services can you offer?

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.

Like what you read? There is more: check out businessmri.blogspot.com for more. Listen to our podcast with iTunes (search for "mark ware" or "perceptions").

This email and its content are copyright 2006 Perception Lab, Inc. All Rights Reserved. This email and its contents cannot be reproduced without written permission. Please feel free to forward this unaltered email to all of your friends. For reprint permission, please contact us.

To unsubscribe to this eZine, first realize you will be missing out on powerful insights each week at ZERO cost to you; sometimes, they are even funny (or at least cute). Second, simply click reply and put "unsubscribe" in the subject. You are done.

™© 2006 All Rights Reserved Perception Lab, Inc.

Building brand is easy; it's the time commitment that's tough

2006-09-20T21:27:00.000-05:00

Often I am asked, "But Mark, what do I have to do to build my brand and get the word out about my business?!" The short answer is time consistent management across a myriad of activities specifically tuned to bring visibility to you and your business.

Here are 8 such activities you can engage in to aggressively promote your business. But be warned: you may not have the patience or the time to make it happen. Only a business owner truly committed to growing the business should attempt these activities. Okay; here they are.

1. Speak. Ideally you should be public speaking at least once a month somewhere. Get out and present to groups that your customers would likely join or whose meetings they would attend. Examples? Professional organizations, civic groups, chambers, trade associations and so on. There are literally hundreds of venues for you. Before you book yourself out: spend 10 sessions with your local Toastmasters chapter. Then you're ready.

2. Write. As with speaking, write all you can. Keep a daily journal. This ezine is a great tool I used to convey value, at no cost to the reader while keeping my name and expertise in front of my clients, former clients, partners and prospects. You could do the same. Maybe yours is every other week or perhaps monthly. Tip: have someone read your piece before you publish. And you should read your final piece out loud to ensure it reads as you intended.

3. Join Forces. Scout and recruit a new alliance partner every 90 days. Smart alliances can generate a ton of visibility and income. The key is to (a) romance the right business, (b) both of you to agree on the value of partnering and (c) agree on ground rules for the alliance including payments, fees, timeline and responsibilities. Imagine your results with the right partner after just one year. Powerful.

4. Volunteer. Once a month, get out and volunteer your yourself or your company. Many non-profits are hungry for credible speakers, volunteers and supporters. Why not you? Get involved and network at the same time. Speak to groups you otherwise might not have encountered. Be a giver of value continually and you'll get even more given back to you.

5. Donate. Anytime is good. More often is better. LIke volunteering, many organizations would be thrilled to have your product or services made available at no or little cost to their members. Selectively giving yourself away can be a great way to gain even more visibility and do some good works.

6. Sponsor. Every quarter, help with expenses for a good cause or great organization. Consider where your clients volunteer or donate. Why not sponsor an event, trip, workshop or seminar? Underwriting is seen as being plugged into the community, working with others to make a difference. Sponsoring organizations such as schools, chambers and networking venues will get you noticed too.
7. Advertise. This is the one item everyone thinks of first. But once you start, don't stop! While advertising may crank up the visibility of your business, unless it (a) contains a compelling message based on your customers' experience, (b) is in the appropriate media for your target audience and (c) is noticed, advertising will not do much for you. There is no silver-bullet ad. For best results, ads are crafted from market insights and written to appeal to a specific audience regardless of the media -- print, radio or internet. Even then, an ineffective ad may be "tweaked" over time in small ways to become an awesome one with great impact. Don't make the mistake of using your sister-in-law who's handy with PageMaker and loves to write. Use a pro.

8. Leverage your advantage: as you have wins, look at the rationale behind those wins and incorporate them into everything you do. Of course if you aren't tracking your progress, if you aren't plugged into your market, you have little to work with and subsequently will be guessing with any initiatives or changes you implement. But ...... if you do track your progress, check your metrics and stay plugged into your customers' experience, the world is yours! You will then be in the position to not only create more compelling ads, but also testimonials -- video testimonials and incorporate into your collateral (brochures, website, etc.) and speaking venues. Talk about powerful: wow! Do this and watch your business explode. Be patient. It may take you several months to arrive at this point, so don't give up! Stay focused.

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.

Like what you read? There is more: check out businessmri.blogspot.com for more. Listen to our podcast with iTunes (search for "mark ware" or "perceptions").

This email and its content are copyright 2006 Perception Lab, Inc. All Rights Reserved. This email and its contents cannot be reproduced without written permission. Please feel free to forward this unaltered email to all of your friends. For reprint permission, please contact us.

To unsubscribe to this eZine, first realize you will be missing out on powerful insights each week at ZERO cost to you; sometimes, they are even funny (or at least cute). Second, simply click reply and put "unsubscribe" in the subject. You are done.

™© 2006 All Rights Reserved Perception Lab, Inc.

8.5 Customer Mistakes Your Employees Make Everyday

2006-09-12T22:16:00.000-05:00

Over the past few weeks, I have been reminded just how bad service can be in the US. The real shocker is that seemingly "caring" businesses are not immune to poor service, which in turn ruins the customer experience and any chance at customer satisfaction (forget loyalty). The mistakes being made are not rocket science but are easy to spot and correct. Here they are.

1. Look who's talking? Your people -- constantly sometimes. Listening (which is more than waiting for your turn to talk) should be the priority. Recently I had the opportunity to meet with a sales manager of a large hotel chain. I explained to her that typically I have to closely police each workshop/seminar I am leading as the hotel vendor almost always gets major things wrong. Her response was (1) interrupting me while I spoke, (2) telling me how she would never let that happen to me, (3) and not letting me finish my sentences by talking even more. After my encounter with her, what do you think my expectations are for the event? Hint: she talked much more than she listened, and I felt frustrated.

2. Not my department Part 1. Lacking product or service knowledge is one thing, but being unwilling to bring in a more experienced and knowledgeable associate is a customer killer. How up to date are your staff on their industry? How much time do they put in keeping current? What resources do you make available to encourage professional development? How often do you help your employees measure their overall product/service knowledge? Leadership sets the example. What's yours?

3. Not my department Part 2. Do your employees have a willingness to serve? If the front of your business obviously has a mess at its door, do your employees just file by ignoring the mess customers will no doubt see? Or do they stop to correct the situation without being asked by management? What about the trash? Scents in the air? Messy shelves? Cluttered waiting room? Do you have to give your employees a "honey do" list each day or are they plugged in and caring for the business as you would?

4. Take it Personally. How personally are your employees involved and showing their care and concern over the customer experience with your business? Taking the business personally is the best non-sales way of generally judging how committed your employees are to the business. For example: you're a CPA. Client is dying to get you their tax data, is at deadline and calls into your office appealing for help. How do your people respond? A creative solution such as, "No problem. You're only 20 minutes from us; I'll be happy to come by and pick up the papers and bring them here for the CPA."? Probably not. Probably more like, "Sorry; we're open until 5 if you can get them here." How personally do your employees take the business?

5. Capital Offensive -- how easily can your employees be offended? Customer comes into your business. Customer is hot as hell mad. Instead of listening and "falling on the sword," your employee begins to explain why it's not his/her fault and how screwed up the company is and that if they will just calm down he/she will try to help. Can you say "train wreck?" Ouch. Yet this happens just about everyday in most businesses. How "battle hardened" are your employees? How prepared are they to manage profoundly unhappy customers? How easily offended are your staff?

6. Looking the part. Ever gone into a great restaurant only to meet the staff -- wrinkled clothes, scuffed shoes, stained shirt, etc.? Eateries are not the only places -- think about your doctor, attorney, CPA or dry cleaner. What message is being sent to you? Would you want your customers thinking the same of your employees and business?

7. Being Accessible. How available are your employees? When a customer needs to locate the right person for their concerns, how well are your employees able to locate this person and how accessible is he/she?

8. Being Responsive/Accountable. Have you called your own business and experienced how long it takes to get an answer, locate information or simply be called back? Try it. How responsive are your employees? Do your employees simply give the info or go beyond it to WOW the customer? If a customer needs information, why give them the 800 number when your people could simply offer to call for the customer, get the information and call the customer back?

8.5. "Our policy is ...." Being able to use good judgement is critical. Customers can easily tell when they are being fed the corporate line. What they want is their problem resolve, question answered and their needs met. Not corpo-babble. Would you? How well do your employees creatively solve your customers' concerns?

How your business is experienced 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.

Like what you read? There is more: check out businessmri.blogspot.com for more. Listen to our podcast with iTunes (search for "mark ware" or "perceptions").

This email and its content are copyright 2006 Perception Lab, Inc. All Rights Reserved. This email and its contents cannot be reproduced without written permission. Please feel free to forward this unaltered email to all of your friends. For reprint permission, please contact us.

To unsubscribe to this eZine, first realize you will be missing out on powerful insights each week at ZERO cost to you; sometimes, they are even funny (or at least cute). Second, simply click reply and put "unsubscribe" in the subject. You are done.

™© 2006 All Rights Reserved Perception Lab, Inc.

5.5 Steps to Radical Business Growth

2006-09-08T16:37:00.000-05:00

"What's the fastest way to real growth?" is the question I hear most often when meeting for a client the very first time. We seem to want nearly-instant gratification in our personal lives (no surprise there); this also carries over into our business lives. Real growth is rarely rapid or easy. However, there are steps the small business owner can quickly take to initiate real growth. Here they are.

1 Aggressively Audit Your Project Management –– many of us sell something we create, pack, deliver, and support. Few of us however do this flawlessly and efficiently each time. Measure how well your team creates, packs, delivers, installs/sets up and support your client. Chances are, a percentage of your projects run late, are rescheduled, are cancelled or just returned to you. Measure how much time and money you could save if you became more efficient, determine the triggers to inefficiency and take steps to prevent reoccurance.

2 Listen to Your Market –– so few businesses take the time to regularly listen (which is more than waiting for your turn to talk) to their customers -- their experience with the business, their complaints, their desires and their kudos. Continually look for ways to leverage the best and minimize the distractions your customers experience with your business.

3 Train Your People to Care; Fire Those Who Won't –– A basic "charm school" training is critical to your personnel's ability to provide timely and intelligent customer care. Typical employees are "nice" until an awkward situation occurs; then they may become defensive, have a negative tone and forget about their charter: take good care of the customer. Train your people and hold them accountable.

4 Review your Business Performance Regularly –– How often do you look at your business' numbers –– sales, cost, margin, hot products, dog products, etc.? Daily? Hourly? Weekly? Monthly? Never? To provide meaningful guidance to your team and yourself, you must monitor your business performance at least twice a day (AM/PM) and assess the results and determine the "why" behind it. Maybe sales personnel are not pushing the right products or services; perhaps you don't have enough people on staff; perhaps staff lack credible product/service knowledge. Track your numbers, investigate the results and implement meaningful change to better leverage your team's selling time.

5 Crank Up Your Visibility –– word of mouth can be a powerful tool for spreading the word about your business. However, imagine if you could get in front of more of the right people --- people who can say "YES" to you. That's powerful. There are many tactics for doing this such as creating a weekly ezine, publish a useful website, network your target customer's trade organizations, volunteer your time with non-profit organizations. Leverage your product/service with other businesses that create synergies with you via co-branding and co-advertising.

