Tipping Scale Customer Service

Stone can be very annoying. Captured when a child will find a way to shoe.Pebbles Tip You can also measure customer service. The things we are going to rock the positive side of the scale: the things we do not want to consider the negative side. As the scale is tipped towards staying positive, we happy.For example, I made an appointment with the initial call service provider (theoretically) means that I have to wait when I arrived. Within five minutes drive to the establishment, the service provider has decided to squeeze in another customer so I waited system.

That are defeating the purpose of the stone a little disturbing. By itself is not enough to make me go to another place, but adding some other negative stones, it is just enough to Tip the scale in one of the plus and minuses way.Service combined together. Errors are annoying stone, annoying service failures. Should be clear: we want to continue to add to the positive and eliminate the negative stones to keep the end of the scale to support a large and lasting value relationships.Someone never write larger study my book full of my pet peeves. In the example cited by the reviewers, I did not mention either poor service provider by name (most unhappy customers are not covered in this case). Instead, I focus on what can be done to prevent or repair problem.My called pet peeves, or "rock," is kind of the same thing hundreds of readers, clients and audience share too.

Customers me their kidneys disturb '(irritation, problems, and any revenge) is a golden opportunity to act on it rather than just bitch about it. Let your customers know what's wrong, and argue cause.Find rarely if ever help you know what is bothering your customers, thanking them for being honest, and remove the stones. Find out what your competitors are doing interfering with customers and make sure you do it well. Customers will, values ​​and do more business with you.Interestingly to hear from the provider that makes me wait. Stones may not be known to interfere. This is unfortunate because rarely too late to remove small stones and restore balance.Tend scale customer service is right for your current level, and pay attention to annoy customers sloping stone away.

Sales Commission -? Return What Should You Expect At Your Investment Sales Compensation

This article answers the following questions: How do most companies see a return on investment (ROI) for their sales compensation costs? What part of the cost of sales compensation management company does not specify an existing account compared to making a new account? Are most companies expect their salespeople to develop new, more gross income each year equal to or greater than their salaries? One conclusion I have reached after working with various types of companies is that there is little similarity in the way they are building the desired return on investment (ROI) of their sales compensation investments. Every company is different situation, as a result, what constitutes acceptable ROI for a company is not deemed to be accepted by other company.Here some questions to consider when you specify the desired sales compensation ROI for your company, and how ROI is to be shared between accounts existing and new accounts: What is the value of each dollar of sales PRODUCTION? This value is different if a sale is made the dollar an existing account versus a new account? 

 How the time and effort required to maintain (and counting) of existing customers to compare the time and effort required to bring new account? Reckon pretty much operate on "autopilot" after they were brought on board, or your sales force must continue to invest significant effort (in terms of internal candidates qualifying opportunities, proposal development, relationship management, etc.) to maintain sales volume and profitability? Once the account has been brought on board, ANY sellers can manage interaction, or is there something special about the relationship that exists between the seller and demand? I've seen cases in which management held the opinion that any person can manage and maintain the volume of business that produce basic account. They questioned why they should continue to pay high compensation for salespeople who manage some cases accounts.In management chose to reduce the commission rate, which led to the sales force that manages to leave the company account. In other cases simply switch account management tasks and provide more "expensive" (in terms of compensation) sellers in the main account. 

Too often the result of either approach is the slow decay of profit eventually added up to millions of dollars in lost revenue achieved decay sales.Why Close inspection identified two main factors?: The seller is actually replaced enjoyed a special relationship with key players in the accounts. Major player loyalty 'to the salesperson, not the seller employer. When the seller went, key players saw little reason to continue to support the (previous) employer sellers with their business. The seller replaced quite responsive and provide outstanding levels of service. In some cases, sellers are usually not successful in exploring the informal networks that their employer. This allows them to solve problems and do favors for their customers with the timeliness of some sellers can not specify that some sellers match.If IS enough bandwidth to carry the new account, here's a question to consider when you set the "business New "their purpose: What is your company's market penetration rate has been achieved to date? 

