Trade show exhibiting is the best marketing medium to provide you direct access to customers-and there will be a large pool of them to meet. To be successful, however, you can’t simply set up a booth and expect people to come. You have to know how to swim with the best of them.

A trade show provides

• excellent opportunity to display your product or service to the largest
• number of people at any single event.  In fact, it can generate more leads
• than you can obtain in the field during a whole year.  Exhibiting can
• provide an excellent opportunity to learn more about your industry, obtain
• ideas, form strategic alliances, attend educational seminars, develop
• relationships, and check out your competition.

On the other hand, exhibiting in a trade show can also be a great waste of money if you don’t know how to promote and sell on the trade show floor. Here are some trade show selling techniques that can make the difference between  success or failure in your trade show endeavors.

Here are a few tips to assist you in this area.

PRIOR TO THE SHOW. . .

- Gather your troops.

“Everyone is in sales!”  Gather your troops to share ideas and discuss what has and has not worked for you when you have exhibited in the past. Be sure you involve not only your sales and marketing people, but everyone who has a customer contact. Involving your people in the planning process can generate ideas and build enthusiasm for the show. Discuss ways you can get your best customers and potential customers to visit.  Strategize how what you can do to make it special for them to visit your booth. Also, consider whether you might want to hold a special event in conjunction with your show or host a dinner at a great restaurant.

- Give some thought before you spend money on common giveaways.

Many clients experience success with small giveaways at their booth. However, I’ve seen too many “souvenir-seekers,” and “just-lookers” who take up valuable selling time collecting these small items simply because they’re FREE. You just might get a bigger bang for your buck by purchasing usable specialty items and nice gifts for your important customers and those you are hoping to obtain.  You don’t need a huge budget to do this–you just need a smart strategy as described below. Besides, since you’ll already be spending a great deal of money on exhibit space and related expenses, why not spend a little more to ensure you get better trade show sales results?

- Bait the hook so you can catch the fish.

Purchase moderately priced but usable gifts such as a Walkman (always usable), a unique toy (Monsters, Inc. is HOT), funny T-shirt (I’ve seen buyers stand in lines to receive hats and funny T-shirts), or a great a novelty item (SMOKELESS ASHTRAY, MAYBE?) to use to help with your pre-show promotion that will entice buyers to visit your booth.  Be creative when selecting what you buy.  Then invite your best customers and those you wish to obtain to your trade show exhibit; let them know a personally addressed gift is waiting for them in your booth.

Here’s something even more effective: Send them  half of the gift. For example, send just the earphones to a Walkman with a note that says, “What goes with this is in a personally addressed box in Booth Number 108. (You will want to be sure these gifts are discreetly wrapped, so as not to offend anyone who may not have received one.)

- Talk it up:  Spread the word that you are exhibiting and promote the show.

Many companies make the mistake of relying only on show management to bring buyers in.  Trade show management’s job is to sell booth space and invite the industry to the trade show.  You need the assistance of not only your sales and marketing people, but you need everyone in your organization who has customer contact to “talk up” the show. For example, when your receptionist answers the phone and recognizes the customer, before switching the call he or she can say, “Hi, Mr. Johnson. You’ll be visiting us at the show I hope. We’re expecting to see you there.”

In the weeks prior to the show, make sure your credit people, customer service and technicians help you to promote the trade show whenever they are interacting with customers. Of course, your sales force should make as many appointments as possible with customers and prospects.  If you have sent them a creative invitation to your booth with a notification about a nice gift, it will make it easier for them to do.

Advertise! Make sure you leave no stone unturned for trade show sales success. Advertise in your industry publication in the pre-show issue.  Make sure your ad is eye-catching and will stand out amongst the rest.  Remember:

boring is OUT – Creativity, eye-catching, and MEMORABLE is IN.

- Train your booth personnel on trade show selling skills

All booth personnel must learn about your products or services being displayed to help them your sales force generate leads. Brainstorm every conceivable question attendees might ask on the show floor.  Carefully formulate the questions you want them to ask to qualify visitors and the sales message you want to convey.

Then have them PRACTICE how to deliver information and answer questions concisely and powerfully. This is especially important for technicians, service people, or receptionists who may be part of your booth staff, but have not had any sales training.  You will need their help during peak hours when your sales force may be occupied. Make sure they know a little about your competitors’ product/s and are able to state with confidence and tact why yours is better.  Be sure you have a lead-handling plan and that everyone knows how it will work.

At THE SHOW. . .

- Greet, qualify and interest people fast.

Never wait. Initiate!  Extend your hand and greet the visitor. “Hi, I’m John.” (This is by far, the best way to get people who hesitate and look at your booth to come in.)  Small talk for a few seconds, then ask a question to qualify the person before discussing your products or services, i.e., “What are your needs?”  “What’s your application?” “Have you heard about our company and our new…?”  During peak hours, try not to spend more than five minutes with any one prospect unless they are genuinely interested. Get their contact information! As you know, most trade shows have sophisticated lead systems that are highly effective, just be sure to record the customers’ level of interest, purchasing influence, budget, specific application, time frames and phone number.

- Make visitors feel important.

Be sure to shake hands, maintain eye-contact, and direct questions to all individuals who come in from one company as a group, Don’t make the mistake of paying more attention only to the decision maker. You need to make a positive impression with everyone if you want to see results in your trade show sales.

If you are expecting an important customer or potential customer placing a sign on an easel that says “Welcome… Joe Smith, XYZ COMPANY,” can be a nice touch.  And, introducing interested prospects to upper-level management, service people, and other key people in your company helps to build relationships, and demonstrates class and professionalism.

Remember the old adage: You may never get a second chance to make a positive first impression.

- Deliver an enthusiastic presentation.

Make buyers feel the same enthusiasm for your product or service as you do.  Again, be clear, concise, brief and confident. Be sensitive and “in tune” with how your customer is reacting. Know when to talk, know when to listen.  Know when to shift gears! Visitors’ attention spans will be limited.  They may be jet-lagged and fatigued. Also, they will want to visit other booths at the show. Remember: Your main purpose of exhibiting in a trade show is to generate qualified leads and gain commitment for action from interested buyers.

- Get some type of commitment.

Bring your calendar and set up appointments with customers while they are at the show.  If, however, you have a customer who is ready to buy…

-Ask for the business!

Most salespeople don’t do this which is a mistake, but in many instances you can and should close business on the trade show floor. Sound confident and relaxed and ASK for the sale.

AFTER THE SHOW…

- The Trade Show’s Over, Now What?

Your feet are aching and you are likely feeling as if your get up and go got up and went.  But if your pre-show marketing and promotion strategies and selling skills on the trade show floor were effective, your end result should be a substantial amount of qualified leads. But if you go back to “business as usual” or if you become overwhelmed with to-dos, phone calls, back-mail, etc., and don’t follow up fast, you may miss the boat. Worse, you may not acquire business your company hoped to obtain from its trade show investment.

After a trade show, don’t wait. Initiate. Phone prospects immediately to demonstrate your professionalism and dependability. Follow up within three days, while you are still fresh in the customers’ minds. If you did a good job at the booth and they have not done business with you prior to the show, they should remember you. But if you wait, they may forget you and their interest in buying may diminish.

When you follow up, don’t bother to send mail without speaking to your prospect first, unless you want to end up in a big literature pile with everyone else. Fax a brief letter with a recap of what you discussed and the key benefits of your product/service. Then keep calling until you set up an appointment or demo.  You also may wish to send an e-mail with a link to your Website once or twice as well, but do keep calling.

After a trade show, and anytime you interact with customers, remember this: If you say the same things your competitors say, and use the same approach, how will you ever stand out in the mind of the customer? So use a different approach with your selling style; and be sure that you effectively communicate why your company can meet their needs, how your company can help them increase their profitability, and why you are better than your competitors.

Exhibiting at a trade show can be a costly and labor-intensive venture when you consider booth space, displays, marketing materials, travel expenses, etc.  Despite the costs, if you properly plan for the event, are creative with your sales and marketing strategy, are efficient and make a positive impression on the trade show floor, and do a fast follow-up afterwards, your results will far surpass the investment.

Here’s a powerful manual, Reel in Customers at a Trade Show by Selling Smarter, is written specifically to help you apply smart sales and marketing tactics to the complex environment of the trade show. You and your booth staff will learn critical skills and techniques for selling on the trade show floor and the most effective pre-show promotions to apply.

Its content represents over twenty-five years experience across a wide variety of industries in the trade show sales and marketing arena. You will obtain vital information on the most important starting point-creating a trade show sales and marketing strategy.

It also contains information on booth layout, displays, eye-catching signs, pre-show marketing promotions and effective networking. Regardless of the size of your company, you can benefit from the information provided on selling on the trade show floor.

It even includes a review of “Sales 101,” and how to project the “right-stuff.”

You will find 78 pages full of ideas and information to help you get a return on your trade show investment. Review the content below.

• 10 Reasons Why Exhibiting in a Trade Show is Worthwhile
• How to Create a Trade Show Strategy
  • Write Objectives and Goals
  • How to Use a Memorable Theme
  • Why You Should be Careful With Gimmicks and Giveaways
  • How to Create Great Literature Specific for the Show
  • Your Exhibit and Display
  • Types of Displays, Layouts That Work
  • Your Booth Ergonomic Checklist
  • Pre-show Promotion That Can Make the Difference Between Success and Failure
  • Types of Pre-Show Promotion and How to Use Each
    • Personal Invitations That Entice Customers into Your Booth “
    • Telemarketing
    • Direct Mail
    • Common Giveaways are Nice-Great Gifts Are Better
    • Advertising That Makes an Impact
    • How to Obtain Media Exposure
    • Newsletters Promotions
  • How to Obtain Sales Leads or Distribution Opportunities
  • Master the ART of Cold-Calling To Apply Before the Show
  • Why it’s Critical to Bring Your Best Salespeople and Brand Ambassadors
  • How to Define a Qualified Sales Lead Specific to Your Business
  • Why You Need to Hold a Pre-Show Meeting and What to Emphasize to Booth Staff
• Selling on the Trade Show Floor
• Why it’s Different Than Selling in the Field, and Highly Effective Selling Techniques
• Don’t Hesitate. Instead, Initiate
• Qualify
• Apply Effective Selling Skills and Deliver a Compelling Presentation
• Apply Consultative Selling
• LISTEN and ASK QUESTIONS
• How to Overcome Objections
• What to Do if a Customer Comes into Your Booth to Complain
• What to Say to Obtain a Commitment for ACTION and Make a Sale!
• How to Make Sure You Spend Your Time With the Right People at the Show
• How to Make a Positive Impression and Make Sure You Project the “Right Stuff”
• Review and Apply the Basics of “Sales 101″
• How to Maximize Networking Opportunities and “Work” a Room to Make The Best Contacts
• How to Avoid Mistakes Marketing and Trade Show Managers Make
• What To Do Just Prior to the Show
• Trade Show Survival Kit
• What to Do At the Show
  • How to Work with Show Management
  • How to Increase Your Selling Power
  • Why You Should Strive to Leverage Vendor Expertise
• Post Show
• How and When Follow Up and Follow Through
• How to Create an Effective e-mail Campaign for Post Show
• Why You Need to Evaluate Your Show
• Conclusion
• Secrets to Sales Success

  Sink or swim, Reel in Customers at a Trade Show by Selling Smarter, is the one tool that can make all the difference in the success of your trade show efforts.

• To buy the book:  http://www.christinespeaks.com/trade-show-sales.htm
  
  

What Young Employees Want

One of the most challenging issues facing managers today is obtaining peak performance from the Younger Generation. Many think it’s impossible to bridge the gap, yet others have been very successful in obtaining high performance from “Gen Y.” They have realized that it’s a myth that young people don’t want to work hard.

Assuming that you’ve hired someone with a good attitude, with the right motivation, this generation is creative, has high energy and more than willing to be a high contributor. Here’s what they want:

The Voice of the Younger Generation

“I want an interesting and challenging job.”

The younger generation has much shorter attention span. If you want to retain your younger workers they want more than “a job.” They want interesting and challenging work. It’s the challenging part of the job they enjoy. They are attracted to and will likely stay in environments where they are challenged. If their job role is repetitious, assign them to a task force, put them on a project, and by all means, cross train them.

“I want to work for a company with a great future.”

