Planning an Event? Here are 25 Emergency Preparedness Tips

 

As every entrepreneur knows, profits usually result from effective planning and execution. Luck can play a role, too. But whether you want to win a windfall or avoid a disaster in planning events, preparedness is paramount.

So, to help insure you stage a successful event, it helps to pay attention to a famous quote. Louis Pasteur, the 19th century chemist and microbiologist, astutely wrote: “Chance favors only the prepared mind.”

In planning major events, you should consider taking 25 precautions, courtesy of Robert Grossman of Focus Creative Group, a communications consulting and development company. Mr. Grossman is known for using media to communicate more effectively, including high-end technology-video bells and whistles.

And like Pasteur, Mr. Grossman stays prepared: “If you plan ahead, when the unthinkable happens, it becomes manageable,” said the planner.

His checklist includes: 

1. Think communication. Make signage clear to all attendees. Digital signage may save you money and you will be able to have the appropriate images ready to go if there is an emergency.
2. Create an emergency preparedness plan with a contingency checklist for your site visits and planning process.
3. Make sure your staff has radios and consider separate channels for security and emergency medical services.
4. Always check venue exit plans usually located around the venue and in your sleeping rooms.
5. Instruct your attendees to do the same. It is too late when a crisis strikes. Most people will exit from the door they enter from.
6. During your housekeeping announcements, consider having a slide of a meeting-room exit plan.
7. Know where all the fire exit doors are and confirm they are open, unlocked and clear of obstruction. For double doors, check both.
8. Know where fire extinguishers and fire pull alarms are. Check to see if the fire extinguishers are charged.
9. Have AEDs (automated external defibrillators) or know where they are and how to get one from the venue. Consider having a few staff members trained in using them. Check the web for classes.
10. Check aisles for obstructions such as cables, signs and computer bags.
11. Made sure all wires are tapped down securely on the stage and floors, especially if cables need to cross a doorway.
12. Check all flooring for pits and fissures that can catch a high heel or other types of shoes.
13. Make sure the stage has no gaps and that stairs are securely attached to the stage, and mark the stairs with a bright tape on the edges. Also mark the stairs location on the stage with tape so someone exiting off the stage can find the stairs easily.
14. If you have people entering the stage from behind, make sure your production company has an assistant stage manager helping people on and off the stage.
15. Consider hiring a company that provides emergency medical services.
16. If you are having dignitaries or rock stars, you should coordinate with the local police agency.
17. Think about lighting especially for outdoor events after dark.
18. Look for obvious and not so obvious issues. We did an event at a private residence on their tennis court. There was a narrow path down a hill which every guest had to walk down and backup. I noticed puddles of water with alga. Not only was the event coordinator not aware of the potential safety hazard, she did not even care about it when I pointed it out. They also did not think about lighting on this path when 200 guests would have to ascend it to get their cars.
19. Make sure all decor items, linens and draping are fire-proof or have retardant. If you are renting the materials, make sure their certificates are current.
20. In a post 9/11 world, mass gatherings have become highly desirable terrorist targets according to the police. Collaborate with law enforcement, especially if the media will be present.
21. Law enforcement is very concerned about a random shooter or a pedestrian with a homemade explosive device. Have a plan and training for event personnel to look for suspicious packages and to whom they should report them.
22. Identify staff members who are trained in first aid and CPR. Know how to get in communication with them quickly.
23. Most venues have emergency lighting, but you might want to have flashlights onhand and you might want to recommend to your guests to bring a flashlight to keep by their bedside.
24. Self-evacuation usually does not work. Assign team members or hired staff to direct the attendees with predefined gathering areas. Check with the venue or the fire marshal where these gathering areas should be.
25. You may want to prepare written instructions telling your attendees where to go if a disaster occurs. Write these up and give it to your announcer or VOG so the audience can be instructed where to go and remain calm. (VOG, is an acronym for “voice of God,” and is used by event pros in referring to an unseen event announcer.)

Mr. Grossman’s Web site: www.focuscreative.com.  (Note:  He and I are well-acquainted and he has excellent credentials.  We are both members of Consultants West, www.consultantswest.com, a roundtable of esteemed consultants that regularly meets in Los Angeles.)

From the Coach’s Corner, here’s a question about your Web site: Are your customers happy with your Web site in their online shopping?

Thirty-six percent of online shoppers complained of Web site glitches in a 2008 holiday-shopping survey by research firm, Synovate, and the development company, Guidance.

Complaints included slow Web sites, Web site crashes, down Web sites and failed purchases.

Profits Down? 7 Quick Tips to Get a Competitive Edge

 

Are you an apprehensive business owner? The struggling economy is a sign of declining profits everywhere.

But in Google News, surf the key word “profits” and you’ll see there are many articles about companies making money. You, too, can get a competitive edge and overcome economic uncertainty by increasing sales and improving efficiencies.

Here are seven quick tips to get a competitive edge:

Retain your best employees. Employees with the best potential quit when they don’t feel valued foseveral possible reasons: Lack of career opportunities, chilled relationships with their bosses unhappiness over wages, health care benefits, and flexibility in work schedules. So, money is not always the main issue. Workers feel more appreciated when they are engaged with periodic positive communication. This includes giving workers a sense of control over their careers and explaining possible options for professional growth.

You want employees who will push you up the ladder.