5.5 Rapid growth is really the result of putting into place a few key initiatives and then being PATIENT. Putting processes and tactics quickly into place will not necessarily guarantee quick results, although it can happen. And the critical key to quickly putting initiatives into place is making the commitment to do so every day.

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.

Like what you read? There is more: check out businessmri.blogspot.com for more. Listen to our podcast with iTunes (search for "mark ware" or "perceptions").

This email and its content are copyright 2006 Perception Lab, Inc. All Rights Reserved. This email and its contents cannot be reproduced without written permission. Please feel free to forward this unaltered email to all of your friends. For reprint permission, please contact us.

To unsubscribe to this eZine, first realize you will be missing out on powerful insights each week at ZERO cost to you; sometimes, they are even funny (or at least cute). Second, simply click reply and put "unsubscribe" in the subject. You are done.

™© 2006 All Rights Reserved Perception Lab, Inc.

Small Business Advertising Doesn't Have to Mean Big Costs

2006-08-31T11:31:00.001-05:00

New: Checkout our podcast on iTunes! Now you can take us with you in your iPod or MP3 player

Advertising is the "no brainer" most small businesses think of when considering ways to grow their business. It is as if a voice in their head says, "Hey, you should run an ad!" Although ads can be effective, they may not be as effective as other business growth tactics. However, if advertising is a definite next step for you, be sure to know the myths from the facts: it can save you a ton of money and time.

Here are 7.5 of the biggest myths in advertising for the small business owner. Be sure you do not fall into one of these and instead get great results with your advertising.

Myth #1: "My (insert family member) has Photoshop and can create a great ad for me." How many times have I heard this? When you design an ad, it is a bit more than a high school project. Use a pro. Whether you pay $10,000 or $100, use a pro. Use someone who has EXPERIENCE in designing ads, has a track records, references and even better if they can show you ads built for other clients in your industry. That will save you time and money.

Myth #2: "My ad should show discounts and specific pricing." Like the graphic comments in #1, use a pro copywriter. Any experienced and business-savvy copywriter will tell you to NOT go into discounts in your first ad. Well, hopefully they do. You want to convey in your copy why anyone should come to you and be a client. What makes you UNIQUE? What separates you from the noise and herd of competitors? The copywriter should certainly know to write the copy from the perspective of the customers’s experience -- not the business owner honking their own horn. Honk the horn, but do so for what the customers are saying not you beating your own chest. The cost does not change but the impact could be huge!

Myth #3: "I want a cool ad that stands out so I have to have killer graphics." Not so fast. Are you trying to impress yourself or your friends with cool graphics, or use graphics to underscore and reinforce your value message? Nothing is more ineffective than an ad -- full of discounts and tacky clipart or overdone graphics. As in #1 and #2, use a pro. Someone who is business-savvy, has experience in your industry, has a list of clients to refer you too. Smart copy and design with the customer's experience in mind will not only be more effective to produce, it will help you keep your focus and probably save money too.

Myth #4: "2" x 2" should be a good size to start." If you paid attention to Myth's #1 - #3, do not go cheap on the size. Buying ad space is a lot like buying hard drive or memory for your computer -- buy as much as you can afford. No one EVER complains about having too much memory or disk space. The larger the ad, assuming it is done correctly, conveys an overwhelming and compelling message, the better the result. That is not to say only buy large media spots. What I am saying is for you to buy as much ad space as you can possibly afford. You will not regret it. If need be, start small if that is your budget and grow your ad dollars as your business improves.

Myth #5: "If other ads are on the same page, it must be a good spot to put my ad." Placement is important. If you can secure an inside cover or the back of the printed piece (magazine, etc.), do it. But the costs are much higher. Instead, try to place your ad near articles that are similar to your product or service. For example, if you offer kennel services, have your ad run adjacent to an article on vacations (where to put the pets?). Sometimes you cannot really drive where the ad will run in a newspaper or magazine. However, utilizing inserts, pullouts and other attention grabbing tactics can be effective but also more expensive. Whatever your ad, work closely with your professional to determine the best sought-out spot for your product/service, the type of print media and the target audience you seek. Many times the selected media will have someone to work with you in making a business-based choice rather than an emotional one.

Myth #6: "My ad ran for 6 weeks, and I didn't see any results." Frequency vs. consistency is the key here. If an ad runs for 6 weeks, each week, possibly multiple times a week over 6 weeks, and zero results are seen, it could be for many reasons. Let me give you a few: (a) the ad looked just like any other and blended right in; (b) the copy did not convey any compelling value; (c) the graphics were undercooked or overdone; (d) the media choice turned out to be entirely inappropriate for the product/service; (e) the target audience is not reading the media choice; (f) any combination of the above; (g) all of the above. Really, it is true. Advertising is a bit science and a bit art. The key is to do your homework, think your approach through, be sure to know why the ad would cause anyone to pick up the phone and contact you. Always think from the customer's perspective. Why you? Why your products? Your professional advisor should help you avoid many of the typical potholes. I have seen ads take MONTHS to work. Advertising is a game of patience as much as anything else.

Myth #7: "I'm sure my ad works, but I couldn't tell you how much." Metrics NOT at work. I have to grin whenever I hear a client tell me something similar. They have ads, they are pretty sure they work, but they don't know for sure, don't know how much and can't tell you why! The problem with that is IF they have an effective ad, it could be adopted to other markets and grow more income. There are many ways to leverage this information, if it is known. Take the time to measure your ads' impact. Give it time (see #6 above) and track your results. Here is the kicker: If the ad does not seem to work, and you did your homework, do not scrap the ad. Instead, "tune the ad" by enlarging the headline, changing the headline, increasing the font size or overall ad size. Small changes are what you want to do. Even better: run multiple versions of your ad and see which one works best. Then adopt the others to resemble the most effective. Be patient. Your ad may be a killer, but it may take time to prove itself.

Myth #7.5: "The ad is running! I'm done!" Nope. Once the ad is in play, you have metrics to track, analysis to perform and subsequent changes to possibly introduce to your not-so-effective ads. You have to decide to be committed to doing the homework I have already mentioned to you today plus the tracking and being patient. If you do, not only will you find the best ads that work for you, but also your income will explode as new customers seek you out. You do not have to spend a ton of money; you do have to spend a ton of time doing the homework and experimentation to figure out which approach works best for you. That alone will save you a lot of cash and frustration.

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.

Like what you read? There is more: check out businessmri.blogspot.com for more. Listen to our podcast with iTunes (search for "mark ware" or "perceptions").

This email and its content are copyright 2006 Perception Lab, Inc. All Rights Reserved. This email and its contents cannot be reproduced without written permission. Please feel free to forward this unaltered email to all of your friends. For reprint permission, please contact us.

To unsubscribe to this eZine, first realize you will be missing out on powerful insights each week at ZERO cost to you; sometimes, they are even funny (or at least cute). Second, simply click reply and put "unsubscribe" in the subject. You are done.

™© 2006 All Rights Reserved Perception Lab, Inc.

You Don't Want to Be #1. You Want to Be BEST

2006-08-22T06:05:00.001-05:00

Recently I was watching Steve Jobs, the Apple Computer CEO, giving an update on the Macintosh computer -- a sort of State of the Union address. Part of his presentation, actually alot of his presentation, had to do with the progress the company had made over past few months and to discuss the future for Apple. Now, most companies will go on and on about financial results, and Steve did mention some numbers, But 99% of his presentation was about the new things coming, the wins Apple had secured and the prospects for the future. It was very impressive. (www.apple.com)

For us small business owners, we should have a similar perspective: what have we done, why does it matter and what's in the future? Over time I've developed 7.5 areas every small business owner should focus on when striving to be The Best -- not necessarily #1, but a better self -- a better attorney, a better retailer, a better doctor or florist. It's a "cleaner" win as my friend Jeffrey Gitomer says. For example, the most successful sales people don't strive for quota, they strive to set the company record for sales -- FOREVER! And so it goes for us small business owners too. These Strive-for-Best areas are derived from my career's professional development as well as from working with some of the best companies in the world, some of them in the US, and some within Florida.

Here are 7.5 Strive-for-Best Areas that will, if pursued, quickly improve your company's sales, morale and efficiency.

1. Innovate - Do you have a plan to collect great ideas? Do you keep a journal by your bed to collect great ideas? Pete Townshed of the band, The Who, once said that he lost many songs due to not writing something down or recording into a pocket recorder. Striving to innovate is first a creative effort -- being open minded about the possibilities and then screening out and listing in priority order. How innovative are you, your team? How often do you bring it up in staff meetings? Do you showcase examples within your company? Do you continually strive to find those innovators who may being making The Competitive difference for you? The Best strive to innovate.

2. Empower - On my way back from Atlanta on American Airlines, I was struck to overhear the guy behind me saying on his cell (before we took off) that he really had done all he could and his hands were tied for the client. Apparently a client had called in seeking resolution to a problem or concern and this guy couldn't make it happen. That's a huge hole in his company's customer loyalty plan (they probably don't even have one). Every employee has to be empowered to do what is need to make it happen for the customer -- whether getting a statement adjusted, reshipping an item overnight or simply being prepared to take the heat and fall on their preverbal sword when things go wrong (and they will). The Ritz Carlton even authorizes a few thousand dollars to EVERY employee to address any guest (yeah, they call them 'guests' not customers) issue, concern or complaint -- from doorman to maid. Now that's empowerment. How empowered are your team to keep the customer loyal? People talk about the service at the Ritz; what are your customers saying about your people and your service? People still talk about the Ritz; they will always talk about The Best.

3. Be Market Driven - I am continually amazed when meeting with many prospect companies; nearly 90% say they are doing such and such for the market; but when pressed to describe their activities, there is precious little evidence to back it up. Being market driven is about being Market Harmonized -- about feeling the heart beat of your customers "day in the life" and experience with you and your products/services. How tuned in are you? How often do you assess your customer's life with your team and your products? How often do you sync up with daily life for your customer? Very little I bet. Determine today to become market driven -- in what you do, what you sell, how your customer experiences your business all the way down to how you manage the company. Put "How Are We Market Driven Today?" at the top of every meeting. Watch change happen. Can you say "iconoclast?" The Best are not afraid of change.

4. Attitude - If it is to be, it's up to me. I'm sure you've heard this before. Like most of what I write, I bet you've heard it one way or another by someone else. Me too. But, how much of what you hear goes from "head knowledge" to "heart knowledge" -- that is from hearing to doing. If you're one of those, "Yeah, I knew that. Why am I having to attend this training, or attend this meeting?" you should be asking, "How much of this have I applied in my own daily activities, management style?" It's funny: most people don't even take time to THINK about such things. I suppose it's no surprise only 5% of a typical sales team (no matter the size) actually are the top producers. Everyone else is asleep, watching TV or goofing off. Your attitude is in what you say, how you act, how you speak, the words you choose, your tone of voice and your body language. Determine to have a great attitude. With The Best, attitude starts at the top.

5. Metrics - Inspect what you expect. If you can measure it, you can manage it. Metrics make the difference in nearly every aspect of our business -- not just in sales or margins -- in customer loyalty, brand awareness, deliveries, support, followup to name a few. What are you measuring? How much of what you measure is being used to drive change within your organization? For example, if 20% of your projects are late, how is this data being used to drive training changes, implement accountability and impact the customer experience with your business? Measure everything. The Best do.