Many young employees do not know the “vision” of their top executive.  A younger employee will not be satisfied to stay with an organization that doesn’t communicate leadership direction. Communicate your company’s direction with clarity and consistency, and ask your younger workers to help define that direction.

“I want to work for a company that’s well managed.”

Younger employees may not have experience, but they do recognize the importance of management’s performance. They become discouraged when their leaders are not performing well, and are not taking action where needed. Perhaps the sales reps aren’t getting the help they need, the parts department is a mess or service reps aren’t taking customer service excellence seriously. If the management of your company cannot effectively lead, nothing else matters to the younger generation. They will become frustrated. Worse, they will become demotivated and leave as soon as they get another opportunity.

“I want to work for a company that has strong values.”

Interestingly, the younger generation wants to work with company that espouses values in sync with their own. While the work and pay are important to younger workers, never underestimate the importance of values. There are many that are important, but young workers want to work with organizations whose core values include “Environmental Consciousness.” They grew up with learning the importance of Reduce, Reuse and Recycle. They will lose respect for a company that hasn’t adopted green practices.

 “I don’t necessarily want to work as hard as you so you need to give me a reason to be motivated, and that would be YOU.”

To motivate your young workforce, you’ve got to give them a reason to be motivated. Most have not internalized the importance of customer service or making a profit. At this age, they must want to follow your lead.

“I want a great boss who plays down authority, mentors me, recognizes my talents and believes in me.”   

Just because you are “the boss” doesn’t mean you automatically have the respect of the younger generation. You have to earn it. You earn it by playing down authority, taking a personal interest in them, mentoring then, and displaying the values of honesty, integrity, fairness, and all aspects of dynamic leadership.  Once a young worker trusts and respects you, they will perform for you even if they are not crazy about their job.

As busy as you are, find the time to ask your young employees what they enjoy doing in their spare time and what hobbies they have.     Ask where they see themselves in the future. Ask if they have personal and professional goals.  Once you are confident of the competency and quality of their work tell them you have every confidence in them and trust them. (That, in and of itself, is a very strong motivator.) Then, let them run with the ball. Don’t micromanage. Giving young people the responsibility and authority to accomplish results is one of the most effective ways to obtain the most from them.

“I want to be supported by my boss and my team.” 

Numerous studies have proven that young employees want to feel supported by their boss. When a customer walked into the facility of an equipment dealer a young sales person greeted him and offered his help. The customer’s body language revealed that he was “looking down” at the young sales person.  The customer said, “I want to speak to the owner,” and walked right past him.  The owner took care of the customer. The young salesman was embarrassed, felt inferior and was demotivated. The owner should have told the customer that the young salesperson knew the equipment better and applications better than anyone else and influenced the customer to work with him. He should have supported his young employee.

“I want to understand how my boss thinks.”

The days of “do what I tell you to do and if you don’t like it don’t let….” are over forever.  When interacting with younger employees, take a few minutes to explain your rationale on how you think and why you do things the way you do. Just three short minutes of explanation can make young employees feel they are gaining insight. It also makes them a better employee because it teaches them how you think.

“I want to be accepted and treated exactly the same as every other employee, even if I don’t have the same amount of experience.”  

Treat young employees the same as your seasoned employees. If you don’t, they will pick up on it immediately. Remind your seasoned employees that younger employees must be treated with the same importance and respect as others and explain why diversity in age groups is beneficial to every team.

“I want to have a voice in the decision-making.”

Young workers enjoy working for organizations and departments that have a high level of employee involvement–where they can participate in idea-sharing and problem-solving sessions. Their ideas can be fresh and new. Include young employees in these sessions or place them on task forces to help in this area. Ask for their opinions on a frequent basis. Give them a say in how work on a project gets done.

“I’d rather go home on time to be with friends and family because I value life-balance more than you do.”

Young employees look upon their job as “what they do between weekends.”  They value life-balance, and if they have to work longer hours, they become unhappy unless rewarded.  Although your company may be understaffed, let all of your employees go home early on their birthday. Give them a couple hours off if they put in overtime without pay.

“I want to flex hours, and the ability to work from home if possible.”

If your company can give employees flex hours, by all means do so. More and more businesses are accommodating young employees with children.  If they ask to work from home and it fits with their job function, give it a trial period first.

 “I want great technology, social media access and the ability to work remotely.”

Young people grew up with technology and social media. They treasure their devices and social networks. They are constantly connected to information and communicating with peers. Their brains are trained to ingest, filter and process information from many sources quickly. If you want your young employee to be able to relate to you and you still don’t know how to send a text message, now would be a good time to learn. Studies have proven they prefer communication via technology. Their ease in learning new software can help others in your company learn how to use it.

“I want training.”

Training young employees demonstrates that they are important to you. Smart managers set up regular teaching sessions for them on different parts of the business. Some companies even do rotation programs for promising younger talent. Others set up workshops to expose younger employees to different aspects of the business. If you recognize leadership ability, tell them you recognize them as a future leader in your company and train them on how to demonstrate leadership. Remind them that they don’t need a title to be a leader.

“I want to be appreciated for my work.”

As Dale Carnegie said, “All human beings have two invisible signs. One says, “Make me feel important.” The other says, “Appreciate me.” Younger people want, need and respect and approval, and to feel a sense of accomplishment. Tell younger workers that you have observed their hard work, and how much you appreciate it.

“I like informal environments and may not have the understanding of professionalism as you do.”

Explain how to answer the phone… what to wear, what not to wear when you hire young people.  Ask them to define professionalism and help them to understand what it is.

“I want to work at a place that I look forward to going to work each day, and maybe even have some fun.” 

Fun in the workplace. What a novel idea! Most people think that we need to take our work seriously. Of course we do, but that doesn’t mean that we can’t have a little fun along the way. Learn to make work as fun as possible. Sales contests and games work very well with the younger generation. Have friendly competitions between teams for predetermined goals. Friendship at work is important to them too. Form clubs that include a “Rising Leaders Club” for young employees where they meet for after work social activities.

Managing and motivating the Younger Generation involves a great deal more. For now, imagine you are in your twenties, and ask yourself this question:

Would you work for you?

How to Connect at an Event and Avoid Missing New Client Opportunities

It’s amazing how few insurance and financial services professionals have no clue
how to make connections at an event.  I’ve seen too many pros attend networking events in hopes
of making connections that will result in new clients, but they don’t know how to
maximize the opportunities these events provide. I’ve even seen FA and wealth management firms who hold their own events. These cost a great deal of time and money. They work hard to promote the event to ensure a good turnout, then fail to connect at the event in the right way.

You would think that every insurance, financial, and broker professional would know better,  but many don’t know the right way to get and stay connected with potential clients.  Just recently, a Milwaukee based wealth management firm sent me an invitation to a breakfast event. I was interested in hearing the featured speaker and the other investment
experts on the program, so I accepted, even though I’d have to drive up from Chicago
where I live.   Another reason I wanted to attend is that since I have trained a
great deal of insurance and financial  services professionals in every aspect of
sales, marketing, and client service, I wanted to observe how the executives and
staff would interact with  the invited guests.

The wealth management firm spent a great deal of money promoting the event through newspapers, targeted mailings, and radio mediums. The turnout was about 100 people. That’s darn good! They held the event at a First Class, and well-known hotel in the heart of the  city. The principals of the firm greeted people at the door. Just a “Hello,” and
“Welcome.” The food was wonderful, and the speakers were great, but (here’s the”
but”) here’s what I observed: Before and after the program, the firms owners and
investment advisors talked to only a few people. Not one single person approached
me or others at the table to ask who I was. They never stopped to think that I might
be a HNW client who knows other HNW folks. One did come say hello to one of his
own invited guests, but ignored others at the table. Go figure. At the end of the
event, one of the firm’s principals thanked everyone for coming, and said, “If we
can ever be of service, please do contact our office.”

Here’s another interesting thing that happened. The owner of an independent insurance
firm was present. We exchanged cards. She never followed up with me.  I don’t get
it. Why did she attend?

Tips to connect at an event

Below are some tips to help you to take advantage of networking opportunities such
as luncheons, chamber events, association meetings, and any event where your goal
is to make new connections. While some tips are simply common sense and should be
second nature to you, others may help you maximize opportunities these events can
provide.

• Never attend any function, without a large supply of business cards. Place them in your right pocket (if you are right- handed). Whenexchanging cards with people put the cards in your left pocket. Make sure to get the other person’s card.
• Be the first person to enter the room and the last to leave it. Doing so will dramatically increase your opportunities for making connections.
• Wear your name badge on the right so when you shake hands people will be able to read it easily.
• Position yourself at the “Center of Influence,” the center of the room and not the food and beverage areas. This way, you can see who is coming through the door and keep your eye out for anyone who might be a prospect.
• Don’t wait. Initiate. Approach people by walking toward them, smile, extend your hand, and introduce yourself. If you are holding your own event, welcome your guests and thank them for attending. (Note:  In the next special post, I will provide great event ideas.)
• Create and memorize a matrix of “small talk” questions to apply that will “break the ice.” Keep it casual at first, you are simply connecting. “Hi, I’m Joe. Where are you from?” “I see you are from XYZ company. How long have you been with them?” “Have you attended many of these events?” “What do you do at XYZ Company?”
• Give the individual your memorized elevator speech, (a “one-minute commercial about yourself and what you do.)
• If the person is not a prospect, or someone who can refer business to you, be polite but brief. If you spot a potential customer, quickly conclude your conversation by saying, “Excuse me, there’s someone I need to meet. I’ve enjoyed talking with you. Perhaps we can talk later.”    Always be gracious and professional.
• Know how to approach a VIP. “Hello Ms. Jones, I’ve been hoping to meet you. May I introduce myself?”
• When you do meet a potential client close your body toward theirs and make sure you maintain eye-contact while talking with them. If they have others with them, be sure to direct eye-contact to those individuals as well, and include them in the conversation.  Be professional and never aggressive. It’s the quickest way to turn someone off.
• Ask for his or her business card. Ask, “Mr. Smith, “Would it be okay with you if I gave you a call sometime?”   If you know the person might be a great client, say, “Perhaps we can have lunch sometime.”
• Move through the room.  Never stay put in one area. Make it a goal to stay in the room until you make five really good connections and five quality conversations.  This holds true at outside events and your own events. (Ask the waitress or waiter to save your food for later. You are not there to eat. You are there to meet and greet.) If it is your own firm’s event, go around every table or area and make every effort to meet every person there, even if a the guest was invited by a colleague. You are there as an ambassador of your firm.
• Stay solo. If you attend an event with another person, don’t stay together. Connect separately and get all the business cards and contacts you can. If you meet someone who would be a definite prospect, say, “May I bring you over to introduce you to my colleague?” Then, do it. It’s a good way to promote your firm.
• Know how to graciously break in to a group of people. What till there’s a break  in conversation and say, “Hi! I’m Jane. I’d like to meet you!” Then, start introducing yourself to each person.
• Follow up with an e-mail the next day. Call the prospect in five days. If they are a qualified prospect, start building the relationship. As an insurance / financial advisor professional…are you too sophisticated and successful to connect at an event?  Just think of the how much more successful you can be if you master the art of Connecting at an event.

What “Confucius say” is smart. And it’s especially important when dealing with with difficult customers.

Most of us think difficult customers just come with the territory. Whether dealing with them face-to face or on the phone, part of your job is to display professionalism, resolve their problem, and make them happy. If you don’t, they’ll head straight over to your competitor. It’s that simple.

When dealing with a difficult customer it’s easy to lose your cool, or become defensive-especially if they are angry and upset and you are under a great deal of pressure yourself. If you do lose control, you will make the person even angrier and cause yourself even more stress. The following are a few tips for sales and service pros to assist you when faced with the challenge dealing with the difficult customer.

1)  Immediately shift into the right mind-set the moment you encounter a tough customer or situation.  

* The “C’s” – Cool, calm, collected, confident you can handle it, confident in your price

* How important every customer is to your company

* You will need to  demonstrate empathy, respect and professionalism

* Apologies are in order – even if the customer is wrong

* If the customer has a viable complaint they have every right to complain

* Difficult customers are an opportunity for you to shine! Studies have proven that resolving problems and making customers happy can turn them into loyal advocates.