Planning. The biggest misstep for small business owners is failing to plan for the big picture. They’re so busy with daily emergencies that they don’t believe they have time for planning. They see such time as a luxury. The solution is simply to budget the time in order to strategize specific actions and timelines. An old-fashioned SWOT analysis – evaluating your strengths, weaknesses, opportunities and threats – will help you create a strategic plan. Also consider 10 basic tips — leadership for business profit.

Entrepreneurs can’t afford not to take the time to plan. And remember backup options and equipment are needed for contingencies.

Pricing. The tendency now is to slash prices. However, small business owners needn’t give away their power to the big chains by price-cutting. People appreciate outstanding customer service. For most products and services, price isn’t the most important concern for about 80 percent of all consumers.

Customers are like employees – they want to feel special.

Daily prospecting and marketing. Solicit “centers of influence” or strategic partners to attract customers. Look for opportunities to obtain publicity. Advertise to remain in contact with customers and prospects. Sales follow-up, with phone calls, personal visits and note cards will pay dividends. Don’t forget to ask for at least two referrals from each satisfied customer.

For most small businesses, job one for the boss is contacting customers and prospects. If you’re fortunate to have sales reps, each should contact 15 prospects per day— in-person, as much as possible.

Delegating. Most struggling entrepreneurs usually fail to delegate. You’ll grow by learning to delegate. Good employees appreciate opportunities for teamwork and to make contributions to the business.

A smart boss knows how expensive it is not to delegate.

Operations and procedures. Develop formal procedures along with checks and balances. To ensure standards of excellence, make certain that you and employees adhere to policies from bookkeeping to operations. This way, there will be no glitches in your receivables.

Like you, your customers don’t like surprises either.

Other professional relationships. When you’re able, get proper financing and make sure you have a plan to repay funds. Additionally, develop a rapport with a bank manager, good accountant, lawyer and insurance agent. And don’t forget there are affordable group health plans for small businesses. The secrets to getting a competitive edge in small business are planning and execution. As a result, a third dynamic, also known as luck, will mysteriously appear from seemingly nowhere to benefit your company.

I love this quote by chemist Louis Pasteur: “Chance favors the prepared mind.”

From the Coach’s Corner, like great football teams at halftime, good entrepreneurs adjust quickly to fast-changing conditions.

At the end of every day, do a report card. Review the events affecting your business as well as your response to each situation. Evaluate how you performed and how to move your business forward. Then, take the night off, especially after your daily assessment on a bad-hair day.

And tomorrow – keep on trying. Don’t give up.

“A business absolutely devoted to service will have only one worry about profits. They will be embarrassingly large.” 

-Henry Ford 

 

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Columnist Terry Corbell is also a business-performance consultant and profit professional. Click here to see his management services (many are available online). For a complimentary chat about your business situation or to schedule Terry Corbell as a speaker, why don’t you contact him today?

 

 

Case Study: Mistakes Companies Make When Losing Profits

 Updated June 14, 2010

For the average businessperson, economic conditions have certainly been making it difficult to manage costs, threats from competition, and demand and supply. Oy vey! Not to mention maximizing prices for products and services. That’s certainly true for restaurant chains where discounts and promotions occur frequently.

Starbucks, of course, is known for its higher-priced coffee. So, the McDonald’s-like value meals and related issues at Starbucks provide a prospective classic business-school case study regarding price optimization and maximum profits.

Many businesses can learn from the situation in which the coffee company finds itself.

Thanks to a good store environment and consistent quality, I confess to having enjoyed countless cups of the company’s coffee over business discussions with associates. In my travels, Starbucks has been a home away from home whenever I wanted a good cup of coffee.

Now, questions about the company’s profits abound following a robust 20 years. True, the company and investors were delighted that the fiscal 2009 $175 million in cost-savings in helped Starbucks’ Q3 earnings improve to $151.5 million compared a loss of $6.7 million the same period the year before. The company’s profits had declined in significant double-digit percentages, prompting Starbucks to layoff thousands of employees as the company closed nearly 800 stores.

However, cost-savings are only part of the profit-making formula and it appears Starbucks still has more footwork to do. It’s questionable whether Seattle’s proud coffee retailer can return to its its high-profit utopia and sustain it.

Starbucks appears to be on the defensive regarding McDonald’s strategies. First, it was McDonald’s new coffee quality. Now, Starbucks has announced it will provide free WIFI — like McDonald’s.

Mega Growth

Starbucks seemed to act as if it was invincible by growing to epic proportions – it was everywhere and created a happy-buying environment for coffee lovers. The company became famous for not charging customers when it took a few minutes to brew their customers’ purchases. Cheerful baristas treated customers as if serving them drinks were important daily events and rituals.

But along with the economy, it seemed customer service sagged. My friends and associates have expressed dissatisfaction about the company’s customer service. In my frequent visits, it became rare to hear a barista say thank you to customers or prevent buyers’ remorse. Customers most-often tip jovial Janes and Joes. My sense is that such developments lowered customers’ perceptions of Starbucks’ value. 

Recession or not, consumers who love a company’s services and products, will spend their money. When loyal customers shop elsewhere, my research shows 70 percent of the time it is because the customers feel taken for granted.

Lower-priced value meals are a good idea but they are not the complete solution. At upscale stores or even low-end fast-food restaurants, eventually, it is hard for customers to swallow mediocre service. In a situation where an upscale company slashes costs – without providing noteworthy customer service – it is not conducive to sustainable profits.

