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సంఘము » సందేశాలు - పేజీ 3781
arrow right How to Organize a Seminar or an Event

Seminars and events have always been implemented as a holistic experience to participants. Thus, organizing an event requires extensive planning and preparation with most work implemented at least a few months before the actual event. Most of the time, seminars seem to run like clockwork with all events flowing smoothly according to schedule. In reality however, much groundwork has been worked on with the purpose of developing the right atmosphere in addition to a beneficial experience to partipants.1. Establishing the theme of the eventEach event follows a theme and purpose which will drive the event set-up, the target audiences or the participants, the guests and the marketing approach. In general, a business event such as an international conference for a particular industry will appeal to participants conducting businesses within that industry as well as sponsors who gain mileage out of publicizing their products during the event.Apart from that, the theme of the seminar will also determine the type of marketing channels to be used to for publicity. This also holds true for the seminar marketing team who will need the event theme to correctly identify target participants and companies to sell the event to.2. Selecting a venueVenue selection is highly dependent on the scale of the event. Usually this is determined by the number of participants, the presence of any guests of honor (such as royalty or politicians) the activities during the event, or if there are additional floor space required for exhibition purposes.A typical seminar of about 100 ? 200 can be comfortably implemented in a hotel seminar room, possibly in a theater style setting or classroom setting. However, larger scale events with participant numbers scaling between 500 ? 1000 may require a large hall, ballroom, auditorium or a convention center.The location and quality standard of the venue is also important especially if the event involves the participation of VIPs. With this, a reputable location would be imperative, including good quality and wide range of seminar facilities available. It is always wise to explore the possibility of a few venues and examine their location suitability, level of services, ambience, and costs before coming to a decision.3. Seminar Marketing and PublicitySeminar marketing is by far the most critical and often most challenging task in event organizing, and is often regarded as the most critical factor of an event's success. This is because the number of participants turning up for a seminar is highly dependent on the strength of marketing activities and publicity. Whether or not the event achieves its objective or whether the organizers will walk home with a profit or loss largely depends on the marketability of the event. This means that the right marketing strategy and seminar positioning must be adopted in order to draw adequate event sign-ups.Most of the time, event organizers who have large budgets will turn to above the line marketing such as newspaper and magazine advertisements as well as radio and television advertising to publicize the event. Press releases may also be sent in to major newspapers, in order to create the awareness of the upcoming event. Additionally, large advertising media banners and posters can also be purchased to advertise the event in high human traffic areas. When using print advertising, the specific magazine or newspaper used must have the target audience of your event as their primary readership base. Also all print media should be copy written with an enticing approach, highlighting the extensive benefits of participation.However, if budget is a problem, then below the line marketing may also do wonders. If the event is industry specific, mass faxing to companies belonging to the industry would be feasible. Telemarketing is a very effective marketing channel to create awareness within the right participant group. Additionally, dispatching sales personnel to attend to the requirements of large participant groups is an ideal and effective strategy. Mass emailing has become one of the most cost-efficient methods to reach out to large target audiences. This would be really useful if the event organizer already have an existing database. Otherwise, a list of names can be rented from database companies to attain the same results.4. Collaboration with sponsorsGetting reputable sponsors to participate in an event will help boost the creditability of the event, as well as reduce costs. Sponsors can also help with marketing, as they also help publicize your event to their customers. Apart from that, some of the sponsors can chip in on venue rental in exchange for exhibition space or publicity for themselves. Some sponsors also require a short message of their company to be given to the participants during the event. Others give away sample products or door gifts to participants.5. Managing People and working with speakersA seminar will not be successful without the people running it, as well as the speakers sharing their knowledge to the participants. Invite speakers who are of caliber and reputation to the event, and who will provide the participants with relevant information to their work, industry or business. Prepare the speakers beforehand and work with them on their Power point presentations as well as pre-inform them of the logistics processes, timing as well as the expected audience size. Check with them on any special requests, such as the requirement for an overhead projector or additional microphones to be used for question and answer sessions.All events require a good team of people handling tasks on ushering, registration, customer service as well as handling financials. Familiarize the team with any required event protocol to eliminate the possibility of confusion or error. In order to ensure smooth implementation, each person should be familiar with their individual roles. This can be ensured through a preparation of a detailed schedule of events coupled with roles and responsibilities for each person. Ideally, a project manager should control the whole team and ensure that everyone is carrying out their duties efficiently. Apart from that, the project manager also has the delegated authority to deal with all parties such as the venue management as well as the sponsors and event exhibitors.6. Actual Day ? Preparation, Registration, Ushering, FeedbackAll seminar planning and preparations, constituting 80% of total work involved, cascade to the actual event which may last only for a few hours or a few days. On the day before the event, visit the venue to ensure that everything is in order according the requirements and specifications. Microphones, projectors, audio and video systems must be all checked to be in excellent working order. Over at the office, have a packing list prepared and get all require items transferred to the actual venue at least a day before the event. Event staff should be dispatched to work on site preparations, including setting up booths, decorations and posters, the day before the event.On the actual day, staff should be present at the venue at least 1 ½ hours before commencement. They should report to their duty stations and must be ready to receive participants half an hour before they are scheduled to file in. Registrations must be made at the door to ensure authorized access. Name tags, door gifts and event schedules or booklets will be given out at this point and ushers will show participants to their seats in the event hall.Staff will also be responsible for providing advice or help to participants during the event. Finally, feedback forms should be distributed and then collected from participants to determine the satisfaction level on all aspects of the event experience. This is in order to receive pointers, ideas and advice for future improvements.Matt Bacak, The Powerful Promoter and Entrepreneur Magazine e-Biz radio show host, became a

Bandu2 - Herit.gif  వర్గం: సంఘము   »   0 పుస్తకాలు   »   తేదీ: 02/01/2012 05:46   »   ద్వారా: Mouhamadou-bamb ...