2. Listen and allow the customer to vent.

Regardless of why a customer is being difficult (that includes if they simply have a difficult personality) they want and need you to listen. This is especially important when a customer is angry. Some may barely let you finish your greeting and go into a tirade. As you listen, internalize the customer’s situation.

3.  Immediately display empathy with a “Verbal Cushion.”  

When a customer is unhappy or angry, diffuse the situation. Convince the customer that you truly feel bad for their problem, understand their situation, and genuinely want to help them. This will then allow you to hold a constructive conversation. Memorize these “verbal cushions” (words and phrases that “cushion” the emotions and dissatisfaction of the customer) and help you handle the situation more effectively.

“You have a complaint/problem? Okay. What happened?”

“I’m sorry. I apologize this occurred.  And I want to thank you for bringing this to my attention.”
“Price is an issue for all of us.”

When the customer is irate:

“You’re upset because of invoice. Let’s sit down and walk through the invoice and review it together.”

I’m sorry this happened. I don’t blame you for being upset, Mr. Smith.”

In all situations:

Never blame or make negative remarks about another person, department or your company unless you want to lose the customer and destroy the reputation of your company.

4.  Communicate that your goal is to make them happy and what you will do. Then do it. Make the phone calls. Get the information you need. Educate the customer. Speak facts. Offer a solution. When appropriate use a problem solving approach:

• Ask the customer what she/he would like to see happen now
• Suggest alternatives – Can you meet each other halfway.
• Decide on a solution

When the customer is irate, or completely out of control:

What do you do when you encounter an angry customer who uses foul language or threatens you? The most professional way to handle it would be to make statements such as these:

“Mr. Smith, I haven’t said anything to disrespect you in any way. I want to solve the problem.”

“I’m on your side.”

“I hear you. What can I do to make this situation okay for you?” You can usually calm a customer down at this point. You may not be able to give the customer exactly what they want, (you may have to overcompensate them) but at least they will know you understand them, which diffuses the emotion of the situation, gives everyone a chance to reclaim their dignity, and find a satisfying answer.

5. End on a positive note. Extend your hand and thank the customer.  

6.  Remember the bottom line.  

Do all you can to make the customer happy and feel supported by you, your business and the brand you represent.

When price is the bottom line:

If you are in sales, you will constantly hear complaints about price and it does “come with the territory.” If a customer is being difficult on price, don’t get defensive. Remember the “C’s in the beginning of this article. Explain your pricing, convince the customer that it is indeed, competitive and correct and fair, and that your company has a reputation for integrity in business. You would not overcharge a customer. When appropriate, negotiate.  Brainstorm with the top sales people in your company and determine the best response to price objections.

(Need assistance in this area? We can help. Call (847) 581 9968, or reply to this e-mail.

7.  Practice proactive complaint prevention. The best way to handle difficult customers and situations is to prevent problems from occurring. Consider situations that can cause customer dissatisfaction. Involve your entire company in identifying service flaws and ways to practice proactive complaint prevention. Below are three examples:

*  Identify service flaws and take action to change them

*  Peel the onion. Find the root cause of the problem and fix it.

*  Make sure every person in your company understands what customers want, need, and expect from your organization.

Recently, I spoke at Creative Marketing’s Learn to Earn conference in KC. What a great group! If you are one of the independent insurance agents who attended this event, I thank you for your participation and for the many kind remarks I received after my presentation, Capture Your Competitors’ Customers and Keep Them.

You attended because you are serious about sales and business growth. If you are an independent insurance agent/financial advisor and have interest in generating more business I highly recommend Creative Marketing. Their clients rave about how this company helps their business. You can find them atcreativemarketing.net or by calling 913 814 0510.

Now, let us get serious about sales. Do you want to build a business with a client base that consists of HNW (high-net worth) clients? Do you want to be the broker, advisor, or agent who brings in the most revenue to you company? Of course you do.

If you are already highly successful beware. Never get too comfortable where you are. Here’s why: There’s less client loyalty and more skepticism in today’s world. In addition, the Number One cause of business failure is failure to seek and find new clients. In today’s world, complacency is your enemy! This monthly publication for your industry contains a few sales and client service tips that can assist you.

If you read them and your reaction is “I know this stuff,” then my questions to you are “How well do you do it?” “Where can you use some improvement?” “What words and phrases do you use can be fine-tuned?” I teach this stuff, but I know I can always improve. Here goes: Say it Right – Make them Think When you are seeking to obtain a new client and they express concern about our current economic situation, here’s what you might say: “Everyone is concerned about the economy and the market.

People are nervous. You can’t predict the future but you can plan for it. Would you like to arrange an appointment to learn about how I’m positioning my clients to ensure they are in the best situation for themselves and their families?” Modify this statement to where you are most comfortable. If you sell insurance your might say, “Would you like to learn why the majority of my clients are buying whole life and annuities?” Get the Appointment To obtain an appointment with a potential client, keep calling. Never assume they won’t eventually take your call.

Never assume they won’t switch from their current provider/advisor to you. Persistence with phone calls, done with class and professionalism will pay off. Just don’t pester. Call once, then every two weeks 3 times. Then, call quarterly. Use a great contact management system for reminders on when to call.

ACT is excellent. If you are a MAC person like me. Filemaker pro is superb. If you work for a large firm, you likely have been provided with a great one. Take the time to write everything in the system. When you do get a prospect on the phone and they agree to meet with you, ask when it would be convenient for them. “What would beconvenient for you? How about next Tuesday?” is a classy way to ask.

If the potential client is an “HNW,” you might invite them to lunch at a restaurant of their choice to be followed by an appointment at your office. If the potential client came through a referral and the person doesn’t return your call after two phone calls spaced one week apart, here’s what to do: Invite the person who gave you the referral and the client to lunch together. It is a great way to get a prospect’s attention and a luncheon setting provides an excellent opportunity to begin the relationship.

When you meet, your first words should be, “Thank you for agreeing to see me.” During lunch, do not talk business, talk about THEM…their life, their business, their family, their interests. Stay completely focused on them. Be casual. Just listen. You need to connect. Listening is a Function of Asking Ask them questions.

Memorize a matrix of questions to ask that will show how much you care about them as a human being…not a potential client. “How many kids do you have?” “Do you play golf?” “How’s your business?” “How do you like that BMW you’re driving?” It’s Showtime at the Office – Staging is Important Now, take them to your office. Make sure your office makes a statement about your success. If your office doesn’t look First Class why would they do business with someone who doesn’t look successful themselves? Long ago, I was referred to a financial planner. When I walked in his office and saw how old the furniture was and that the walls needed repainting I couldn’t help but wonder how smart of an investor he was. Make sure your office is neat, spotlessly clean, and that the furniture is nice. Furniture is on sale everyone. You can even buy antiques at low cost.

You should have a refreshment area that is stocked. You may even want to have bottles of champagne. (Note: Large financial organizations emphasize the important of staging. Independent insurance pros and advisors need to do make sure their office is impressive too–even if it’s small.) Make sure the client and every client is warmly greeted by your staff, and offered a refreshment. Have a dress code in your office too. Ask away Now, start asking questions about their concerns and what’s important to them.

Don’t ask about how they would like their future to be. They are already affluent. When you make recommendations for insurance, annuities, or long-term health care always use these words first, “Here’s why I structured your portfolio this way.” Or, “Here’s why I’m making this recommendation.”Then tell them why. Reach Out and Touch Someone – Your Existing Clients Get to know your customers on a deeper level. Avoid one of the biggest causes of client dissatisfaction: Failure to proactively reach out and contact them to show them you care.

Call A client once a month. Call B clients quarterly. Ask how they are doing and if they have any questions. B clients may know lots of HNW people and can refer business to you. Make sure you treat them with importance too. Don’t Major in the Minors Start each day with your biggest priority…the activity that will put the most money in your pocket. Don’t major in the minors by doing the easy things first…making a few calls, reading your e-mail, etc. Spend your time on sales-related activities: prospecting, networking at functions with executives and business owners and client appointments.

Here’s another area many financial service pros have told me that they need to do better: They are great at sales and what they do, but they neglect to ask for a referral. Ask in a professional manner. “Are you pleased with what we’ve done for you Joe?…I’m always happy when I hear that from my clients. Joe, is there anyone else you might suggest I contact who may have interest in employee benefits / financial planning, etc. that I might call?” Then, help them think of who they know. “Perhaps the brother you mentioned? Anyone else who works at your company? A friend or neighbor? Maybe someone from your country club? Maybe someone getting married?” Not helping clients think of who they might know is a mistake many people make.”

Are you serious about improving the level of service you now provide? Of course you are. Providing outstanding client service is an imperative for business success.

Below are Seven steps you can take to make a positive impression with clients, and improve the level of service you provide.

1)  From the first point of contact with your client, portray a higher level of service than your competitors.  Make sure everyone answers the phone in a highly professional manner. Clients and potential clients  can tell how professional you are by how phones are answered.
2)  Involve your staff in creating “guiding-principles” on how you will treat clients and each other. For example, “We will have a sense of urgency to serve our clients.” “We will make sure our office is spotlessly clean and makes a positive impression.” “If we see a client approaching our door, we will rush to the door to open it, greet them warmly.”  “We will make sure we pay strict attention to compliance.”

These are simple. Work with your team and add more specific principles related to your business.  Put these in writing and give everyone a copy. Remind them about professionalism and exceptional service on a consistent basis.

3) Hold weekly meetings to discuss, “wins, (new clients) hits (a door has been opened)  and misses, (where the ball was dropped.)  If any complaints came in that week discuss how you could have been proactive in preventing them.  Then, determine ways to put the “WOW” into their experience with you. Keep in mind, little things can make a big difference. Most firms hold team meetings on Mondays or Fridays.

4) Train your staff on how to speak to customers. Studies have proven that customers are more loyal when they hear communication that is professional and memorable. “We’re always here for you John.”
“We want what is best for you.”

5)  Take a good hard look at your marketing and advertising. (Hopefully your marketing and advertising is great! Then, ask yourself this question: How much real truth is there in those carefully chosen words about how great you and your firm are? Hopefully, a great deal. Even so, the most successful pros are never satisfied. They are always seeking to bump up the level of service they provide. This holds true if you have your own practice or if you work for a large firm.   Treat your staff as well as you treat your best customers.  Studies have proven that if your employees are happy with you, their boss and your culture, you will have higher levels of client loyalty.

6) Create a competitive advantage and differentiate your business by branding your service. (Check with compliance first. Every company has different rules.)  It demonstrates you are serious about client service and improves potential clients’ perceptions of your company. Create a catchy phrase that resonates with your company name. If your company is First Wealth Management, your service brand could be “Client Service First.”  If your company is Five Rings Financial your service brand can be “Five Star Service.” If it is challenging to create a brand that “sings” with your company name, then create a Service Promise, or Client Bill of Rights.  Make sure it is prominent on your website.

7) Develop an obsession to deliver your best performance with every client, every day. Instill that obsession into your entire company.

Getting serious about client service involves a great deal more, but if take these steps, and you be in a better position to grow and prosper. If you need help in this area, or with sales, marketing, or advertising,
Call (847) 581-9968, or e-mail cc@christinespeaks.com.

Keep Your Hard Won Customers with Exceptional Service

A Chapter from Christine Corelli’s Newest Book Release – Capture Your Competitors’ Customers and KEEP Them

After delivering a workshop in downtown Chicago, I drove home to the suburbs in one of the worst thunderstorms of the summer.

Despite my exhaustion from facilitating all day, I arrived home safely amid torrential rains, flooded roads, and traffic jams.

The next day, I had a meeting with an important client in Milwaukee. When I got to my car, I discovered I had left my lights on the night before. Grumbling about the inconvenience, I called for a tow truck to start my car. Sixty-five dollars later, my car started and the tow-truck driver left with a smile on his face for a call that took ten minutes drive time and ten minutes in the garage. For whatever reason, after the car started, I heard a funny noise. To make matters worse, the car audio and security systems weren’t functioning and my favorite CD was stuck in the player.

No sweat. I’m smart. I got out the manual, reviewed all the recommended procedures and impatiently tried each one. No luck.

I was desperate. I needed my car fully operational for that road trip.

“See Your Acura Dealer” was the recommendation when all else failed.