6. Invest - investing in others goes far beyond money. How much time does your company spend or invest in its best performers? How much time does your company invest in those who will likely be the next leaders? How much time does your company spend in understanding the needs of your employees, their tools, their processes? Investing company time in developing and growing future leaders, more efficiencies and a superior customer experience will only pay off in huge numbers later on. Don't be cheap, don't be tight: invest time in others and set the example as The Best.

7. Give Back - Some small businesses give money to their causes. I say get involved and give time and money. Find those organizations striving to improve the local community and support them. Give money as you can, but give time and leadership too. Give across the organization and now just a few here or there. Let your personnel know that giving back is a company goal and a part of the company culture. Encourage your people to personally support their own community improvement efforts. Giving back is a sign of caring and success; it is also a sign of investing into the future of the community that has been very good to you and your business. It is also a sign of The Best.

7.5 Commit – Of course, nothing changes then nothing changes, right? If you seek better attitude from your own people, commit. You seek to improve your performance, commit to measure. If you strive for a better future, commit to giving back. On and on I could go over the items presented above. Commitment is the "glue" that makes it happen. Without commitment, there is no result that one can be proud of. Without commitment, there is no hope for improvement. Commit today to apply the above 7 areas in your own small business. Watch the impact within your business and with your customers. You will become The Best.

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.

Like what you read? There is more: check out businessmri.blogspot.com for more. Listen to our podcast with iTunes (search for "mark ware" or "perceptions").

This email and its content are copyright 2006 Perception Lab, Inc. All Rights Reserved. This email and its contents cannot be reproduced without written permission. Please feel free to forward this unaltered email to all of your friends. For reprint permission, please contact us.

To unsubscribe to this eZine, first realize you will be missing out on powerful insights each week at ZERO cost to you; sometimes, they are even funny (or at least cute). Second, simply click reply and put "unsubscribe" in the subject. You are done.

™© 2006 All Rights Reserved Perception Lab, Inc.

Stop Whining! Here's The #1 Best Way to Grow Your Small Business

2006-08-15T22:38:00.001-05:00

New: Checkout our podcast on iTunes! Now you can take us with you in your iPod or MP3 player.

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According to the best practice data available, the #1 way to grow your business IS a well kept secret. I hear you, "But Mark, I've done advertising for 5 years and seen little results!" or "Mark, I have been a chamber member but no business comes from it!" The #1 best way to grow your business is not advertising, not door hangers, not even cold calling. The #1 way to grow your business is via collaboration -- "smart" collaboration."

How do most collaboration or synergy meetings conclude? Something, "Well, gee Jim, if I know anyone interested in your products, I'll be sure to give you a call or send them right to you." Jim responds with, "That would be great Susan! and I'll be sure to do the same for you." Jim: "Great!" Susan: "Great!" Jim: "Great!" And Jim never hears from Susan again. And she never hears from Jim.

Why?

Because most business owners don't realize their doing the business equivalent of dating. Remember when you were dating? Once you found The One you wanted to be with (or at least try to be with), you definitely wrote down their number and did follow up (calls, more dating, flowers, etc.). I'm afraid the rules for personal dating are far more defined than what you'll find at a typical business meeting. That's the bad news. I have the framework for business dating, so cheer up and read on!

You have to have some sort of framework for the relationship -- something like, "I'll do this and that while you agree to do something else." You fill in the blanks. Blanks of value. Perhaps we'll agree that our goals will be X dollars over Y time. "Great." Now what?

But few business owners bother. I suppose they don't have the time, the energy or the attitude to pull it off. Believe it or not, some just don't want the bother of growing their business using atypical methods other than what they have already known for years. Maybe it's the effort and time. We all have excuses for not going to the next level in our business or practice.

What about you? Which do you prefer of the following two scenarios? Scenario #1: you met a business owner and he agrees occasionally to send you a referral maybe three times a quarter. You in turn agree to pay something back for the referral. Scenario #2: you met a business owner who agrees to send you EVERY NEW CLIENT as agreed. In turn, you are seeing 10 new prospects each month of which 30% become new customers -- that's 3 new clients each month, 36 a year.

Here's a quiz: which scenario do you prefer? #2 of course. Why? If you are on the receiving end you get more clients, more visability and more income. Who would walk from that? If you are on the giving end, you get to be the "Go To" person, appear to be the "Connected Person" and the "Problem Solver" not to mention the extra income you get for simply saying, "Talk to Jim; here's how he can really turbo-charge your business."

How much does a typical customer of yours spend with you? If you could add new clients each month, what would that look like after one year? Sure, you want the referrals. But it requires structure. And accountability.

The #1 best way to grow your business is to collaborate, to put in place a structured business relationship based on value not whims or "Great! I'll call you." Here are the basics needed to implement your own strategic joint venture.

Here are 6.5 Steps to get started in Smart Joint Ventures and Collaboration that pay in credibility, income and visibility:

Step 1. Be Choosy. Just like in personal dating, don't hook up with just anyone. Do your home work. Know what is the most desirable type of business joint venture. Maybe for you it's working with high-end financial services advisors, or the best-in-market builder. Here's a tip: think of all the businesses that intersect in the life of your target clientele. Then analyze those intersecting businesses to discern the one that makes the most sense for you to collaborate with. Now approach those selected businesses with a value-based plan -- one that add huge value to their clients and adds income (or peace of mind) to the collaborator.

Step 2. Know your value. Understand what it is you bring to the relationship, why it's valuable to the other party and how you could blend services/products to benefit their customers. Be specific. The value must be compelling and attainable. This is at the heart of, "Why would I want to collaborate with you?"

Step 3. Have a plan. Be able to specifically spell out the terms of the relationship, how it would start, how long it would continue and how either of you could exit. Know where to be flexible and where to hold firm. Now for the disclaimer: I am not an attorney. I do however recommend that you first do a 90 day trial with the perspective collaborator. That's time enough to "court" the other party and be sure of their ability to deliver on their promises and for you to prove you will also do likewise. Set specific targets for your trial -- X dollars, Y number of clients. Then set the start and end dates. I have even worded my agreements to say once the trial concludes, both parties agree to automatically move into a formal 12 month agreement with annual renewable options.

Step 4. Have a way out / penalty clause. I recommend that if either party bails on the agreement, each pays lump sum the other 50% of what the would have received had the agreement continued. Additionally, specify mediation as a required conflict resolution method and that each party agrees to forgo other legal remedies. This will generally irritate your attorney, but keep more money in your pocket long term and ensure a faster resolution to the conflict. That's why many attorneys are also mediators and arbitrators. :-)

Step 5. Agree to liberally reward your joint venture partner. They are giving you access to clients you would otherwise not be able to connect to. That's worth more than the paltry 10% many offer up. Try 25% or 40%. Why? You want to REALLY show your appreciation and make the transactions worth while for your partner. Remember: this is money you would otherwise NOT see, earn or even know about. It's free money. If it costs you $300 to get $700, what do you care? That's $700 you would never have had anyway. Pay 'em.

Step 6. Set quality delivery standards with your joint venture partner. Review or develop joint-customer care standards and processes so that you work together seamlessly and deliver a WOW! experience for your customers. Review your progress each quarter and raise the CRM (customer care) bar a little higher each time. Watch your customers be "blown away" with your service. Your loyalty just went through the roof. Good for you!

Step 6.5 Agree to be held accountable for your portion of the deal. Your commitment to the relationship is huge! Get this part wrong and the whole thing will fall apart. As in personal dating, honesty is the best policy in business dating too -- short and long term. Now you can stop whining about not being able to grow your business and begin to raise the bar in your own 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.

Like what you read? There is more: check out businessmri.blogspot.com for more. Listen to our podcast with iTunes (search for "mark ware" or "perceptions").

This email and its content are copyright 2006 Perception Lab, Inc. All Rights Reserved. This email and its contents cannot be reproduced without written permission. Please feel free to forward this unaltered email to all of your friends. For reprint permission, please contact us.

To unsubscribe to this eZine, first realize you will be missing out on powerful insights each week at ZERO cost to you; sometimes, they are even funny (or at least cute). Second, simply click reply and put "unsubscribe" in the subject. You are done.

™© 2006 All Rights Reserved Perception Lab, Inc.

Stats Every Business Owner Should Know

2006-08-10T08:29:00.000-05:00

News: Checkout our podcast on iTunes! Now you can take us with you in your iPod or MP3 player.

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Stats Every Small Business Owner Should Know (especially you!)

You know, there is a huge amount of information available to the small business owner. The problem is two fold: the amount of information and the time to sift through it! Consider sources like CNBC, Hoovers and Google. These are vast depositories of information amongst a universe of information.

That's the bad news. The good news is I've pulled together a few of vital stats you need to know -- these are also a few of the key insights I use in my practice and pass onto my clients. Why? To help them better understand how their businesses can be perceived and impacted by customer perceptions. You may find them interesting, and hopefully, you will find them useful in the day-to-day activities of your business.

Here are 8.5 stats you absolutely definitely need to know:

#1. 5% increase in customer loyalty generates a 25% increase in profitability (not just sales). Read it again. Are you blown away? I was the first time I learned it. This came from Investor's Daily News a few years ago. When you think about the loyalty your business has today, moving up 5 points should be quite easy since most businesses are poor at providing customer care and many don't deliver a great (aka WOW!) customer experience. How would a 25% increase in profits impact your business?

#2. 70% of daily stress can be directly attributed to tone of voice (yours, your staff and your customers). I don't recall the source, but this stat is confirmed everyday of my life when I hear people talking to each other. Stress abounds and the #1 way to remove is to inform your team about the power of their tone of voice. How do your personnel speak to your customers? To each other? How much stress is in your workplace, your meetings? Too much I bet.

#3. Only 5% of a sales team will rise to the top. Nearly 100% of the time, the top 5% sales performers will always be the top sales performers. Even more interesting, the top 5% tend to be the same people year after year after year. Even in poor markets or economic downturns, these same people tend to be in the top 5%. Who are your top performers and how will you add to their numbers?

#4. From our friends at Hahn Consulting, only 1 out of 7 Angry Customers actually calls, writes or confronts the business. If only 1 is calling, emailing, writing or coming by your office, who are the other 6 talking too? How do you detect the frustrated, unhappy, irritated customers who DON'T contact you? Whenever you get one upset customer, pause to consider the other 6 you don't know about. How are you detecting and managing your customer's expereince with your business?

#5. Most of the time, you only have 15 seconds to make a good impression on someone. Imagine when you meet a new person at a networking event, social setting or just with friends. Don't you almost immediately sense if you like the person or not? Then they open their mouth and unknowingly confirm it with you! Some folks just don't have a chance with us. That's human nature. We're prewired to be judgemental. What sort of impression are your people making with your client?

#6. Lost opportunities are missed by 11 inches. 11 inches. New business. New clients. New income. Growth. Missed. By 11 inches. How? The distance between one's head and one's heart: approximately 11 inches. That's the difference between "head" knowledge and "heart" knowledge. How much is your staff taking to heart when it comes to the customer experience -- how many of your staff have a willingness to serve and taking the business personally?