arrow right Management by Osmosis

Sales managers are an interesting breed, effective sales managers are a rare breed. Managing a sales team is entirely different than managing other groups; their role requires them to have not only above average management skills, but also above average ability to manage the overall sales process. However, in many organizations, the weak link in the sales chain is the front line management.Yet when most organizations look to fill openings in sales management, they generally look within, that is promoting someone that is already selling for the organization in question. Further it is usually someone from the region where the opening exists. And who do they go to, usually to one of their top performers (assuming that the individual is willing to take the position, and most are).The logic seems to be: Jane has done consistently well, achieved quota for the last four or five years; she is personable, gets along with the clients and everyone else in the office, it's a great fit. Completely forgetting (or ignoring) the key and desirable attributes of a Sales Manager, you know the ones they drew up with HR and an outside facilitator at an "off-site" last year, the one that would bring about a change in the way they will hire managers moving forward.Remember attributes and dimensions like: Leadership Communication Influence Relational Creativity Interpersonal Skill Strategic Thinking Forecasting Recruiting Prowess Conflict Resolution Proactive Planning Goal Setting Coaching (Their whole team, A, B and C players) Ability to conduct meaningful meetings "All good things, but I need to hit my numbers, and I can't waste time, Jane is good, and I can work with her" Says the sales Director. (Cause he just doesn't have anything else to do.).Many feel that bringing someone from the outside "may disrupt the culture" and the pay off may be too long. Jane has the product knowledge, familiarity with the staff and other departments, and of course, the "corporate culture". So for a number of intuitive reasons they short list internal candidates, and usually go with one "they all like". For entirely the wrong reason, external candidates are often overlooked.And that's how we end up with Management by Osmosis.It manifests itself in two ways, first in the way managers are transitioned from the being sales reps to managers. Second, is in the desired effect on their staff.Once Jane steps in to her new role, and is brought up to speed by the Director or VP of sales, she is whisked off to the company's Management Training Program, where she meets her peers from other departments, various HR personnel, VP of marketing, during her three days of exhaustive training about: Proper Interviewing Skills/Equal Opportunity ? 2 hours Harassment Policies ? half day Performance Management ? 2 hours Process and Benefits of 360's ? 2 hours SMART ? 2 hours Motivation ? 2 hours Multicultural Sensitivity ? 1 hour Mission Statement Analysis ? 1 hour Protocols and Process (of all sorts) ? half day Some team building exercises to close, a certificate, and a cocktail. All good things, but not much specifically aimed at sales management; little focus on the list of attributes and dimensions. In some cases there are some programs aimed at developing these skills, usually left to the discretion of the senior executives in sales. In most cases, it was felt that Jane would learn the skills from the same senior executives: hence, by osmosis. During field visits, where between pipeline and account reviews, development would of course occur. Why, just think of all the development that takes place on the way to and after client calls. You know, when they take the visiting sales Director to their best client; or the client that is almost closed, but where the Director can make a difference, (read grant a greater discount or other concessions).It is true that some of this osmosis does happen to a degree, the problem is it lacks structure and a means of measurement. Success is ultimately measured only by the numbers delivered, not much focus on methodology and sustainability. We have all seen cases where a region makes its numbers, but mostly in spite of the skills of the manager as a leader, coach, etc. And while everyone above and below Jane acknowledges the issues, you can't argue with the numbers. Only after some A people leave, and C people fail to advance, and the numbers fall apart do questions start. Then the realization that Jane needs to develop some specific sales management skills, and finally someone asks, "What happened to those dimensions and attributes we drew up, didn't she get the training?"The other side of Management by Osmosis takes place in the development efforts of Jane for her newly acquired staff. I recently trained a newly appointed sales manager, he told me his Director told him: "if I could sprinkle a little bit of you into everyone in the region, that would be great." The Director told me his plan was simple, to be successful, all that had to happen was for him to do what he always did, the other reps would watch, learn and end up like him. By spending time with them in the field, they would adopt his habits and skills, and would all achieve the same results, by osmosis!He was not given any training on how to properly develop members of the team; how to set up metrics or score cards (other than the resulting revenue); how to motivate and coach his A reps versus C members; how to set goals and plan meetings; what to look for in new recruits (look for people who are like you, he was told); how to effectively communicate with members of the team and other departments, you get the picture. Not to mention the fact that he was selected over another rep in the office, and had little help in how to deal with the bruised ego the decision created.While we are very much in favor of promoting internal candidates, rewarding success, and creating loyalty and incentive, it is important that it is done right. Training is crucial, while most organizations are ready to spend time and money for ongoing training for front line reps, there seems to be reluctance on spending money for managers. When we present our Manager and Coaching programs, organizations seem to point to internal programs (as outlined above), and other reasons for not moving forward.We often point out that the ROI on training managers is greater than on dollars spent on C players, and have a longer and more sustainable impact on sales success and growth. But in most instances they seem more willing to just train the reps, all of them A, B and C reps (more on this concept in future issues). At times even saying that they feel their managers are challenged in a number of areas, but they first want to work on improving their reps, then deal with the managers once the numbers are better. Unfortunately, the reality is that unless you address all parts of the issue, you will likely not get the long term results and benefits your sales organization could consistently deliver.For more information about our Manager training and Coaching programs, please contact us at info@sellbetter.ca.Tibor Shanto, is a Principal with Renbor Sales Solutions Inc., with over 20 years of sales experience, from telemarketing to leading a global sales team focused on providing top end solutions. He worked with and helped to improve performance for sales professionals in a wide variety of fields, from financial services to on-line B2B specialists.Renbor Sales Solutions provides a total approach to managing sales and prospecting activity; building profitable relationships. Helping organizations sell better by effecting measurable improvements in the most critical aspects of the sales process. Programs focus on: Real Prospects ? Real Sales ? Real Measurable Results. For more information on helping your team sell better, write to: info@sellbetter.ca, visit http://www.sellbetter.ca or call 416 671-3555.