A “Wow” experience

I drove to McGrath Acura in Glenview, Illinois, near where I live. They were very busy that day. Customers were coming in and out of the showroom and the service area. As I approached the service desk, I glanced into the garage. Every stall and rack was full. I couldn’t help but notice that the shop was immaculately clean! Each stall had the mechanic’s name posted in full view. “Smart management,” I thought. “They understand what pride and ownership is all about—a business practice I preach, and a must for service excellence.”

Everyone in the service area was busy—from the technicians serving customers to the manager. Without delay, a very clean-cut service manager looked up from his customer to greet me. “Be right with you, Miss. Help yourself to some coffee or espresso.” “Hmmmmm,” I thought, “nice impression! A waiting customer should be acknowledged with a quick message to communicate they are aware of and anxious to serve you.”

I poured myself a cup of coffee and noticed how clean the waiting area was. There were even magazines women would enjoy! I used the ladies’ room. It too was immaculately clean and there was a fresh bouquet of flowers next to the sink. Nice touch. Without much delay, the service manager listened carefully to my plight and took immediate action. “No problem,” he reassured me. “If you’ll wait here one minute, I’ll see if I can pull a mechanic from the rack to get you fixed up now. We can’t always do this, but this problem will take only five minutes.”

Like magic, the mechanic appeared. I asked him to check my tires, too. He checked the tires, solved my problem, and told me the noise was just a belt which was fine. He smiled and waved when he was finished, then rushed back to his work area. I thought I had received a special favor, but the service representative replied, “No problem, Ms. Corelli. As you can see, we’re very busy, but we do our absolute best to help our customers any way we can. We’re open until 9:00 pm every night and on Fridays until midnight so we can always handle your needs. Come in and see us for your next servicing. Here’s my card. Ask for me personally. We’ll pull up your car in a few minutes.”

Soon, a worker drove my freshly washed car around to the front and opened the door for me. “Thanks so much for your fast service and for washing my car, too!” I stated. “Glad to be of help. Have a good evening, Ms. Corelli,” he answered. The worker called me by my name! Very classy. Most importantly, he made me feel like a VIP– an emotional response that is key to my coming back.

This was just one occasion when I formed a positive impression of that Acura dealer and its staff. But I’m not the only one who thinks this way. Based on my observation, I’d say all of this dealership’s customers would probably report the same type of positive service experience. The fact that this Acura shop is so busy is proof that service excellence performed by people who take pride in their work and who treat customers exceptionally well keeps customers coming in. That’s why this Acura dealer has established a reputation for great customer service.

A service flaw that is not in a normal system or procedure

Later that week, I was on a plane headed to Miami to deliver a keynote at an important conference. Before take-off, I was deeply engrossed in reviewing my slides on my computer … just like I always do. Let me state that I spend half of my life on airplanes and have the highest status in this airline’s loyalty program. I am supposed to be treated like a VIP.

Here is exactly what happened that day. I didn’t hear the purser’s announcement to “turn off all portable devices…” You know the drill. Suddenly, a pointed finger was flashed in front of my face. I heard a loud and stern voice say, “I made the announcement five minutes ago!!! Why isn’t that computer shut down?!” I humbly replied, “I’m sorry, I didn’t hear you, sir.” He stormed away. Several passengers seated near me were shocked at this outburst. “Write him up. We’ll back you,” they said.”

Here’s what I said: “I guess he’s not a member of the ‘fly the friendly skies’ team and doesn’t remember who provides his paycheck. Maybe he should read one of my books!”

The first story was a positive customer experience. The kind of experience that makes a customer want to go back to a place of business and recommend its services to others. The second story was an example of how just one person demonstrated unprofessional behavior and gave the entire airline he represented a bad reputation.

Outstanding service is not optional

Outstanding customer service is an imperative for business success.

New customers don’t need an excuse to head back to your competitor if you fall even the slightest bit short in the level of service you provide. Needless to say, in today’s volatile economy, you can’t afford to lose even one customer.

How can you stand out in a sea of competitors promoting similar products or services? How do you obtain the highest levels of customer loyalty? Develop a reputation for delivering consistently outstanding customer service!

Reputation, reputation, reputation

Today’s customers have high expectations. They are more “service-savvy” than ever. Consumers won’t even consider buying from a business that doesn’t have a reputation for great customer service.

Even if you already enjoy favorable customer service reviews, there is always room for improvement. Companies known for great service are never satisfied. Consistently seeking new ways to make customer service even better is the culture of a service-oriented company.

This chapter will review companies known for superior customer service and identify ways you can apply their smart strategies to your own business. Most companies featured are well-known organizations that have won awards for their delivery of consistently superior service. Others are mid-sized or small businesses that may not be as well known, but are noted in their industry.

Why service excellence is critical

Customers talk! Studies have revealed that customers talk more about poor service than great service. In addition, they use websites such as Yelp.com, Amazon.com, and/or LinkedIn.com to document a bad customer experience. There is no shortage of places disgruntled customer can turn to complain. With one click, a dissatisfied customer can ruin a company or individual business person’s reputation.

Take a minute to consider these situations where customers took revenge on the companies who failed them. As in many places in this book, names of companies and individuals have been disguised to protect the guilty (or for confidentiality). This story was taken from a CNN blog on “Worst Customer Service:”

“My mortgage is with XYZ. When I made December’s payment, they put the entire payment toward the escrow and never credited it to my account. I then made my normal January payment but saw that in February my house payment had doubled. I called to question what was going on and they informed me that they never received December’s payment. I checked with my bank and the check was cashed. So I called the mortgage department back and found out the December payment was put in to escrow. That was it. No explanation, no apology, and no offer to credit it to my mortgage. I actually got a lecture on how it is my responsibility to make sure all my payments are credited correctly. I asked how soon they could get the situation straightened out and then asked them to overnight the paperwork for my files. I seriously doubt that XYZ has the ability to give customer service on a professional level. I’m now looking for a new bank so I do not have to deal with their incompetence.”

Here’s another complaint found on Yelp.com from a customer who was unhappy with that same bank:

“On XYZ Bank’s Online Banking Customer service, the dates showing for delivery of bill payments are a front to keep customers. The truth is Customer Service tells you that you would be better off writing checks the old fashioned way. The bill pay system at this bank is not dependable.

This is my experience talking with three customer service reps and three supervisors. My online payment took five extra days. Sure am happy it was mailed early.

The customer service reps all talk down to you and deny you any course of action. They refuse to assist you and when you get a supervisor it’s not any better.”

Here are a few more examples that are short, but not so sweet:

“I ordered a new computer less than 12 hours ago. I changed my mind about what I was buying so I called to change my order. I talked to seven people within an hour.  No one could help me. Finally, I got through to customer care and was told it was too late to change. Even though the order had not been built or shipped, they claimed they couldn’t stop any order. I was told that once I get the computer I could return it for a full refund minus the restocking fee. Makes a lot of sense huh? PLEASE! PLEASE! Do yourself a favor and never deal with XYZ computer. Never buy from them. The problem took about two weeks of my time and it took that long to see my money again.”

“Stinks—this is one the word that describes the overall service at XYZ drugstore. The only reason you might even CONSIDER going into this place is if you need to use an ATM to get cash to spend at a better drugstore.”

“My husband and I were very excited to contact Joe to get an estimate for our family room remodeling, however, he never showed up for the appointment. He didn’t call us prior to the appointment to let us know he wasn’t showing up. We left him a phone message inquiring about his absence (maybe his car broke down, family emergency, etc.), but he never called back to explain… I wanted to see his work but, after this experience, we won’t be contacting XYZ Construction again for future jobs.”

“I will never come here again. Even after I read all the horrible reviews about this place, I ignored them and decided to try it out. I called before I went so the food would be ready by the time I came to pick it up. They put me on hold for over ten minutes! I was still on hold when I arrived so I went in to order. I order the eight piece spicy buffalo wings and got a recommendation for a pasta dish. I decided to get both the chicken Alfredo and meaty marinara. After putting in my order, I waited for my food for about thirty to forty-five minutes. I couldn’t believe it took so long since there were no other customers. I took my food home to find that they gave me the wrong order. How can you mess up an order, which was recommended by the waitress? Then when I opened the chicken wings there was one wing that consisted of nothing but bone along with another dinky piece of chicken that shouldn’t have even been counted as part of the eight pieces. I should have believed the other reviews that I read. I will NOT be returning and giving this place 1 star is an over statement. I honestly don’t even know how this place is still in business.”

One bad apple

To be fair, not every bad review accurately presents the “whole” customer service story. Often, uncontrollable circumstances factor into a customer’s bad experience. Many business owners are fighting back. They are engaging the services of online reputation management companies to ensure that their reputations stay intact.

Other times, one “bad apple” might be responsible for the bulk of a company’s customer service complaints. A staff member may have interviewed well when hired, but show his or her true colors when the boss’s back is turned. Sometimes one individual causes an entire company to get blasted for poor service. The flight attendant on the plane who spoke to me so rudely in the example provided earlier was the service flaw on my flight that day. Lucky for him, I didn’t report him, nor did I “write him up” on the Internet. I just tell thousands of people about his horrific behavior in my customer service presentations.

Positive remarks go a long way

Websites such as Yelp.com are not always used for posting negative reviews. It’s reassuring to read great reviews and to see how positive customer feedback determines how people make decisions on where to spend their money or place their trust:

“XYZ’s furniture line resembles works of art. If you are looking for beautifully crafted furniture at a reasonable price, it’s the place to go.”

“I’ve never before used the word ‘love’ to describe a dentist, but I love Dr. Smith. He is extremely thorough, kind, and educational. He found cavities that my previous dentist had missed for months. What a great dentist.”

“After years of financial stress and meeting some fakes who claimed to care about my financial well-being, I gave Yelp.com a try to find a financial advisor. I came upon Susan’s Yelp.com page and I am happy to report that, as her client, I am now on my way to financial freedom and success! Like the other ‘Yelp.comers’ have said, she knows her stuff and is all around professional. She also tells it like it is and maintains a positive attitude when telling you ways you can fix an issue you may have.”

“I love XYZ! They have almost everything you need. We were doing some shopping to furnish our new condo and were able to find the best showerheads. I didn’t think their employees could advise us, but they could.”

Avoid the Hallmark Wall of Shame

As of the end of 2010, Yelp.com has had more than 39 million monthly unique visitors. Make every effort to ensure that if a customer decides to post a review, it will be one that raves about you. Follow the examples and apply the techniques of the companies in this chapter to get a good review.

Companies known for superior or “World Class” service

World-class service is the boast of many businesses—and the reality of few. Let’s learn why some smart companies’ sales professionals are in a better position to capture and retain their competitors’ customers, and strategies they use to use that might be applied to your business.

Bloomberg Businessweek, commonly known as Business-Week, is a weekly business magazine published by Bloomberg L.P. For the last several years, they have worked with J.D. Power and Associates, the global marketing and information firm owned by McGraw-Hill, to research and rank companies on customer service. Each year, Bloomberg publishes “Achieving Excellence in Customer Service,” a report on the best providers. Gary Tucker, a senior vice president of global services and emerging industries at J.D. Power and Associates, explained how winners are selected: “To be good in any industry, it makes sense to look at the best practices across industries. Every day, consumers interact with companies from a myriad of industries. Invariably, they compare the quality of these service experiences. Industries and companies should be doing the same if they expect to keep pace in today’s increasingly competitive environment.”

Companies that have successfully weathered the economic storm have in place a business strategy of service excellence. They recognize that delivering high-quality service is a powerful differentiator in the face of changing market conditions. Unprecedented commoditization, increased automation, standardization and globalization makes it even more difficult for brands to maintain their differentiation based on price alone—and raises the importance of providing superior customer service. Brands that receive the J.D. Power Customer Service Champion designation are among the top five percent of more than 800 evaluated brands, based on their performance in five key areas. These are identified as the “J.D. Power 5 Ps:” People, Presentation, Price, Product, and Process. Interestingly, the J.D. Power Customer Service Champions not only excel within their respective industries, but also stand out when evaluated across multiple industries.

