The other day I was talking with my friend about a recent trip he took to New York City. He started telling me this story about walking down the street and getting stopped by a gentleman that asked him a simple question, "Do you know where Carnegie Hall is?"
"No," said my friend, "I'm not from around here."
The man grinned, then asked, "I'm not from here either. I need to go to Carnegie Hall and meet a friend. By the way, can you spare a dollar. I'm down on my luck and really need a good meal."
Ah, engagement. I'm not sure how honest this panhandler was, but he engaged engaged my friend with questions in order to help his cause, getting a dollar. You see, if he just comes up and asked for a dollar, he seems too forward and pushy. If he asks a question, he starts to build some rapport. Asking questions builds a bond. He wanted to make my friend feel he was helping.
It's a great lesson for sales pros. Asking questions helps build rapport. Start asking questions of prospects and keep asking questions. When you feel you've asked too many questions, ask more.
By the way, my friend gave the man a few dollars.
--Ron Ameln, SBM
Friday, February 27, 2009
Monday, February 9, 2009
The Missing Fries And Customer Service
Sometimes the best business lessons are right in front of you, or maybe what is not in front of you. In my case the lesson came in the form of french fries, or lack thereof.
I ordered french fries a few months back at a restaurant that opened up across the street from our office. "We're all out," said the waitress. Ok, maybe the truck was late, the purchaser messed up, etc.
Then it happened again a few weeks later. Then, I took a client into the restaurant and waited 30 minutes before anyone came to take my order. Then the real funny story: a client of mine went in and ordered french fries at lunch. "We're all out," he was told. "Well," he said, "I'll take a baked potato." "Here's the deal," the waiter said. "We only have so many of them, so we're holding them until dinner."
Well, needless to say, this restaurant closed its doors last week. It's hard to believe because when they opened the service was great and the restaurant was packed.
Years ago I wrote a story on restaurateur Ray Gallardo (founder of Casa Gallardo) and he said, "A burger is a burger, but your customer service will separate you from competitors."
This restaurant learned this lesson the hard way.
Business owners need to fight really hard, especially in these budget conscious times, to maintain their level of customer service. If you don't, running out of french fries will be the least of your worries.
--Ron Ameln, SBM
I ordered french fries a few months back at a restaurant that opened up across the street from our office. "We're all out," said the waitress. Ok, maybe the truck was late, the purchaser messed up, etc.
Then it happened again a few weeks later. Then, I took a client into the restaurant and waited 30 minutes before anyone came to take my order. Then the real funny story: a client of mine went in and ordered french fries at lunch. "We're all out," he was told. "Well," he said, "I'll take a baked potato." "Here's the deal," the waiter said. "We only have so many of them, so we're holding them until dinner."
Well, needless to say, this restaurant closed its doors last week. It's hard to believe because when they opened the service was great and the restaurant was packed.
Years ago I wrote a story on restaurateur Ray Gallardo (founder of Casa Gallardo) and he said, "A burger is a burger, but your customer service will separate you from competitors."
This restaurant learned this lesson the hard way.
Business owners need to fight really hard, especially in these budget conscious times, to maintain their level of customer service. If you don't, running out of french fries will be the least of your worries.
--Ron Ameln, SBM
Wednesday, January 28, 2009
Finding New Customers In The Downturn
Times are tough for businesses these days. If your sales have fallen as low as Paris Hilton's IQ, it's time to start finding new customers.
If your customers are struggling, it's time to find new industries for your product and service. The following is a great link to an article on industries that will be buying in 2009. Make sure your product can help them. Click here to read the article.
If you can add any others to the list, let me know.
--Ron Ameln, SBM
If your customers are struggling, it's time to find new industries for your product and service. The following is a great link to an article on industries that will be buying in 2009. Make sure your product can help them. Click here to read the article.
If you can add any others to the list, let me know.
--Ron Ameln, SBM
Friday, January 23, 2009
Obama's First 100 Days; What About Your Next 100?
Okay, so President Obama has been sworn in and the watch begins on his first 100 days. I'm not sure where the whole 100-day thing comes from in the first place, but the media watches each new president like a hawk these first 100 days. (Actually, why is it 100 days? Why not 50? 80? 103, maybe?)
