....a bad penny always turns up

BAD PENNY -- The phrase usually is heard in this country (U.S.) as 'A bad penny always turns up,' meaning that a no-good person can be counted upon to come back again and again. The expression was originally English and the unit of currency referred to was the shilling.

“A bad penny always turns up” is a very old proverb that dates back to at least the mid-18th century and is probably much older. The general sense of the phrase is, as the Oxford English Dictionary puts it, “the predictable, and often unwanted, return of a disreputable or prodigal person after some absence, or (more generally) to the continual recurrence of someone or something.” A “bad penny” is a person whose presence is unwelcome on any occasion, but whom fate perversely employs to torment you by making said person appear (“turn up”) repeatedly, often at the worst possible times.

The nephew who appears only at family weddings, funerals and holiday dinners, never invited but always mysteriously materializing at your elbow and asking for a loan, is the classic “bad penny.” Former romantic flames can also be counted as “bad pennies” if fortune (or fanaticism) dictates too many accidental reunions (“Don’t stalk him! If you turn up like a bad penny every time he leaves the house, he’ll think you’re a bunny boiler,” Cosmo Girl, 2004). (“Bunny boiler,” of course, is a reference to the behavior of the character played by Glenn Close in the 1987 film “Fatal Attraction.”)

A “penny” to us here in the US is a coin worth one cent (from the Latin “centum,” one hundred), or 1/100th of a dollar. The origins of “penny” are uncertain, but it’s a very old word with relatives in many languages, and may have come from a root meaning “pledge.”

Pennies today are viewed as nearly worthless   by many people, but when the term “bad penny” first appeared in the 18th century, pennies were serious money. This made them ripe targets for counterfeiters, and to reach into your pocket or purse and discover that you had ended up with such a counterfeit coin, a “bad” penny, was a depressing and annoying experience.

The only recourse available if you were stuck with a “bad penny” was to try to spend it as quickly as possible and hope that an inattentive shopkeeper would take it. But because everyone was trying to unload their “bad pennies” this way, according to the common wisdom of the time, your odds of encountering one, or even the very same one you had gotten rid of a week earlier, were quite high. Thus “bad penny” became an idiom meaning “an unwanted thing that keeps showing up.”

Oh no, bad news for Pinocchio! I was 'yet again' awarded one of your precious client projects that I am sure you thought was 'yours to begin with.'

This time I took it away from the Barista Boy...guess you could call me your bad penny, eh? Thanks for the business. Your team's lack of closing skills has made this an excellent year for me...and for that I must take the time to say thank you.

...can you generate customer loyalty?

That may be one of the toughest questions your organization has to answer. A consumer might be completely satisfied with a brand, but does that mean she won't jump at a chance to save money, become more efficient, etc?

It can be hard to stay loyal when there are many options available, and simply providing world class customer satisfaction is no longer enough.

Walker Information Inc. recently polled consumers on the topic of loyalty. Their research indicated "there's still a yawning gap between the percentage of people who say they're satisfied with a business and those who consider themselves 'loyal' to that business-intent on maintaining the relationship and continuing it into the future. Many companies have figured out how to deliver satisfaction, but they've not yet figured out how to earn loyalty anywhere near those levels."

With increased competition, and focuses on cost, all companies must continually exceed their client's expectations and focus on building long-term, profitable relationships. Delivering results, at a fair price and with the right level of attention has never been more important or challenging.

Every company spends a huge amount of time and resources on retention. I once worked for a company that each month, we implemented new strategies to 'save' customers from switching to other companies, all while trying to balance profitability and customer satisfaction. The one thing we failed to do was to prepare for our customers' future needs. Most of the time, when we were at the point of trying to retain them, it was already too late.

Anticipating those customers' needs lets them know that you care about their business, and you want them to reach their goal. Instead of focusing on how to simply retain, companies need to think about building rock-solid relationships that have customers wanting to do business with them over their competitors.

Is your company focused on meeting customers' future needs?

..next-5 steps to getting there...

..any color you want...as long as it's black

Automobile manufacturer Henry Ford was born July 30, 1863, on his family's farm in Dearborn, Michigan. From the time he was a young boy, Ford enjoyed tinkering with machines.

Farm work and a job in a Detroit machine shop afforded him ample opportunities to experiment. He later worked as a part-time employee for the Westinghouse Engine Company. By 1896, Ford had constructed his first horseless carriage which he sold in order to finance work on an improved model. After two unsuccessful attempts to establish a company to manufacture automobiles, the Ford Motor Company was incorporated in 1903 with Henry Ford as vice-president and chief engineer. The infant company produced only a few cars a day at the Ford factory on Mack Avenue in Detroit. Groups of two or three men worked on each car from components made to order by other companies.

Ford incorporated the Ford Motor Company proclaiming, "I will build a car for the great multitude." In October 1908, he did so, offering the Model T for $950. In the Model T's nineteen years of production, its price dipped as low as $280. Nearly 15,500,000 were sold in the United States alone. The Model T heralds the beginning of the Motor Age; the car evolved from luxury item for the well-to-do to essential transportation for the ordinary man.

Henry Ford realized his dream of producing an automobile that was reasonably priced, reliable, and efficient. This vehicle initiated a new era in personal transportation. It was easy to operate, maintain, and handle on rough roads, immediately becoming a huge success.