To begin, let’s look at companies that have received the J.D. Power and Associates Customer Service Champion designation and why these Customer Service Champions have been listed in the

“Achieving Excellence in Customer Service” report: USAA’s battle plan This provider of financial services for military families has used remote technology and an intense focus on clients to stay in the top five on the J.D. Power Customer Service Champion list for several years. In almost everything it does, USAA places itself in the shoes of its often highly mobile customers, many of whom face unique financial challenges. This Customer Service Champion was the first bank to allow iPhone deposits. It routinely texts balances to soldiers in the field. Claim processing is smooth and easy and huge discounts are offered on a client’s car insurance while he or she is deployed overseas. To ensure that their employees truly understand the needs and challenges of those they serve, many of USAA’s top managers and employees are those who have served. Training is lavished on all employees. Veterans accompany employees with non-military experience to training sessions where they dine on MREs (meals ready to eat), the same sustenance consumed by troops in the field.

They try on vests and helmets. Every representative is handed a bona fide deployment letter to help them to internalize the feelings, reactions, and challenging financial decisions USAA’s clients face at high emotional times. This training prepares them for the family issues that arise when servicing customers.

Employee satisfaction is a strong part of USAA’s culture. The company’s leaders are concerned about their employees’ problems. Tom Draude, Senior Vice President, made this statement:

The employees’ problems are our problems.

The company provides bonuses in a world where many companies have eliminated this practice. The company has a $5-an-hour concierge service that helps busy employees outsource errands during the workday. Staffers get time to do their jobs, too. Employees aren’t rushed through calls with customers or evaluated on how fast they handle the inquiries. Customer service reps are “armed” with state of the art technology that allows them to view a history of all online screens any particular client has viewed on USAA’s website. This helps the reps know what policies or business lines their clients may be perusing—and may be ready to buy.

The mobile lives of USAA’s core clients—our troops stationed in distant locales and military families constantly on the move—have made this amazingly service-oriented company an innovator in the world of personal finance and a real champ in keeping its promises.

L.L.Bean—one of the best

L.L. Bean, a privately held mail order and online retail company, is famous for their ease in ordering and lenient return policy. On the J.D. Power and Associates Customer Service Champion list since its inception in 2010, L.L. Bean obtained the top Customer Service Champ spot by adapting to and consistently improving upon the way customers shop today. Their website makes placing orders intuitive and package tracking incredibly simple. L.L. Bean credit card holders get free shipping on outbound deliveries and returns.

Although management could dramatically cut costs by off-shoring back-office operations, it has kept its headquarters in Maine, where it was founded. The company gives employees opportunities to work as home-based agents rather than outsource that work. Apple Computer—the apple of many consumers’ eyes If you ever want to receive a phenomenal customer service experience, or simply observe one, walk into any Apple store. You will see ready and willing staff anxious to serve Apple customers. Every

Apple employee is highly knowledgeable and equipped to answer any question.

The company’s sturdy computers, sleek devices and user-friendly software aren’t its only innovations. “Genius Bars” and roving in-store checkout clerks are just two ways the company has pioneered new approaches to customer service. iPhones have inspired other companies to create more customer-friendly apps for their own products. All of these advances have helped to distinguish the Apple brand and differentiated its customer service, placing it on the list of “champs.”

Four Seasons Hotels and Resorts

This luxury hotel chain not only offers lavish properties, amenities, and perks for guests who can afford to stay there, but like USAA, it makes employee training as luxurious an experience as that of a guest. Part seven of a seven-step employee orientation is what the chain’s executives refer to as a “familiarization stay” or “fam trip.” Every employee, from housekeepers to front-desk clerks, receives a free night’s stay, including a fine dining experience for themselves and a guest.

During their stay, employees grade the hotels on every small detail, from the number of times the phone rings when calling room service to how long it takes to get items to a room. They learn from a guest’s perspective what it’s like to receive service. Four Seasons’ creative but practical “training” approach demonstrates, as did the USAA example, one of the most powerful aspects of world-class customer service–helping employees identify with the customer experience. Four Season’s staff members at every level of the organizational hierarchy develop a sense of pride in working for the company.

This high-end hotel cross-trains their back-office employees so they can do double duty when needed. Human resource managers take on such tasks as manning the spa desk. Back-office staff helps the front desk. This type of cross-training, plus attention to detail, has kept Four Seasons on the Customer Service Champion list.

Puttin’ on the Ritz

The Ritz-Carlton Hotel Company L.L.C. is considered by many business experts to be the epitome of customer service. The Ritz-Carlton Creed is well known and taught in many customer service seminars: “The Ritz-Carlton Hotel is a place where the genuine care and comfort of our guests is our highest mission. We pledge to provide the finest personal service and facilities for our guests who will always enjoy a warm, relaxed, yet refined ambience.

The Ritz-Carlton experience enlivens the senses, instills well-being, and fulfills even the unexpressed wishes and needs of our guests.”

Every executive, manager, and employee lives and breathes the Ritz-Carlton Creed. Employees are instructed to leave a lasting impression on guests and to provide a flawless customer experience.

Stay at a Ritz-Carlton and employees will greet you warmly and call you by name. You’ll also receive a fond farewell. “I’m looking forward to seeing you again,” or, “I can’t wait to do another event with you in the future.”

The Ritz-Carlton has many practices every business should have. They make every effort to ensure customers’ needs are anticipated and expectations are exceeded. They “empower” hotel managers with a yearly budget to use at their discretion to make any dissatisfied customer happy. When hiring new employees, the Ritz-Carlton strives to hire only the best people who will act as “brand ambassadors.”

When an employee spots a service flaw in the system, he or she fills out an “Incident Defect Form.” The report is sent to management immediately. Smart practice. Smart company.

Cadillac’s style

Lexus and Jaguar have been perennial favorites on the J.D. Power and Associates Customer Service Champion list. In some years, they have been among the top five Customer Service providers across all industries. But in 2011, Cadillac usurped their lofty position by being rated as the best automotive brand. During the previous year, Cadillac partnered with experts at Ritz-Carlton to help improve their customers’ service experience. Ritz-Carlton’s “Defining Moments” training program, when applied to the Cadillac brand, was so successful that this luxury automobile company has signed on for additional training with the Ritz-Carlton team. To further bolster its customer service emphasis, Cadillac launched the Cadillac Shield program, a four-year, 50,000-mile bumper-to-bumper and five-year, 100,000-mile power-train warranty. The program provides maintenance on many frequently required services for four years or 50,000 miles, as well as 24-hour roadside assistance and courtesy vehicle transportation during the power-train warranty period—a customer-oriented offering!

Amazon.com’s amazing service

Amazon.com evolved from being a simple online bookstore into one of the largest e-commerce platforms in the world. Customers can find anything and everything they want to buy online in an easy, convenient, efficient, and reliable way. Customer service excellence, loyalty, and retention are ingrained into Amazon’s service culture— and are three key factors to Amazon’s multiple listings as Customer Service Champs.

Over the years, Amazon’s customer base has increased significantly. Customers appreciate the abundance of choices available. The company’s quality control, and high levels of customer service has brought Amazon the J.D. Power and Associates Customer Service Champion designation.

Trader Joe’s – the author’s favorite place to shop In 2004, Fast Company took note of this grocery chain’s outstanding customer service, praising the company for its listening skills. Trader Joe’s doesn’t use focus groups, 800 numbers, or online forms. They just ask questions, listen, and talk to their customers every day. The company’s focus is on friendly customer interaction and gourmet fare offered at discount prices.

They know their customers—people who love to experiment with an ever-changing inventory. People talk about a trip to Trader Joe’s as an event. The stores have loyal fans who rave about them.

Trader Joe’s received the J.D. Power and Associates Customer Service Champion designation and has stayed on the list for the past few years.

These are just a few well-known Customer Service Champions. Other 2011 champs included Shea Homes, Quicken Loans, Caribou Coffee, Indianapolis International Airport, Zappos, Clark Public Utilities, and others. To learn more about these companies, visit their websites.

What Customer Service Champs have in common

Commonalities among Customer Service Champs provide great insight. Let’s analyze ways these companies achieve such high levels of service and discuss how their service practices can be transferred to divergent firms and other industries.

1. All Customer Service Champions have established a reputation for reliable and exceptional customer service.

Having a reputation for great customer service is critical to a company’s success. It is an unconquerable competitive advantage.

In fact, some companies’ outstanding customer service reputations are so strong, it is a “fear factor” to their competitors.

2. All Customer Service Champion leaders make service excellence a priority and a strong part of their competitive strategy.

The top executives in remarkable Customer Service companies demonstrate their passion for service excellence. By example and by design, they make service excellence the highest priority.

Many even establish it as a major strategic initiative. If you are the “boss,” demonstrate your firm’s commitment to customer service excellence a priority. Make sure you are not so consumed with the bottom line that you leave customer service up to your customer service staff. Under your direction, service excellence should permeate your entire organization and be a strong part of your competitive strategy. If you need to transform your culture to make this happen, or simply want to improve upon the level of service you provide, the remaining chapters of this book will show you how.

3. Employees of Customer Service Champion companies believe in their company, have a sense of pride, and are “engaged.”

The employees of these companies have a sense of pride about their company and their work. Leaders accomplish this through employee engagement, involvement and empowerment. They treat their employees as well as they treat their best customers. Consider the following customer service criteria and evaluate their applicability to the culture in your business.

Engaged—Who, me?

Employee engagement occurs when an employee feels he or she has a job in a company he or she believes in. Research reinforces the fact that, regardless of the size of your company or the type of business you’re in, building employee engagement is critical to your organization’s success. One major Gallup Organization study revealed that companies exhibiting the highest levels of employee engagement are more likely to have above-average productivity and profitability, as well as higher levels of customer retention.

Employee involvement

Actively encourage your people to share ideas and step forward to challenge the status quo. (If you have the type of culture described in Chapter 14, this will not be tough to do.) Customer Service Champ leaders go a step further; they demand staff input and participation. They know that engaging the brains of one’s employees in finding new, better, and more efficient ways of providing great service builds employee engagement.

You can accomplish this through employee involvement and by listening to the voice of your people. Ask for their opinions and ideas. Make sure staff members feel comfortable enough to challenge the way things are done and step forth with new ideas. If you have the right people on your team, they have ideas and solutions to your problems. But if you don’t involve them and ask for their advice, they won’t speak up.

Employee Empowerment – Enable then empower

This is not the only place in this book where employee empowerment is discussed, but it warrants repeating. Like the Customer Service Champ companies, provide customer service training for your staff. They will be enabled and you can then empower them.

Reward and recognition

Recognize and reward people (both formally and informally) for their individual contributions in the workplace. It is a surefire way to make people feel appreciated and help them feel engaged.

Studies have proven that if your employees are happy with you and your company’s culture, you will have higher levels of employee loyalty which translates into customer loyalty.

4. All Customer Service Champions focus as much on employee loyalty as customer loyalty.

Numerous studies prove employee loyalty is directly related to customer loyalty. Conduct a simple and confidential employee satisfaction survey. The first—and most important—five questions of the survey will reveal a great deal about your culture.

1. In the last week, has your immediate boss expressed praise or thanks?
2. Does your immediate boss spend adequate time with you to help you perform at the highest level?
3. Would you recommend working here to a friend, family member, or acquaintance?
4. Is there a spirit of teamwork in your department and across departments?
5. Has someone talked to you about your progress in the last six months?

Conduct the employee satisfaction survey every year and identify three areas for improvement. Announce to your team that you are committed to improving in these areas. Make a very obvious effort or your attempts will not succeed. Your announcement will be considered “lip-service.” Strive for higher scores each year.

When you succeed at these improvements and your staff internalizes a customer-focused philosophy, your team will think and act as your “brand ambassadors.” They will provide the ultimate customer experience for a company they love.

5. Customer Service Champions hire job candidates who possess the right attributes for interfacing with customers.

“Hire for attitude; train for skills” is the mantra of most Customer Service Champions. When interviewing candidates look for these skills and attributes:

Strong communication skills

• Command of the English language–word choice and grammar
• Positive tone of voice
• Listening skills
• Speaking with tact and diplomacy Personality traits / Interpersonal skills
• Friendly
• Outgoing
• Helpful
• Professional
• Courteous
• Teamplayer

Problem solving skills

• Ownership of the problem or issue
• Solution-focused

Finding and retaining employees who will come to work each day “excited” about customer service involves a great deal more, but these are the most important traits to look for during an interview.

There are other ways to find great customer service representatives.