Two other profit-complications: Too many company locations will cannibalize sales from each other, and it’s easy to lower prices but it’s difficult to raise them.

In general, how can you manage the sweet spot – between your price-optimization and costs?

Dennis Brown of the consulting firm, Atenga, says many companies make 11 pricing mistakes:

Companies base their prices on their costs, not their customers’ perceptions of value. “In certain circumstances, there are strategic reasons a company may decide to sell a product below its cost for a period of time, or to a certain market segment as a ‘loss leader,’ Brown writes. “However, when a price is set according to the perceived value of the product or service, sales are brisk, and profits are maximized.”

Companies base their prices on the marketplace. “Marketplace pricing is a resting place for companies that have given up, and where profits end up being razor thin,” he says. “Instead of giving up, these management teams must find ways to differentiate their products or services so as to create additional value for specific market segments.”

Companies attempt to achieve the same profit margin across different product lines. “Some financial strategies support a drive for uniformity, and companies try to achieve identical profit margins for disparate product lines,” he believes. “The iron law of pricing is that different customers will assign different values to identical products.”

Companies fail to segment their customers. “The value proposition for any product or service is different in different market segments, and the price strategy must reflect that difference, he asserts. “Your price realization strategy should include options that tailor your product, packaging, delivery options, marketing message and your pricing structure to particular customer segments, in order to capture the additional value created for these segments.”

Companies hold prices at the same level for too long, ignoring changes in costs, competitive environment and in customers’ preferences. “It is important to recognize that the value proposition of your products changes along with changes in the marketplace, and you must adjust your pricing to reflect these changes,” Brown explains.

Companies often incentivize their salespeople on revenue generated, rather than on profits. “Volume-based sales incentives create a drain on profits when salespeople are compensated to push volume at the lowest possible price,” he writes.

Companies change prices without forecasting competitors’ reactions. “Smart companies know enough about their competitors to forecast their reactions, and prepare for them,” he adds.

 Companies spend insufficient resources managing their pricing practices. “In fact pricing is of outmost importance, and a key element of the marketing mix,” he says. “Good pricing strategies use hard data generated by modern methods such as Value Attribute Positioning, Conjoint Analysis or Van Westendorp’s Price Sensitivity Meter, to generate accurate hard data on the perceived value of a product or service, thereby enabling mangers to maximize their profits by optimizing their prices.”

Companies fail to establish internal procedures to optimize prices. “Price optimization data comes from focused research,” he points out.

Companies spend most of their time serving their least profitable customers. “While 80 percent of a company’s profits generally come from 20 percent of its customers, a careful review of the data often will show surprises, since a company’s largest customers are often only marginally profitable,” he says.

Companies rely on salespeople and other customer-facing staff for intelligence about the value perceptions of their customers. “Such people are an uncertain source, because their information gathering methodology is often haphazard, and the information obtained thereby can be purely anecdotal,” he explains.

Here’s a tip of the Biz Coach hat to the consultant’s philosophies. Brown’s points are valid.

My research shows about 18 percent of the population only cares about price. Companies that focus only on the lowest price in the marketplace will generally fail.

To attract the other 82 percent of consumers, you can usually overcome a competitor’s lower price with stronger perceived value:

• Helpful, knowledgeable employees
• Robust company image
• Excellent product or service utility
• Convenience
• Price

You might also consider that many value-conscious customers would appreciate a cash discount in lieu of paying by credit card, which would also save you a credit-card processing fee.

From the Coach’s Corner, if you ask, Atenga will send you a best-practice pricing study and tips on pricing. The company’s Web site: www.atenga.com.

The 3 Keys to Turbo Charge Your HR Program for Higher Profits

 

For most companies, recruiting and hiring processes are challenged whether the unemployment rate is either high or low.

Obviously, low unemployment rates are considered full employment. The full-employment syndrome puts companies at a disadvantage as they’ve tried to hire the best prospects in an environment favoring job hunters.

On the other hand, high unemployment usually accompanies worker stress and low morale. Workers are stressed about their friends being laid off and they fear being laid off themselves. Conversely, given the opportunity to vent, employers complain the most about employee performance and associated labor costs. It’s particularly frustrating for bosses when they learn employees aren’t appreciative of their jobs and benefits. It can be lonely at the top.

So, consider three strategies in human resources for corporate settings, which are also applicable for micro firms.

They include:

1. Entrepreneurial, customer-focus by human resources professionals.
2. Stronger recruitment and retention initiatives.
3. Fostering a healthier environment.

Entrepreneurial, customer-focus by human resources professionals. Let’s face it; you’re entrepreneurial in your focus. HR managers usually aren’t. So don’t be surprised by a pre-recession study by Human Resource Planning Society (HRPS), www.hrps.org, in conjunction with the Institute for Corporate Productivity (i4cp), www.i4cp.com. It indicated that about 66 percent of HR managers found it difficult to stay abreast of companies enjoying expansion.

Further, the study concludes many such HR professionals lack expertise in key areas, which means companies suffer from growing pains.

“Those firms are not only scrambling for the talent they need to keep growing, they tend to have a strong focus on issues such as meeting customer needs, delivering quality products and staying innovative,” said Jay Jamrog, i4cp’s senior vice president of research. “A lot of HR pros don’t have much expertise in these areas. It requires a different kind of strategic HR to help drive growth.”