#7. How to get customers to positively promote (aka RAVE) about your business 5 times more than usual. Sounds good, right? According to the Arizona State University's Carney school of Business, in the study area of Services Recovery, it was discovered that whenever an irritated customer is restored (appeased, compensated, acknowledged adequately), they are 5 times as likely to positively promote your business when compared to a customer who came through and had zero problems.

#8. 50 - the number of "YES" people you should be adding each month to your personal network. Typically business people (especially sales people) boast about how many people they know. But the power of influence isn't in who you know but rather in who knows you. How many major people in your space know you? How many of your primary target audience knows you, knows your team personally? The goal should be to add 50 "YES" people each month -- people who can say "YES" to your business value and opportunities and who know you personally.

#8.5 100% Committed -- the amount of effort required to grow your business while providing your customers with an awesome experience. Being committed will help move you and your team from head knowledge to heart knowledge. Being committed will help ensure the above 8 points are adequately addressed. Otherwise: nothing changes, nothing changes. How committed are you, your team, your support staff?

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.

Like what you read? There is more: check out businessmri.blogspot.com for more. Listen to our podcast with iTunes (search for "mark ware" or "perceptions"). Mark Ware is available for training, sales and marketing workshops. Contact us for booking information.

This email and its content are copyright 2006 Perception Lab, Inc. All Rights Reserved. This email and its contents cannot be reproduced without written permission. Please feel free to forward this unaltered email to all of your friends. For reprint permission, please contact us.

To unsubscribe to this eZine, first realize you will be missing out on powerful insights each week at ZERO cost to you; sometimes, they are even funny (or at least cute). Second, simply click reply and put "unsubscribe" in the subject. You are done.

™© 2006 All Rights Reserved Perception Lab, Inc.

It's Not the Economy!

2006-08-02T07:19:00.000-05:00

Don't believe it -- "The economy is really killing my business!!" This is the most overused (and untrue) excuse in the world for why business may go bad. But all too often that's the mindset of many people today. Is this also you? Look, I'm going to tell you straight up: it's not the economy, not the war in Iraq, the cost of materials or even the new competitor down the street and the cheapest place on the internet. The real culprit in holding back your business' growth is staring you back in the mirror. Take a look!

Now, I am not saying these things don't have an impact, even a significant one, but the main reason businesses struggle is due to poor competence, lack of leadership, poor oversight and little or no innovation. Let me give you 5.5 reasons why.

1. Smell - many times the scent of a business knocks the customer right in the face. Sometimes it's a great smell -- like inside a new car. Sometimes it's terrible like sitting in a smokey cab. Think about your favorite Italian eatery -- what comes to mind? The food and the smells -- the baked breads, the pasta, the sauce. When customers enter your business, what do they encounter? You don't know -- you work there! Do this: approach a neighbor or friend who rarely or never comes into where you work. Invite them in and then ask them what they smell upon entry. That's all you need to do. Doubt me? Don't go into a fast-food joint for four weeks (for some of you this may be harder than you think ....). And then go in for lunch at your favorite fast-food place. You'll know immediately what I mean and the strength of the scent may surprise you.

2. Decor – Have you entered a business with poor lighting and space so tight, you could hardly walk in? I recall a very well spoken-of CPA I visited several years ago. The office was a dump, but since I knew him personally, I stuck it out and had a great experience. I have visited attorney offices that had papers everywhere and boxes stuffed with even more papers. Did I reconsider my visit? You bet. I left due to appearance alone without even meeting the attorney. Few businesses are immune. In the last example, the attorneys were showing me how they would likely treat my papers, my private information and concluded: No Thanks. What does your decor say about your business? Organized and comfortable? Or chaos and cramped?

3. Furniture – What you have in your business says as much about the business as the clothes you wear and your attitude in greeting the customer. First impressions, right? What does your furniture say about you? Do you realize it really is saying what you think about the customer. Have you gone to a "great doctor" only to have a seat and sink nearly to the bottom of the chair because it was so worn out? Sure. But hey, you'll only be there 45 minutes to an hour while you wait, okay? You get the idea.

4. Access – I don't mean handicap access but rather view and access from the road. How hard is it to turn into your drive way? To get inside the building or office? Have you even considered first-time customers who have to drive to your location? Make it easy. Here's a great tip: offer a free map with driving directions on your website. Even better: have a real live person answer your phone and give verbal directions to your office. Make it easy for your customers to find you and get to you.

5. Attitude – Have you ever gone into a place and the help doesn't make eye contact, doesn't say hello, and only mumbles something about "help you?" I know I have -- from fast food (the worse attitude) to doctor's offices. How does it make you feel to be treated that way? I know I don't like it. I also realize the person behind the counter or the glass is soooooooooooo bored, has done the task so many times that they have lost whatever zest they may have had originally. That's a management issue for the business and a really good reason to leave for the customer. What about you? What's the attitude of your people? Yourself? Ponder this tip: Have an attitude of gratitude. Try it.

5.5 No Commitment –– In my workshops and seminars I train people about attitude. I also talk about the 11" that is keeping them away from whatever it is they need to do. 11" is the approximate distance from one's head to one's heart. How many times have you sat through some "horrible" training or presentation and thought, "Oh my God!! I already know that!" The real question to be asking yourself is not what you know, but what have you done and what are you doing about it!? No commitment makes it easy to dump on someone else or to ignore sage advice. But the wise person, the successful person realizes they continually need to be prodded to move forward and develop discipline to be their best. How committed are you to meaningful change? Where's your attitude? Are you missing your desired goals of more income, higher customer loyalty, better attitude –– by 11 inches? Most of us are until we take control. Determine to start today.

Epilogue
Would it shock you to know that only 5% of sales personnel rise to the top in sales for their company? Would you be shocked again to learn that it is this SAME 5% that rise to the top year after year after year after year? It's true. The people who are determined, not perfect, committed, not complaining who rise to the top in every field there is! Think about a truly successful person you know and who knows you. They have it all -- money, family, friends, a sense of priority, confidence and appear happy. The truly successful people tend to be successful no matter what is thrown at them -- they rebound -- stronger than before.

Where are you in all this? How committed are you to examining your customer's experience with your business, your personnel? Are you fighting change or chasing it down to make a meaningful improvement in your business and your customer's experience with you.

You may have heard the saying, "Want a better wife? Be a better husband." It starts with you. Want better customers, loyal customers? Referring and repeating customers? It starts with you. Let me put it another way: a wise counselor once told me he could most of the time gauge the quality of a marriage by looking at a client's spouse's face. I say look at the face of your customers -- do they have anticipation when engaging your staff? Are your customers just trying to get through the door and back out to the car? Or do they feel comfortable with you, your staff, and your facility. Take a look. What you see just might surprise you.

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.

Like what you read? There is more: check out businessmri.blogspot.com for more.

This email and its content are copyright 2006 Perception Lab, Inc. All Rights Reserved. This email and its contents cannot be reproduced without written permission. Please feel free to forward this email to all of your friends.

To unsubscribe to this eZine, first realize you will be missing out on powerful insights each week at ZERO cost to you; sometimes, they are even funny (or at least cute). Second, simply click reply and put "unsubscribe" in the subject. You are done.

™© 2006 All Rights Reserved Perception Lab, Inc.

See Yourself as Your Customers Do (are you brave enough?)

2006-07-26T08:49:00.000-05:00

All businesses have customers that come in, meet the staff, view the product and then leave. No sale. In some cases, would you believe that number is as high as 70%? That's HUGE. Imagine 70% of your prospects walking out the door. That means such businesses only made 30% of their revenue. Ouch. It gets worse: some businesses think they are immune -- that customers will always flood through the door. I'm sure you've heard the line, "No matter how good you are, you can still improve." And it's true.

Where are you? How do your customers see your business? Think about your business? Unfortunately humans are pre-wired to be negative; so just "being positive" or "thinking positive thoughts" is not enough. You have to deliver HIGH value every day with every customer. What are your clients/customers saying about you (but not to your face)?

Having worked with a wide variety of businesses over the years, let me clue you in. These are not just my opinions but observations we have gleaned from actual clients assessments. We have created a database of business profiles and in how those businesses are typically (and negatively) perceived by their clients; these profiles are the result of the question, "How can the business improve?"

I will share with you seven of those profiles. They're not pretty. But they are INSIGHTFUL to the business owner, and to you. See if you can spot yourself (I bet you can) in some of them. I've even included the steps to improve them, should you need to.

Profile #7: The Attorney
Typical Perception: "Snake in grass." "Overpriced." "Asks for more money." "Doesn't return calls." "Doesn't explain process." "Is highly competent." "Never has enough time for me." "Huge ego" "Isn't looking out for me personally." "Never hear from him/her; I always have to call" "Not accountable for performance (no refunds/credits)." "Rarely in the office."

What do to about it: If this is you, I have great news! No lawyer jokes! Instead, I want you to briefly unplug from your case load and begin considering ways you can come across more human -- yes, human -- and give your clients a big picture overview of the process they are about to endure -- divorce, depositions, etc. -- and then take their questions. Talk to them as if you were explaining it all to your grand mother. Attorneys can be very intimidating. Be sure you have a great bedside manner. The #1 underutilized-attorney-word-of-mouth-referral-generating-tactic: return calls and emails the same day. Try it.

Profile #6: The CPA.
Typical Perception: "Too complicated." "Speaks another language." "Sends me too many forms" "Doesn't make time for me." "Rushes me when I need more information." "Sends me email I can't understand" "Never answers the phone personally." "Poor value for price." "Thinks they are a banker."

What do to about it: If this is you, be sure to not only explain the process but also quickly follow up for client's peace-of-mind; like the Attorney, be sure to be accessible, speak in simple terms and lose the financial-speak. Some clients are actually fairly savvy; however, until you know for sure, keep it simple.

Profile #5: The Doctor.
Typical Perception: "Takes forever to get an appointment unless I'm dying; then I'm told, 'Call 911.'" "Routinely makes me wait up to 45 minutes to see him/her." "Makes me wait another 15-30 minutes in the exam room." "Spends less than 10 minutes with me." "Always makes time for drug reps to 'walk in' thus delaying me even more." "Wants to see me again even for minor stuff." "Requires money before I can reschedule." "Cheap." "Has banking hours." "Takes huge lunch breaks." "Does not return my voice mail calls." "More magazines than a library." "Cheap/old/uncomfortable chairs in waiting room." "Receptionist behind glass that does not acknowledge or welcome me into office."

What do to about it: If this is you, it's almost a no-brainer: simply come out and personally tell the clients how late you are running, why you are running late and express sincerely that their time is important to you too and if necessary, you will be glad to reschedule them for the next open time. You'll be surprised how many patients (a) won't leave and (b) will feel a huge sense of relief knowing that you personally care to come out and speak with them. Try it. (and update your waiting room furniture too.)

Profile #4: Auto Services.
Typical Perception: "Snakes in grass (especially to women)." "Poor communication skills." "Keeps my car for hours even for minor service." "Always takes twice as long as scheduled." "Puts plastic on the seat, steering column and floor mats but does not wash car." "Never has a loaner for me." "Can't explain in simple terms what they did to my car." "Poor waiting rooms" "Dirty bathrooms" "Dealer rates are expensive." "Waiting room with dirty/broke coffee machines and broken/poor reception TV."

