The Colloid Base

May 31, 2008

Business Coaching Tips - Customer Satisfaction Improvement Plan

Pro-active Strategies

Actively look at implementing some of these proactive strategies

  1. Supplying better quality goods or over-servicing
  2. Ensuring speedy delivery. If a customer orders today by direct mail, they are always impressed if the goods are there the next day. This sets the tone for the entire organization
  3. Offering after sales discounts
  4. Realigning product development to customer needs. This could take the form of a pro-active questionnaire that asks the customer what they liked and did not like. And then setting a product development plan from this feedback
  5. Access to additional services or goods as a reward for being a good customer
  6. Follow up with a simple customer service call - “we care about our customer”
  7. Supply a bonus gift with the sale

People Strategies

A set of guidelines should be developed for anyone that comes in contact with a customer. These guidelines should be backed by detailed training. The types of people that typically come in contact with a customer include

  1. Receptionist
  2. Sales people
  3. Technical people
  4. Delivery and warehouse people
  5. Secretary
  6. Telemarketers
  7. Accounts

Review what type of customers that you have, the types of issues that these people deal with and look to develop a series of quality guidelines

Systems - Implement and monitor the following systems

  1. Customer service systems
  2. Customer feedback systems
  3. Regular training of staff
  4. Automated survey
  5. Mystery shopper
  6. Employee incentive to reward high customer service
  7. Automated CRM and access by all staff

Areas of Performance you should review

  1. Product quality
  2. Delivery
  3. Courtesy
  4. Professionalism
  5. Product knowledge
  6. Complaint resolution
  7. Ease of doing business
  8. Invoicing/Accounts accuracy
  9. Responsiveness to enquiries
  10. Stock availability
  11. After sales service
  12. Service versus expected service

Indicators (lagged)

  1. Lost customers (churn rate)
  2. Average value sale
  3. Referrals
  4. Average life time value
  5. Product returns
  6. Complaints
  7. Customer re-order frequency

About Author

Peter Hickey Corprat ® Coaching - All rights reserved

Winner of the Ernst & Young NSW “Entrepreneur of the Year award in 1999
Bestselling author and designer of a number of multi award winning business tools that are now being used by more than 60,000 companies around the world.
Founder of a software company that was listed as one of BRW’s fastest growing 100 private companies in 2000. Peter successfully built the company from a one man business to a multi-million dollar concern. The company was acquired 10 years after its inception by a multi billion dollar publisher

Visit - http://www.corprat.com for more information on how to become a business coach and for our free Mini MBA program or business planning service.

Visit - http://www.plansforbusiness.com for more free resources and a free business planning software and free “how to sell your business guides.”

Filed under: My Commerce — Admin @ 3:47 pm

May 30, 2008

Service Excellence: The Key to Premium Pricing

My friend Melissa related a story to my other day. I asked her why she goes to a local hardware store that is more expensive for whatever she buys there than the hardware mega-stores. Her response both surprised and interested. Melissa stated that unless she knows exactly what she wants, she will go to the local hardware store even though it is more expensive. She went on to say that at the local hardware store there were plenty of people to answer her questions and that they were very knowledgeable. At the mega-hardware stores, she said she can never find anyone to help her and when she does, they usually are not able to answer her questions. For customer services people who were available and knowledgeable she said she was willing to pay more than she would at the mega-stores.

This got me thinking about premium pricing and service. Not the over the phone service. That is a whole other topic. But about face-to-face service in the areas of retail, food service, hospitality, personal services and financial/professional services. These are all areas where in spite of the mantra of “excellence” and “quality” the levels of services have spiraled downward over the past several years. This begs the question, what does it take to truly have excellence in the face-to-face service and only then have the ability to premium price.

The best people. This is a bit of chicken and egg. If people are paid minimum wage, are given no benefits, provided little or no training and given no development or career path then employers get what they pay for. That translates to poor service, bad attitudes, staff that is not knowledgeable and constant turnover. What does it take then to get the best people in any service industry or field?