Here’s more: “The survey data strongly suggests that, in addition to talent acquisition and leadership development targeted to growth, HR leaders must dramatically increase their external focus – on markets, customers and new ways to serve them – if they are going to be strategic players going forward,” said Ed Gubman, HRPS special issue editor.

Stronger recruitment and retention initiatives. Workers focus on pay, benefits and balancing their jobs with their personal lives. Employers, meanwhile, are concerned about health care and other labor and operating costs along with challenges in their competitive marketplace.

But many companies should be more cognizant that they can’t afford to lose talented workers and their intellectual capital. The replacement costs are too great.

A good place to start: An employee survey. You’ll get insights on where you are and what you need to do in human resources to create opportunities for growth.

Even if you have a terrific benefits package, that may not be enough. Successful companies are launching more effective communications regarding their compensation packages in both the recruitment and retention of workers. In that way, employees become more aware of how they’re benefiting from their companies.

Use the same three tactics used in marketing to consumers: Tell prospective workers what you’ll do for them, remind them what they’re receiving when they’re hired, and periodically reiterate what you’re doing for their benefit after they’re hired.

Fostering a healthier environment. Successful companies thrive from productive teamwork and an external, customer-driven outlook. Leadership at every level is a must.

Enthusiasm, of course, is a key driver of sales success. Quality business relationships result when each employee has healthy self esteem, a sense of purpose, pride and trust in the company, and an accommodating demeanor. And leadership cultivates such trust and quality relationships to promote a healthier workplace environment. That means budgeting the time to be a coach and being accessible to employees.

Good managers are visible to their staffs twice a day. If an employee states he’s taking his family camping over the Labor Day weekend, soon after the holiday a thoughtful manager will ask: “How was the camping trip?” Without getting too personal, good managers spend five minutes a week chatting with each of their employees – asking them open-ended questions about their work, families and hobbies. Managers are viewed as being empathetic when they listen to workers 80 percent in such conversations.

Perks, such as workplace flowers enhance the mood of employees. Other activities include involving them in cause-related marketing and community events, and breaking bread with them at company breakfasts or lunches. It’s important they view the boss as a calm, astute and dynamic leader.

Employees appreciate public recognition for strong performances. They enjoy hearing the boss talking about the direction of the company and how they as employees fit in the overall picture.

Finally, you can help turbo-charge your human resources as a profit center by making certain to include both your HR and marketing professionals at the decision-making table. It’s best if they work cohesively. Both are typically excluded as participants. And for good measure, you should have strategic marketing consultants; include them, too.

From the Coach’s Corner, here’s another tip to avoid growing pains:

Update your customer follow-up program. Point out to your employees – if  you fail to keep customers, remember about 70 percent of the time it’s because your customers feel that your employees take them for granted.

Customer follow-up is vital in maintaining loyal relationships and customer satisfaction, generating referrals, increasing revenue and triggering long-term business growth.

Strategies for Productive Meetings to Improve Your Company’s Performance

 

Q: Mr. Corbell, my Northwest company is in two cities. I am having trouble with employee meetings. I’m feeling like a milquetoast. Some of my employees complain about having to attend and they don’t see my vision for the company. How can I best manage my meetings?

A: Indeed workers often complain about company meetings. I’m not a betting person, but my sense is that your company is missing opportunities for growth. About half of a company’s performance is driven by employee morale. Morale is aided by good communication. So, good communication via meetings will help.

However, before your next meeting: If some of your employees aren’t effective and they don’t get your vision, it sounds as though you need some one-on-one discussions. Getting employees on your page will hinge on talking with them individually, beforehand.

Many managers make the mistake of thinking they can whip up enthusiasm by holding meetings. That’s not always true. Employee motivation is a big job and it must be primarily addressed privately in an ongoing manner.

Once that’s accomplished, yes, a key is communication with employees in relevant meetings.

As a business-performance consultant, I don’t necessarily have to look at firms’ books to see if they’re profitable. Usually, all is required is to watch the interactions of people before, during and after staff meetings. The body language, level of politeness, enthusiasm and the degree of employee participation in staff meetings often illustrate how profitable companies are.

That’s important because highly motivated employees will drive brand equity. Employees with healthy self-esteem and morale will be collaborative. They’ll deliver strong performances and will be more enthusiastic with your customers.

While regular staff meetings are imperative and depending on the size of your company, consider all alternatives, such as conference calls, videoconferencing and e-mails.

Evaluate your communication during meetings. Do you vary your pitch, volume and rhythm? Do you use engaging facial expressions and eye movement? When an employee-participant is talking, do you look at the others so that the speaker will do the same?

Meetings are a golden opportunity to listen to employees to review and analyze their accomplishments, problems and solutions. The most interesting meetings are usually chaired by a personable boss and have participation from everyone.

Effective meetings feature binding decisions and consensus of action. A meeting will be far more productive if matters are resolved and deadlines are set for action and if it’s determined who will take the action.

Seven keys to making sure meetings are the best use of your human capital:

1. In advance, prepare and circulate an agenda with appropriate background information.

2. Stay focused on the main topics.

3. Be in control of the meeting.

4. Discuss the salient issues.

5. Ensure everyone participates in contributing ideas and information.

6. Determine who will do what and when.

7. Be as brief as possible and set time limits for discussion of each agenda item.

Once the meeting starts, your responsibility is to keep a tight rein on the discussion. The chairperson always determines who will talk, when they’ll talk and how long they’ll talk.