Bandu2 - Herit.gif  వర్గం: సంఘము   »   0 పుస్తకాలు   »   తేదీ: 02/01/2012 05:46   »   ద్వారా: Mouhamadou-bamb ...

arrow right How to Write a Business Plan Sales Section for a Mobile Service

We all agree one of the most important parts of any business is Sales. We also know that to get sales we must advertise to let potential customers know of our offerings. When writing a business plan you must have a clear and concise picture of how you will generate sales for your business if you are to attract favorable loans and proper capital to succeed. I cannot impress upon you enough of the importance of these sections in your business plan. So much so that I want to offer you this sample to assist you in writing your business plan for your next most important entrepreneurial endeavor.You will need to print this article and then read the paragraphs below and of course modify them to fit you business model. Carefully describing how you will go about your sales and which methods of advertising you will use to bring in your customers. Then construct your own Sales and Advertising Sections for your business plan. My sample is for a mobile car wash business that is a franchise and is pretty straight-forward, it will give you ideas and insights to complete your own. Continued Success.- - - - - - - - - - - - - -SalesWe will initially use direct sales as our primary sales technique. We will casually walk into businesses and offer our services. Other forms of initial contact will include fax marketing, e-mail, flyer distribution, car wash fundraisers and car wash free-bee give aways. We will follow the franchisor's recommendations on sales lines that are updated periodically on cassette tapes. We will play these tapes in our work trucks so all crew members can close sales and up-sell customers instantly in the parking lots and offices.We will also follow the franchisor's pricing policies. When we find something that works extremely well in our territory we will push those services. It is in the Franchise Circular and Franchise Agreement that we must charge no less than $5.00 for a basic exterior car wash. The other prices can vary. We intend to retain the highest possible profit in the services we provide. We want repeat customers, so we will find a happy medium for our clients (supply and demand).For promotions we will continually:Give out car wash door prizes at civic group meetings, bingo nights, chamber of commerce, etc.Plan car wash fundraisers at least once per month for kids.Fax out car wash discounts on poor weather days.Sponsor civic programs such as Neighborhood Mobile Watch Program, Arson Watch Program, etc.AdvertisingOur advertising will be extensive. Our franchisor will help us achieve additional market penetration up to 1.2% of the population (based upon a population average of 40,000) for every truck we are using. Their advertising help will include some of the following:Bidding On Government AccountsDirect Mailings of Previous CustomersFax On DemandFleet Sales Campaigns (Every Three Months)Internet Home Page ReferralsRadio PackagesWe will spend our local advertising dollars very carefully on things like: Booster Club programs for youth sports, flyers and inserts in newspapers. All of our flyers will have local advertising on the reverse side. This will offset most or all of the printing costs. Our franchisor has proven over and over that these are the best forms of advertising for mobile automobile services.Marketing Funds Distribution BreakdownInsert Chart.MediaFree publicity has always been easy for those companies that have new concepts and flair. Our company will have ultra high visibility. Our truck(s) will be bright yellow, have large signs and perform high profile car washing fundraisers for non-profits groups. Our crews will be high energy young men and women. Here are some of the places we will submit pre-written stories and press releases:Chamber Of Commerce NewslettersContractor NewslettersLarge Company NewslettersLocal BBS Bulletin BoardsLocal Cable CompaniesLocal Industry NewsLocal NewspapersLocal Radio StationsReal Estate Multi-Listing BooksOur franchisor will custom make public relations material in the event our preinstalled press release files in Microsoft Word are not applicable to the given situation.

Bandu2 - Herit.gif  వర్గం: సంఘము   »   0 పుస్తకాలు   »   తేదీ: 02/01/2012 05:46   »   ద్వారా: Mouhamadou-bamb ...

arrow right Outsourcing the Sales Function

Small to medium companies that want to increase sales or profits and find it is possible to outsource sales should - do it! At this point most business owners and executives either become overwhelmed with doubt or fear.Here's what we hear: "We can't give up control of sales, that's too risky.

Bandu2 - Herit.gif  వర్గం: సంఘము   »   0 పుస్తకాలు   »   తేదీ: 02/01/2012 05:46   »   ద్వారా: Mouhamadou-bamb ...