 Much more reasonable market penetration of your company can be expected to occur within a specified time period? How many potential prospects that exist in each sales area? How potential prospects compared with existing customers in terms of earning potential? How many new prospects of sellers have to close to make a considerable difference in their numbers Here are a few final questions for you to consider?: What is the percentage return on investment currently receiving compensation for your sales? Are you a salesperson makes their compensation in terms of profits back into your company? Is it really reasonable to expect compensation for the sale of your ROI grow every year? Conclusions The question posed in this article can help you determine the desired return on investment sales compensation, plus develop targets for ROI from existing accounts and new accounts. Do not let the fact that some sellers get compensated significantly higher ROI to set your goals too aggressive. Instead, focus on the question, "How much benefit do we receive sales compensation we pay?" Back solid on your investment means that you are completely justified in investing Copyright 2005-2008 -! Alan Rigg

Raise your fees in one night!

Want to make more money? Yes, I think it was a rhetorical question. Everybody wants to make more money, but often we do not want to do what needs to be done to make it.For example, I do not want to work a 80 hour work week to double my income. I have a wife and a 1 ½ year old son - I wanted to spend time with them. I want to take a vacation and visit my parents at the end of the week and hosts a dinner party for my friends.I do not want to cheat old women to make more money, or I'm willing to lie, steal, or otherwise dishonest. 

I do not want to work for a boss who humbled me, or I am prepared to work in an environment which is promiscuous, unfair, or just plain dull.So, putting all things aside, what I was willing to do to make more money? I am ready to develop products and services that business owners want and need. I am prepared to work regular business hours Monday through Friday with some evening / weekend work when needed. I am ready to face my fears and try new things to market my business - such as public speaking and close partner of the joint venture. I am willing to listen to my client response '. And, I'm ready to get what I worth.In services business, which last is the key. Trust me - if you ask for it, you get it. So how do you know what you're worth? Looks like a fairly straightforward question has an answer "right", but it is not. Worth is a value judgment that you, your prospects and your clients can make independently.

You think your services are worth $ 60/hour, and by choosing to hire you, your clients say they agree that you are worth that amount. But, what if you raised your rates to $ 120/hour? Did they hire you then? How to prospective buyers choose to go with someone, even if you offer your rate of $ 60/hour? They obviously do not think your services for $ 60/hour. So, who's correct answer is - the truth. Each of us has our own unique set of criteria to determine the amount of any offer. We analyze every offer we made using the criteria of whether we realize it or not.So, evaluating your values, let's start with what you charge now. How do you come up with that figure? Did you take it out of the sky? 

Did you find someone local that offer similar services and find out how much they charge? Have you done extensive research to determine the national, regional, and local hourly rate for your industry average does not matter how you come up with the current rate per hour that you are, do not forget you are the one - the only one - with the ability to raise it. There is hope does not say, "I know you usually only charge $ 60/hour, but I think you pay more along the lines of $ 85/hour. Is it okay "And, no clients will call you at the end of the year and said," I thought -? You do a great job for us that we want to start paying you $ 100/hour since January 1, just to show our appreciation .. "It's just not going to happen! I was reminded of the importance of this message when I spoke to Alexandra last Thursday. Alexandra is a company that offers leadership development workshops for corporate team-building medium. Instead of charging an hourly rate, he set a daily rate of $ 1,500. Before starting his own company, he worked for a small company that provides similar programs. Only when other companies were sent out of work, they charged clients $ 4,000 / day.Yep, it is true. Both workshop - $ 2,500 more.

Now, how is it to be? A client who pays $ 1,500 / day for his services are payable at $ 4,000 / day if he asked? Now, perhaps, the company he worked for had developed some brand recognition that Alexandra does not have when he went out on his own. But, the point is, there are companies out there pay $ 4,000 / day to his craft. It's just a matter of who made the offer and how to offer it to presented.So, the real answer to 'what is worth to you?' is a combination of how high you appreciate your own abilities, how do you feel confident in communicating the value, and how well the values ​​that meet the specific needs of market.If someone is willing to pay $ 120 / hour for your services, you are worth $ 120/hour - to them. Are there enough 'somebodies' to generate enough income for you? That is what you need to find out.Take look at your market. If you're Mapping the market with a local audience, look at your competitors ads in newspapers, press coverage, web site, etc. 

If you're Mapping market a national or international audience, do your research online. Make a few phone calls posing as a prospect, if necessary.How much they are charging for similar services (s) do you offer? How do they show the advantages of this service? How can they offer the service pack? How do they position their company as a whole? What can you learn from the company to charge more to provide the same services to give you a lower level? Once you do your research, take the time to re-evaluate how you are packaging, positioning, and branding your business. Then, determine if you can provide increasing value rates.If guarantee you, you want to make more, you have to ask for it!