Stay on schedule and keep the group focused.

Don’t let dominant personalities run the meeting. If participants are having their own private meetings or are passing notes, stop the disruptions by asking employees if they have something important to share.

Summarize the points at the right intervals.

Use visual aids, such as a flip pad, whiteboard or slides. But keep them simple.

Make certain everyone is mindful that you want to expedite the discussion as much as possible without rushing too fast. A good meeting starts on time and ends on time. If people are late, don’t wait for them to start the meeting.

Unless you need a lot of feedback or if you simply want to update your employees on relatively minor matters, do it in an e-mail instead of scheduling a meeting.

Don’t expect to improve employee morale by using a staff meeting to reprimand workers. That calls for a one-on-one meeting.

If you have numerous topics on the agenda, use an odd number for each of the time limits. For example, set a time limit of 25 minutes instead of a half hour. Employees will see that you’re serious about productive meetings.

If you have strong personalities in the room, take charge, and let them know you intend to be timely and relevant. Set a tone for productivity. Write your meeting topic-goal on the whiteboard.

Reschedule the meeting if participants are unprepared and haven’t done their homework. Make certain to follow up with them privately.

On the contrary, you want passionate participation. You don’t want employees to feel intimidated to say what they feel. Motivate shy employees to talk. Try to keep track of all ideas, even if they’re dumb. Then invite others to add to the discussion. You want every person to feel like they’re being heard.

Look for opportunities for fun, such as mentioning birthdays or employee anniversaries.

Be mindful of opportunities to reiterate company values or goals. Develop a system to keep track on assigned tasks. Make certain that each employee knows the next step before adjourning.

Such measures will improve your meetings and your company’s communication.

From the Coach’s Corner, to improve productivity and reduce losses, here’s a reason to work on internal communications: Good communication with non-exempt workers on your company’s firing lines can help identify risks from political environments to customer satisfaction.

“People who enjoy meetings should not be in charge of anything.”

-Thomas Sowell 

 

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Columnist Terry Corbell is also a business-performance consultant and profit professional. Click here to see his management services (many are available online). For a complimentary chat about your business situation or to schedule Terry Corbell as a speaker, why don’t you contact him today?

60 Ground Rules for Effective Client Service

 

My column entitled, “Five Tips to Generate Short-term, Long-term Sales,” generated this response from a reader:

Q: “Terry, that is a great right-to-the-point article that emphasizes the weekly/daily/hourly consistent effort that is required to generate the sales. I am doing well but want to do even better. A whole collection of great points, time allocation, organization, just a lot of useful info.

“I noticed in the article “60 ground rules for client service.” Can you send me those? I want to serve my customers/clients better. Thanks!”

A: The ground rules have been effective for me as a business-performance consultant in marketing, human resources and special projects. They have been a catalyst allowing me to profit from long-term client relationships.

They’re an adaptation of those I received from Cork Platts, a retired iconic marketing genius in Los Angeles, when I launched my firm in 1992. Cork has launched many successful enterprises. He has been successful in helping his clients generate profits, and he is well-respected by his associates. He is also the founder of Consultants West, www.consultantswest.com, a group of esteemed consultants mostly based in Los Angeles. I’m proud to be a member.

With thanks to Cork, here are the ground rules:

1. Always lead the client; preferably with questions. Be assertive without being aggressive.
2. Always use a status report, or at least an agenda. Always have a current report in effect. Always mail the status report in advance.
3. Always have a deadline/schedule for every action. Always have a person responsible for the next step.
4. Always deal with the President or CEO. Always deal with others only when you represent the CEO’s authority. Do not let others carry your plans to someone else for approval.
5. Always keep the discussion on target with questions. Avoid letting the discussion waver off the target.
6. As a consultant, you are the catalyst for ideas…always try to make it the client’s plan or idea, not yours.
7. Never offer any excuse. Never be defensive or try to justify your actions. If you do make a mistake be the first to admit. Flaunt it.
8. Always try to listen 90% of the time and talk 10%.
9. Always find an honest compliment for the client personally, for the company and employees.
10. Always rehearse each meeting before you conduct it, preferably the day before.
11. Always avoid last-minute deadlines. Do not allow yourself to work against deadlines, which are huge time wasters.
12. Always do it now. Do not procrastinate. It takes less time to do it now.
13. Always keep the client fully informed. Never let the client worry about whether the job is getting done.
14. Always find some way to let your client know discreetly you need your “strokes” too.  Be sure you get them.
15. Always present our invoices personally. Look the client in the eye when you do.  You’ll get your report card on the spot.
16. Always go for the sales jugular vein. Avoid eyewash, jargon, whitewash, or boilerplate. Sales are all that really count.
17. Always make your client meetings brief and businesslike. It is not a social hour.  Make the client feel the time spent with you is the most profitable time possible.
18. Always buy half the lunches. Make lunches working occasions. An occasional social lunch is fine, but haul out the agenda at the table. Don’t finish the meeting back at the office.
19. Attack problems immediately; never avoid them. They never go away unanswered. They will always come back and be many times worse.
20. Always handle correspondence, e-mails, and phone calls the day you receive them.  If it’s a big job, block out future time to get it done. Put it on the calendar.
21. Always carry a daily calendar and always post your work and appointments on it.
22. Always remember your time is worth at least $200 an hour. Treat it carefully. Soon everyone else will put the same value on it.
23. Always make arrangements to have permission to enter the client’s offices un-announced and to use any (or special) desk and telephone that aren’t in use.
24. Always plan to be in the client’s office at least three times weekly. Contact by phone should be almost daily.
25. Always have an in-box or in-file at the client’s office and always go to it first when you enter the office.
26. Always remain standing in the client’s office if you are there without an appointment.  Avoid taking more than 60 seconds in such a meeting unless the client obviously wishes you to stay longer.
27. Always get a secretary or someone to do the job for you if it is something they have proven they have the skills to do it and we can afford it.
28. Always avoid running errands, making deliveries, etc., but never be too important to do it yourself when it is logical and more efficient.
29. Always make your own telephone calls, photo copies, and coffee, etc. (except during a client meeting). Don’t play God in your office or anyone else’s.
30. Always try to set your meetings well in advance; 3-10 days, if possible. Never schedule a meeting with a prospective client less than 3 days in advance, so that the person values your time. On out-of-town client meetings, schedule your meetings so that you make at least 2 client contacts on every trip, 4-5 contacts per trip are best.
31. Always do the distasteful jobs first whenever practical. Then do the fun stuff.
32. Always bunch your work for the secretary. Avoid interrupting her. Let her work.
33. Make sure you’re copied on everything. Keep the lines of communication open.
34. Make sure complaints or problems are always carried to you. Get them out in full view.  Never let them fester.
35. Always look for opportunities for our clients.  Offer to do them…carry the ball. But, do not get stuck with a job that isn’t really important to the bottom line.
36. Always strive to add at least four times the cost of services to the client’s bottom line.  For example: a $2,000 monthly fee should equal at least $100,000 annual profit to the client.
37. Always try to get the client company to do jobs that should be done logically by them.   Do not let them treat us as a source for other services or a substitute employee.
38. Always avoid “war stories” or telling your own experiences just to enhance your image or just to bolster your self confidence.
39. Always say you don’t know the answer when you don’t. Promise an answer at a later time…make sure you follow through.
40. Always admit you don’t have the relevant experience when you don’t. Ask (your name) how to handle it.
41. Always remember the client is expert in his or her products or services. You are the expert to show the client how to sell it profitably.
42. Always be sure budgets and estimates are approved or at least discussed up front.  Never let a client be surprised by you or a supplier.
43. Always take criticism without being defensive; listen closely; you don’t have to agree.  Acknowledge the person’s comments; listen and take notes.
44. Always thank the client after every meeting. Every written communication – letter, fax, or e-mail – should also express an attitude of gratitude (i.e. “Thank you.”  Or, occasionally: “Thank you for the opportunity to be of service.”)
45. Always compliment and encourage the client’s associates and suppliers…give them recognition they deserve. Be sure the client gives them recognition, too.
46. Always compliment employees, too. If you do not have anything good to say to the boss about an employee, don’t say anything.  Never get involved with client politics except when you’re absolutely certain it will build the organization…even then, avoid it if at all possible.  (The obvious exception is when we’re conducting human resources training.)
47. Always be in constant communication with the client. Make phone calls only when necessary but do send materials, newspaper clippings, etc.  Demonstrate your interest in him or her.
48. Always review the objectives with the client. Start any meeting with a quick review of current objectives and strategy as well as the objectives of the meeting.
49. Always encourage “blue sky” sessions with the client and his staff. But identify them as such well in advance and mentally prepare for them. Conduct such sessions without interruption. Do not let them drag out.
50. Always try to be positive. Try to make marketing and managing a business fun. It is, you know.
51. Always be in control. Be in control of your meetings, your client, time, and yourself.  The client subconsciously expects this – and when the client takes control, you lose it.
52. Always be a consultant. Do not act as an employee. But do advise the client how to get work done with the very best use of his or her investment.
53. Always try to source sales. Try to find out what client dollar time investment produces the most profit.
54. Always be disciplined and concentrate on the objectives. Go for the jugular. The client will often want to go for the capillaries. Turn the client around.
55. Always make sure the entire organization knows these goals.
56. Always stay on top of these details. Any job should be finished, killed or deliberately put “on hold.” Work or jobs should never be put in limbo.
57. Always adhere to the company dress code: Dark business suits (preferably white shirts unless we’re going to appear on television, which means blue shirts). We don’t observe casual Fridays but casual dress is obviously fine for golf or weekends.
58. Always maintain composure. It is never okay to get angry.  By getting angry, you would be giving away your valuable personal power, which inhibits productivity.
59. Always practice the art of making suggestions to clients, such as:  “You might wish to consider…”
60. Formality works to help you stand out.  For the first five meetings, address the client or prospect formally – Mr. or Ms. – or until told to address the person by first name.  Periodically, address the client formally in a light-hearted manner (to remind the client how much you respect him or her).

From the Coach’s Corner, here’s another  money-making tip from the esteemed Cork Platts: Look for ways to develop multiple revenue sources. Such an approach will help you to have fun and enjoy success on your proverbial, business roller-coaster ride.

Additional reading for consultants:

Frustrated in Looking for Clients or Job? Soften Your Approach 

Consultants / Service Firms: Why Hourly Billing Isn’t Best

Consultants – Strategies to Build Trust with Clients

“Well done is better than well said.”