What do to about it: If this is you, there are so many things to easily improve your perception. The top three would be: (a) provide a clean and functioning waiting area; no matter how long people have to wait, if the area is tidy and working, it can make the time go by much easier. (b) Simply give a good-faith time estimate up front and if you think you will run late (not wait until you are running late), go tell the customer and give them the option to stay or offer them a ride and later pickup. (c) When the customer picks up the car, don't just tell them what you did, take the invoice, and walk the customer through each item on the invoice while anticipating/answering their questions. After they have paid, always say "Thank You" and see them to their car. Watch your loyalty explode from this last bit.

Profile #3: The Ad Agency.
Typical Perception: "Expensive." "Didn't listen to me." "Didn't take enough time with me." "Is always trying to complete my sentences." "Very creative." "Interesting approaches." "Can't tell me how much money they made for other clients." "Their way or the high way." "Lots of attitude." "Didn't explain process to me." "Lots of ego." "Continually billing me." "No metrics for results." "Too creative/graphically focused and little business emphasis."

What do to about it: If this is you, it's all about explaining how what you have done/are offering helps the customer progress in their business goals. For example, if you're a graphic design company and a client is seeking an ad in a local free newspaper for a new women's clothing line, be sure to (a) tie your design and approach back into the business objective (drawing in a specific target female audience), (b) explain the creative process and (c) give them tips on how to measure the ad's effectiveness.

Profile #2: The Business Services Consultant.
Typical Perception: "Know it all." "Expensive." "Brings in other consultants to bill me." "Doesn't listen." "Didn't take notes." "Already knows what I want but does know my business." "Not accessible." "Doesn't return calls/email." "Didn't explain process to me." "Tunnel vision -- no solution services."

What do to about it: If this is you, by far the best thing to do is simply spend time getting to know the client before offering up solutions to sell. Asking Power Questions such as, "How have you approached previously?" Or. "What was your experience like?" And, "What would you do differently the next time?" This will give you much insight and help you appear to be a resource and source of ideas and simply not a "salesperson." You know which you are if they say, "We'll have to talk it over with the team," vs. "Can you come in the next room and explain this to our team?" Got it?

Profile #1: The Retailer.
Typical Perception: "Car salespeople." "Pushy" "Know it all's" "Priced too high." "Poor service" "Little knowledge of products and services." "No return/exchange flexibility." "Dirty bathrooms and showrooms." "Too loud." "Inexperienced staff." "Staff not trained for customer care." "Staff not solution oriented."

What do to about it: If this is you, by far most important things are how your people greet and qualify the client. You have to (a) train your people with an overall process on how to greet, release, followup, qualify, demo, recommend and close a client. It has to appear seamless and confident, and (b) teach your people how to project manage and /or follow up with the client's purchase if it was a significant amount for your industry. For example, if the client bought a $100 suit is one thing; if they spent over $500 in the suit, shirts, shoes and accessories, call 'em a few days after the sale day to confirm "all is well" and again once a month for the next 60 days. Watch how surprised (and pleased) they are that you even took the time to care.

Still didn't see yourself? You're in there -- I just ran out of numbers. :-)

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.

Like what you read? There is more: check out businessmri.blogspot.com for more.

Mark Ware is available for workshops, seminars, keynotes and presentations. Call us for booking information.

This email and its content are copyright 2006 Perception Lab, Inc. All Rights Reserved. This email and its contents cannot be reproduced without written permission. Please feel free to forward this email to all of your friends. For reprint permission, please contact us.

To unsubscribe to this eZine, first realize you will be missing out on powerful insights each week at ZERO cost to you; sometimes, they are even funny (or at least cute). Second, simply click reply and put "unsubscribe" in the subject. You are done.

™© 2006 All Rights Reserved Perception Lab, Inc.

Warning Signs of a Dead-Beat Company

2006-07-20T12:20:00.000-05:00

In a Wall Street Journal article this week entitled, "Selling the Special Touch," the reporter described how many businesses are aggressively seeking out better ways to treat their customers. The rationale? To give the impression of being "different." However, earlier this week the Miami Herald reported a local couple's strong determination to not dine out any longer. The rationale? Pervasive poor service, poor value and poor quality. In short, NO DIFFERENCE.

What's going on?

Ah, someone's waking up! Finally a few businesses are beginning to realize that how their business is perceived (independently and against the competition) is a HUGE differentiator and the breeding ground for loyal customers. Even the customers are getting into the act.

What about you? How do your customers "see" your business, your facilities, your people? What about the value you bring to your customer? Are you a "me too" company, a "whatever" company or a "Tuned In" company? The later being the company which actually takes time to disconnect the internal PR machine (you know: "We're great, we're #1," etc..) and listen to reality -- the customer's perspective. What a concept.

Honestly, most companies just float by until something (a crisis, an unknown threat) jolts them back into survival mode. Then these companies are all over the "problem." But sometimes it's too late and these businesses die on the vine. What a terrible shame as they may well have made a major impact on their clients, their employees and their communities.

Let me give you the 9 warning signs of a company just floating by -- a "deadbeat" company when it comes to doing right by the customer, keeping the customer first and staying in tune with the customer experience. Do you recognize your company in some of the warning signs? I bet you will. Companies taking a "business as usual" philosophy are easy to spot and even easier to sink unless the management team are committed to putting the customer first, tuning into their customer base and building tremendous value into their customers –– literally asking themselves, "Why the heck do our customers need us?" Read on for The Signs.

Warning Sign #1: You never hear from your customers. They don't call. They don't email. They don't visit. They don't care. Unless something is wrong of course. Oh, I hear you saying, "Mark -- don't you know no news is good news!" Not so fast. No news means the customer has nothing to say to YOU but has plenty to say to your competitors -- and is probably doing so.

Warning Sign #2: Your sales people don't leave the office. Unless you have a queue of people standing outside the door, you better get your people outside selling. Few businesses are well insulated from having an aggressive outside sales team. Why leave money dangling from the lowest limbs? Better to get outside, network, gain visibility and demonstrate value. The other guys will even if you don't.

Warning Sign #3: You have no advisory board. Best practice in any business (small or otherwise) is to have an advisory board (3-5 people you know and trust) who will meet with you on a quarterly basis, listen to what you have going on and tell you exactly what they think. Powerful. Sometimes painful. Without an Advisory Board, you're basically saying you know it all and that no one can enlighten you or challenge you to higher heights of productivity and customer care.

Warning Sign #4: You don't know how you really compare to your competitors. Ouch. How long will it take for your competitors to pounce on your practice, office, business when given the opportunity? You can bet they are out there talking to your customers, your vendors and even your employees. Why? They want to take business from you. Know your competitors and be on the offense.

Warning Sign #5: No Value-Add Services. Same old same old. "Our stuff is about the same as the others; there's really little difference between us and anyone else." How can this be? Yet it "be" all over the place! Few businesses take the time to develop and invest in innovative services that add cash to the bottom line and space between themselves and the competition. If you're an attorney, that means developing a better case management process, follow up and client communications. If you're a CPA it means going beyond simple math and giving tangible and savvy business advise to your business clients. Examine your business, a day in the life of your biggest clients and then develop those services you can provide to make a big difference in the client's life. You will a savior, a superman and clearly differentiate yourself from the herd.

Warning Sign #6: Don't invest in your employees. Failing to invest in and grow your employees is a business killer. Why on Earth would you NOT invest into those people sitting on the front lines of your income? The very people who are making it happen for you every day in your business -- they need investment to grow. More importantly, they will thank you for it as you receive its dividend pay out over the coming weeks, months and years.

Warning Sign #7: No Metrics for PR, Advertising or Branding. It amazes me every time I hear about a business that spends tons of money on ads that are never measured! Or PR stunts, events or promos which are not assessed for their revenue generation. A recent CNN PodCast reported that the trend is changing as metrics become more sophisticated on the web. Businesses are demanding proof of results for their online ad/branding dollars. So how much more for other types of promotion -- radio, print, etc.? Measure your ROI on everything you do.

Warning Sign #8: All Memberships have Expired. A sad situation. Chamber membership expired. Civic association membership expired. Industry-specific organization membership expired. Those are all lost opportunities to get the word out, be seen, be known, be consistent. At a minimum, your company should be plugged into a dozen organizations -- both business and civic or community oriented. Google your local area's organizations and you will find a ton.

Warning Sign #9: No Vendor Management. The product suppliers are critical to your business. So why is it so few of us actually have a regularly scheduled sit-down with these folks to review the business, review their contribution to the business and what they can do to grow their contribution. If you're just sitting there and stopping whenever the product rep rolls in, putting customers on hold, you're playing a losing game. The rep only wants to sell you. That's fine, but they need to be working for you and with you rather than just trying to sell. That means you have to develop a strategy on what to really discuss with your reps. Developing a top 5 questionnaire is key. Ask them things like, "How can you help improve my numbers for your product?" Or, "What can you do to invest more in local media and promotion?" Or, "What incentives do you have for me consider regarding keeping your products in my business?" There are a million product reps waiting to get to you and put their products in your business. Make sure they know you are in business for business and not just to buy. Make 'em earn a seat to serve your clients.

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.

Like what you read? There is more: check out businessmri.blogspot.com for more or call 786.399.6571.

Mark Ware is available for workshops, seminars, keynotes and presentations. Call 786.399.6571 for booking information.

This email and its content are copyright 2006 Perception Lab, Inc. All Rights Reserved. This email and its contents cannot be reproduced without written permission. Please feel free to forward this email to all of your friends. For reprint permission, please call 786.399.6571 or email info@perceptionlab.biz.

To unsubscribe to this eZine, first realize you will missing out on powerful insights each week at ZERO cost to you; sometimes, they are even funny (or at least cute). Second, simply click reply and put "unsubscribe" in the subject. You are done.

™© 2006 All Rights Reserved Perception Lab, Inc.

If it's not rocket science, why can't I grow my business!?

2006-07-13T08:53:00.000-05:00

"I left the corporate world to create a place for myself, to build my future and be master and commander of my life. Now, I want to take my company to the 'next level'."

Whenever I hear a business owner say such things I have to smile. Been there. The brutal reality is that being, "master and commander," is much harder than any 9-5 corporate gig. However, for those willing to do the grunt work (or have the funding to acquire grunts), here are the steps to making it happen. Oh, by the way, did I mention there is no "silver bullet" to success? Nope. Hard work and persistence are of course the foundations to any success -- professional athlete, successful investor or super effective parenting.

Still, if one wanted to expand their business, what would be the vital steps to take? Here they are, as based upon best practices, confirmed by the gurus of industry and most importantly, my own personal experience. That's right. What I share with you I use myself. Or as they say at P&G (I'm told): I eat my own dog food.

7 Steps to growing your business

1. Spend time getting to know your customers
It is amazing how few businesses actually say "hello" to their clients not to mention getting to know them a little. Even a little tiny bit. If you want to grow your business, know what your customers think of you company, your services, your value and your relationship management. You may be very surprised (most of you anyway).

2. Invest in your employees
Most employees are "clock watchers" and no wonder why. Their bosses are money watchers! What do I mean? While employees are just counting the hours before they head home, bosses all too often are counting the costs those employees minus any other contribution or value the employees may have. If you want to grow your business, spend time getting to know your employees at lunch, company picnics, business events or just spend 3 minutes getting to know them while you refill your coffee cup in the break area.