arrow right Small Business Marketing: Overtaking Your Competitors

Few businesses keep tabs on competitors, yet such knowledge can give you a distinctive competitive edge. Building a file on them, looking at everything from the customer's viewpoint and asking suppliers and employees what they know about them can be worthwhile. Keeping a jump ahead of the competition means knowing precisely what they are up to. Here are some tips to help you stay one, if not several, leaps ahead.Step 1 Get clear on your marketing mixYou will often here someone on the website refer to the marketing mix. This refers to the five P's of marketing. Product, Place, Price, Promotion and People. Any business who combines the 5 P's effectively will be successful.Who is Your Customer? In order to tailor your marketing and advertising strategies to appeal to the tastes and interests of your market, you must first identify your customer. In order to do this, you it is necessary to conduct thorough research of the consumer marketplace. Keep in mind, the more information you have about your target market, the better able you will be to develop a successful marketing plan.A market profile typically uses primary and secondary sources to answer key questions about a potential market. A profile is a picture or an outline. Information that makes up the social profiles of the people in your target market is called demographic information, and includes:age, usually given in a range (20-35 years) sex marriage/partner status location of household family size and description income, especially disposable income (money available to spend) education level, usually to last level completed occupation interests, purchasing profile (what are consumers known to want?) cultural, ethnic, racial backgroundA clothing manufacturer may consider a number of possible target markets--toddlers, athletes, grandparents (for grandchildren), teenagers, and tourists. A general profile of each of these possible markets will reveal which ones are more realistic, pose less risk, and which are more likely to show a profit. A test market survey of the most likely market groups, or those who buy for them, such as parents for babies and toddlers, can help you separate real target markets from unlikely possibilities.The Right Product What are your customer's needs? What do they expect to get when they buy your product or use your service? The right product is the one that best fits their requirements.People who eat in restaurants want more than a good meal. They might expect quick service, a reasonable price, a vegetarian menu, a children's menu, entertainment, a drive through window, or to be identified with a trendy crowd. It becomes a difficult and probably an unprofitable venture trying to satisfy everyone's needs.If you have identified your customer and listed their expectations, you can design your product or service around their requirements.The more you fulfil your customer's expectations, the better the quality of your product. Think of your product or service as more than just what the customers pays for. When you are planning your business consider how the whole transaction meets the customer's needs.It is important to note that developing the product or service COMES AFTER you have identified the customer and their need. If you have an idea you think might be worth pursuing, develop the concept only when you have determined a genuine need and interest in the product.Then let the market help you develop it and strengthen it. Most small businesses fail because the market was not enthusiastic about their idea and the entrepreneur was too vested to listen to the market early in the process.Positioning your Business Positioning refers to the image customers have of your business. The goal is to create a business image that enables you to position your business in such a way that, in essence, it acts as a natural magnet for your intended customers. A number of factors that customers often look for include:price (i.e. cheapest price, fair price, price for quality, etc.) assortment parking service sales personnel quality fashion convenience location atmosphereYour overall position should emphasize those areas that your customers value most, and those which make you different from your competition.Pricing Techniques The importance of pricing can not be underestimated as incorrect pricing can often result in the failure of a business. New businesses often make the mistake of either charging too little or too much for their product or service. So to help you avoid making one of these mistakes, the following section will outline some of the guiding principles of price determination. Price is a key part of marketing. Setting prices is called pricing.Pricing to the Market Compare prices with your competitors for similar products and services. Set the price range that customers will expect. You can use that market price range--what is acceptable to the market--as a guide to set your prices. Businesses or people to whom you sell may also price to the market by telling you what they will pay for your product or service. As you keep records of actual costs, the cost approach to pricing will help you make sure all your costs are covered, which may not be true in a market approach to pricing.NOTE: Be careful about under pricing in order to compete or make sales. Use competitor's prices to establish the price range for similar products or services but don't under price; if your true costs are higher, your final prices will have to be higher.Cost Approach to Pricing Price must cover all costs of goods/services sold, including production costs of supplies, materials, fixed overhead, and time/labour, plus a profit. Costs should include costs of production, labour and non-labour, including overhead or fixed costs as well as supplies and materials. Use this simple formula in setting a price (per unit): Total Costs of Production Per Unit + Desired Dollar Profit Per Unit.Businesses can set different profit rates, for example 15% profit on supplies and materials, 20% profit on labour/time, and 25% profit on overhead. These more complicated approaches to pricing usually emerge in response to the special needs of a particular business.If your research reveals that similar products or services are available on the market at a cost much lower than what you could offer, you may have to either adjust your profit margin, the return you expect, or decide to provide enough specialized service or selection that the market will pay the extra. Alternatively, you may be forced to conclude that you cannot afford to make this item or provide this service and look for something else to do.NOTE: Remember to cost materials at the level it costs to replace them - NOT at original prices; include salaries as a business expense; include interest in your business cost calculations -- interest that could have been accrued had the money used in the company been invested elsewhere (i.e. a bank); make allowances for future refunds, servicing, bad debts, amortization of capital costs of equipment or machinery.

Bandu2 - Herit.gif  వర్గం: సంఘము   »   0 పుస్తకాలు   »   తేదీ: 02/01/2012 05:46   »   ద్వారా: Mouhamadou-bamb ...

arrow right Energize Your Organization

No matter what you do, it seems, your employees do only what's absolutely necessary to get along. You've handed out raises across the board year after year. You've been as generous as you can be with various incentives. Now you're at wits end. You ask in frustration, "What will it take to motivate my employees?"The answer is not in the workers, but in your organization. Employee motivation is usually treated as a problem of the individual worker. Motivation programs and initiatives try to inspire employees to work harder, but they do nothing about the work conditions that continue to demotivate those same employees.Discover the flaws in your organizational systems that are demotivating your employees and eliminate them. For example, if your reward systems reward speed over safety, then your employees aren't motivated to work safely. Eliminate unclear or conflicting expectations. And, at the same time, add elements that motivate your employees, such as delegating authority.One of the best ways to motivate your employees is to break with tradition and reengineer processes. Motivating employees today means breaking away from the employee-as-cog tradition. Encourage employees to be active, think and take initiatives, and enjoy their work.Keep your employees productively busy. In motivating organizations, employees should leave work feeling that they accomplished something worthwhile. Don't allow them to be passive. For example, instead of letting them wait for assignments, encourage them to use downtime to carry out self-improvement activities or ways to improve their jobs.Your organizational system should encourage employees to have fun. For example, let them jazz up the physical environment with personal decorations. Part of encouraging fun is a offering a variety way of life, such as job sharing and temporary work assignments. And when you let employees make more choices in their work schedules, break times, and special projects, you'll find that productivity will go up.Motivational production systems encourage self-measurement. Use performance measurement positively to encourage, facilitate, and guide, not control, punish, or find fault. Allow employees to measure their own performance. It's the surest way of showing that the system is there to help, not "get" them. This helps create a climate of appreciation. And well thought out expressions of appreciation are powerful motivators.Traditional or "Industrial Age" organizations do all the planning while employees are simply asked to implement what management has planned. This separation between "thinkers" and "doers" is demotivating to non-management employees. We are now in the

Bandu2 - Herit.gif  వర్గం: సంఘము   »   0 పుస్తకాలు   »   తేదీ: 02/01/2012 05:46   »   ద్వారా: Mouhamadou-bamb ...

arrow right Generous Donor Refused (how qualified business slipped away)