Ford revolutionized manufacturing. By 1914, his Highland Park, Michigan plant, using innovative production techniques, could turn out a complete chassis every 93 minutes. This was a stunning improvement over the earlier production time of 728 minutes. Using a constantly-moving assembly line, subdivision of labor, and careful coordination of operations, Ford realized huge gains in productivity.

In 1914, Ford began paying his employees five dollars a day, nearly doubling the wages offered by other manufacturers. He cut the workday from nine to eight hours in order to convert the factory to a three-shift workday. Ford's mass-production techniques would eventually allow for the manufacture of a Model T every 24 seconds. His innovations made him an international celebrity.

The company began construction of the world's largest industrial complex along the banks of the Rouge River in Dearborn, Michigan, during the late 1910s and early 1920s. The massive Rouge Plant included all the elements needed for automobile production: a steel mill, glass factory, and automobile assembly line. Iron ore and coal were brought in on Great Lakes steamers and by railroad, and were used to produce both iron and steel.

Rolling mills, forges, and assembly shops transformed the steel into springs, axles, and car bodies. Foundries converted iron into engine blocks and cylinder heads that were assembled with other components into engines. By September 1927, all steps in the manufacturing process from refining raw materials to final assembly of the automobile took place at the vast Rouge Plant, characterizing Henry Ford's idea of mass production.

It's been a long ride to the Saleen Boss 302 Mr. Ford....nice job!

p.s. Thanks for Grabber Orange!

...ahhh, the joy of a salesman...

If you stop any sales person on the street and ask them if they are good at what they do, chances are, they will all say “yes!”

But ask their manager, marketing department, customer service area, human resources department (or any other function of the firm), and chances are the answer is “no.” The difference in defining sales competence is a matter of perspective.

So what is ..."sales?"  A competent sales person has the ability to move into any organization and gain the trust of the decision-makers. They work to create a situation where buying can occur within an ethical environment at a fair price. They have the knowledge to speak to a CEO, the front-line manager, or the newest employee about what issues and challenges they face. Most of all they strive to increase their knowledge, skill, and motivation so they can be the best at what they do.

Well I personally think that "sales" is actually the wrong term for the profession. It's really about 'service.'  Customer service is one area where small companies can outshine their competitors and cultivate intense loyalty among regular customers. But exceptional customer service goes beyond mere politeness into nuanced relationship building.

Why are customer relations so important, particularly for small companies?

Service is a real differentiator, no matter the size of the organization. Small companies particularly need to differentiate themselves because they don't have the advertising and exposure that larger firms do. One of the best ways to differentiate in your relationships with customers is to focus more on listening than on talking.

Companies sometimes are so anxious to sell their services that they do way too much talking. The only way you can meet or exceed customer needs is really listening—not just to what they're telling you, but to get beyond that and understand their unstated needs. Once you do that, not only will you have a better connection, you'll be able to exceed their expectations.

When people feel listened to, valued, and important to a company, it's rare. That's because great service and effective communication are more than a set of skills. It's a mind-set of respect and accountability where you do what you say you're going to do for the customer. If every associate in your firm models that mind-set, you'll create a great experience for everyone.

Is excellent customer service really that rare?

Yes, it really is. Despite the fact that many companies tout their focus on service in advertising, the research shows that overall customer satisfaction is declining. A global benchmarking study looked at showed a reduction in customer service satisfaction from 82% to 68% in the last year alone. Additional studies show that 68% of customers leave a business relationship because of a perceived attitude of indifference on the part of the company. It's not that the associates are actually indifferent—it's the perception that they are.

So a customer may get what she needs from the company, but if it was delivered with indifference, that interaction still won't leave a positive impression. Similarly, 63% of consumers said the last time they stopped doing business with a company it was partly or wholly due to a poor customer service experience. Another very similar study showed that two out of three consumers said they'd stop buying from a company if they had just one bad customer service experience.

Those are dramatic numbers. What accounts for them?

One factor is that customers are not as easily satisfied as they used to be. They have much higher expectations for service as they face far greater demands in their own lives. Another factor is that companies themselves aren't quite sure how to deliver great service. They think they're doing enough by talking about it in a company policy manual or telling their associates to do it. But you can't just put it in a document and assume it's going to get done.

What constitutes excellent service—how do you measure it?

Customers want to feel they have a relationship with a firm. They want to make a connection and feel important. If a customer brings up a complaint, how is it handled? Is your company representative spouting information, citing policies and procedures—or is he genuinely interested in helping? Just listening to a complaint, instead of cutting it off, will increase the chances of maintaining that customer's loyalty.

Some entrepreneurs don't realize they need to make connections with their clients, and that they need to do that with courtesy, empathy, and professionalism. The poor "salesperson" just tries to stay ahead of the sales "quota" ....and service is the name of the game!

...."it's just a day in the life of an Interior Designer"

An interior designer is responsible for the interior design, decoration, and functionality of a client’s space, whether the space is commercial, industrial, or residential. Interior designers work closely with architects and clients to determine the structure of a space, the needs of the occupants, and the style that best suits both.

The position is a combination of engineer and artist, and it takes a unique type of mind to handle both of those concepts well. Interior designers have to be good with more than color, fabric, and furniture; interior designers must know materials, have budgeting skills, communicate well, and oversee the ordering, installation, and maintenance of all objects that define a space.