Pay. Full time people should be paid a living wage. But if the wage is at this level, then the performance expectations and the criteria for employment must match.

Benefits. Full time people after an initial period of time (often six months) should be given a package of benefits. It is not unreasonable to include in this: medical and dental insurance, vacation, retirement savings plan and incentives for longevity and performance.

Training. The U.S. Government spends a significant portion of the defense budget on training. Men and women who protect and defend the country need the best and the most current training available. They need to know their jobs inside and out. Is there any reason why this should not be the case with any individual working in a face-to-face service job. Customers are the heart and soul of any business. So why do we insult them daily by providing little or no training. And the concept of “on-the-job” training has often become the only training. Training is a key area to improving service and retaining the best people.

Development. Most individuals not only want to learn, they want to grow. Whether it is expanding a current jobs or development toward a different or bigger job, professional growth is essential. Anyone looking at doing the same tasks day-in, day-out forever can only respond by providing poor service and always looking for greener pastures.

Career path. Where do the supervisors, managers, districts managers and executives come from? If the answer is they are hired “off the street” that is the wrong answer for this challenge. As part of development, service employees need the opportunity to move both across and up in an organization no matter how small or how large. With the required training and education, anyone who does a great job should have the opportunity to move into the management ranks of a service business.

These steps are not those of a “bleeding heart liberal”. They are service industry business imperative to improve the level of face-to-face customer services. Only by providing the highest levels of service and any business expect to achieve customer loyalty and premium pricing. Otherwise, the battle for the basement will continue with service business providing rock bottom prices, accompanied by poor service, high employee turnover, dissatisfied customers and slim margins. The choice is yours.

George F. Franks, III is the founder and CEO of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. George is a member of the Institute of Management Consultants (USA) and the International Coach Federation. He can be contacted at:
gfranks@franksconsutlinggroup.com
Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George’s weblog is:
http://consultingandcoaching.blogspot.com

Filed under: My Commerce — Admin @ 11:27 am

May 4, 2008

Offer Quality Products Your Customers Will Relate To

Great affiliates know that the most important thing they need to do is be sure that the affiliate products or services they’re promoting are somehow relevant to their customers.

If you don’t offer relevant products to your customers, you’ll not only have a much more difficult time making sales — you could actually end up damaging your credibility, and decreasing your sales. Your customers will start to view you as someone who is just out to make a quick buck, rather than as a trusted source of information.

For example: If you sell golf clubs on your site, then you shouldn’t choose weight-loss pills for your affiliate promotion. It should be related to golf in some way.

Remember, potential customers will be very interested to learn what brand of golf clubs a golf expert would recommend, but these same customers are going to become confused and even irritated if you start promoting weight-loss products to them.

Fortunately, many IMC products appeal to a wide and diverse range of markets. Lots and lots of people want to hear about ways they can create financial independence. That’s why their information products are a good way to start out as an affiliate.

As all of our newsletter readers know, my brother just got this info last Friday (12/02/05) and we are still working our way thru it. But by the next day he had $130 in sales with a simple web page that cost him nothing to put up.

He is now using Google Ads at a whopping cost of .25 per 1000 clicks and these clicks are coming from people who are really interested in the information.

He just checked his Google ad campaign and his results so far are as follows:

42,880 impressions at a cost of only $10.72

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Filed under: My Commerce — Admin @ 12:14 pm

April 15, 2008

Merchants at the Wrong End of Payment Fraud

The next step in the evolution
was the use of gold and silver, which
became the most commonly used commodity
money, and are still used today by our
government and banks to run our financial
systems. The central banks have replaced
the gold and silver with banknotes (cash and
cheques), which are backed by deposits of
gold and silver.

A payment falls under what is called a legal
tender and the current banknotes are legal
tender. With the introduction of computer
systems, the movement of funds was done
electronically. Credit cards were introduced
in the 1970s, and they evolved into e-payments.