Generous Donor RefusedPicture this. You are a fund development director for a respectable school at a well-known state university. Someone calls and says they wish to donate $25,000 for a special scholarship fund in honor of her deceased brother, an alumnus of the school. What would you say? If you think like we do, you'd say, "So sorry about your brother. Thank you for selecting us. When can we get your check!"In this case, the fund development director responded, "Sorry, we have a minimum donation of $50,000." The prospective donor then said, "In addition, I have a huge bequest in my will for your school. That would put you well over your minimum. Surely that would satisfy your requirements." The development director stuck to her understanding of the rules and let the donor ?and her money?go.Instead of reporting the regrettable situation to the dean of the school (the fund development director's boss), the donor changed her will and has designated all of her money elsewhere. What are the chances that the dean ? the boss - will ever hear about the sizable scholarship and donation that didn't make it into their bank account?Actionable Improvements We often find blind spots within our clients' organizations in the areas of incoming lead capture. For one of our clients, we recommended the establishment of a checks and balances system for analyzing all leads that come via their front desk and via their web site. The analysis of the leads or inquiries is not just left with one person. Anyone who answers the phone is expected to log all calls that come in (a system can be designed to make that really painless). Several people are charged with reviewing all inquiries that come to the website. This may seem redundant, yet each person interprets a "lead" differently. As a result, many different creative responses to leads have brought in business that may have been ignored or rejected. Your goal should be to prevent prospects from slipping through the cracks.Every executive should have ongoing discussions with those they supervise to make sure they have a healthy understanding about what it takes to be creative when prospects call. It may also include occasional mystery shopping from an outside resource.If you are one of the People at the Top, how confident are you that no qualified business is being turned away?Darcie Davis, President of Davis, Kingsley & Company. Darcie is a management consultant, speaker, author and trainer. She works with companies to secure genuine feedback from their clients before advising them on strategic decisions about sales, marketing, and operations. Her advice will keep your clients out of the jaws of the competition. Learn more about Darcie and the services offered at her firm at: http://www.DavisKingsley.com

Bandu2 - Herit.gif  వర్గం: సంఘము   »   0 పుస్తకాలు   »   తేదీ: 02/01/2012 05:46   »   ద్వారా: Mouhamadou-bamb ...

arrow right Leadership - How To Turn The Vision Into A Reality

Be clear about where you are now. Audit your strengths and areas for developmentWhere do you want to be?What needs to be done to eliminate the gap between your dream and the reality?Prioritize ? Look for quick wins, consider those things which will have maximum long term impact. Build solid foundations, think of sustainability!Set challenging but realistic targets. Aim high.Communicate the vision, and keep doing so. Ensure that all stake holders understand and subscribe to the vision.Who do you need to involve? How will you ensure they sign up to and stay committed to the vision?Think about the language you use ? sound positive, if others think you are confident it can be achieved they will gain confidence too. Develop a "Can do" mentality within the staff. For every problem there is a solution, encourage others to see themselves as problem solvers not problem givers.Create clear lines of communication which operate at every level and in all directions.Break each priority down into small achievable steps, involve the team.Who needs to do what ? by when? Set a timetableIdentify the roles and responsibilities for all staff; ensure that staff take ownership without creating a "jobs worth" approach.Ensure that people are appropriately trained and that training is updated.Build in the monitoring and review process from the start so you can evaluate performance and be prepared to adjust as necessary. (By creating a culture of development rather than blame huge potential will be released.)Celebrate success; remember to thank people for their contribution. The best leaders give credit to the team.Develop professional honesty within the staff, constructive feed back can be invaluable.Educational Consultant, writer and life-coach Gina Gardiner loves working with others supporting them to make the best of their potential.Gina was the Head Teacher (that is Principle) of a large, very successful Beacon school on the outskirts of London for over 20 years. The development of people has been central to the school's success and her passion.Gina has a huge interest in education, she has led a wide range of training and facilitation activities with individuals, schools and other organisations, In her work as coach/mentor she supports people at individual or organisational level to develop confidence, leadership and people skills and effective delegation; empowering them to see themselves as part of the solution. If you would like to know more email: gina.gardiner@ntlworld.comGina Gardiner is also the author of

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arrow right 8 Line Items of a Trade Show Budget

Budget Guidelines for Trade Show MarketingB'techa didn't know - Trade shows are the second largest expenditure of corporate marketing dollars in the US. Only the field salesperson costs a company more.How much of that money is wasted? Oodles - if you don't know what you're doing and how to track it.Clients often ask, "How much does it cost to do a trade show?" It can be a little or a lot. Remember - a tabletop show at a Chamber of Commerce networking event will cost you significantly less than a 10-day international event, but these EIGHT major components are good guidelines in budgeting.1. The Rent on your Space - The only constant in trade shows is the real estate -that piece of gray concrete you rent. Some shows are priced by a flat fee. Most are priced according to a square foot (sq. meter) standard for the show. Generally, it's 10sq ft or 3sq meters (about 100 sq. feet). Prices will range from $10-$100/sq ft, or $1,000 to $10,000 per space. Check your calculations carefully.2. On-floor Expenses - Anything that requires labor or utilities for your exhibit. This includes all labor (i.e. - I&D installation and dismantling - to setup and tear-down your exhibit) and utilities - electricity, gas, water, compressed air, etc.3. Your Exhibit, Graphics and Accessories - All of the physical parts of your exhibit, including design fees and production, and crating.4. Freight and Drayage - These can be confusing terms, so here is the easy way to remember. Freight is how your exhibit gets from anywhere (your office, warehouse or another show) to the current show's loading dock. You can put it in a car, send it by plane, ship, bus or truck. Drayage, on the other hand, has a very specific meaning. It is only the movement of your exhibit from the loading dock to your exhibit space and back to the loading dock. Then "freight" takes it from the loading dock to its next destination. Drayage can be the most expensive word you don't know.5. The Cost of Your Time - If you weren't at the show, what would you be doing? Consider there are now three workloads you carry when you exhibit* the work you are doing at the show (booth duty, seminars, networking, meeting with clients, etc.)* the work you have at your office - if you're not there, who is doing your work?* the Internet work - I'm seeing more people spending hours after the show making doing business via email and cell phones..6. The Costs of Travel and Entertainment - From the time you leave until the time you return, you're spending money. Keep careful track of T&E expenses for you and your staff.7. Promotions and Advertising BEFORE the Show - The really smart exhibitors know that trade shows are not isolated marketing events, but part of a continuum of sales and marketing. For example, your ad in the trade publication for the three months prior to the show may be part of your general advertising budget or a special ad just to announce your attendance at the show. In this category include premiums, show specials, ad specialities (giveaways), dealer incentives and other promotions.8. Promotions and Advertising AFTER the Show - Here's a scary thought. EIGHTY PERCENT (80%) of leads aren't followed up. Forget the advertising and promotions, just send a simple Thank You note within a week of the show. Follow-up with phones calls, appointments and whatever else in normal in your sales cycle.All of these eight items cost you money, but the most expensive is #8 - if you don't consider your sales cycle and follow-up properly - then #1 through #7 are wasted.Julia O'Connor - Speaker, Author, Consultant - writes about practical aspects of trade shows. As president of Trade Show Training, inc,, now celebrating its 10th year, she works with companies in a variety of industries to improve their bottom line and marketing opportunities at trade shows.http://www.TradeShowTraining.com -- 800-355-3910