They also have to know about electrical capacity, safety, and construction. This broader range of required knowledge distinguishes them from 'interior decorators.' Interior designers have to be able to work with contractors, other vendors and clients alike, planning and implementing all aesthetic and functional decisions, from faucet handles to miles of carpeting —and all this usually must be done within a fixed budget (and often in a hurry).

Interior designers are hired for their expertise in a variety of styles and approaches, not merely their own personal vision. Therefore, they have to be able to balance their own tastes and their clients’ tastes—and be willing to put their clients’ tastes first. This requirement can be frustrating at first for many who enter the profession. Interior designers are often asked to begin their planning before construction of a space is finished; this means that they must be good at scheduling and comfortable reading blueprints.

This element of the job comes as a surprise to many new interior designers, who expect to have less of an administrative and technical role and more of a role in influencing the overall feel and appearance of a space. Those who thrive in the industry say this ability to balance the practical with the aesthetic is crucial to being a successful interior designer. Interior design is hard work, but those who do it well find the work very satisfying.

I have learned a lot in the last year from one designer in particular, here in Portland...congrats on a well deserved project! You are one of the best I have worked with in the past 20 years. Again...great job!! I watched as you controlled your client while providing excellent answers to the same question...over and over. Your demeanor and expertise actually 'disarmed' the client and literally "won" the business for us. I am proud to work with you on this project.

I know you would just say, "It's just a day in the life of an Interior Designer."

...what a Barista Boy can't teach you

With the growing number of corporations adopting teaming strategies, the workplace is rapidly evolving. Bringing people together is only half of the collaboration equation.

The physical environment must support the group by providing the right tools for effective problem solving, strategic planning and brainstorming. Which factors should you consider when designing a team space?

Casual Collaboration:  The environment must be designed to foster interaction. Casual meetings at the coffee machine, photocopier or even the washroom result in spontaneous creativity. As companies recognize the importance of these impromptu water-cooler meetings, architects and space planners must respond accordingly and encourage these interactions with facility design. Although environment alone cannot guarantee the brightest ideas, workspace design does have a measurable impact on team productivity.

Variety – the Space of Life:  Variety is key when designing team space. Making both closed and open meeting spaces available is necessary to support different work styles. Dedicated office areas can double as meeting spaces for smaller groups. Larger, private areas like war rooms or project rooms are also needed. To maximize the benefits of collaborative work, finding suitable meeting spaces should be effortless. Diversity in room size, layout and design will ensure team members will always have an appropriate meeting space.

Collaborative Communication:  Sharing visual information is often an important component of team communication. Concepts are acknowledged and validated, which reinforces the individual, causes cohesion within the team and creates team spirit! Effective team spaces must be equipped with the tools to display the group's concepts, solutions and ideas.

The Right Tools:  What types of tools can be used to effectively capture information in team spaces? Flipcharts, dry-erase marker boards and notepads have been used in the past, but organizations are recognizing the limitations of such equipment. We are seeing Fortune 500 companies planning meeting spaces that include productivity tools to help team members manage the information generated during group collaboration. With products such as electronic and interactive whiteboards, teams can capture ideas directly to a computer for printing, e-mailing or saving. As companies recognize that time spent in meetings is actually a corporate investment, they will seek ways to effectively record all that transpires in team sessions. Keeping a record of all the notes coming out a meeting is invaluable.

Flexibility:  A group space should be flexible enough that a team can adapt the space when necessary. Open team space and adequate connectivity provide the flexibility for reconfiguration. Designers need to consider telecommunication and IT infrastructure as part of the design-build process. Non-territorial workspace with appropriate connectivity allows teams to pick up and plug in. Teams should have access to voice mail, e-mail, fax and networked information wherever they decide to meet. Consulting with information technology professionals throughout the design process results in flexible spaces that support natural fusion and fission common in work teams. All of the "Big 5" accounting firms are currently using such alternative officing strategies with telecommunications, software – and countless other industries are following the movement toward free-address space.

Designing a true team space is more than simply erecting four walls and throwing in a flipchart. Take a holistic approach by considering space availability, diversity, connectivity and flexibility to create an ideal environment which support the two-heads-are-better-than-one theory. With well-thought out space planning, corporations are experiencing increased productivity, faster product cycles and heightened employee morale.

Now isn't that better than a cup of Joe?...or as the kids say today a Raspberry Mocha Chip Frappuccino- Espresso Macchiato- Triple Tazo Citrus and Cream- Gingerbread Latte Grande? (nonfat of course)...

Tips & Warnings (if working with a Barista)

• Don't mumble
• Slow down, (I may not have made your drink before, or I may be new)
• Your Barista is not an idiot, but he is human
• Don't be jerk if your barista makes a mistake: things happen and nobody is perfect
• Some stores do not train their baristas as well as others. (Keep this in mind when traveling)

This method of ordering is for Starbucks only, though it will probably work just fine at most other family establishments.....

.....2 out of 3 ain't bad!

No doubt you've been on the receiving end of lousy customer service a time or two. You've come to a company with questions only to be told by some sterile voice to press this or click that until you arrive full circle to your starting place with no help at all. Or, worse, you've reached some bored CSR (Customer Service Representative) who calls you by name but delivers only the infamous phrase, "I am sorry, but there is nothing I can do."