3. Give value to everyone
The best way to be known is to be known for giving value. That does not mean only when paid for it, when asked for it and when you really should do it. But rather, doing all the time at every occasion, opportunity and venue. Become known as a value giver and your business will begin to expand as your employees follow suite and your customer, friends, extended network begin to notice.

4. Be personable: laugh!
Is there anything worse than a business-only mentality? We have to have a little fun. Look for ways to smile, laugh and keep a positive tone & attitude. 90% of the world is terminally "glass half empty!" If you want to grow your business, make 'em laugh, and be a person with a positive outlook on life.

5. Know who you are
Other than your price, product or technology, is there anything specific about you that makes you/ your company unique? Less than 5% of salespeople raise to the top and lack of value, or ability to communicate their value, is the #1 reason. #2 would be fear of failure, and so they don't try as hard. If you want to grow your business, take a good look inside; talk to your customers; talk to your vendors; talk to your partners, and get to know the real you and your unique value. Tell everyone.

6. Be patient. If you want to grow your business, you will have to learn to be patient. Very patient. Along with all the above and making other key investments in your business, it will all come flying apart if you cannot be patient to see the fruit of your labor. Being patient means not becoming irritated, anxious, frustrated when 99% of us do. That's patience.

7. Repeat steps 1 - 6 (and do so often). Seriously: assess yourself regularly. Make it a part of your "business hygiene" and see the impact over time. You'll be impressed -- with yourself and your results!

Now ... make it a great week!

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.

Like what you read? There is more: check out businessmri.blogspot.com for more or call 786.399.6571.

About Mark Ware
Mark is a professional services & branding expert with over 20 years experience in business processes, customer care, loyalty, sales development, mentoring, training, and planning. His clients have included Fortune 100 companies across the US as well as local small businesses. A former Director of Professional Services Marketing, Ericsson Telecom, North, Central and South America, Mark is a graduate of University of Maryland in Computer Studies & Management (Cum Laude), with studies at Oxford University, England, and WP Carey Graduate School of Business, Arizona State University. He lives with his wife and daughter near Miami Florida.

About the Perception Lab, Inc.
We make it easy for business owners to grow their business. We do the work, and the business owner gets the profits. Our services are like an "annual physical" for the business. We provide the business assessment tools, analysis, recommendations and action plan to the business owner. We mentor the business owner in implementing the right changes to grow the business -- employee training, business development, customer care and marketing. We make it easy to grow your business.

Mark Ware is available for workshops, seminars, keynotes and presentations. Call 786.399.6571 for booking information.

This email and its content are copyright 2006 Perception Lab, Inc. All Rights Reserved. This email and its contents cannot be reproduced without written permission from Mark Ware. Please feel free to forward this email to all of your friends. For reprint permission, please call 786.399.6571 or email info@perceptionlab.biz.

To unsubscribe to this eZine, first realize you will missing out on powerful insights each week at ZERO cost to you; sometimes, they are even funny (or at least cute). Second, simply click reply and put "unsubscribe" in the subject. You are done.

™© 2006 All Rights Reserved Perception Lab, Inc.

You, Your Business, Employees and Your Future (What's going on?)

2006-06-22T21:35:00.000-05:00

You, Your Business, Employees and Your Future (What is going on?)

I cannot believe the number of businesses which do not have any plan whatsoever for their employees development. Even worse: no plan to verify their employees are delivering on the promises and alleged values. How can this be? That's like a doctor who never does a lab test, a car mechanic who never checks the on-board computer, the school teacher who never gives a quiz or the cop that never wrote a ticket!

The "shocking" news is that your employees are the bedrock upon which you will build your present and future successes. Success you depend upon for growth, income, retirement, whatever. So what do you need to be doing for your employees? Bringing them fresh coffees from Starbucks or even better install a machine in the company kitchen for everyone to grab a Colombia Nariño Supremo? Not quite. But you should check their compliance your customer-experience directives and give them a way to grow and develop over time.

Here are 5.5 ways to tend your employees in such a way that no matter how great they are, or how much improvement they need, you will continually be maximizing their contribution to your success.

1. Talk to them quarterly; usually when an employee hears, "We need to talk," it's a lot like when a woman tells her boy friend, "We need to talk." Oh-oh. Make a point to sit down with each employee and review their progress, how they line up with your vision of the business and give them honest feedback on the critical areas such as core competencies (sweeping the floor, selling glasses, making orange juice, selling stocks, whatever), their attitude and self-improvement.

2. Help them rate themselves monthly; most employees think about clocking in and clocking out; going to work and coming home. You have to help them see beyond where they are and to embrace where they want to go, need to go. Maybe it's just getting better at a few core skills. Maybe it's tracking their progress each month with the core competencies. Whatever it is, give them a simple template to complete on their own that helps them assess their own progress and status each month. When you sit down with them quarterly, no surprises and everyone's time is more productive

3. Keep them informed on company news, directions, developments; you're in the captain's chair and they are down in the "engine room" just trying to keep things going for you. When you land a great deal, when you are about to launch a new idea or product, when you have a success story, or a change in strategy, call the team together and tell them. They'll feel more important, more informed and better about working for you. Otherwise, they WILL hear about the news, but rather from you, they'll hear it as rumor and speculation with no chance to clarify. Many a great employee has left over what appeared to be bad news.

4. Give Kudos; If you never assess your employees, how can you congratulate them on performance? If you never have open company forums, how can you reward great performance in front of their peers? Give kudos every chance you can. Say "Thank You" and stop to give compliments. The rule, if you didn't know: two thank-you cards a week for great service. Where do you see great service and sacrifice? Your employees!

5. Get to know them and their families; talk about awkward moments: when you finally do have a company open forum -- a picnic, movie attendance or other gathering, getting introduced to your employee's families can be uncomfortable the first time. But -- each quarter you connect with them, it provides you with the opportunity to reconnect, update, chat, and just sustain the relationship. Employee morale soars. Just be yourself and enjoy the time with them.

5.5 Be committed; Nothing works without commitment. If you didn't know, commitment has three parts: (1) just do it, (2) measure your success, (3) adjust course in small steps, as necessary. So if you start connecting more to your employees, check your company's morale but also check sales! Check your customer satisfaction and loyalty numbers. Many times better employee morale boosts and sustains customer loyalty! Happy employees = happy customers. You do the math.

With an employee competency plan, you'll see business explode, not just in sales, in attitude, in willingness to serve, in taking the business personally! It's huge! And if you didn't know, fairly cheap (your time). That's a lot less than a new coffee machine dispensing Colombia Nariño Supremo around the office.

Now ... make it a great week!

How your business is perceived is vital to your business' 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. Mention this ezine article and get a two-month no cost trial, a $1199 value.

Mark Ware
Principal
Perception Lab, Inc.
"Small Business Assessments & Consulting"

Like what you read? There's more: check out businessmri.blogspot.com for more or call 786.399.6571.

About Mark Ware
Professional services & branding expert with over 20 years experience in business processes, customer care, loyalty, sales development, mentoring, training, and planning. His clients have included companies as large as Cisco Systems and Mutual Services Corporation. Small Businesses have also benefited from Mark such as corPersona, ITSMA, GreenBeech Advertising, among others. A former Director of Professional Services Marketing, Ericsson Telecom, North, Central and South America, Mark is a graduate of University of Maryland in Computer Studies & Management (Cum Laude), with studies at Oxford University, England, and WP Carey Graduate School of Business, Arizona State University. He lives with is wife and daughter near Miami Florida.

Mark Ware is available for workshops, seminars, keynotes. Call 786.399.6571 for more information.

This email and its content are copyright 2006 Perception Lab, Inc. All Rights Reserved. This email and its contents cannot be reproduced without written permission from Mark Ware. Please feel free to forward this email to all of your friends. For reprint permission, please call 786.399.6571 or email info@perceptionlab.biz.

™© 2006 All Rights Reserved Perception Lab, Inc.

Perception Lab, Get It In Writing to Establish Joint Venture (Press Release)

2006-06-22T21:30:00.000-05:00

PERCEPTION LAB, GET IT IN WRITING TO ESTABLISH JOINT VENTURE FOR BUSINESS CONSULTING MARKET
PLAN TO JOINTLY DEVELOP TIGHTLY INTEGRATED BUSINESS, MARKETING, COMMUNICATIONS and ADVISORY SERVICES

FEBRUARY 02, 2006
Coral Gables, FL – Perception Lab, Inc. (privately held, The Lab) and Boca Raton-based Get It In Writing, Inc. (privately held, GIIW) announced they have entered into a joint venture for developing tailored business services with a national reach. The two companies have entered into a shared-services agreement that allows GIIW to immediately begin engaging customers with The Lab’s extensive portfolio of business services including customized assessment services for sales, marketing, strategy, competence and training.

“Businesses attempt to create the type of synergy, focus and quality of excellence we have designed into our joint venture, and many of them fail to deliver on those promises,” expressed Ms. Allison Narzarian, President of GIIW. "The joint venture will combine GIIW and The Lab’s services to create leading business services solutions to meet customers' needs across a myriad of industries within South Florida reaching ultimately broader US markets and international clientele. The venture will bring better value to our existing and potential customers who otherwise could not afford such services.”

Services availability is expected for all markets by the second quarter of 2006, after an initial trial period. Comprehensive business assessment services will take approximately 30-45 days to present findings, rationale and recommendations.
"The Lab is focused on seizing opportunities that will generate new revenue and expand operating margin. This joint venture is an opportunity to combine the strengths of GIIW and The Lab into an effort which can aggressively target and win share in the rapidly expanding services market," said Mark Ware, president, Perception Lab. "This will create a powerful new player in what is a high growth market; and South Florida is ground-zero."

About Get It In Writing, Inc.
Creating more than 2,000 original pieces of copy for Fortune 100 clientele, Boca Raton-based Get It In Writing, Inc., is a leader in customized business communications including annual reports, marketing communications, promotions, and executive communications. Press contacts: anarzarian@getitinwriting.biz or visit www.getitinwriting.biz

About Perception Lab, Inc.
An established leader in customized business assessment and growth services, the Coral Gables-based Perception Lab delivers powerful professional services solutions including comprehensive customer focus assessments, branding, competency management, business development and mentoring. Via it’s Business MRI™ assessment methodology, the Lab is the preferred small and medium business partner. Press contacts: martha@perceptionlab.biz or phone 1+(305) 299 8396.

™© 2006 All Rights Reserved Perception Lab, Inc.

Sherwood Optical Sets Sights Still Higher (Press Release)

2006-06-22T21:27:00.000-05:00

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Sherwood Optical Sets Sights Still Higher
Recent study shows record 97.4% customer loyalty rating

POMPANO BEACH, Florida. June 23, 2006 Not many businesses can claim to have a 97.4% customer loyalty rating, certainly not medical services. “We were so flattered that our patients would rate us so highly,” said Dr. Ralph Bourjolly, owner of Sherwood Optical. “We anticipate significant growth over the coming months due to the guidance of the Perception Lab.”