If you are a restaurant owner or a retail business, find employees with desirable service attitudes and skills in the places you patronize. When you see someone delivering exceptional service, offer the individual a job. Another common practice is to steal great employees from your competitors. Sales managers have been stealing good sales people from their competitors forever!

6. Customer Service Champs examine the touch-points of customer contact to improve the overall customer experience.

In his best-selling book, Moments of Truth, Jan Carlzon identifies moments of truth as “every opportunity to make a difference when in contact with customers.” The Ritz-Carlton calls it “defining moments.” However you describe it, this can be a painstaking process, but it can also be fun if you do it in teams.

Like the Customer Service Champs, seek ways you can make it easier to do business with you. Find ways to impress, delight, and wow customers. When McGrath Acura washed my car even though I didn’t have an official service appointment, I experienced exceptional customer service. In your business, with your customers, no detail should be too small.

7. Customer Service Champs pay close attention to how they communicate with customers.

These companies train their employees to greet customers, call them by name, and initiate conversation. Do the same in your own business. Train your employees to use words and phrases and ask question that impress customers and breed customer loyalty.

• “We’re always here for you.”
• “Are you pleased with…?”
• “I appreciate your business.”
• “Is there anything more I can do for you today?”
• “How can I help you today?”
• “What do you like about our store?”
• “How was your stay?”

Follow the example of Trader Joe’s. Get to know your customers on a deeper level. Learn to know who they are, what they like and dislike, and what their expectations are.

Proactively reach out to customers. In fact, over-communicate.

If a customer brings in his or her car, equipment, machine, computer, or any product that needs service keep him or her informed of your progress. Call if additional repairs are needed.

If you sell a high-end product, call to ask how the product is performing. Follow up after a sale or a transaction. This communication not only helps to avoid problems and build relationships, but also demonstrates you CARE.

8. State of the art technology enhances Champs’ ability to deliver exceptional service.

You can’t serve customers exceptionally well without modern technology that enhances customer relationship management. Technology provides contact management databases, sends maintenance reminders, manages other customer service activity and anything critical to your business. Many affordable and proven systems are available today. Find one that helps you service customers more efficiently and thus, more effectively.

If you are a small or mid-sized company, follow the example of big businesses. Use state of the art software that enables your sales and service reps to record everything about your customers.

In one click, the person who is servicing the customer can pull up all pertinent information and history. Sage ACT and Salesforce.com work well for mid-size and small businesses.

Whatever system you use, make sure it is simple and easy to use. As we move into the future, technology will a key driver and tool for business success.

9. Customer Service Champs’ delivery of exceptional customer service is consistent.

No company is perfect. Successful companies have occasional glitches in the system, but they work hard to minimize the negative impact. Sometimes, even a problem or encounter with a difficult customer, handled properly, can be turned into a success.

Strive to deliver consistently exceptional customer service in your business. Implement the strategies in this chapter and take the steps you will find in Chapter 14 to create a comprehensive service strategy and maintain great customer service.

10. Customers surveyed say they will repurchase and refer others to Customer Service Champs.

One of the questions J.D. Power and Associates survey respondents answer is whether they will purchase again and recommend the company to other customers. Repeat customer and referral business is the lifeblood of all successful organizations.

Assess your own repeat customer business. Conduct an annual customer service survey. In that survey be sure to include this question: “Will you purchase from our company in the future?”

In addition, track how many customers you obtained from referrals.

If you are a large retail business, this may not be easy to do, but you can certainly do it if you are a mid-size retail business or small specialty retailer.

11. All Customer Service Champs excel in the 5 Ps. People, Presentation, Price, Product and Process, the five J.D Power P’s are key to achieving excellence in customer satisfaction and advocacy. To be considered for the Champ designation, companies must outperform their competition in some or all of these core areas. Consider these examples of the five critical competencies that attract and retain customers.

People

Leading companies such as Ritz-Carlton and Four Seasons Hotels and Resorts depend on their people. Staff members at these hospitality service stars are not only service providers and friendly faces, but also problem-solvers for their guests. Create problem-solving teams; have them in place to assist others when needed.

The mindset of your employees is key. If you are a Red Roof Inn, make sure your staff has the same mentality as the staff at the Four Seasons or Ritz-Carlton.

Presentation

Champs know today’s customers place increased importance on how a company’s products or services are perceived. Make sure your packaging and marketing materials put you in the best possible light.

The appearance of your employees is also important. There’s nothing worse than walking into a place of business and seeing a receptionist with such “casual” attire that customers are given a negative first impression. Today’s scrutinizing customers may think that if a company is lax with its dress code, they may be lax in the level of service it provides.

Your facility is also part of your presentation. When a customer walks into your place of business, it should shout cleanliness and orderliness. The outside of your facility should be nicely landscaped and without debris anywhere near the building.

Pricing

Many (but not all) Customer Service Champions offer great prices, but they know there’s more to the buying decision than price. Customer Service Stars provide the best value, price and other factors considered. They know what’s important to the customer—the company’s image, its standing in the marketplace, the “package” it offers, and its reputation for dependable service. All these qualities give customers peace of mind.

Product

Champs excel in delivering a consistent, trouble-free product, regardless of their industry. Product quality is a given. It is how well the product performs in relation to its competition. Make sure your product outperforms the best of them.

Process

Today’s customers are time-driven and time conscious. As a consequence, they prefer companies that can offer them easy, effective, and fast customer service. Make sure your processes and procedures meet this important customer service standard.

12. All Customer Service Champs do more than deliver on what they promise; they exceed customer  expectations.

Customer Service All Stars not only raise the bar for their competition, they also put their company and sales team in a better position to capture and keep their competitors’ customers.

Follow these leaders. First, make sure you meet customer expectations and deliver what you promise. Then, think of ways you have exceeded expectations in the past and new ways you can excel in the future without cutting into your profits. Exceeding customer expectations is one of best ways to ensure customer loyalty and be a customer service champ in your customers’ eyes.

Smart businesses—large and small

In my experience in the business world, I have had the privilege of working with or coming across many companies that deliver superb customer service. Like the Customer Service Champs, they not only have a reputation for exceptional customer service in their industry but they consistently seek methods of improvement. Let’s take a look at the outstanding customer service practices that elevate these companies above the competition and ways to apply what you can learn from them to your own delivery of service.

Arnold Machinery Company

Many businesses have great customer service policies but few demonstrate their “Uncompromising Commitment to Customer Satisfaction” as well as equipment distributor Arnold Machinery Company. The company’s “Silver Service® Policy” and customer service slogan, “Customer Satisfaction is Our Only Policy®,” truly describes their dedication to customers. Every Arnold associate is responsible for making customers happy and taking care of them right then and there. Arnold Machinery staff are not only empowered; they are obligated to do so. All of their marketing materials state that “at Arnold Machinery Company, we believe in carrying our Silver Service® attitude and commitment into everything we do. NO SALE is ever final until you are satisfied. And when we say it we mean it…no fine print. Only complete and total satisfaction with our products and our service.”

What a strong service statement! I have heard many stories of just how hard this company works to satisfy customers. So hard, in fact, that Arnold Machinery is viewed as a formidable competitor to equipment dealers in their area. I know this to be true because I have heard it from Arnold’s competitors.

If you want to be viewed as a formidable competitor, work incredibly hard to develop and maintain a reputation for customer service excellence. Make a statement about your service and, as discussed in Section 1 of this book, brand it. Do more than that. Describe it.

Arnold Machinery describes it in this manner:

What is Silver Service®?

It’s an attitude.

It’s a commitment.

It’s what distinguishes us from our competitors.

It’s the reason we’re in business today.

Note that Arnold Machinery Company refers to its employees as “associates.” Employees feel like associates because the company gives them stock shares based on years of service. There are also several bonus programs designed to reward employees for great service.

Change the term “employee” to associate. Better yet, make your employees feel as though they are associates. Give them a stake in the company and bonus programs. If you can make employees feel they are working with you and not for you, your associates will be more inclined to serve customers exceptionally well.

LaRosa’s Pizza

Beginning with just one Cincinnati location in 1954, the company and franchise owner now operate more than sixty pizzerias. Besides making great pizza, their success is attributed to the exceptional service they provide.

Like the Powers’ Customer Service Champs, employee satisfaction is a strong part of the La Rosa culture. They even have a “Chief People Officer” who makes sure employees are happy. All store managers receive training to help ensure consistent leadership. LaRosa’s culture emphasizes communication, professionalism, quality and accountability. To ensure customer satisfaction and demonstrate they care about it, every customer receives a “Score Card.” It states: “If scoring is less than a ‘B,’ please explain your reason so our team members know what needs to be improved.”

Kastel Insurance Partners

Kastel Insurance Partners’ tagline is “The Difference is in the Service.” Their client service truly is the difference—especially from principal, Ralph Kastel.

Ralph delivers a personalized service experience and builds client relationships through proactive communications. He doesn’t wait for cost-conscious clients to call to inquire about whether there is a more affordable health insurance policy. He calls his business clients regarding their group medical insurance three months before their anniversary date (when the client’s group medical insurance premiums will increase or there are changes in benefits offered.)

He reminds the client of the renewal date before the insurance carrier sends their notice and reviews any changes or concerns that his client may have regarding his or her insurance situation. He discusses what his clients might expect at the renewal based on price or policy changes other clients have received. Then he takes the value-added step of ensuring the customer that Kastel Partners will be searching competitive benefits and rates.

In addition, Kastel’s clients are told that if their employees have questions regarding benefits or claim issues, they can call his office and his staff will assist in resolving the problem for the employees.

This smart businessman strategically uses his reputation for outstanding client service to attract and retain new clients. When on an appointment with a potential client, he uses a soft sell approach.

After listening to the prospect’s needs, instead of asking for the business right then and there like any other agent would do, he simply states, “My clients stick with me because of the level of service I provide. If you would like me to handle your insurance needs, just call me. “Just call Ralph.” That’s the mantra used by all of my clients and why my business comes from referrals.” And “Just call Ralph,” is what happy clients tell business associates, friends and neighbors when they are referring business to him. His business grows stronger every year.

In many insurance agencies, customer service tends to center around key employees or larger producing clients. At Kastel Insurance Partners, all group policy clients are treated as though they are key employees. One of Ralph’s group clients received a renewal with a large increase. Ralph immediately began comparison shopping and found a more affordable plan with an alternate carrier. The Group filled out applications and submitted them to the new insurance carrier.

Meanwhile, an employee was scheduled to have a hip replacement, just after the transition to the new insurance company. The employee was very concerned about how changing carriers would affect his surgery, so he “Just Called Ralph.” Ralph patiently listened to the employee’s concerns, noted the doctor’s name, and verified the facility in which the hip replacement would take place. He then determined whether the doctor and facility would be in-network or out-of-network with the new insurance carrier, how the benefits would be paid, and whether or not pre-certification was needed. A pre-certification was required, so Ralph called the surgeon’s office and spoke with the office manager. He made sure the office manager was aware of the plan change and gave her the numbers she would have to call. He called back the employee with all this information and numbers. This would have taken days for the employee to obtain on his own. Ralph not only took the “extra step” to help this client, he also put to rest any insurance-related concerns.

The employee was able to concentrate on the pending surgery and recovery – not the insurance.

If you are a small business owner or sales professional, strive to provide personalized service to every customer. Be proactive with your communication. Reach out to customers. Demonstrate that you have your customers’ best interests at heart and help them in every way possible. Then you will develop a  reputation for exceptional customer service.

Atlantic | Pacific Companies

This innovative company acquires, develops, and invests in real estate and manages properties on behalf of condominium associations, property owners, and business partners. The company’s service culture is fundamental to its success. Management recognizes and demonstrates that they are in the “people” business and its

Number One resource is its team. They encourage all of their employees to continually learn and develop their business skills and real estate knowledge by providing training, mentoring, and professional development opportunities. Atlantic | Pacific’s commitment to providing each employee with a strong sense of contribution has enabled them to attract and retain the top people in each of the markets they serve.

All of their employees proudly wear name badges with their first name, company name, and logo so clients and community members know them on a first name basis. The company’s property managers are encouraged to exceed expectations and go above and beyond the call of duty to help an owner, even if the service needed doesn’t fall under their job description. One property manager helped a resident with an appliance contract. Instead of making one or two calls to the provider, the manager carried it through and made sure the resident received a new stove. The condominium owner thanked the property manager profusely and even called Atlantic | Pacific to rave about how much the property manager helped him.