Now you are on the other side of the equation. You own a business or you manage a department or you are now in sales and you want your customers to be happy, to come back for more products or services, and to tell others wonderful things about your company. What do you do?

Whatever it is that your company does, no matter how you do it, you make a promise to each and every customer that darkens your virtual door. You enter into a contract, even if the terms aren't explicitly stated. The consumer pays you something, and you promise to provide a product or a service. There are pledges of quality and quickness. Customer service involves living up to your word on these matters, but it really gets to shine when something goes wrong.

Here's the thing. Mistakes are opportunities -- golden ones. Here's why. Studies show that a satisfied customer will tell 2-3 people about his experience with your company. A dissatisfied consumer will share their lament with 8-10 people and some will push that number to twenty.

But here's the opportunity. An unhappy customer will become a loyal consumer if you fix his complaint and do it quickly. Eighty percent (80%) of these folks will come back to you if you've treated them fairly. That percentage rises to the upper 90s if you respond immediately. Every day you have the chance to transform your mistakes into returning customers -- the kind who will tell other people good things about you. Imagine that.

Authority to resolve problems is what your front-line people need to keep your customers happy. Companies that don't trust their CSRs or sales people engender fear in the employees that becomes an unwillingness to provide the "on-the-spot" solutions that create loyal customers. "I'll have to check with my supervisor", is a formula for disaster. There is a high correlation between excellent customer service ratings, a solid bottom line, and employee loyalty. Build these strengths into your structure. Teach your CSRs to say, "I can fix that," and give them the authority to do it. They won't give the store away. They will deliver profits.

Service that goes beyond expectations. If you've made a mistake, fix it, and then provide a perk for the customer-something that says, "I'm sorry," and, "I care". When all is said and done and the dust has settled, follow up with the customer. "How did we do?" "Is there something else you need?" Chances are you'll get another order on the spot.

A forum that gives a voice to the silent customer. Fewer than 10% of dissatisfied customers actually complain to a company, but they do complain to each other. They'll tell other people what you did wrong, even if they never tell you. Remember the statistics, and give these people every opportunity to tell you how you're doing. What you don't know can certainly hurt your company. Call them. Send them an e-mail. Write them a letter. Ask them if they're happy and what they need from you. Much of this will lead to more requests for your services or products.

Now, none of this takes into account the occasional customer that is rude, irate, and unreasonable. They're out there and despite what you've been told, they are not always right. But this is true, they are always human and chances are they will cool off and get their wits about them when they realize that you are listening, that you can help them, and that you care. Most customers will respond favorably to good manners.

Price and value weigh heavily in the minds of consumers, especially in tough economic times. Many consumers say companies haven't done enough to improve their approach to service in this economy. But it gets tougher to 'beat everyone's price....have the highest qualiity product....and provide the best customer service.'
 
Can we say...best 2 out of 3?

...the customer is NOT always right

I know what you are thinking, I have lost my mind…. of course the customer is always right. Sorry to say but that is bad thinking. Now, the customer is always KING, that will never change but you have to understand that a customer is not always right.

A lot of the time the customer is wrong. Wrong about what is good for them, wrong about their needs, wrong about what furniture works well in their environment.

Always treat the customer as KING but don't fawn over them and agree with their choices if you know the choices are not good for them. Now, many times you won't be able to change a customer's mind. That's fine. You have done your best and that is all that matters. You can live with that. 

Always strive to be the best person you possibly can no matter what position you have at a company. Remember, whether you pick up a paycheck or not you are still working for yourself. Always strive to be a better person today than you were yesterday. Always look for growth as a person, as a salesperson, and as a business person. You won't regret.

But let's be honest...the customer is NOT always right.

One woman who frequently flew on Southwest, was constantly disappointed with every aspect of the company’s operation. In fact, she became known as the “Pen Pal” because after every flight she wrote in with a complaint.

She didn’t like the fact that the company didn’t assign seats; she didn’t like the absence of a first-class section; she didn’t like not having a meal in flight; she didn’t like Southwest’s boarding procedure; she didn’t like the flight attendants’ sporty uniforms and the casual atmosphere.

Her last letter, reciting a litany of complaints, momentarily stumped Southwest’s customer relations people. They bumped it up to Herb’s [Kelleher, CEO of Southwest] desk, with a note: ‘This one’s yours.’

In sixty seconds, Kelleher wrote back and said, ‘Dear Mrs. Crabapple, We will miss you. Love, Herb.’”

The phrase “The customer is always right” was originally coined by Harry Gordon Selfridge, the founder of Selfridge’s department store in London in 1909, and is typically used by businesses to:

• Convince customers that they will get good service at this company
• Convince employees to give customers good service

Fortunately more and more businesses are abandoning this maxim – ironically because it leads to bad customer service. Why?

#1: It makes employees unhappy
Gordon Bethune is a brash Texan (as is Herb Kelleher, coincidentally) who is best known for turning Continental Airlines around “From Worst to First,” a story told in his book of the same title from 1998. He wanted to make sure that both customers and employees liked the way Continental treated them, so he made it very clear that the maxim “the customer is always right” didn’t hold sway at Continental.

In conflicts between employees and unruly customers he would consistently side with his people.