The study, designed for Sherwood Optical, focused on key areas for improvement and an action plan to make it happen. “When I signed with the Perception Lab, I was looking for some way, some path to better business management without putting my practice into deep debt or having to come up with a major amount of cash upfront. The Perception Lab worked with us on a monthly budget permitting us to repay them as the business grows overtime; it is a great service for the small businessperson. We’re already seeing results.”

Over forty-five days, the Perception Lab designed and implemented a customized study or “Business Assessment” of the Sherwood brand. “We are specialists in professional services, especially small business growth. We coach for growth,” said Mark Ware, Perception Lab Principal.

The Perception Lab specializes in mentoring small business on how to grow their income and better manage the business overall. Martha Monteiro, Managing Partner, Perception Lab said, “The study revealed terrific insights about Sherwood and specifically about the staff; we were able to identify the root rationale and show Dr. Bourjolly how he can improve the number of persons who want to become patients and how to leverage his famous bedside manner and personal care.”

Over the next 90 days the Perception Lab team will be working with Dr. Bourjolly and his staff to implement specific recommendations from the study such as employee customer care training, sales training, developing new services and overall branding and business development tactics.

“We are really excited about the future; we have always been profitable, and now I know we are on a path for growth as we personally deliver great care to each of our patients, one at a time.

About Sherwood Optical
Sherwood Optical is the leader in high-touch optometry care in South Florida and the practice home of Dr. Ralph Bourjolly. The exclusive provider of Opti-Care™ services, Sherwood Optical has reinvented how patients experience eye care. 954.972.8900 or dr_b@sherwoodoptical.com

About Perception Lab
An established leader in customized business assessment and growth services, the Miami-based Perception Lab delivers powerful customized professional services solutions including customer focus assessments, branding, competency management, business development and staff training.

Media Contact:
Ms. Martha Monteiro
Perception Lab, Inc.
(305) 299 8396
martha@perceptionlab.biz

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™© 2006 All Rights Reserved Perception Lab, Inc.

7.1 ways to brand your business (and verify it!)

2006-06-17T22:43:00.000-05:00

7.1 ways to brand your business (and verify it!)

When I was coming up in the business, I heard all this talk about "branding" and "brand building" and the very common, "Your brand is everything!" I had no idea what they were referring to back then; of over the years I came to realize that branding is really the totality of everything a business does that the customer will hear, smell, taste, eye and touch. Everything.

Then I swung the other way: there is NO WAY to manage this "brand thing" as it's everywhere in everything! Well, I was sort of right -- it's in everything and everywhere but also very manageable. I came to this conclusion as the Director for Services Marketing at Ericsson, the telecom company. Back then, (1997), I received the semi-annual customer satisfaction data from around the world, that is where ever Ericsson had an office. As my team and I evaluated the data, we realized that 99.9999999% of the problems, complaints, concerns and issues were not about product, technology or product performance. Instead, we noted that it was about everything we did as a people: design, delivery, installation, integration, business services, and support. People. That's because we had at that time a different way of doing everything from country to country. There was little continuity and even less customer loyalty.

Over the coming months (and years) I decided to assess the Americas team for 7 key areas; here they for you to note and apply. By the way, the first year with the improvement plan in place using these 7 keys, our sales exploded and our loyalty went up 30%. Huge when you consider a 5% increase in customer loyalty will generate a 25% increase in profitability (not sales, or margin, PROFITABILITY).

1. Talk to your customers; not chatty talk, but rather get to know them. If you sell cars, ask them to describe their ideal dream car; what would it have? How big would it be? Where would they go in it? This will yield tremendous insights for you. You'll score big points with your customers. COST: your time

2. Find out your USP (Unique Selling Proposition) and use it in everything. Maybe you are the most caring doctor that specializes with child patients. If that's you, capture photos and testimonials and leverage in your public speaking, presentations, etc.. Emphasize what makes you unique and tell everyone. COST: your time.

3. Train your people to deliver care not just take the money. Your people are the most significant component to your business. My good friend Brian Parsley says, "Treat your people better than your customers." Remember: even the very best product will not do much for you if the sales person is not willing to serve and take the business personally.

4. Be visible. Get out. How many ways can you do it? Zillions. Chambers, professional associations, trade groups, councils, industry special interest groups, and more. Get out, sign up, and get active. It will pay you thousands in dividends.

5. Leverage your connections. How many in your network know that you can add value (money) to their business? Have you approached people in your network about your value? Think of an angle and your business contacts put your cards/brochures in with their own stuff. Give them a piece of the action and build your brand up by associating with theirs. Be selective: be sure you cobranded with a well respected business who will pull your brand up by association.

6. Keep score. How many times have I heard, "Well, we thought of that, and tried it once, but I guess advertising just doesn't work." Doesn't work? That's insane! Of course advertising works. But not all ads are created the same, not all ads are equally effective and not all media will reach your target market. Focus on the fundamentals and track your results. Surprising you will learn about your market and even more about your brand.

7. Be consistent. If you place one ad and nothing happens, have one radio spot, no calls, make one presentation, no interest DON'T GIVE UP! Building brand is a lot like caring for a garden. It takes time and you have to stop to "pull weeds." Managing brand is full time activity intimately connected to sales and support. Get started, keep at it and stay consistent. Little changes over time and okay; but don't start/stop as the market will get confused.

7.1 Be committed. This one I stole from Jeffrey Gitomer, the Salesperson's salesperson. Jeffrey is the guru of getting the check for the deal. His key: be committed. Stay focused. Your commitment is the glue to the 7 keys. No glue? No results. Did you notice? The only cost is your time.

How your business is perceived is the key to customer loyalty; customer loyalty is the key to long-term business growth. For more information, be sure to call us at 786.399.6571 or email us at info@perceptionlab.biz. Mention this ezine article and get a two-month no cost trial -- $1199 value.

Thanks for reading!

Mark Ware
Principal
Perception Lab, Inc.
"Small Business Assessments & Consulting"

Like what you read? There's more: check out businessmri.blogspot.com for more or contact us.

™© 2006 All Rights Reserved Perception Lab, Inc.

Effective Small Business Advertising -- What?

2006-06-12T23:11:00.000-05:00

"Oh, I spent tons of money on advertising over a period of four years; never saw one customer from those ads. Advertising just doesn't work." Do you recognize yourself in that quote? Surprisingly, many small business owners feel the same but, the truth is that not all ads are created (or published) equally.

I had a client who had retained our firm to help grow her practice. We were shown copies of her ads, brochures, website, and in-house signage. "We wanted to get the business going and so advertising seemed like a no-brainer; my employee's sister has the software and a computer, and she offered to create our ad. After a few revisions, we selected one that was cool, fun and catchy. Over 12 months, we saw maybe one customer from the ad. We were very disappointed."

This scenario is so typical; the problem of course is that small businesses think that to have an ad professionally prepared will cost a ton or money, so they opt out for a free or very inexpensive alternative. As we have all heard, "You get what you pay for!" And it is true.

However, here are five things small business owners need to keep in mind when developing their ads:

1. An effective ad is attractive, but the effectiveness is not about how "cool" or graphical the ad is made to appear
Tip: try to avoid two or more graphical pieces /icons in your ad

2. An effective ad conveys your unique selling proposition (USP) thus differentiating you from the competition
Tip: the ad's headline should reflect your USP; copy at the bottom or side of the ad should convey offer details

3. An effective ad is conveying a clear and compelling offer and avoids lots of text or excessive graphics
Tip: don't talk about yourself, talk about what the customer will get or experience

4. An effective ad is not the size of a postage stamp but rather is (ideally) a 1/8 - 1/4 page in size of the target media
Tip: Buy as big an ad space as possible; even a great ad can be lost in a sea of tiny "me-too" ads

5. An effective ad promises and tantalizes the reader about an experience to be had
Tip: your ad's message should be as obvious and compelling as ice tea in the desert

6. An effective ad will be placed in credible media such as major metro papers and not so much in the free newsstand
Tip: any media you are considering, first call fifteen of their current advertisers and ask how the media is working

Combined with other activities, advertising can, over time, really amplify your business. Remember, no matter how effective your ad is, you have to deliver the customer care and experience as promised! Do not forget to track your ad's impact as new clients come to your business. In addition, if you do not see results right away, that is typical; we suggest trying a well-designed ad in appropriate media for a minimum of 4 months.

How your business is perceived is the key to customer loyalty; customer loyalty is the key to long-term business growth. For more information, be sure to call us at 786.399.6571 or email us at info@perceptionlab.biz. Mention this ezine article and receive a two-month free trial, a $1199 value.

Next month: 7.1 ways to brand your business (and verify it!)

Thanks for reading!

Mark Ware
Principal
Perception Lab, Inc.
"Small Business Assessments and Consulting"
mark.ware@perceptionlab.biz
businessmri.blogspot.com
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™© 2006 All Rights Reserved Perception Lab, Inc.

Can't Get No ... Growth!

2006-04-03T20:35:00.000-05:00

Perceptions e*zine for April, 2006

Less than 10% of typical business owners actually know how to grow their business. 10%! That is amazing! That probably explains why most new businesses fail within their first 3 years. That is because we all want growth -- it is everywhere! Business Week recently stated AT&T’s merger with Bellsouth cites this familiar mantra – “We’re doing this for growth!” So how can you realistically grow your business?

Welcome to this edition of the Perceptions! I am Mark Ware, and this month we will examine basic steps a business owner can take to grow their business, and the key will be becoming super-customer focused! But how? Read on.

Maybe you’re not eyeing a $67 billion dollar take over of a competitor, but perhaps you are trying to increase your business revenue and spur growth without spending a ton of money, or perhaps no money at all. It can be done.

Many of us are doing “okay” but not seeing the results we felt possible when the business began. What can we do? According to Perception Lab research, by far the best initial investment in time and effort towards any business improvement activity should be to become intensely more customer focused. Just like getting into better shape requires an initial assessment, game plan and commitment, so too does a business when the owner desires better performance and financial results.

I hear you say, “But I am customer oriented Mark – really!” Yes, I believe you. But it may not be enough. This month we are going to look at three steps business owners can take to get started on becoming more customer focused.

Now, these three steps are only of value if you desire to be better – to deliver better value, higher margins and better financial result. If that is not you, well, maybe there is another newsletter for you.

It's all about you
If you are a florist, this growth tip is for you. If you are a CPA, this growth tip is for you. If you sell guitars, this growth tip is for you. If you sell shoes, this growth tip is for you. So let’s get started.

What to ask
So, how do you know if you’re really customer focused? The best way is to simply ask your customers! I know, it’s shocking but true. Your customers know you best. Your first step is to ask your customers 5 simple questions:
1 Why do you buy from us? (be specific)
2 Do our people have a willingness to serve you? (scale 1 to 5, 1 is low, 5 is high)
3 What do we do best for you? (be specific)
4 Where do we need to improve most and why? (be specific)
5 What one thing would you change if you were the boss? Why? (be specific)

That’s it. Those are the questions. That’s the easy part. How to collect the info?

A simple approach
The best way is to have an independent do it for you – someone who is not an owner or partner with you. Some one objective and detached from your business. Many local marketing firms or management-consulting firms will do this for you or you could contact your local university’s marketing department and ask them if they would like to take on a small research project. Don’t make it complicated: just focus on how the customer's answer the question one customer at a time. His/her perception overrules your pre-supposed positioning or branding.