Another Atlantic | Pacific property manager truly went above and beyond exceptional service when a garbage container had a spillage. She rolled up her designer suit sleeves and in heels grabbed a shovel and went to work until the wee hours of the night!

Like many Customer Service Champs, Atlantic | Pacific strives to provide its team members with opportunities to experience meaningful work, professional growth, and advancement. From 2008 to 2011, the company received recognition by the South Florida Business Journal as one of the “best places to work.”

Recognize that businesses don’t do business. People do business. It is the people in the company who make the difference and are directly responsible for its reputation. Regardless of the size of your business, do your best to create a positive work environment and be one of the best places to work in your area.

Lessons are everywhere

As stated earlier, I have had the privilege of working with many companies who deliver exceptional service—the Caterpillar dealer in the Western States that has its people role play during down time; the top producing wealth management firm in Texas that gives clients the impression they are walking into the lobby of the Ritz-Carlton when entering the company’s elegant office and being greeted by the company’s “Director of First Impressions;” American Honda, whose employees rave about how well they are treated by their company; the Harley-Davidson dealer that holds short meetings every Friday morning before opening time to “talk-up” customer service… and so many more. These already outstanding organizations ask me to work with them because continuous improvement is one of their company’s core values.

There are lessons in customer service all around you. Open your eyes and see. Be observant of exceptional customer service and poor customer service. Make sure every person in your company knows the difference!

It’s never enough to be in business; it’s the service you provide

Customers today are not just looking for a great product or service.

They want, need, and expect the highest level of customer service.

They want it from every business they work with. It is a demand your company can’t afford to ignore. If you can consistently deliver exceptional customer service you will be in the best position to capture and keep your competitors’ customers.

Champion the Cause with Confidence

Every season, sports professionals state with supreme confidence that they will be the champions by the end of their respective seasons. Of course, there can be only one champion. No way around it.

Pundits will forever analyze and evaluate what produced the winning team. They will weigh the merits of savvy owners, smart managers, tough coaches, and great players. They will rarely talk about the most important ingredient for success—confidence. Confidence on the part of the executives who set the team in motion; confidence on the part of the coaches who believe in their team’s ability to win; most critical of all, confidence the players have in their skills to get out on the field and produce a winning season.

Like sports, business also needs the right combination of planning, management direction, resources, and allocation of key personnel to implement and execute at the highest possible level.

Business success also requires the highest degree of confidence to accomplish the primary objective of winning over customers.

Getting to the top

Want to get to or remain on top?  Of course you do. Let’s look at the critical elements necessary to win new customers or sway your competitors’ customers over to your company to gain market share. A sports analogy will hopefully make this topic more relevant. After all, we all know what it feels like to be successful in a sport. It’s exhilarating to be the winner—in sports as well as in business.

“Team PLUS” generates confidence

To achieve your goals and gain market share, apply the Team PLUS concept…

•         Professionals in sales, management and staff

•         Long range planning and execution

•         Underlying reputation for quality customer service

•         Savvy ownership with passion for the game

The sales team or business development team cannot do it alone. It needs all the support it can get from the entire organization. The combination of elements creates the confidence needed to win the game and gain market share.

To be successful each and every time you play the game, your entire company must have Team PLUS in perfect alignment. Every player must be headed in the same direction and be operating with the same goals.

The essence of Team PLUS

In addition to these core elements, team members must have a real passion for the game—regardless of their job position. There are too many organizations whose players get suited up every morning and go through the motions throughout the day. They don’t enjoy what they are doing and they ultimately don’t care what happens to the customers or to the organization.

You have seen this for yourself when walking into a construction rental or building supply store where no one greets you or for that matter, even looks your way. Clearly, the store’s staff does not care if you move on to the next place and become someone else’s customer.

Evaluating the key players in sales

The coaches and players are ultimately responsible for successfully executing and implementing the team’s vision and strategic plans.

The biggest worry (resulting in many sleepless nights) for owners and upper management is determining which coaches and players they need to fill the right positions to bring home the trophy. Many team owners have great vision and plans, but lack experienced coaches and skilled players necessary to get the job done.

In business, our challenges are not unlike those of any sports team. We need to make sure we have management that has the skill sets required to execute and implement the company’s vision and plans to gain marketshare.

Determining strengths and weaknesses

Owners and upper managers need to determine their organization’s strengths and weaknesses at every level. Do they have coaches that share their philosophies on commitment, preparation, and winning?

Is there is a weak link in the coaching staff? Can a specific coach be trained to achieve to reach the level of the others?

Management must also continually evaluate their professional sales team to determine the players inherent weaknesses and strengths. Each team member makes a unique contribution. Does it enhance the team? Which players need to be replaced (or repositioned) to build a stronger team that can win over new customers?

In evaluating players, managers need to determine which players best fit which positions. Where are they strongest and where do they need the most improvement? To paraphrase an old saying, a team is only as strong as its weakest player. Ongoing effort is necessary to reassess the team and ensure there are no weak links within the organization. You can’t afford to have even one single player who is not dedicated to playing the game to win and helping you to gain market share.

Team PLUS—Point #1

A great example of how the evaluation process works is apparent in the Stanford University football team of 2010/2011. Five years ago, their record was 1-12. After hiring a new head coach and support staff, they began recruiting key players to fill their weak spots.

The result was steady improvement until this season when they went 12-1 and won the 2011 Orange Bowl. They had a complete reversal from failure to success in just five years. The upper management, new coaches and players were all focused on the same goal—become a national winning football program. And they did just that.

Keeping the process going to gain market share

Many times, company owners will become stagnant in evaluating their management team and professional sales staff. In sports, instant results on your field performance are quantified by your team’s record of winning and losing. In the sales world, especially with the goal of actively going out and capturing your competitor’s customers, success is often measured in months or years. How do you know, when results take so long to achieve if your management and sales team are doing an effective job?

For some businesses, a response cycle is shorter than for others.

For example, a retailer can dramatically increase store traffic with creative advertising and in-store promotions. They can turn shoppers into buyers faster than an organization that sells business to business.

Setting milestones to measure success

Nevertheless, all businesses need to set milestones (targeted success goals) with specific time frames to help measure the progress of techniques being used to gain market share. You simply cannot wait, in today’s market, for one more dinner meeting or the tenth proposal to know if the prospect is going to become a customer. Management ownership needs to take a tougher stance and make sure the sales team knows that the time for conversion is now…not in two years.

As you begin to close in on winning new customers, successfully converting your competitors’ customers to your company to gain market share, what was once a blurred vision will become a better-defined picture.

When you look back, you will see the path your organization took was full of unplanned twists and turns. Re-evaluate what has been achieved within specific incremental phases. Honestly look at where you are going and determine if success is still realistic.

Find out what has worked and what has failed, who has progressed, and who continues to lag behind. Adapt your plans and strategies to fit the latest information available. In sports, teams make necessary changes to their game plans during half time. Make your necessary changes during milestone reviews. This will ensure that the effort given by everyone in the company stays productive and focused.

Team PLUS—Point #2

The University of Connecticut’s Women’s Basketball team broke a record that no one thought was possible. They successfully won 89 straight games to break the record held by UCLA Basketball Coach John Wooden from decades earlier. How do you win 89 straight games when you have not had the same players throughout that entire streak? It simply comes down to a great coach who made sure he replaced the players who left with ones of equal or greater talent. He found players that had the same commitment to win, comparable philosophy, and the desire to keep improving their skills and talent. Do you feel your company has demonstrated this level of commitment to ensuring you have the best sales team on the field?

Developing the strategy for long range vision, planning, and execution

Vision, planning, and execution are the foundation for a successful long-term business plan. The major direction for corporate vision and planning will come from ownership and upper management. Based on markets, current finances, and the economy, the owners/management will define the framework for the company’s future. Management will also contribute their input to vision and planning, with their focus more on fine tuning the planning to fit their current and future desires for gaining market share and increasing profitability.

Clarifying the vision

Sometimes, the proposed vision does not work. Just look at the losing NFL football teams that have hired the best college coaches.

There have been a few like Bill Walsh, moving from Stanford to the San Francisco 49rs who achieved success at both levels. But the majority of the college coaches who have moved to the NFL have eventually been fired or left—most going back to college football.

The vision sounds right. Get a high-impact college coach who has won a College National Championship; he should make a great NFL coach, right? All too often, the answer is no. There is too much of a gap between college and pro ball.

A college team is made up of students who don’t get paid directly and are still trying to make a name for themselves in order to advance to the next level. Coaches at the college level are mentors, teaching young athletes to become better in the sport and grow as a person.

Professional football teams have high paid, top performing college athletes who are hand-picked to play for the team that drafts them. Being a coach of professional athletes (all of whom have their own agents) changes from mentor and teacher to leader and boss.

Professional coaching is the antithesis of college coaching and takes a special personality. Many college coaches simply cannot adjust to this new environment and their chance for success diminishes rapidly.

Executing a great game to gain market share

One hears a great deal about the execution of the overall game plan and success an individual plays in sports, especially football. If a player, after the game, comments that the team executed well, they usually won the game. If they talk about poor execution, they typically lost.

Good or bad execution makes or breaks the game. In business, it is not as obvious because there is no “game day” and there is a lag between selling effort and customer response. While the corporate team may believe that it did well in executing the plan, the truth only comes out with the customer’s feedback. In winning new customers and gaining marketshare, there will be many stages of execution over an extended period of time. This is where establishing and evaluating performance at milestones becomes so important in accurately defining success.

Determining the outcome

In sports, when the team does well, it scores on the play and eventually wins the game. In business, there is no reliable instant feedback to determine how well the effort was made. Many times, sales professionals will come away from a presentation feeling they could have done much better. They think they lost the business. Later, the customer tells them they did a great job and the business is secure.

Conversely, there are those who think they did well only to find out that the customer chose another supplier. In fact, it is tough to read a customer, no matter how seasoned or experienced the sales person might be.

Fine-tuning the execution strategy is critical to capturing your competitors’ customers, while keeping your own. Make sure you prepare well, know your vision and plan, and clearly communicate your strategy for success with your team.

Quality customer service ensures customer retention

Behind every successful sports team, there is a support staff to keep the organization running at optimum capacity. There are people in the front office, public relations, equipment management, medical support, event planning, travel arranging, among others. Without this support, teams would not be able to operate successfully.

Team Plus—Point #3

The most visible support staff in sports is a pit crew at a NASCAR race. They literally make the difference between winning and losing. For example, in the current NASCAR season, Jimmy Johnson was in an unusual position in the last half of the season.

He was not the leader of the points race; he was chasing the field. In the last half of the season, he changed pit crews and steadily worked his way back up. In the final race of the season, he won his 5th straight NASCAR Championship. Yes, Jimmy Johnson is a great driver, but he needed the right pit crew to ensure he had the fastest stops and least time lost.

In business, we also have many support people who make sure the business runs well. The most visible (and I would venture to say the most important) is the Customer Service area. It provides direct support and service to customers to help win over new customers but also keep the ones you have.

They are the internal sales team that has direct contact with every customer. Some companies have invested years to gain market share and win-over a competitors’ customer. In a short period of time, they can lose those customers as a result of poor, unresponsive customer service.

In the sports world, direct support teams show their value week by week. In the business world, we may go a year before we know we have a customer service problem. Until we have a stack of complaints or an exodus of major customers, we may be completely unaware. So how do we ensure that we can keep a closer watch on Customer Service?

Keeping tabs on customer service

First, the Customer Service staff must internalize the strategic plan (vision, planning, and execution) that has been established throughout the company. Since they are the internal sales side of the organization, they need to be joined at the hip to the Sales Department. To ensure this continuity, they should ideally report to the sales management team.

For example, what if the NASCAR pit crew did not report directly to the driver and pit crew boss? One might hear, “It’s not my fault it took 20 seconds longer on that pit stop. I’m not responsible for making sure all the tires and gas are ready to go when the driver comes in.” In other words, “you’re not the boss of me.”

Therefore, the reporting system must be very clear. Sales must oversee all aspects of customer service and be able to make any necessary changes to ensure the best possible customer care and gain market share.