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arrow right Sex, Drugs, & Rock-n-Roll: Trade Show Traps and Tips

Sex, Drugs & Rock-n-RollHere's the Scenario...You're at a trade show. Out of town. It's probably an unfamiliar city. Maybe overseas. Lots of strangers. There's a client or two. A couple of buddies. Lots of opportunities to do business. Lots of opportunities to get yourself in a bind.This Commentary is about how to stay out of trouble, save your dignity and keep your job.Trade shows are hard work - both physically and emotionally. It's tiring to travel. Hard to be away from home. Boring to be pleasant and smile for hours. And, a blow to the ego when people ignore you, don't respond to your comments, look the other way when passing your booth, or just say "no" to your offer.There's pressure to produce. Talk with prospects. Entertain clients. Look for partners. Scout out the competition. Get the business. And, increasingly because of technology - e-mail, e-fax, cell phones - keep up with your "real" job at the same time. So, it's easy to fall into the traps of your normal stress reducers - the inter-relationships of sex, drugs & rock-n-roll.The Lectures and the Tips...I call these behaviors - Things your mother taught you not to do, but since you're away and you think nobody knows you, you can get away with them. Sorry, somebody does know. And that's you.Sex - Ah, how nice it is to be loved. Or at least enjoyed for a short period. The temptations and availability of anonymous sex are high when you're away plus there's the chance to have a rendezvous with a co-worker, client or other business acquaintance. Magic moments fizzle fast when the sun comes up. Remember, your life is longer than the trade show.Drugs - Does your company have a policy that allows you to buy, sell and use illegal drugs? Doubt it. You are on company time from the moment you leave your home until you return. Not only do you endanger your career and industry reputation, you run the risk of breaking US and foreign laws. Jail? Not a nice experience. Note that the U.S. Embassy cannot bail you out if you break foreign laws.Are you traveling with legitimate prescription drugs? Keep them with you in the original bottles with the pharmacist's labels, keep a written copy of the prescription details in another location (in case you lose the vials and need refills). And most importantly, don't double up doses because you feel ill or uncomfortable. Check with your physician before you leave in case you have a minor emergency. This is especially true if you have allergies, a heart condition or use mood levelers. For example doubling tranquilizers may calm you to the point of stupor.Rock-n-Roll - Hey, it's Party Time. Free beer. Free booze. Lots of great food. Music to rock by. Business is on a roll. You're king of the hill and queen for a day, you're entertaining and being entertained. What a life!With some clients and in some cultures, you're expected to indulge in Party Time behavior. Drink a lot. It's OK to get drunk. Cozy up to the hostesses. Let your hair down and have a good time. Party hardy. Here's a secret - You can still be pleasant, have a good time and stay sober.Why be a prude when party opportunities abound? Because you're smart. You know alcohol loosens lips. Your hosts are now willing to brag about their business - details on the newest product, personnel shifts, corporate goals and insider gossip. If you're sloshed, you won't remember. If you're drinking club soda with lime, you will.Conversely, when you're drinking, you may trash your boss, reveal company secrets, ask the wrong person for a favor and be generally boastful and obnoxious. You'll be memorable for all the wrong reasons.When sober, you're smarter because you're gathering critical market intelligence - information to get you ahead of your competition and be a leader in industry trends. Remember, at a trade show and all surrounding events, you are what people perceive as Your Company. How you act is how people view your firm.The Solutions...There are ways to avoid these traps. Here are perfectly legitimate excuses for not indulging in wayward behavior, but you have to make the rational decision to use them.Think first of your health. Anything you knowingly do that endangers the health of you and your family is stupid, and hard to explain. Keep the wedding band on. Be polite and say no. The major VD's are still around, though treatable. But as global travel expands, new viruses and diseases are popping up and transmuting. Besides the emotional trauma associated with sexual escapades, the health risks are just not worth it.Understand your corporate policies from using drugs to paying bribes to accepting gifts. What's standard at the office, applies away from the office. If you don't know your policies, ask before you go. Better be safe than sorry.Examine your religious beliefs and laws. Adultery is a big sin in most religions. So are lying, cheating and stealing. We all want to do business with people who are trustworthy. It's your responsibility to demonstrate that.Trust your gut. If you're uncomfortable in a situation, get out. Whether it's physical danger or an emotional jolt, your intuition is your best guide.You can say "No, thanks." Because of health, corporate policy, beliefs and intuition. But the main reasons is because you're a trustworthy person.Julia O'Connor - Speaker, Author, Consultant - is an expert in the psychoology of the trade show environment. As president of Trade Show Training, inc. she counsels clients around the country about staff selection, behavior and results for trade shows.http://www.TradeShowTraining.com -- 800-355-3910