I always liked the 100-day watch. It is a great way for a President to kick start his term, set the tone for his administration and it gives him a short time frame to accomplish goals. The 100-day goal makes him accountable.
When I purchased my business three years ago my business coach set up a 100-day plan to get me off and running. There was no time to gently ease into my new position. I had 100 days to make some changes. In my first 100 days I kicked an employee off the bus, added another and changed the way our product was distributed.
I've been thinking lately that this concept doesn't have to apply to just the very start of a situation. I mean, you could start off the year with a 100-day plan (change the way you sell, interact with employees or change your systems). Make yourself a 100-day plan and stick to it. It is a great way to force yourself to be accountable and turn your goals into reality.
--Ron Ameln, SBM
I always liked the 100-day watch. It is a great way for a President to kick start his term, set the tone for his administration and it gives him a short time frame to accomplish goals. The 100-day goal makes him accountable.
When I purchased my business three years ago my business coach set up a 100-day plan to get me off and running. There was no time to gently ease into my new position. I had 100 days to make some changes. In my first 100 days I kicked an employee off the bus, added another and changed the way our product was distributed.
I've been thinking lately that this concept doesn't have to apply to just the very start of a situation. I mean, you could start off the year with a 100-day plan (change the way you sell, interact with employees or change your systems). Make yourself a 100-day plan and stick to it. It is a great way to force yourself to be accountable and turn your goals into reality.
--Ron Ameln, SBM
Saturday, January 17, 2009
Are Your Salespeople Selling?
Now, more than ever, it is important to create selling opportunities for your reps.
Some firms, however, are doing just the opposite.
Allen Minster, author, sales coach and president of Integrated Marketing Systems, studied the sales habits of insurance reps and the findings were shocking. His study found that the average sales rep spent only 5 hours a week actually selling and 1 1/2 hours a week prospecting for new business. That comes out to 6 1/2 hours of a 40-hour work week.
As owner of your business, are you contributing to this problem? The trend today, especially with layoffs and corporate downsizing, is to make salespeople a jack-of-all-trades. Some owners expect sales reps to be closers, presenters, collection agents, proposal writers, graphic artists, etc.
According to Minster, salespeople should be focused on only these activities: presentations to decision makers (qualifying and closing), cross marketing to existing clients and resolving client issues that no one else in the company can fix.
If your salespeople are not doing one of these three things, they are simply not selling, and you are losing money on them.
All businesses are trying to watch expenses these days, but make sure you're still helping your sales reps increase their selling opportunities.
--Ron Ameln, SBM
Some firms, however, are doing just the opposite.
Allen Minster, author, sales coach and president of Integrated Marketing Systems, studied the sales habits of insurance reps and the findings were shocking. His study found that the average sales rep spent only 5 hours a week actually selling and 1 1/2 hours a week prospecting for new business. That comes out to 6 1/2 hours of a 40-hour work week.
As owner of your business, are you contributing to this problem? The trend today, especially with layoffs and corporate downsizing, is to make salespeople a jack-of-all-trades. Some owners expect sales reps to be closers, presenters, collection agents, proposal writers, graphic artists, etc.
According to Minster, salespeople should be focused on only these activities: presentations to decision makers (qualifying and closing), cross marketing to existing clients and resolving client issues that no one else in the company can fix.
If your salespeople are not doing one of these three things, they are simply not selling, and you are losing money on them.
All businesses are trying to watch expenses these days, but make sure you're still helping your sales reps increase their selling opportunities.
--Ron Ameln, SBM
Tuesday, January 13, 2009
When It Comes to The Economy, Is Denial A Good Thing?
I had an interesting conversation with a business owner today. The owner, who is in the office furniture business, proudly told me "His company has elected not to participate in the recession?" Because of this attitude, he said, business is "GREAT."
My first thought was, "Wow, can you say denial." I mean, I often elect not to participate looking bald and middle-aged. I elect to look like Brad Pitt--then I look in the mirror. I hope it works better for the office furniture guy than it's turning out for me.
Now, I don't know if his business is great or not, although I find it hard to believe. I mean, most businesses are just hoping to remain flat this year, and with layoffs and with fewer companies starting, I find it hard to believe phones are ringing off the hook with businesses seeking new office furniture. I mean, the last thing they need at Pfizer or AB is office furniture. But, what do I know.