All customers are created equal

Ensure your Customer Service treats every customer as though they were just won-over from a major competitor. Your level of customer service should never change because of who a customer is. Large, small, new, old…it should always be the same. You never know when a small customer will become a bigger customer or what influence the customer has on others. Be fair and be consistent.

To ensure the highest level of service, document every complaint. Hold weekly Customer Service meetings to talk about how to better serve customers and be proactive in preventing complaints. Document the plan of action to correct any problems or miscommunications that exist. These issues need to be resolved—if not immediately, in the very near future.

Always end sales or business development team and Customer Service meetings with a pep talk. The staff needs to know that you realize how hard their jobs are and that they are appreciated for what they do. One good word will reap rewards.

The dynamics of customer retention

Ask yourself these questions: Are you losing any customers due to incorrect practices or attitudes within Customer Service? Are there any disconnects between the Professional Sales Team and Customer Service?

Establish a Quality Control Program for Customer Service and create easy, clear-cut guidelines to follow. Clarify the role each team member must play and the performance level expected. This is an ideal time to bring in a trainer to help establish guidelines for excellent service. Often, management is too close to the situation and may balk at some necessary customer service changes, especially if the changes involve a time-honored tradition or spending additional money. Hear from the expert what is needed and what should be implemented. The sooner you improve customer service, the better equipped your team will be to retain current customers, win new customers, and gain marketshare.

Savvy Ownership and Management with passion for the game

In an organization where staff is eager to perform, there is undoubtedly a top-notch management/ownership team that knows how to plan and execute the company mission and has maintained a passion for the business at hand.

There is a trickle-down effect when the ownership and upper management reinforce all aspects of the company’s strategy and implementation. Those companies where there is a winning attitude, unconditional support, and a financial commitment to add resources as they are needed will move to the top of the game list.

In the NFL, the winning teams in the Super Bowl are those whose ownership and upper management motivate and train the coaches and players to perform at their optimum levels. More importantly, they let their coaches and players do their jobs—without unnecessary interference. Even if they are “Type-A” personalities (and many are), the owners stay in the background.

The rule of “no interference”

We all know owners who are very hands-on—in the media almost every day and on the sidelines during games. In essence, this ”micromanaging” can “unbalance” the coaches and players. It can also diminish the authority of the head coach and cause players to work to please the owner, not the coach—often with devastating consequences.

In business, it’s the same. If owners and upper management “micromanage” their organization, it will lead to confusion and diminish the authority the management team and their players have in implementing the company’s business plan. This confusion can cause mixed signals—jeopardizing the key strategic plans, including capturing your competitor’s customers and keeping your own.

Ownership and upper management always want to hire the best people for their management and professional sales positions. These people need to be allowed the opportunity to do their jobs.

Passion overcome obstacles

Drive and passion are the fuels that light the flames in any successful venture. No one has trekked across South America or climbed Everest without an abiding passion for the effort.

It is the passion for the game that brings on the winners. It motivates, stimulates, and drives others around them. It lays the groundwork for the positive attitude that is essential for going forward with confidence.

Having a vision (or dream if you will) and implementing the plan takes the strength of a positive attitude and almost ensures success. It is what keeps someone going even if the odds are against him or her—to survive even when the circumstances are dire. It helps filter out the negative thoughts that make people feel inadequate or incapable of achieving their goals.

Passion begets a positive attitude

Passion is vital to winning new customers and capturing our competitors’ customers. It is the engine that never stops moving you forward no matter how great the challenges you face. Passion gets you back up the hill when you experience a valley of disappointment. Passion helps drive you to overcome any odds when others swear that you have little hope of succeeding. Passion is the insatiable fuel that keeps you moving forward in the right direction no matter what roadblock comes your way.

Passion cannot be purchased or attained by reading a book or an article. It is an inner drive that is ignited deep within us, proving we believe as much in our mission as we do in ourselves. Passion is the one intangible that drives individuals to succeed.

Team PLUS—Point #4

In a recent NFL season, the wild card game between the New Orleans Saints playing at the Seattle Seahawks was the epitome of positive attitude and passion. The New Orleans Saints were the defending Super Bowl Champions. Their 11-5 record made them the wild card team behind the Atlanta Falcons who won the South Division of the NFC. The Seattle Seahawks won the West Division of the NFC with a record of 7-9, the worst record of any wild card team in NFL playoff history. Because Seattle won their division, the game was played in Seattle.

New Orleans was an 11 point favorite, even though the game was played in Seattle. No one gave Seattle a chance of beating the reigning Super Bowl champs. In the end, Seattle won the game and dominated most of the play. It is still considered one of the most unbelievable upsets in NFL playoff history. With each play you saw the passion Seattle resonated; they were the only ones who believed in themselves…and that was all that mattered.

A positive attitude and the passion to perform can give your company the edge to overcome any odds, win new customers and gain market share, even if no one else thinks it is possible.

Attitude with passion enhances your self-confidence and your certainty of success among those with whom you work and the new customers you need to gain market share. For the customer to believe in you and your superior product and service, you must demonstrate confidence. Customers go with the stronger, not the weaker player.

They are betting on your ability to achieve what you believe.

©Copyright, 2011 Christine Corelli & Associates, Inc.

Increase Your Sales….Dead last? Turn it around!

A few years ago, a sales manager inherited a ten-person sales team that was ranked dead last out of 64 branches. His one and only producer was an 18-year veteran with the company. Other than that, no one on the sales team had more than one year of sales experience or any formal sales training; they had only received product training. To make things worse, the sales staff had a pitiful attitude. In the first two weeks, the manager consistently received excuses for poor performance-—”I have a lousy territory!” “Our prices are too high.”

Here are ten steps he took that increased sales brought about success:

Step #1: Slow down in order to speed up. Analyze the situation.

The manager knew that to obtain extraordinary results in business, you first have to slow down before you can speed up. He knew he would have to provide sales training and coaching, but he first had to analyze the situation before he could turn things around.

Over the next two weeks, he interviewed each individual on his staff and listened carefully. It did not take him long to realize that lack of training was not the only reason for the team’s failure. The main reason was that the salespeople did not believe in themselves.

Other than the one producer, none had experienced the taste of success and the thrill of victory.

The sales manager also lacked a role model. He knew that alone he could not fulfill that role. Most salespeople emulate the actions of a peer they admire. They play “follow the leader” with someone they look up to—and not necessarily their sales manager. Clearly, a leader had to be discovered fast.

In the world of sports, the strongest players on the team assume a leadership role. This is often referred to as “stepping up.” This bewildered sales manager had no one who could step up, be a success example, or share his or her knowledge and skills with less experienced salespeople. The one salesperson who was producing had no desire to help others. No one else on his team was capable of displaying that type of leadership.

Step #2: Make decisions. Create a strategy and a written action plan.

The sales manager did what every smart sales person does. He created a strategy and written Action Plan for Sales Success. Now, execution would be key.

Step #3: Find a success role model.

The manager recruited a new salesperson to be a success model. He knew that if he hired the right person, that individual could play an important role in reversing the downward performance trend.

The sales manager found his new leader when he hired John.

The manager told John to stick with him and do exactly as he taught him. Over the next eight weeks, the sales manager taught John everything he knew. Although John had received sales training in his previous job, the manager coached him on critical sales communication skills – listening, asking intelligent questions, overcoming objections, asking for the business, negotiating, and closing the sale.

John knew the sales manager was counting on him and he did not let the sales manager down. In his fourth month, this “rookie” produced 200 percent of quota! The manager called a sales meeting. He started the meeting by announcing bits of information.

Then, he proceeded to give John accolades.

Overnight the attitude in the office changed from one of making excuses for poor performance to “what’s that new guy doing?”

John’s performance forced others to take a good hard look in the mirror. That is when the sales team finally accepted responsibility for their negative attitudes and poor performance.

Step #4: Train, coach, and educate.

The sales manager knew that coaching methods based upon solid learning principles of spaced repetition, positive reinforcement and practice were necessary. He scheduled weekly sales meetings on Friday afternoons. During the week he gave homework assignments on different selling skills. Each week a different skill was covered. For a while the sales manager coached the role-playing.

Then he turned the coaching over to individual sales people.

Sometimes he would bring a package of hot dogs, yogurt, or an, ugly vase to the meetings. He would direct them to take turns communicating the features and benefits of whatever he brought and to close the sale.

Meetings were always upbeat, interesting, and fun! He even held meetings at a nearby playground and in the parking lot of the company’s building. (I recall a client visit where I saw an example of this. As I pulled into the parking lot in front of the building, I saw a group of twelve people sitting on the grass. They were having a sales meeting! I sat in my car for a while to observe. There they were, talking in the sunshine and open air where their minds could find fresh thoughts. I saw him ask them to stand so that energy levels would be high. I found out later he often called these meetings spontaneously and did not allow cell phones, beepers, or any distractions. Smart manager.)

At each meeting, a $25.00 gift card was given to the best presenter and a drawing was held for $50.00 gift card. No wonder people looked forward to these sales meetings!

Discussions on the state of their industry took place. The team was instructed to research information and study their industry for at least one hour every week and bring what they learned to the meetings.

Step #5: Coach mediocre sales people to greatness or remove them from the team.

Far too often poorly performing sales people are allowed to continue their lackluster ways. A manager may not want to face the hassle of recruiting a replacement or may want to avoid confrontation. This is a big mistake.

In today’s world, a sales manager cannot accept mediocre sales performance. The best managers take a “hands-on” role and provide the coaching the poor performer needs to improve performance.

Both the manager and sales person must put their hearts and souls into achieving success. If there is no improvement, the manager must have the courage to remove from the team any individual who is not performing. This may sound cold-hearted but it must be done.

Step #6: Set high sales performance standards.

The sales manager set high performance standards for his sales staff. He communicated his expectations. He explained that his purpose was to “raise the bar” with standards that consisted of Behavior, Activity, and Results. (A simple Behavior standard, he explained, would be to arrive in the office every morning before 8 a.m. and plan the day. An Activity standard would be to make a minimum of 25 telephone sales calls every day. A Result standard would be that a sales representative with seven to nine months sales experience be able to sell a minimum of $50,000 per month.)

For results the sales manager set two standards. The first was a lower “keep your job” standard. Sales people who fell below the minimum standard for a three-month period would be placed on probation. If sales did not pick up for that person the next quarter, that person would have to be “dehired.” Another standard performance would be, of course, an even higher sales quota.

To maintain high morale, the manager made sure to set sales goals that were achievable. To inspire his team, he gave each individual a sheet of paper that had one thing on it – a number – the commission they would make if they meet their sales goals. Smart manager.

Step #7: Remove those below minimum standards.

Tough as it is, a sales manager must remove team members with below minimum standards. If he or she does not, the other sales people will wonder whether the company is serious about these standards.

The first person removed will send a message that is loud and clear: performance standards will be enforced. If you don’t enforce them, your standards are meaningless.

Step #8: Coach, coach, and coach some more.

The sales manager spent a great deal of time going on calls and coaching individual sales people. He knew it was the only way to build a dynamic team.

Step #9: Cultivate a fun atmosphere and higher quality of life.

Fun in the workplace! What a novel idea! The sales manager held a series of contests that helped the sales team focus on a team goal.

For example, if the team hit a monthly goal, they earned a gift. Sometimes they received movie passes for themselves and their families. Other times they were given golf outings.

He held blitzes where everyone would pair up and make numerous sales calls in two sales territories to generate leads. The sales group who received the fewest leads had to reward the winning group with a comedic skit. It was amazing to him how creative some of the skits were! One day the negative attitudes and behaviors they displayed when the sales manager was first hired were reenacted.

At that point, he knew he had transformed the culture of his sales organization.

Step #10: Know what each salesperson wants.

Every individual has something that motivates him or her. The sales manager always believed that, unless a company gave employees a stake in their organization, they could care less about shareholder value. They care about their families and their hopes and dreams.

The sales manager found out what every salesperson wanted and, using this information, helped the salesperson reach his or her goals. “You want to put that addition on your house, right?” “You want to give those kids the best education, don’t you?” “I can see you driving that dream car into the parking lot already.” “You’ve been working so hard. Let’s make sure you and your family can take a nice vacation this year.”

The result? Eighteen months after taking over, the sales manager’s team had moved from last place to number five in sales, having posted the biggest increase in sales of any team in the company. Perhaps a few of the strategies this sales manager applied will help you improve performance of your sales team.