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arrow right The Hardest Job Of A Trade Show

You've heard this before: There were four people named Everybody, Somebody, Anybody and Nobody.There was an important job to be done and Everybody was sure Somebody would do it. Anybody could have done it. Nobody did it. Somebody got angry because it was Everybody's job. Everybody thought that Somebody would do it. But Nobody asked Anybody. It ended up that the job was not done, and Everybody blamed Somebody, when actually, Nobody asked Anybody.Question is - What was the Job?At a trade show, the job that Anybody can do, and Everybody thinks Somebody will do, but winds up being that Nobody does it - well, that's the follow-up part.The Center for Exhibition Industry Research (ceir.org) says research shows that up to 80% of leads gathered at a show are not followed up. Bottom line, that translates to - you've wasted 80% of your money.Here are tips for recouping your investment and improving your bottom line:1. What's Your Purpose at the Show? If it's to gather leads, then that should be the main focus for the entire process - before, during and after the show. What if it's something else, like meeting with clients or recruiting employees? That doesn't absolve you of following up leads. You still have to do it.2. What's a Lead? Define before the show what you consider a lead. Is it a company that will purchase within a certain time period? Has a certain budget? Is looking for a particular product you sell? You can separate the contacts into levels - A, B, C or hot, medium, cool - and work them that way. But they still have to be contacted.3. Who's Responsible? Before you get into the Body problem - any, no, some and every - write out the process. Produce a schedule for following up. The first contact should come within 10 days of the end of the show. Otherwise people forget who you are. The trail becomes cool, then cold. Determine names and responsibilities at each step of the follow-up process. Accountability is important. Make certain people know what is expected of them, and who else is in the process. This is critical when the person staffing the booth is not the person who does the actual call. The farther and longer the process from the show site and date, the more chances there are to lose the lead.4. What's a Follow-up? At minimum it's a Thank You note to every contact you made. These people invested time and money to come to the show, time and effort to stop by your booth. The simple courtesy of a Thank You goes a long way in today's fast paced and impersonal world. If you listened properly and were able to gather specific information, you can provide a quote, supply answers and have a real reason for the follow-up call.5. What Should You Send? Unless requested, do not send the $20.00, 20-pound corporate package of literature that tells absolutely everything about your company. Do not send an obvious form letter ("Thank you for visiting us at the ABC Expo in Booth 6543 six months ago...").Do Send:* your business card - people will remember a logo and spelling of names and companies * information about your company - a generic piece is fine * the specific answer to the question - My company can help your company ____ (crunch numbers faster, ship with less hassle, increase accuracy in testing) * any samples, price lists or references which will help speed the sales cycle.Remember - The job that Anybody can do, and Everybody thinks Somebody will do, but Nobody does - well, that changes when all understand the importance of trade show follow-up.Julia O'Connor - Speaker, Author, Consultant - is an expert in the psychology of the trade show environment. She understands the reluctance of some staff to be company players at a trade show - the

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arrow right Rotten to the Core: The Story of How the Best and Brightest can be Ruined