How to ask
If you are a retail or consumer direct business, exit polling may be best. Otherwise, follow up phone calls are good. Either way, it should be done person-to-person to get this qualitative data. You could email or fax to your customers, but this has many drawbacks: incomplete answers, no answers, answers that can’t be understood, answers too brief, answers provided by someone other than the customer! Once you have the data, either you may analyze it (if you are comfortable and knowledgeable of such things), or defer it to those who collected the data for you.

Now what?
Once you have the data, its result, its meaning and rationale, THEN you are in a position to say you are or are not customer focused, to what extent and why. Otherwise, it is just your opinion and guessing. See the difference?

The bad news is that most businesses are not really customer focused; yet, they think that they are! Harry Beckwith, author of the very popular, “Selling the Invisible,” says that in the US, service is POOR! If you think you are good, you are probably only average, and that is not enough to lock in customer loyalty and referrals. So, you have to improve.

Improving your business’ customer care and loyalty is certainly not as painful as a mega-merger, but the results are just as profitable – your business will have a more clearly defined and customer appreciated approach, your team will notice, your stockholders will notice and your customers will notice!

The many business owners I have met – great at knowing their product, great at knowing their industry and successful & profitable but leaving so much on the table for competitors. It doesn’t matter whether you live in Dawson’s Creek, Atlanta, Dallas, Denver, London or Sao Paul – and it doesn’t matter if you cut hair, blow leaves or paint houses – you are a service provider and there are so many good options for you to grow your business! Do not wait. Get started today with your own measurements.

You do not need to be an AT&T or Bellsouth to make good progress. That is because I have given you the basics to get started and the rest is now up to you. Will you start today? Perhaps we will be reading about you in Business Week too!

Thanks for reading!

Mark Ware
Principal
Perception Lab, Inc.
mark.ware@perceptionlab.biz
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How to contact us
We enjoy your emails! Contact us at info@perceptionlab.biz; please be sure to include your name and town. Thanks! Or write us at 50 Menores Ave, Suite #404 Coral Gables, FL 33134, ATTN: Mark Ware.

Distribution
This blog may be distributed in print or electronically so long as the original content, disclaimer and distribution guidance are also distributed.

Legal
This e*zine content is copyright 2006 ™© Perception Lab, Inc. All Rights Reserved.

Subscriptions
You may to this e*zine by sending an email to info@perceptionlab.biz with the subject “Yes.”

About the Perception Lab, Inc.
The Perception Lab, Inc. is the leading South Florida business assessment consultancy based in Coral Gables Florida with clientele in telecom, financial services, retail and Fortune 100 companies. The Perception Lab specializes in assessing and diagnosing business for growth strategies including business development, training, marketing, services creations, process engineering and ROI metrics.

Selling the Invisible

2005-10-22T10:28:00.000-05:00

You can't buy a bag of CPA services. Nope. You also can't buy a box of great customer care.

Obvious? Really?

Think about it: everything you do or your employees do is a service -- from how the store looks (and smells) to the extent your staff have a willingness to take the business personally.

Did you know each time you or your staff speak or walk is being graded by the customer? It's as if you have the name of the company etched on your forehead and each time you are graded, the customer sees your business. And how many times do you get to make that impression each time? Once.

So, customers are judgmental. They watch for your body language, your choice of words, your attitude, your sense of humor -- all to discern if they really feel comfortable sliding their black AMEX card (or whatever) across the table to buy from you, or me. And it's all true.

Yet the majority of business owners are clueless about this. They have no idea. Moreover, they do not know why, specifically, customers come back to them over and over; or why those that have stopped coming back did so.

Selling the invisible is applicable to all of us. No matter how many boxes we ship, we still sell service too and are weighed on our performance -- customer care, follow up, responsiveness, meeting customer expectations, delivering the right stuff to the right place at the right time. On and on it goes.

Now, if one were to somehow read the minds of these customers which frequent our businesses, imagine the insights! Wow -- what would you do? Change your advertising? Change how you staff? Rearrange your store? Add training to your team? Start measuring performance? Probably a lot of stuff -- all with the intent of making more $$, which by the way is a very good thing.

To get started, take inventory of the building blocks of your services -- your team's attitude, willingness to serve, willingness to take the business personally. Do they? Are they? Why? Why not? What will you do? How will this impact your branding, promotion, presentation, communication, and visibility in general? Maybe a lot. Maybe a huge amount.

So get started. If you need help, let me know. But do start. And once you do, do not stop. Marketing, measuring is all about consistency. You're in for the long haul. Make it count. Be disciplined. You will reap big rewards. And you'll do so via selling the invisible; and done right, that's a major competitive advantage. Because you can't buy a bottle of integrity.

Happy Selling!

Mark Ware
Perception Lab, Inc.

Perceptions

2005-10-22T10:17:00.000-05:00

Have you ever gone into a business and noted a scent that was, odd?

For months I have not been back into a 7-11 or McDonalds and upon my return, wow --- what's that smell? They must be using some sort of turbo-charged cleaner in those places. Almost hospital grade.

I wondered how customers, other than your humble reporter, reacted to such smells. Then it occurred to me: if you go to these places regularly, you don't notice. You don't realize. Only after you stop going for a few weeks and then return, well, it's obvious.

Now, the scents are not THAT bad; but, I wonder if it is enough to keep people who have choice from coming back? I does me. Unless I just HAVE to have that Big Gulp of Mt. Dew or a cookie, I would rather go else where. In fact, I would rather not even go into the drive way.

Seems business owners are clueless about this sort of thing. I went into a hardware store -- an old musty smell was everywhere, yet I am quite sure it is typical of older stores of a similar nature. Perhaps all that equipment and "stuff" sitting around for years in some cases. Like a old music store with sheet music and instruments that have been around for a while.

So what?

Does it matter? It might if you are the owner of such stores or have a business with such an odor. Most have no idea because they have become use to the scent.

But it just might be enough to cause one client not to return.

In marketing we want to not only get new customers, but KEEP the ones we have paid dearly to acquire via advertising, staff training, and research. Shame on us if we permit the small things, like odd odors, to keep customers from coming back. Ironically, most are probably OK with our service and product. Yet, given the choice, they may not return.

Next time you go into a business, see if the "odd scent" scenario is playing. If so, maybe you should take a second whiff of your own office or lobby -- just to be sure. Make it easy for your customers to buy AND return to you.

Enjoy your weekend

Mark Ware
Perception Lab, Inc.

What is this "Business MRI™" all about?

2005-10-21T19:55:00.000-05:00

Ok, some of you are wondering what is a Business MRI™. So, following is a crash course on my branding tool.

You may be familiar with a medical MRI, no? You go into a clinic, they put you in a tube, and essentially create a 3-D image of your innards, or whatever specific part of your body is the focus. The result is a 360 degree color motif of YOU -- all about you! The MRI image shows so much detail that many specialists can reuse the same image to evaluate different parts of your body for various purposes -- circulation, deformities, etc.. A very powerful tool.

A Business MRI™ is very similar, but for your business. Using my methods and techniques, I am able to create a data motif of your business citing its strengths, weaknesses, opportunities, threats among other types of information.

The result? Power insights about your business, your customers, your products, your service -- all about you, as I said. This in-turn can be used to drive powerful marketing, training, staffing, business processes and essentially explode your business to new levels of sales and control.

The Business MRI™ takes approximately 30 days to complete. The result is not just market perception data, but specific recommendations that you can begin implementing immediately, most with little or no cost.

So, that should give you a better idea.

Thanks for reading!

Mark Ware
Perception Lab, Inc.

Why is Service So Bad?

2005-10-21T19:33:00.000-05:00

It's soooooo complicated. All I wanted to do was change the food order. That's it. But no. The response from the vendor was, "Do you realize how many orders I process each day? You can't mix meatloaf with pasta! It's wrong. I'll figure something out. Call me back later." I was left holding the phone with a mouth hitting the ground.

Service is so bad. It's really bad. Even those who claim to be good at it, most of the time, are bad. Why? Why can't service be better? Hmm. A deep thought in deed.

I suppose more than anything it has to do with one simple premise: a willingness to serve. Most employees don't think like that. There was a time when they did. But not much any more. And that's sad. It's also perhaps another indicator of the furthering decay of our culture from caring to smearing all too often.

Does it have to be this way? No. Absolutely not. Failure by staff to have a willingness to serve and take the business personally is correctable. Here five steps to recovery:

Step 1. First, the management has to B E L I E V E in this. If they don't, the whole movement is DOA.

Step 2. Inventory the people you have; perhaps they would be willing to perform better if they knew there was a plan to do so.

Step 3. Ask your customers how, why, when, where, with whom and what they buy from you -- what's the experience like?

Step 4. Construct a rapid adjustment competency plan to better educate, train and mentor employees.

Step 5. Repeat Steps 3 and 4 regularly.

Sounds simple, right? Ha! It's a bit tougher than it sounds, but it is doable. Just don't expect overnight success stories or behavioral shifts in mass. It will happen. Like any good marketing strategy, patience and tenacity are key. Don't let up. Stay the course once you have implemented these changes.

Eventually I was able to get the food order changed for my seminar attendees. However, upon receipt of the food, the driver went on and on about how they wanted my business and did not want to make the changes I requested as it did not fit in with their idea of "lunch." Needless to say, there was precious little proof of any willingness to serve or take the business personally! Who's the client? Me! I was. So it wasn't so complicated after all: I simply found another vendor who was willing to understand my needs, provide my level of service and do so consistently.

Enjoy your evening.

Mark Ware
Perception Lab, Inc.

Debut!

2005-10-10T22:14:00.000-05:00

Hello! Welcome to the Business MRI Advisor.

Have you heard about DHL's latest ad? Seems DHL is trying to make a new name for itself with its new "service" ad rollout. At first blush, seems DHL is kicking butt with great video in their ads. The point? Service sucks, as Harry Beckwith has said, and DHL is saying they don't suck, or at least, they suck a lot less than the competition (FedEx, UPS, etc.).

Time will tell. That's the great thing about services: talk won't save you. Product won't save you. A new CEO won't save you. Only your ability to execute really well will save you. And means having the right stuff at the right place at the right time, the first time every time. Wow! That's tough to pull off. Imagine applying such thinking to your typyical service provider: doctors, lawyers (they're the worst!), checkout lines, contractors, etc..

So, will DHL be successful with this new ad? As many critics have pointed out, what did they change? That is, what processes have they created, changed or removed to result in such great service? DHL is not clear about this although they make some references in their press release to investments in training.

Again, we'll see.

In the meantime, DHL should have processes in place to measure some sort of metrics which will either quickly confirm or deny their claim to better service. That's the typical downfall of many business owners: taking the time to measure.

I am very familar with a well known national consumer electronics retailer. This retailer is all about the numbers. All about sales, commissions, margins and the deltas from the previous quarter and year. Zero focus or seemingly interest on project performance metrics. Nada. How does one manage that which one is not aware of? One doesn't!

This sort of flipped attitude towards business performance, and a lack metrics as well as market perspective analysis, will only help bury such companies as time goes by. Maybe DHL will have a better result. Probably not. The ads are great. But that won't be enough ultimately.

Enjoy your evening.

Mark Ware
Perception Lab, Inc.