Tuesday, May 9, 2017
Friday, April 21, 2017
by Wyn Lydecker
When Ed McLaughlin was growing his business, United Systems Integrators Inc. (USI), he realized that retaining his initial customers and serving them in new ways would help the company grow faster than just focusing on new customer acquisition. It turned out that his strategy paid multiple dividends. Experts estimate that new customer acquisition costs can be five to 25 times more expensive than retaining a current customer.
Your most valuable asset
Your customers are your most precious asset. Your goal is to build a customer base of repeat buyers who promote your business to other buyers. An effective customer-referral system is the business equivalent of obtaining the Golden Fleece.
If you expect to build a powerful customer-referral system, you should have solid answers to the following questions:
· Do you deliver on your value proposition?
· Do you maintain a clear competitive advantage?
· Do you provide superior customer service?
· Do you make doing business together a pleasurable and rewarding experience?
Listed below are 10 key ingredients you can provide to deliver superior customer service:
1. Make a cultural commitment to superior customer service from the outset.
2. Assess, manage, and satisfy the customer at every single interface point.
3. Provide a significant product performance guarantee.
4. Assign a dedicated account manager to each customer relationship.
5. Be available 24/7 to log and address customer concerns.
6. Provide a 24-hour-response-time commitment.
7. Schedule customer engagement forums for feedback.
8. Reward team members for providing superior customer service.
9. Make sure that senior team members get directly involved with customers and lead by example.
10. Develop customer-feedback systems to stay in touch with customers and ahead of the competition.
USI's commitment to customer service enabled USI to enjoy a 95 percent contract renewal rate, while growing the business at a compounded annual rate of 40 percent. And they never entered a courtroom to resolve disagreements.
The long-term relationships you build add tremendous value, as shown in an analysis by Josh Chapman, a finance expert at TOPTAL. His article, The Importance of Customer Retention — An Empirical Study, uses financial modeling to demonstrate the financial impact of customer retention when growing your business.
To build trust with your customers, take the following actions:
· Develop an advocate or coach within the customer organization.
· Ensure your product’s benefits align with your customers’ needs.
· Work together to formulate plans to solve problems.
· Jointly develop and sign contracts for trial work.
· Exceed customers’ expectations on every assignment.
· Jointly market your success within the C-Suite.
· Execute a master contract for an exclusive relationship.
ADAPT TO YOUR CUSTOMERS
When Ed was growing USI, he made listening to his customers and adapting his business model to meet their needs top priorities. This practice enabled the company to grow by adding product line extensions. During the early growth stage, USI had the good fortune to land an exclusive real estate service contract with the Olsten Corporation on Long Island. Olsten was a high-growth temporary service firm competing with the likes of Manpower and Kelly Services. Olsten had hundreds of offices throughout the United States. USI was tasked with the responsibility to find, negotiate, and open new Olsten office locations. We also built and managed Olsten’s real estate information database.
Olsten's needs opened up a path for a new hire Michael Casolo to leverage USI’s business model and relationship base to sell design and construction services to Olsten. Under Michael’s leadership, USI’s service lines expanded to include space programming, space planning, project management, furniture management, signage, and workplace consulting. Each service line was managed as a profit center, which rolled up into USI’s Design and Construction P&L. USI became the first real estate outsourcing firm to offer comprehensive design and construction services. Michael’s contribution played a significant role in USI’s profitability and penchant for expansion.
As you grow your business, invest the time to listen to your customers. Your customers will tell you about their problems and help you to figure out the best way to solve them. Then hire entrepreneurial people who will listen, observe, innovate, and execute. Once you have them on board, listen to their ideas, and let them lead and build in their areas of distinctive competence. Give your leadership the opportunity to challenge the status quo and create genuine change. They will take you to places you never thought possible.
Parts excerpted from The Purpose Is Profit: The Truth about Starting and Building Your Own Business (Greenleaf Book Group), coauthored by Ed McLaughlin, Wyn Lydecker, and Paul McLaughlin.
Tuesday, March 21, 2017
One of my favorite co-workers was fond of saying, “It’s not what happens to you that matters. It’s how you respond.” Jim (not his real name) was a person who had faced many high-stress events and bounced back. He had trained the Apollo I astronauts how to use their onboard computer just before they were killed in the tragic fire. He had been injured in a plane crash. And he had re-engineered a division of a corporation in such a way that he designed himself out of a job.
Jim and I were running a small business resource center at a small college together when a regime change resulted in our resource center being shut down and our positions eliminated. At the time I had no idea what I wanted to do next. But Jim offered to take me through a process of redefining my personal and professional goals. This was the same process we had used when we were counseling other people in transition who were thinking of becoming entrepreneurs.
If you are in transition and need a method to help you decide where you should head next, work on answering this series of 10 questions that Jim and I used in our counseling. You may be surprised with the results.
Weigh Your Trade-offs
Before we launched into the questions, we gave a preamble:
We all know that we are on Earth for an unpredictable amount of time. We also know that time is a non-renewable asset. For those reasons, it’s good to make sure that we are using our time in the way that is best for us. There is no one right way for everyone. And what was right for someone at one point can change.
Your definition of success reflects your basic values. It also provides the basis for determining your goals and the direction you will have for your life. As you consider the different paths that might be open to you, assess the probability of achieving success along each of those paths.
10 Questions to Ponder
1. How do you define success?
2. Consider five times you have felt that you were in high-performance mode. What made you feel that way?
3. What situations or actions led to the highest and lowest points of your life?
4. How do you set your short-term and long-term priorities?
5. What process did you use to set your major life goals?
6. What were your core values at that time, and did you base your choices on those values?
7. Do you want to transfer those values to the next stage of your life, and how can you do that?
8. What are your goals now, and how do they differ or align with the paths that are open to you?
9. How can you use the resources (internal and external) that are at your disposal to achieve your goals?
10. How will your decisions affect you, your family, and other important people in your life?
I spent about two weeks thinking about the questions, writing down answers and discussing them with Jim. In the end, I felt amazingly renewed and very sure of how I wanted to use my talents, education, experience and time. I became confident and open to new opportunities.
Shortly after my last meeting with Jim, a fellow Wharton alum called to see if I would like to write business plans for startups. He was with a business plan writing company in New York, and it was right at the height of the dot-com boom. We had met at one of the events run by our small business resource center. Because of the assessment process I had done with Jim, I knew this opportunity was exactly the sort of work I wanted and grabbed it. The work was immediately rewarding and reinforced my realization that I love writing and working with entrepreneurs.
Where are you in your life? Are you at a point where an introspective process could help you look at your situation from a new perspective? Try thinking through and answering these 10 questions to redefine your goals and open yourself to a new, more fruitful and satisfying direction.
Originally published in the Wharton Magazine Blog under the title of “Weighing Career Transition Tradeoffs.” Wyn Lydecker is the coauthor of The Purpose Is Profit: The Truth about Starting and Building Your Own Business (Greenleaf Book Group).