E-payment begins and ends with
banks, which sit at the very front, middle,
and end of any payment, maintaining buyers’
and sellers’ accounts and creating proprietary
networks for facilitating access points,
such as ATM, IVR (phone banking), branch
banking, POS, and virtual banking.
Security has always been an issue when it
comes to payment methods.

Cash and banknotes are the least secure: it is up to the
individual owner to protect them. Banks
were created to protect large amounts of
funds, using a sophisticated safe and alarm
system. But that never stopped criminals
from trying to steal. With e-payment new
security measures were required to protect
a cardholder when using a credit card to
make a purchases.

The security check was originally done face to face, making the merchant responsible for verifying the customer.
As processes became more automated,
payment networks were developed which
allowed merchants to swipe a customer’s
card for a purchase.

These networks were
created with some early warning systems
incorporated, such as blacklists. If a card
was on the blacklist, the merchant was
instructed through the POS to obtain the
card from the customers and destroy it.
Internet credit cards have become the de
facto payment standard for consumer
transactions, because credit card transactions
can still be processed without customer
and merchant authentication.

Banks are able to leverage the existing infrastructure
for credit cards, and are willing to use it
to process more and more transactions,
and therefore to derive more revenue from
their customers. Although credit card risks
are changing, customers understand the
credit card product, and banks and customers
are protected ahead of merchants.

To help Internet merchant to protect themselves
against fraud, new solutions have
been introduced, such as Verified by Visa
and MasterCard SPA, which authenticate
parties in the transaction. Verified by Visa
and MasterCard SPA are being marketed to
online merchants by Internet payment gateways
and acquirers.

There will probably never be an “ultimate
weapon” against fraud: this is a war with no
end. With all the software and hardware
solutions that been introduced, we are only
a few steps ahead of the bad guys, because
systems are designed by humans and there
is always someone who can figure out how it
works and how to take advantage of it.

In payment networks, the merchant has
always been less protected than banks and
customers when a fraud takes place. The
merchant will pay a chargeback fee, on top
of the interchange fee, and will lose the merchandise
if the percentage of chargeback is
more than 2%-4% of the total transaction;
the merchant is warned and may lose his
right to process a specific card schema. To
protect against fraud, the merchant
acquirers build security services, which they
sell to the merchants, and the merchants
have to pay an additional fee per transaction.

But there is hope for the merchants with a
new development that promises to protect
banks, merchants, and consumers against
fraud, and give merchants some peace of
mind. Person-to-business (P2B) is a direct
debit service that utilizes a bank’s Internet
banking system to allow a customer to
make a purchase at an online merchant.
With P2B direct debit services, funds do not
leave the banking system; instead, they are
settled through the bank’s traditional
clearing systems.

How It Works
When a consumer makes a purchase at an
online merchant’s website, the consumer is
give an option to pay with P2B at checkout.
By selecting P2B the customer is given the
option of selecting the bank of the account
to be used for the purchase. The customer
logs onto the Internet and is presented with
a receipt of the purchase: when he or she
accepts the purchase, the transaction is
completed.

In the background, the banking system
debits the customer’s accounts and moves
the money to a suspense account. The
merchant receives a confirmation of the
purchase and the payment via e-mail. The
merchant requires that the customer have
an Internet banking account in order to be
able to accept the payment. To receive the
payment, the merchant employee responsible
for payments clicks the link in the email,
and is taken to the merchant Internet bank
login page.

The employee logs in, and is presented with
the payment request. The funds are
accepted, and they move from the
customer’s suspense account to the
merchant’s suspense account. The
merchant has immediate access to the
funds, and at the end of the day the funds
are cleared through the traditional banking
system.

For brick-and-mortar merchants, the same
system can be used with minimal upgrades
to their systems By utilizing mobile devices
fitted with bluetooth or rfid, purchases can
be made at any physical location which
accepts this payment method.