“When we run into customers that we can’t reel back in, our loyalty is with our employees. They have to put up with this stuff every day. Just because you buy a ticket does not give you the right to abuse our employees . . .”

So Bethune trusts his people over unreasonable customers. What I like about this attitude is that it balances employees and customers, where the “always right” maxim squarely favors the customer – which is not a good idea, because, as Bethune says, it causes resentment among employees.

Of course there are plenty of examples of bad employees giving lousy customer service. But trying to solve this by declaring the customer “always right” is counter-productive.

# 2: It gives abrasive customers an unfair advantage
Using the slogan “The customer is always right” abusive customers can demand just about anything – they’re right by definition, aren’t they? This makes the employees’ job that much harder, when trying to rein them in.  Also, it means that abusive people get better treatment and conditions than nice people. That always seemed wrong to me, and it makes much more sense to be nice to the nice customers to keep them coming back.

#3: Some customers are bad for business
Most businesses think that “the more customers the better." But some customers are quite simply bad for business.  Danish IT service provider ServiceGruppen proudly tell this story:

One of our service technicians arrived at a customer’s site for a maintenance task, and to his great shock was treated very rudely by the customer. When he’d finished the task and returned to the office, he told management about his experience. They promptly cancelled the customer’s contract.

Just like Kelleher dismissed the irate lady who kept complaining (but somehow also kept flying on Southwest), ServiceGruppen fired a bad customer. Note that it was not even a matter of a financial calculation – not a question of whether either company would make or lose money on that customer in the long run. It was a simple matter of respect and dignity and of treating their employees right.

Remember: Any customer worth keeping appreciates the effort you've put into trying to maintain their business, while protecting your own. They'll also admire you because you don't waver from what you know to be good advice, just because they've challenged you.

You know? Sometimes it's ok to say no to a customer...regardless of the economy.

New shoes fit just fine!

Run your race, not someone else's

“Two men were walking in a forest, when they suddenly saw a savage, hungry-looking bear. One of the men quickly put on a pair of running shoes. The other guy exclaimed, “You idiot! You can’t run faster than a bear …”

To which the first guy replied, “But I don’t have to run faster than the bear, I only have to run faster than you!”

I have heard that little story told to get the wrong point across (especially from a former boss of mine). Usually the person relating the story uses it as a spring board to convey some point along these lines. “If you want to be successful,

Tracy, you must outrun your competition. No. He was missing the bigger picture.

I caught myself falling into that line of thinking at my last job. Things have been nuts this year (ok…ok….watch the news for 5 minutes and see doom and gloom). We’ve all been scrambling just to keep our heads above water. But you know what? I woke up and realized one day…”Is this the best I can be?”….”Being surrounded by people that are so worried about the competition…so worried about the economy….…..so worried about what is being said about them in the marketplace…..”

Run your race, not someone else's.

My new thinking…..”Truly successful people don’t keep their eyes on everyone else’s progress. They keep their eyes on their own lane.” If you measure your success relative to how everyone else is doing you’ll probably end up far below your potential. I will be running my own race from now on.

We all have seeds of greatness planted within us. Those precious seeds will ultimately come to fruition when we maximize our potential. And we can’t maximize our potential when we are focused on how poorly people around us are doing.

Run your race, not someone else's.

Rather than simply trying to outrun the next guy, take a close look at which track you are on. Too many people have spent their entire lives climbing the ladder of success only to find they had it leaning against the wrong wall. MAKE SURE you get your ladder against the right wall…..mine wasn’t for years.

Ask yourself…are you running the best race for you? Or are you running someone else’s race better than they are?

Run your race, not someone else's.

Take the time to find the best race for you to run. Then don’t let yourself get distracted by how “others” are running the race you were meant to run. Run your race to the absolute best of your ability.

Now…excuse me while I lace-up my new pair of running shoes……

You like me...right?

There's nothing in this world more important in sales than being liked by your prospect.

A prospect won't listen to you unless they like you, so if you can't get them on your side, you can't create a sale. If they like you, they may listen to you. If they'll listen to you, you may be able to get them to trust you. If they trust you, they just might buy from you . . . .

Everything positive in the sale starts with them liking you, everything negative starts with them not liking you.

These three statements about being liked were made by three top sales trainers. Being liked must be the lynchpin to success in selling, right? I've attended numerous sales workshops and seminars, listened to a great many CD's, and read dozens of books that all emphasize the critical nature of being liked by prospects and clients.

Sounds like being liked really is the key to sales success!! But it is not…..

I work in a profession that has a reputation for being less than honest--for being downright dishonest (it's called sales). Many, if not all, of our prospects have had numerous bad experiences with salespeople. They've been lied to, ripped-off, and taken advantage of to the point they not only have erected a protective wall between themselves, they've also dug a mote and stocked it with crocodiles. They try to avoid us if at all possible, and when they do have to deal with us, they expect us to lie, cheat, and try to screw them to the wall.

Your prospects have met the ‘likeable’ rip-off artist, the likeable liar, the loveable conman; and as far as they know, you're him, and if you are, well, that's just “par for the course when dealing with salespeople.” Prospects aren't surprised to find likable salespeople whom they don't trust. That's the norm. They even buy from them because they can't find someone they do trust. And if you're going to buy from someone you don't trust, why not buy from the one you like?