-Benjamin Franklin

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Columnist Terry Corbell is also a business-performance consultant and profit professional. Click here to see his management services (many are available online). For a complimentary chat about your business situation or to schedule Terry Corbell as a speaker, why don’t you contact him today?

Five Tips to Generate Short-term, Long-term Sales

 

A reader writes:

Q: My sales were down in my small company last year and so far  sales are flat, too. Help? What can I do?

A: You can do plenty. Before you get hung up on social media and viral marketing, decide priorities. It takes time to tweet and blog. If you have to decide whether to see people in person or do the Internet thing, go personal during the daytime. Spend your evenings strategizing about the Internet. Go back to the basics.

Organization. What does your desk and car look like? Start and maintain a master to-do list and put papers away in a logical order. Calendars are great; otherwise use your list and update it everyday. Projects left undone should be moved to the following day.

Starting on Monday, you should review your day before shutting down each night. That means assess your performance at the end of each day and evaluate what you did well and what you could have done better. Then, review your plans for Tuesday. Follow this procedure each day.

By Thursday, you should develop an overview for the following week. On Friday, finalize your plans for Monday and so forth.

Regarding clutter, if you haven’t used a piece of paper for six months, ask yourself when you will need to do so. Get rid of unnecessary papers and post-it notes. Keep receipts for tax-filing purposes.

Never handle the same piece of paper twice, and prioritize. Handle all important tasks, and answer e-mails and letters promptly. Some details interfere with more pressing deadlines; put such reminders of those tasks in a “Priority B in-box”. Deal with those at the end of the day or schedule them for processing at a specific later time.

Avoid deadlines; they’re a huge time-waster.

The first hour of every day should be spent on tasks that you dread. If you handle unpleasant tasks first, the rest of the day will be a breeze.

Don’t let people randomize you. If they don’t consider your time and energy important, make sure they don’t. Don’t react to annoying people. First decide whether you need them to operate your business successfully. If you do, remember this mantra: “No matter what there are no big deals.”  Save your energy to enthusiastically serve your customers. And remember it’s never okay to get angry in business.

My important vendors who perform inadequately get a copy of my firm’s 60 ground rules for client service, 60 Ground Rules for Effective Client Service. I tell such people that I value them, but I inform them what I expect in the way of good customer service. If not, I quietly give others my business and I treat good vendors as though they’re valued customers or strategic partners.

Use filters in your e-mail so that they land in your e-mail in an organized fashion. If you’re a sole proprietor home-based business, beware: only use the automatic reply “out of office” if you don’t care if people know you’re away on vacation or out-of-town on business.

Exercise regularly. Even just taking walks will clear your brain and refresh you.

Set sales priorities. Review your branding slogan. Do you use a phrase of three to five words that tell your story? Mine as a business-performance consultant and columnist is, for example: “Proven Solutions for Maximum Profits.”

Develop benefit statements that best describe your features.

Devote at least 20 percent of your time each day to making sales calls on ideal prospects. If they’re busy, try again in a week. To lay a long-term foundation for growth, devote another 10 percent each day to marketing, networking or shameless self-promotion. In that way, you’ll be sure to line up business as projects expire.

Look for opportunities to express an attitude of gratitude and an attitude of service.

Without disrupting your profit margins, give customers unexpected 10 percent in added value. Regularly thank your customers in your routine e-mails and faxes, and send hand-written thank you notes via snail mail.

Prevent buyers’ remorse. A statement I use to prevent buyers’ remorse: “You’ll be very pleased with the strong results.”

If you make a mistake, flaunt it. It doesn’t hurt to use self-effacing comments that demonstrate humility. But avoid asking for forgiveness. You’ll find customers will laugh off your mistakes, especially if you are organized and efficient 99 percent of the time.

In a subtle manner, solicit compliments. When you receive a compliment, get referrals: “What are the names of two people just like you who would benefit from this product (or service)?” Don’t merely ask: “Can you refer a customer to me?”

Personal and business marketing. If you don’t have time to write a business or vision plan, set short-term and long-term goals after taking inventory. On a piece of paper, take an hour or two to list your strengths and weaknesses. Remember that every strength can be a weakness and that every weakness can be a strength.

For example, are you known for being assertive or do you occasionally go overboard in being aggressive? The ideal is become assertive. Think about what you say before you say it. Think about what to do before taking action. Remember the ramifications of each if you don’t.

Hone your strengths and alleviate your weaknesses.

Entertaining clients and customers. Pay for at least half the lunches. When the customer or vendor pays, be mindful of her/his budget and don’t order the most expensive meal.

Receivables. Send out invoices right away. If you bill by retainer, present them in-person to your clients each month.

Do customers take you for granted? If so, develop a strategy to inspire their confidence in you and your business. If that fails, start looking for prospects to replace them. If customers suffer from poor cash flow make certain they pay your bills before they pay others. Treat every communication as though it’s an event. Dress professionally and be on time. Make sure they know you appreciate the opportunity serve them.

Treat your bills to them and their funds as investments in their business. Keep all commitments. Prevent your customers from suffering negative surprises.

Remember, about 18 percent of Americans will only buy the cheapest products and services.  Such customers are not loyal and they’re prone to return products.

The other 82 percent of customers will spend more money with you and pay on time when they have five positive motivating buying perceptions about you:

• What customers think of you personally – are you prompt, organized and service-oriented?
• Image of your company – does it have a professional appearance?
• Product or service utility – customers want to know how they’ll benefit from you
• Convenience – can they reach you easily or conduct business without any hassles?
• Price – are your prices reasonable?

