Tag Archives: increasing revenue
Jay Goltz writes a blog on small business and entrepreneurship for the New York Times. His March 10, 2014 posting was titled “10 Words Entrepreneurs Should Use With Caution.” In that piece, Goltz shared 10 words that he believes have … Continue reading
Who do you choose when there is very little difference between the choices?
Do you take the time to understand the small factors that might distinguish one choice from another, or do you go with what is easy or the name that you hear the most often?
There are four individuals running to represent their party for the office of state representative in the area where I live. All four seem like nice people, and all four are virtually indistinguishable in their stance on the issues. Seriously, you could copy and paste any of their individual responses onto the web site for any of their competitors, and no one would notice. Continue reading
Three weeks back I wrote about my exceptional service experience at Sewell Lexus of Dallas. The theme of the post was that it was the Sewell people rather than their product that has kept me as a loyal customer for over 20 years.
The premise behind that post is the same one I offered in my 2006 book, Results Rule!: Fundamentals are the minimum. Being distinctive is the difference if it adds value.
I can purchase a Lexus from a number of different dealers. The quality and service of the Sewell staff makes them distinctive in a way that adds extreme value.
The very nice folks that service GE kitchen appliances just reminded me that you can’t forget the first part of my premise: Fundamentals are the minimum. Because without the fundamentals, there is nothing you can do to stand out with your customers (at least not in a positive way). Continue reading
Every change is evaluated against the result AND the damage inflicted during its implementation. Ignore the people side of the change (feelings and perceptions), and it is only a matter of time before the desired results suffer, too.
The type of change needed in today’s successful organizations is continuous. It is generated from every level, and it requires engagement and commitment from those involved. You can mandate compliance. Commitment and engagement to make change work are volunteered when you focus on more than the end result. Continue reading
Delivering customer service – at least the way it is practiced in most companies – is easy. The customer asks you for something, and you give it to them.
Building a culture that is obsessed with serving customers is hard.
Carl Sewell’s family of auto dealerships is at or near the top for sales and service with the brands they represent for one simple reason: They are the best at sustaining a culture that serves customers. Continue reading
Culture change follows behavior and performance change not the other way around. If you buy into that premise, the behavior and performance you expect, enable, measure, reward, and hold people accountable for will become the habits that define the culture. The best organizations have clarity, alignment, and execution across each of these areas.
And that leads to the question of “how do you know a change is taking place?” Continue reading
Don’t worry about the sale. Just take care of the customer. Give the customer the best customer service you can deliver, even if the customer isn’t buying, and eventually the sale will come. Continue reading
Great work leads to great results. In this guest blog, David Sturt from the O.C. Tanner Institute shares what was learned from research about how great work happens. This is fascinating info. Continue reading
Don Draper, the fictional advertising guru on the television show “Mad Men” says, “Change is neither good or bad. It simply is.” Good luck convincing your team of that. We all want the change we introduce to be accepted based … Continue reading
“When will things get back to normal?”
That question has been asked countless times since the economic meltdown of 2008. Most people want to know when the job market will bounce back; the economy will return to something close to sustained growth; uncertainty will subside; or the rate of change will slow to a more manageable pace.
But, what if this is it? What if instability, rapid change, and uncertainty are the new normal? And, what if I’m wrong and things bounce back quickly? If you can succeed now, you will crush it then.