A Personal Strategic Plan

By Kris Matz

I’ve been listening to Thomas Friedman’s The World is Flat 3.0 on CD. The work is about globalization . Many of you reading this probably are thinking ‘boring!’ but it’s a really interesting book. (Although it is long – there are 21 discs in the box.)

This morning while I was driving to work he presented an interesting idea in a section titled The Untouchables – being an expert on three things. In an interview with Marcia Loughry, she related a story to Friedman stating that a previous superior suggested to her that she should always strive to be an expert in three things 1) her current core ‘bread and butter’, 2) something closely related, and 3) what she’s going to do next. This concept has helped her stay ahead of others, increasing her value. Friedman warns that a person’s areas of expertise are going to have to shift and change as the environment around them changes and they grow – as would be expected.

Think of the personal value that can be created with this idea! Most business plan strategically – but most people don’t do this for themselves. I think I could benefit from this idea personally and professionally….could you?

Outstanding customer service…nature or nurture?

By Kris Matz

Selecting the right people for direct-interaction service positions is essential. Of course it is critical to train service personnel in the products and services that they are supporting (nurture). This leads to ability and confidence to solve problems and answer questions.

But have you ever walked away from a service situation feeling the representative was stiff, scripted or insincere? That’s where nature comes into play!  Some people are simply better at the interpersonal interaction required for outstanding customer service.

• When selecting service representatives:
• Consider the tone of all interactions leading up to hiring (phone, email and in-person). Look for a good balance of friendliness and professionalism.
• Look for people that are patient enough to listen actively and consider their responses.
• Ask behavioral-based interview questions about positive and negative customer service experiences to gage attitudes.

Most people can spot insincerity or forced friendliness – this isn’t an impression you want to leave your customers with!

Are you reactive or proactive?

By Kris Matz

Most companies compete for their customers’ business based on service. If one of your customers has a need, it’s likely that others do as well. Reacting takes valuable time. One way to stand out as a value-provider is to be proactive. Work to be ahead of the curve and recognize your customers’ needs before they do – and have a solution ready!

Take the time to….

1. Be friendly and accommodating – the customer is likely to share their pain points with you if they feel comfortable talking with you. This is a great way to source ideas.
2. Study the industry and market segments. What are the changes, trends and patterns?
3. Put yourself in the customers’ position. What products or services would you want?  What have other similar customers asked for?
4. Look for ideas outside of your specific industry – often best practices work across boundaries with a little creative thinking. If you see a great service idea, consider how you can apply it to better serve your own customers.

Newest On The Job is off the press

By Pete Kennedy

The latest issue of “On the Job” is out, and it’s a good one. (Yes, we would probably say that anyway. But in this case we can praise the magazine and still sleep at night.) You can see it here.

What makes it so good? Contractors once again offer great insight into running a business.

In particular, there is a contractor who has thrived by adjusting during the recession. He once dug a few pools to help out valuable customers, and now that’s the core of what he does.

Another contractor talked about the challenges of starting a business at such a young age. (He was 22.) Many interesting comments from him.

Last but not least, a larger developer talked about the challenges and changes his firm had to make in response to the recession. The story involves a bigger company, but there are some universal lessons in there.

Also included is a story about a company who lets members of the public operate Cat equipment for a fee. A business expert, with a construction background, offers some darn interesting advice as well.

Embrace digital content delivery

By Warren Eulgen

During the past decade, the world of marketing communications in support of business-to-business selling has changed dramatically. Not that long ago, “phone power” was the primary appointment generator. Websites and digital content delivery were new phenomena. Social media, smart phones and other digital delivery devices weren’t even on the radar screen. Now, they’re off the charts.

The Tables Have Turned

In the new world of B2B selling, it has become more common for buyers to find sellers. Many marketers and sellers have missed this paradigm shift. Unfortunately, today’s reality is that 40-60 percent of sales reps are not making their quotas. If their companies’ marketing and sales initiatives have not kept pace with the rapidly changing digital environment, these shortfalls are certainly understandable.