No, being liked isn't the key to sales success.

But if your prospects find likeable salespeople all around them that they don't trust, what would happen if they found a salesperson they did trust? They'd probably react in the same way as those quoted above--they'd be overjoyed to deal with them even if they didn't like them. Trust (real trust, not the shallow trust salespeople try to create by faking interest in the prospect by asking a couple of personal questions to find--or fake--common ground upon which to build likeability) is difficult to build and once built, easy to wreck.

Although trust is one of the most difficult bridges to build with a client, it is the glue that builds lasting clients. By all means strive to be liked, but work to establish trust.

Trust establishes clients and brings in business, being liked makes it more enjoyable.

Watch what the 'cabbie' does....

QUESTION: What could a simple cab ride have to do with becoming a better sales professional?

ANSWER: Almost everything!

My wife and I love to travel. Back in the ‘day’ when you could actually have several pieces of luggage when you traveled…on one of our trips we decided to take an ‘extra’ bag (total of 3) and my golf clubs. Today that idea has been thrown out of the window due to the increases in airline travel expenses (don’t get me started on that subject)…Anyway, our cab pulls up and the driver gets out, walks around to the trunk, takes one look at our 3 pieces of luggage and my clubs… and just grunts at me. Immediately I feel like I’ve done something to offend him. I feel weird and I just started my vacation…..bad sign.

Feeling guilty, I helped him wrestle my bags into a trunk that is already jam-packed (where did all of this other stuff come from?). He slams the trunk lid shut as I sink into the back seat feeling embarrassed that I actually have luggage. I feel like crap…and I didn’t do anything wrong.  What could be learned from this? What can I learn to make me a better salesperson? (As I ride...I think, what the hell is wrong with this jerk? This is your job....this is what you do for a living....instead of enjoying my ride with the anticipation of time away from work....my “wheels” was turning....learn Tracy...learn from this!)

#1: Make people like you

We all have bad days. I understand that. But when you’re dealing with customers, you need to put on your game face. I don’t know this cab drivers exact circumstance, but how difficult would it have been to offer a warm greeting? A simple smile would have gone a long way. Very few people go to work every day trying to be unlikable, but do your customers really like you? Do they feel good about themselves when you are around?

If you find yourself alienating customers in the first three minutes, I suggest you find another line of work.

As we pull out of the airport I tell the cabbie that I need to go to our hotel. He simply nods and rolls down the windows as we head towards the freeway. As we hit the open road, I quickly discover that this driver has one foot planted on the accelerator and the other on the brake. Smooth is definitely not a word in his driving vocabulary. I had actually thought about buying a soda in the airport, it’s a good thing I didn’t because I would be wearing most of it by now. I can almost feel my stomach becoming upset. (Learn from this!! Don't let him ruin your day).

#2: Hone your skills

Too many sales reps believe that their selling skills are better than they really are. When was the last time someone gave you honest feedback on your sales skills? A better question; when was the last time you asked for feedback? I honestly believe that this cabbie thought he was a good driver. After all, why become a cab driver if you can’t drive? Truth be known, his skills were awful. How are yours?

As we continue our journey I notice the inside of his cab looks like something out of a horror movie. Don’t get me wrong, I’m not expecting a room at the Hilton, but I do believe you can throw out trash, sweep out dirt and wipe “drool” and fingerprints off of the windows! And what is that smell? Seriously...what is that smell?

#3: Take pride!!!

Take a hard look at your email signature, voicemail greeting, hand-written notes and all other customer touch points. Are your quotes easy to understand? Do your invoices make sense or do you need a law degree to decipher? It’s easy to get complacent, challenge yourself to step-up and find the “drool” in your organization and your personal "game."

Twenty minutes outside of the airport the cab driver turns to me and asks me if I know where the hotel is located. He says he’s not sure exactly where it is….I am thinking….”what an idiot.” (Of all the other cabs...I got this one....I would actually walk at this point...if I didn't have 3 pieces of luggage and my golf clubs).....(Think Tracy.....what else?)

#4: Be knowledgeable

If I knew how to get there, I could have just rented a car. If we were going to get lost, I would have preferred to get lost before getting on the freeway. Selling professionals need to be knowledgeable about their products, customers, market, industry and competition. We are the resource that our customers look to for advice. It is our responsibility to know where we are.

If you’re not knowledgeable, don’t take someone for a ride!

We finally figure out where we’re going but the cab grinds to a crawl as traffic starts getting heavy. It’s a warm, humid day so I ask if we could roll up the windows and turn on the air. Without a missing a beat (or turning his head) I’m told “no.” I understand you burn more gas running the AC, but I’m guessing my tip will more than compensate. Now I find myself trapped in a dirty, hot (smelly) cab that is being driven a grouch who really isn’t very good with directions. (What's the moral to the story Tracy?)

#5: Take care of the customer!

Cab drivers get tips, sales reps get commissions. There are more similarities than differences in how these two professions get compensated. If your livelihood depends on customers (and your job does), then you, your manager and your organization need to be committed to taking care of them.

And by the way…. I DID NOT tip the cabbie for this ride. Stop giving tips when people don't deserve it. I subscribe to the 'don't tip' for shitty service rule....maybe if you were paid commission....you would understand. A "tip" is not going to help this guy!

Why barista training won’t work….(part 4)..final chapter...