I talk to some business owners and they don't seem to acknowledge any problems with the economy. Is that a good thing? It's one thing to be positive (that's a good thing) but another to be in denial. I mean, if you don't recognize the upcoming storm or the storm you are in, how can you adjust course to stay afloat. How can you prepare your financials, cut costs, discover new revenue streams, if everything is fine and you are not participating in the recession.
Maybe it comes down to your customers. Attention Mr. Business Owner, if your customers are participating in the recession, so are you. You'd better prepare to tackle the challenge.
--Ron Ameln, SBM
My first thought was, "Wow, can you say denial." I mean, I often elect not to participate looking bald and middle-aged. I elect to look like Brad Pitt--then I look in the mirror. I hope it works better for the office furniture guy than it's turning out for me.
Now, I don't know if his business is great or not, although I find it hard to believe. I mean, most businesses are just hoping to remain flat this year, and with layoffs and with fewer companies starting, I find it hard to believe phones are ringing off the hook with businesses seeking new office furniture. I mean, the last thing they need at Pfizer or AB is office furniture. But, what do I know.
I talk to some business owners and they don't seem to acknowledge any problems with the economy. Is that a good thing? It's one thing to be positive (that's a good thing) but another to be in denial. I mean, if you don't recognize the upcoming storm or the storm you are in, how can you adjust course to stay afloat. How can you prepare your financials, cut costs, discover new revenue streams, if everything is fine and you are not participating in the recession.
Maybe it comes down to your customers. Attention Mr. Business Owner, if your customers are participating in the recession, so are you. You'd better prepare to tackle the challenge.
--Ron Ameln, SBM
Wednesday, December 31, 2008
Do you like a challenge? You'd better if you own a business these days. 2009 is going to be a challenging year for all businesses. That's the bad news. The good news is that the downturn will pass, and the actions owners take today will either make their companies stronger in the future or obsolete.
Here are 5 questions to make your business stronger for the future:
1. Are you looking for more opportunities, both inside and outside the organization? Successful companies are not afraid to dump old products and move on to new ones. This downturn will bring many new opportunities. Which ones can you capitalize on.
2. Do you have a mentor? Mentors can jump-start an entrepreneur’s knowledge level, link him or her up with new contacts, offer feedback on ideas, plans and strategies and even provide help in raising capital. Now, more than ever, it is important to gain the knowledge of veteran entrepreneurs. Find owners who have been through a few downturns.
3. Have you built an A-team?Savvy entrepreneurs bring people into the organization who are smarter and more skilled than they are. They then create incentives to keep them. The best entrepreneurs are clearly team builders. Many businesses are letting quality people go because of the downturn. There is a lot of talent looking for work.
4. Are you radiating your passion? Success belongs to people with passion. Zeal sustains entrepreneurs during the ups and downs. It becomes contagious, rubbing off on employees and customers.
5. Are you providing mind-boggling service? When you deliver legendary customer service, customers will rave about your company and become tremendously loyal. Even in a downturn, they will find you.
--Ron Ameln, SBM
Here are 5 questions to make your business stronger for the future:
1. Are you looking for more opportunities, both inside and outside the organization? Successful companies are not afraid to dump old products and move on to new ones. This downturn will bring many new opportunities. Which ones can you capitalize on.
2. Do you have a mentor? Mentors can jump-start an entrepreneur’s knowledge level, link him or her up with new contacts, offer feedback on ideas, plans and strategies and even provide help in raising capital. Now, more than ever, it is important to gain the knowledge of veteran entrepreneurs. Find owners who have been through a few downturns.
3. Have you built an A-team?Savvy entrepreneurs bring people into the organization who are smarter and more skilled than they are. They then create incentives to keep them. The best entrepreneurs are clearly team builders. Many businesses are letting quality people go because of the downturn. There is a lot of talent looking for work.
4. Are you radiating your passion? Success belongs to people with passion. Zeal sustains entrepreneurs during the ups and downs. It becomes contagious, rubbing off on employees and customers.
5. Are you providing mind-boggling service? When you deliver legendary customer service, customers will rave about your company and become tremendously loyal. Even in a downturn, they will find you.
--Ron Ameln, SBM
Subscribe to:
Posts (Atom)