Four critical steps are required to improve customer and prospect connections, thereby maximizing the return on your marketing and sales investments:

1.     Identify, define and prioritize the target market segments that offer the best top line sales and bottom line profit opportunities for your business.

2.     Build segmented databases that focus on digital content delivery. Smart phone numbers and e-mail addresses have replaced mailing addresses and office phone numbers at the top of the customer / prospect database.

3.     Focus on Customer Value Messaging in your digital content delivery via blogs, tweets, e-news, e-pubs and links to your website. Provide information that helps your customers be more successful, while weaving in your subtle selling messages that motivate responses.

4.     Execute relentlessly in a variety of ways. People consume content differently. For some, simple awareness is the key. Whether delivering a tweet or a case study, always keep your communications short and to the point.

These four steps form the cornerstone of digital content delivery. The challenges are still finding the audience, connecting with them and motivating the desired responses. While your marketing metrics have changed, your funnel metrics still emphasize sales results. In this still-evolving era of customer and prospect connectivity, embracing digital content delivery is critical to achieving B2B marketing and sales success.

Video – improve your customer service options and reduced costs!

By Kris Matz

Do your customers have a lot of questions? Do your customer service reps get the same questions over and over again? Consider answering the most frequently asked questions with video!

The value…

• Visual learners will benefit if a demonstration or graphics can be included.
• Available 24 x 7 x 365 on your website – it’s convenient for the customer.
• The customer can return to the video to watch again if more questions come up.
• Drives traffic to your website for customers to see other products and services.
• Video frees up customer service reps to answer more complicated or unresolved questions – thereby cutting costs.

This article on CustomerServiceManager.com shares the values and some examples.

Don’t lose track of the goal…measure for success

By Kris Matz
In one of my previous postings, I discussed the use of SMART goals. SMART stands for: specific, measurable, attainable, relevant and timely. This principle can be applied to both short- and long-term goals. However, I think that the ‘M’ takes on more importance with long-haul projects when it’s designed into the process to enhance motivation. As technology pushes the world to a faster pace, we’re all getting used to fast (if not instant) results.  When responses and results come more slowly, as they often do with projects that span a long time-frame, it can be quite frustrating.  Building in logical measurement points to highlight progress can be very motivational and keep people interested in the project. (Of course, it also helps to correct issues early if the project starts heading down the wrong path.)

Can your good mood be contagious?

By Kris Matz

Recently I’ve been doing a lot of reading about business management topics for an upcoming class. One book I read is Primal Leadership: Realizing the Power of Emotional Intelligence by Daniel Goleman (2002). The book points out that the moods and attitudes of management set the tone for the workplace – which can help or hinder productivity and retention.  After all, who wants to work for a grouch? So…as a manager, what can you do to make the work environment a better place for everyone? Maybe take a look at Goleman’s ideas and give it a try.

The basics hold true, especially in the downturn

By Jack Burke
As I've been traveling around the country for our magazines, I've noticed businesses that have had success during the downturn have a few things in common:
1. They're open-minded. The business owners I've talked to (mostly construction contractors) have been willing to try new niches to increase business. For example, one plumbing firm expanded into providing in-ground pools. Now it's a big--and growing--part of his business.
2. They love their work. Perhaps not surprising, the business owners I've met all love getting their hands dirty and take satisfaction in seeing things to completion. Their jobs are who they are, not what they do.
3. This one's probably the most important reason for their continued success. They built relationships--and reputations--when times were good. Call it the Golden Rule, call it karma, call it good business. But the guys who treated customers, suppliers and staff with honesty and fairness when the economy was stronger are the ones who are better off today.

Sometimes, "no" is the right answer

By Kris Matz
It’s really hard to say ‘no thanks’ to new growth opportunities, but sometimes it might be the right answer.  This post on the HBR Blog Network has some interesting data about strategic focus and revenue growth.  Interesting stuff…