Part 4 of: Barista training just won’t cut it…

Everyone wants to have good relationships with lucrative prospects, in order to uncover needs, present solutions, and secure a commitment. Establishing mutual relationships with new prospects has grown increasingly more difficult, however, and just because a salesperson wants to ask questions, doesn’t mean their prospects and customers will want to respond.

What makes prospects and customers “want to” respond?

Salespeople must first earn the right to engage. What’s the key to building effective relationships? The answer is credibility. Now the question becomes: What are you doing different than your competitors to establish credibility in your targeted prospect accounts? Everyone claims to have the “best product,” which once again, makes you average.

Leveraging curiosity to fuel the sales process is another paradigm shift -- but it's one that makes absolute sense. If a prospective customer is not curious, then it becomes very difficult for a salesperson to secure their time or their attention. On the other hand, a curious prospect will want to engage in a conversation about their needs and your solutions to satisfy their curiosity. Now the question is. . .What are you doing to leverage curiosity in the sales process?

The main rule is: Never make a call to your prospect without having a goal in mind. When you hang up the telephone, what do you want to have accomplished? Do you want to gather information? Do you want the prospect to commit to some action? Do you want agreement on the next step in your sales process? Once you have your goal in mind you can then figure out the appropriate approach. (Hint: "I just called to see how things are going" is not it.)

Many reps fall into the common trap of asking questions that are self-serving. “What does your purchasing process look like?” is a mind numbing, self-serving question that doesn’t create new insights. Your customer hears these types of questions every day and they bring zero value to the dialogue.

Instead ask questions that get customers to stop and think. Ask questions they haven’t been asked before. Ask questions that get the customer to pause and say, “That’s a really good question.”

Remember…too many sales reps believe that their selling skills are better than they really are. When was the last time someone gave you honest feedback on your sales skills? A better question; when was the last time you asked for feedback?

Learn to be a great cab driver as well!! What??? Well, Cab drivers get tips, sales reps get commissions. There are more similarities than differences in how these two professions get compensated. If your livelihood depends on customers (and your job does), then you, your manager and your organization need to be committed to taking care of them.

I can promise you that if you don’t, someone else will! That someone else is me.

Next series….’Watch what the cabbie does….and learn!’

Why barista training won’t work….(part 3)

Part 3 of: Barista training just won’t cut it…Why can’t the barista find new business?

Customers are less accessible than they were several years ago. In the past, salespeople could build relationships with the gatekeeper in their target accounts, knowing that these relationships would eventually get them in to see the decision-maker. When did it change so drastically? Well, electronic devices have since replaced most gatekeepers and you can’t build a relationship with a voice mail system. Other technological innovations such as e-mail, text messages, fax, Blackberry, cell phones, digital pagers, and the Internet have also given customers the freedom to execute their job functions away from their desks. While this is good in one sense, it also means that potential customers are less likely to pick up the telephone when you call.

Many prospects are reluctant to pick up the telephone anyway. With the rapid economic ‘depression’ in recent years, more vendor businesses are offering more solutions than ever before. Consequently, decision-makers are being inundated with a barrage of sales callers—who are all competing for the same thing—a chunk of the prospect’s budget, but even more importantly, a slice of their time and attention. Most salespeople are “woeful” at finding new business…remember, they are order takers.

Some sales organizations try to address this problem by encouraging their salespeople to be more aggressive. “If the going gets tough,” chants the proverbial sales manager, “then we, as salespeople, need to be even tougher.” The problem is, if the telephone rings tonight at my house during dinner, and a salesperson on the other end tries to be “more aggressive” with me, they will irreparably harm any chance they had of making a sale. People don’t want to be pushed.

Many of the marquis sales training courses currently being offered were developed fifteen to twenty years ago, if not earlier. But the business world has changed dramatically in the last twenty years…and in my opinion, many of the “old school” techniques no longer apply.

Most prospects already know the tricks—things like calling after hours to avoid the gatekeeper, or leaving voice-mail messages that say so-and-so told me to call. They also know about the Ben Franklin Close, Alternate Choice, and Feel-Felt-Found. That’s why so many salespeople and sales managers have become frustrated with traditional methods. Teaching salespeople to be just like everyone else puts them at a competitive disadvantage. When a salesperson is perceived “the same” as everyone else, then they are only average, by definition, and their chances of winning are significantly diminished. Prospects and customers usually don’t buy “average” products from an “average” salesperson.

So how do you get away from being 'just average' like 90% of the other salespeople?

ASK the right questions! Creating high impact questions takes extra time. But it’s worth every minute. Start investing sixty percent of your time doing research, forty percent of your time making calls. I know this contradicts traditional wisdom, but this isn’t a traditional selling environment.

Don’t pick up the phone or walk into the lobby until you’re absolutely ready to engage in a meaningful dialogue. You’re not going to get a second chance in a slowing economy, so make sure everyone counts!

......more to come......

Why barista training won’t work….(part 2)

Part 2 of: Barista training just won’t cut it…

Last time we visited why the 'top-notch' salesperson is actually disappearing before our eyes. Reasons? It is simple. No one wants to 'hone their craft' like they did in the old days and the "cool" building doesn't "sell" anything...anymore.