For the P2B payment service to be widely
accepted, banks, merchants, and mobile
operators need to participate in an open
network which offers payment services for
all participants. With the savings from collaborating
on the P2B payment services,
banks, merchants, and mobile operators
can focus on the real value of their business
and not worry about how they going to
manage payments.

Filed under: My Commerce — Admin @ 6:13 pm

April 9, 2008

Deal or no Deal: Would You Entrust Your Website Performance Analysis to a Software Application?

Should your Website performance be assessed by a human expert or by a piece of software is a dilemma that many E-Business managers are currently faced with. There is no easy answer to this question. The mix of the Website performance assessment tools and techniques considered for use is going to vary depending on a company’s specific needs and requirements. Detailed analysis of these tools and techniques is obviously well beyond the scope of this article. All I would like to do is to identify the main factors that should be taken into account when making the selection of these Website performance assessment tools and processes.

In business (E-Business included), performance assessments are believed to require objectivity, consistency and availability of a clear assessment framework. The assessment should be carried out against objective benchmarks rather than subjective mindset. That is why companies that develop and sell website performance analysis software claim that if you purchase a reliable application, no human touch will be required. After all, software is never going to be subjective. It is going to focus on raw objective data and it is highly impossible that it will have any mistakes in its calculations.

At first, this proposition appears to be extremely appealing. If you hire an E-Business consultant to carry out the assessment, it is going to be a relatively expensive and time-consuming project and no consultant will be able to give your Website a complete “health check-up” over the night. Also, unlike software-driven analysis, human-driven analysis may lack some statistical accuracy. So does it mean that state-of-art Website performance analysis software application can represent an ultimate solution for the companies?

Unfortunately or fortunately, it is still impossible to carry out a competent Website performance analysis without human involvement. Software applications can be utilised as powerful data collection tools but they are not very efficient at interpreting the data. “Silicon brains” are good for quantitative assessments. They can enable you to easily obtain information about the number of clicks your Website gets, functionality of software applications, transaction processing etc. However, software applications are still unable to carry out qualitative analysis of the Website performance. Thus, human touch is still going to be needed for assessing the management policies and procedures, user-friendliness, informational content and emotional appeal of the Website.

So does it mean that Website performance analysis software is useless? Far from it! It is essential for the E-Business managers to realise that the two approaches to the Website performance analysis discussed above are complimentary rather than contradictory. No assessment can be accurate without statistical performance indicators being available. At the same time, no amount of data can substitute thoughtful evaluations of an industry expert. Besides, E-Business analysts are going to require at least some basic technology-enabled tools and applications. For example if an E-Business consultant wants to identify the needs of the existing target audience of its Website, it has to engage into a two-step process. The first step is going to involve establishing the number of visitors (return visitors in particular) the Website gets, number of subscribed members, demographic information about the customers and other relevant statistical information. This step can be completed fully through the use of adequate software applications such as Web Metrics. Once the data analysis is complete, the statistical information is sorted and the target audience is identified, it is time for the E-Business consultant to employ his value judgement and to put together a list of recommendations for the company to follow.

We should never forget that the software applications are being written by the humans, for the humans and with human end users and beneficiaries in mind but they are by no means capable of understanding the dynamics of human behaviour. Nor can they incorporate the emotional factors in to the assessments. On the other hand, we should take advantage of the capabilities these applications offer and put them to good use.

Michael Baron is the founder and CEO of Baron Consulting (BC) - one of the leading E-commerce consultancy and training service providers in Australia. Michael has been involved in Electronic Commerce since 1997. He has completed over twenty E-Commerce projects in the areas of E-Learning Software Development, Web Site Development, Web Site Mapping and Electronic Marketing for both government and commercial organisations in Australia and overseas. Michael has also published a number of research and white papers and has been lecturing in Electronic Commerce at some of the leading Australian Universities. He is a sought-after speaker at E-Commerce Conferences, Forums and Seminars.

Filed under: My Commerce — Admin @ 9:23 pm

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