The bottom-line: remember to practice empathy and the Golden Rule. What goes around comes around. Oh, and now’s the time to focus on the Internet thing.  Good luck!

From the Coach’s Corner, be sure also to budget time to read for business and personal pleasure.

And send articles that pertain to your customers’ businesses: “When I spotted this article, I thought about you.”

Customers appreciate well-read businesspeople. In this way, you’ll become an invaluable go-to person.

 “Timid salesmen have skinny kids.”

-Zig Ziglar

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Columnist Terry Corbell is also a business-performance consultant and profit professional. Click here to see his management services (many are available online). For a complimentary chat about your business situation or to schedule Terry Corbell as a speaker, why don’t you contact him today?

The Seven Steps to Higher Sales

Secrets for sales success include: Five value perceptions that motivate customers to buy; seven steps to higher sales; and the three-step process for overcoming sales objections.

 

Weak economy or not, there seven steps you need to take in order to effectively sell your products or services for optimal revenue. The seven steps are applicable either in a two-minute discussion in a retail store or to sell big-ticket goods or services.

But first, it’s important to understand why people will buy from you – remember it’s always an emotional decision.

Admittedly, about 18 percent of customers – blue-collar and professionals, alike – will only buy if you’re selling at the cheapest price in the marketplace.

Assuming you’re selling products of value, avoid those people. They are the most troublesome.

Even if they buy, they’re more likely to show up the next day demanding to return their purchase. Even if they keep the purchase, they complain the loudest and longest.

Focus on people who are motivated by price and value.

For them, here are the five value perceptions of what your customers sub-consciously think in motivating them to buy from you:

Employees, Spokespersons – 52 percent. The key characteristics are integrity, judgment, friendliness and knowledge. Remember, about 70 percent of your customers will buy elsewhere because they feel they’re being taken for granted by your employees. And customers normally will not tell you why they switched to your competitor.

Image of Company – 15 percent. They are concerned about the image of your company in the community. Cause-related marketing is a big plus in forging a positive image. So is cleanliness and good organization.

Quality of Product or Service Utility – 13 percent. The customer is asking the question – “What will this do for me?”

Convenience –12 percent. Customers like easy accessibility to do business with you. That includes your Web site, telephoning you, and the convenience of patronizing your business.

Price – 8 percent. Price is important, but it’s the least concern among the five value-motivating perceptions.

Once you understand what motivates the customer to buy, there are seven steps you must take for creating a happy buying environment. Yes, the sales process goes a lot easier if you can make buying fun.

The seven steps to higher sales:

1.  FEE. This is an acronym for establishing a common ground for a foundation using the principles of event and empathy. Every purchase is an event in the life of a customer – no matter how big or small. It also helps to show concern about the welfare of the customer.

2.  Research attitudes. By asking open-ended questions, the customer will open up and you will learn what the customer is thinking. If you ask close-ended questions, you will get yes or no answers, and the sales process will end prematurely. In addition to any research I do on a prospect before trying to sell to them, my firm has a three-page questionnaire to get answers I want to provide solutions for maximum profits.

3.  Agreement on Need. Get the customers to agree on their need to buy a product or service. (e.g. “So you need good IT services?”) In other words, don’t ask them to agree they need to buy from you. You have much more ground to cover.

4.  Generic Value Proposition or Benefit Statement. Here’s where you explain your value proposition. Remember the difference between features vs. benefits to answer the basic marketing questions, such as the acronym, WIIFM , “What’s in it for me?” or “So What?”)

5.  Fill Prospect’s Need. If you listened intently in Step 2, you’re now ready to offer specific solutions to the customer’s concerns.

6.  Commitment – Ask for the order using a non-threatening, closed-ended question. For example, “Why don’t we start Monday?”

7.  Seal the Deal. This final step has three components –

• Use the magic words:  “Thank you for your consideration.”  (Avoid: “Have a nice day.”)
• Prevent buyer’s remorse – remind the customer of benefits they’re receiving. (as a business-performance consultant, mine is “You will be very pleased with the strong results.”)
• Look for an opportunity to provide the person with unexpected, perceived added value without hurting your bottom line.

Another thought: Before the end of the day, write a thank you note. Remind the prospect what a pleasure it was to meet, include your value proposition, fill any specific needs with benefit statements, thank the person and prevent buyer’s remorse. Preferably, use your firm’s A-2 size card, or monarch or executive-size stationery. Make certain you mail your thank you note from a post office or mail box so that your correspondence arrives in the next day’s mail delivery.

From the Coach’s Corner, in order to overcome objections in sales, it’s important to use  empathy.

Here are the three steps to overcoming objections:

1.  Get the prospect to restate his/her concern. Then repeat the person’s words:  “If I understand you correctly, you feel…?”

2.  Empathize:  “I can see how you feel that way”…or “You know, someone said the same thing last week.”

3.  Overcome the objection with facts.  (Then go back to the seven steps.)

“The reward of a thing well done is to have done it.”

-Ralph Waldo Emerson 

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Columnist Terry Corbell is also a business-performance consultant and profit professional. Click here to see his management services (many are available online). For a complimentary chat about your business situation or to schedule Terry Corbell as a speaker, why don’t you contact him today?

 

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