What if a barista didn't have a cool building? Would you still pay 4 bucks for a cup of coffee? What do you mean Tracy? Look at "all" the crafts in the world today that have been watered-down to a fraction of what they were in the peak of U.S. economy. Oh, and that reminds me!

Rule one—don’t blame the economy. Companies still have to buy goods and services no matter what the economy is doing. They may buy differently, they may buy less, but they still have to buy. If you can’t convince prospects that what you’re offering is a solid investment with meaningful return, then maybe the problem lies closer to home. Let’s look at this a different way. The major objection most reps face during slow times is, “I have no money.” How is that possible? If your customer has no money then they’re out of business. What they are really saying to you is, “Your ideas stink.”

What can you do to close more business in a slowing economy? Start by answering these three questions that will put you back on the path to success. I can’t guarantee that they will work for you, but I can guarantee that they work.

How much energy are you wasting on insignificant activities?

You’ve probably been told that business will improve if you just make more appointments, increase the number of demos, and give more presentations and ramp up your number of cold calls. Don’t get me wrong, there is nothing incorrect with increasing these selling activities; especially if you sell low-value products to one-time customers. Experience tells me that chasing everything that looks like an opportunity keeps you busy but makes you very ineffective. You’ll be working hard, but you won’t be working smart. Eventually you’ll burn out your prospects and yourself – toast for two!

Start today by re-qualifying every prospect and work on cleaning out your funnel. Focus on your best selling opportunities and put your energy there. You’ll create more success by investing the right resources into ten solid opportunities than you will by chasing twenty five half baked leads.

Are you making every conversation count?

Clients and prospects should be impressed with your preparation for every sales call. When you demonstrate that you’ve done your homework it becomes easier to have an open and honest dialogue with you. When the economy slows down, people get nervous. They don’t want to waste time meeting with sales reps unless they see some potential value. (Hint: A barista waits for an order ...)

The “smile-n-dial” mentality of simply pounding on more doors with the same pitch may produce extra appointments. But it also creates the fear that you’re going to sell them something that they don’t need. Open your next client conversation with this simple phrase, “In preparing for this meeting I took some time to…” Then simply highlight the two or three critical things that you did to prepare and watch what happens to the atmosphere of the call. You will blow away the last rep that opened their meeting by announcing that they were just “checking in” to see if anything new was going on. (Hint: A barista checks to see if you want whipped cream...)

The goal is to stop “educating” your customers. They don’t care unless they are engaged. Talking about your company, your products and your reputation will not engage customers. Talk about them, ask about them, provide ideas for them and communicate in terms of them.

Who are you talking about—you or them? Knowledge is a key ingredient to sales success, especially in a slowing economy. The more you demonstrate knowledge, the more prospects will take time to listen. And the best way to establish expertise is not by pitching features; it’s by asking questions. Questions that can differentiate the value you bring to every call.

(Hint: A barista concentrates on memorizing your order...)

.....more to come.....

Why barista training won't work....(part 1)

Part 1 of: Barista training just won't cut it.....

To me, it’s ironic that the world of 'strategic sales training' has stayed pretty much the same over the last fifteen years, but for most companies; the selling environment has changed dramatically.
Consequently, salespeople have to work harder to penetrate new accounts, while prospective customers are working even harder to keep salespeople at bay.

Don’t blame the customer. In the past decade, downsizing, economy woes, and acquisitions have burdened corporate decision-makers with greater responsibility, oftentimes without the benefit of additional resources. Meanwhile, workloads continue to increase, competitors are getting hungrier, and the overall pace of business has quickened. Even if they wanted to, customers simply cannot afford to spend time with every salesperson that comes-calling.

So what is going to happen?

Well, less than half of today’s business-to-business sales professionals have ever weathered a true economic downturn. These folks learned how to sell when things were good. We've had a decade in which it was one of the longest business expansions in U.S. history. Hey, it’s not that hard to hit quota with double digit market returns and huge growth in the number of new jobs. But what should you do when the economy starts to tap the brakes? How about now...? ..When you actually need to find business and it doesn't walk through your front door?

In today’s business environment, teaching salespeople to be just like “everyone else” puts them at a competitive disadvantage.

The fundamentals in selling have remained the same. Salespeople must uncover needs before they can provide solutions, the product or service being offered must be cost justifiable, and the salesperson with the best relationship has the greatest chance of winning the business. People still do buy from people. But the paradigms of the strategic sale have shifted significantly and differentiation is now the key.

A person that was trained to be a barista...is an order taker that has limited skills in today's market. What the hell is a barista anyway?

The term barista, the Italian word for "bartender" - masculine or feminine; plural: baristi (masculine) or bariste (feminine) has been used in English to denote a maker of espresso based beverages. Its journey into English has been accompanied by a slight shift in meaning. When using the term in English, a barista denotes one who has acquired some level of expertise in the preparation of espresso-based coffee drinks. "Barista" in Italy is the bartender, who prepares both alcoholic drinks and espresso coffee beverages.

In its most basic form, a barista by definition is one who prepares espresso coffee beverages. Someone that takes an order and then fills the order. Ask a barista what they do for a living...and some might say 'they sell coffee.' But come on...do they?

Face it. Office 'interior solutions' are successfully designed and coordinated by professional office furniture personnel...especially the ones that have over 20 years of experience. Take your pick...a professional?....or an order taker?

...more to come....