The objective of an incentive is to incite action within an organization using a device or mechanism that that allows the rewarding or recognition of behaviors. This can be accomplished by offering preferential treatment, money, privileges, promotions, verbal praise, or complements. With that states, I suggest the answers to the questions above are:~ YES ~ ~ YES ~ ~ YES ~I admit this topic is not the norm when it comes to the subject of employee moral. Usually this type of discussion involves companies that are not in tune with the pulse of their workforce and have severe performance issues that could be further aggravated by either non-existent or poorly functioning incentive programs.The one thing you will not walk away from at the conclusion is that somehow recognition is wrong, or that employees should not be motivated, and that incentives are no longer a viable factor in performance related issues. However, sometimes while trying to do the right thing excessively well can actually produce the wrong results, for the right reasons.I believe that the greatest management principle explains that what gets rewarded gets done. If you are not getting the desired result within your organization, ask yourself what behaviors are being rewarded. It's a very simple, but very powerful question.I've practiced it, trained others on it, and believe it should represent the cornerstone in any improvement initiative. Over past 8 years, I've created countless bonus structures, incentive plans, and contests designed to drive sales performance, attendance improvement, attrition reduction, and quality initiatives for entry-level employees all the way up to senior managers. When I say, "I believe in recognition, and incentive programs", I mean it and have the experience to back it up.I like to think of incentives and recognition as wonderful little gifts that are awarded to the best and brightest for going above and beyond or for one's voluntary willingness to perform a potentially undesirable function in attempts to assist the organization. Employees work for their agreed pay rate, and these gifts are sprinkled around to promote an environment of appreciation and good will for a job that is both appreciated and well done.With all this good will in the air, what seems to be the problem? What happens in the midst of the chaotic business environment is the context of the incentive can become confused. Without context, the meaning and objective is no longer anchored and becomes subject to interpretation. These suggestive interpretations can originate from poor communication, lack of specificity, or failure to maintain the differentiation between job expectations and an incentive or reward. In a worse case environment, context and interpretation loss can create an informal employee contract where performance is no longer contingent on their agreed to wage, but rather on the existence and significance of an incentive.To help your visualization I've included both obvious and subtle situations that can result from interpretation - context loss.Attendance Trap? To discourage absenteeism an incentive bonus is put in place, as a result employees come to work and have great attendance. Supervisors support this policy by encouraging workers to come to work so they do not miss out on the bonus. The employees continually receive this incentive, but then attendance improves for the organization, and the bonus is dissolved.? What is the context in which this employee will view this situation?? How will they view the value of attendance without the incentive?Sales Slip? An incentive program is put in place to boost poor sales performance. If an employee meets their sales goal, they can receive an incentive of several hundred dollars. Supervisors encourage their reps to do well so that they can be "in the money". This continues for several months. Employees are now expecting this as part of their income, but due to financial problems with the company, the incentive is discontinued.? What is the context in which this employee will view this situation?? How will they view achievement of their sales goals?Supervisor Motivation? As a super seller, an employee's consistent performance ensures her team is ranked among the best within the company. The employee has an attendance issue, but is solid player when present. The supervisor is lenient on the attendance policy, and chooses not to hold the employee accountable for fear the employee might come to work even less or eventually have her employment terminated due to poor attendance. Instead the supervisor discusses the value of being at work and says that the policy needs to be followed, but in conclusion congratulates her on her success with sales.? What is the context in which this employee will view this situation?? How will the supervisor be viewed?Team Quality? In this situation the associate comes across a rough and abrasive to customers, but his aggressive approach produces high sales numbers. The other team members are aware that his quality is below standard. The supervisor in an attempt to recognize his top-seller presents him with a certificate and $5 gift card in front of the team and shakes his hand for a job well done.? What is the context in which this employee will view this situation?? What is the context in which the employee and his team will view quality?Lack of facts? An employee has a daily issue with taking excessive breaks. One day, the employee received kudos from a customer for doing a great job handing a tough issue. The manager hears about the compliment but does not know of the problem with the individual's excessive breaks. The manager in an attempt to recognize good performance makes a generic statement by telling the employee they are doing a great job and to keep it up.? What is the context this employee will view this situation?A manager's error? A supervisor is continually recognized for strong leadership and decisive action. The manager in an attempt to keep this supervisor motivated continues to praise her excessively at every opportunity. The supervisor receives the employee of the month award and has excellent team statistics. The manager placed this supervisor on a pedestal that was unrealistic and could not be sustained. Soon the supervisor makes an error, and the manager has to coach her for the first time.? How will this supervisor view her manager situation?? How will this supervisor view this situation?Additional tips and areas of caution for the above situations:? Use specific recognition, as opposed to blanket praise.? Keep employees grounded by reinforcing the fact that they are paid to do a job, and anything extra is not permanent, and represents a gift from the company.? Bending the rules or rewarding top employees with un-balanced performance can effectively disgruntle and suppresses your entire middle population.? Using an incentive in place of a performance management process builds a culture that only performs when rewarded.? Unrealistic standards only create a higher level for employees to fall from.As you consider the above scenarios and examine similar situations in your own work setting, dwell on the importance of context, and how it applies. Focus on perception and understand that it is reality. Remember, while trying to do the right thing, you can get the wrong results. Above all, remember to use the greatest management principle as your guide:What gets rewarded gets done. If you're not getting the result you are looking for, ask yourself, what's being rewarded?http://www.righttolead.com - Have you earned the Right To Lead? Aubie Pouncey is a contributing writer and member of this new website. If you are interested in his ideas or are looking for effective ways to manage then you will be interested in this: http://motivators.righttolead.com

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arrow right The Hidden Competition: Avoiding the 2 Most Common Competitors

There are really only two types of competitor:1. Obvious2. HiddenThe obvious competitors are, well, obvious! You'll probably know who they are. You might even meet up for a drink with them and bump into them at networking events. You'll have analysed their offerings and

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arrow right Moving a Business Relationship from Free to Fee: Turning Strangers to Frien

In the last issue I shared with you a technique for getting permission to follow up with people who have seen you speak on stage. This was just one example of a tactic for filling your pipeline.In these next two issues we'll look at one of our favourite and most powerful tactics for attracting new leads and turning complete strangers into customers as efficiently and enjoyably as possible.So buckle up and hang tight as we take another trip down the Lean Marketing Pipeline...Whenever we attempt to attract new business, we're paying for the privilege. You're paying to educate, inform, attract and persuade. Right up to the point where they pay for the product or service you provide, you're parting with money and time in return for nothing but their attention.So, if you're already giving all this time, energy and money away for f'ree then it's not going to hurt to give something away that they actually value, want and need. In fact doing this sets up a nice chain of events and really helps to move people through your relationship pipeline.Believe it or not, people don't like being sold to. We like to believe that we make decisions based on rational thought. That we chose a particular course of action because we were shrewd and well-informed. We like to feel in control and expect to be treated respectfully.Being sold on a freebie?Well that's another thing entirely. If we're offered a f'reebie and it looks interesting enough then we'll take it. There's nothing wrong with being guided to something of value - we just don't usually like the hard sell.So a f'reebie can be seen as a little sweetener for getting strangers into your pipeline or as a bonus incentive for people deciding to buy what you sell. We'll look at a few categories for the freebie, how you might use them in your pipeline and the pros and cons but first, let's just consider why a f'reebie is probably your most powerful persuasion tool.5 Reasons Why The F'REEBIE Is Good:1. You're Paying Anyway...You're usually paying to get people to do something that they'll initially resist. Give something for f'ree and they'll usually gladly give you useful information and permission to contact them in the future.2. Everyone Loves a Bargain...People who found the f'ree information useful will probably tell their contacts how to get hold of the same information. This applies equally to potential customers, the press, resource guides and websites. You can get a lot of unpaid sales-people on your side with very little effort.3. Humans Are Generally Reciprocal...You scratch my back and I'll scratch yours is the mantra for many animals but especially humans. Many of us even have an aversion to being 'indebted' and may go out of our way to ensure our 'debts' are repaid. Potential customers might just be tempted to give their business to you over a competitor, because they 'owe you one'. Once they've made the decision all you have to do is deliver what you promised.4. Feel Good Marketing...By deciding to give away information to others without expectation of reward you'll feel good. For those people who've always thought marketing was a form of manipulation then approaching the process from a place where you give first can make the whole process far more pleasant.5. You Look Like A Hero...If you provide something truly useful and don't even expect payment then people will think you're a trustworthy character. If you provide big value without asking for a penny in return you could look like a hero. People look to, trust and admire heroes. It's good for business to have your customers looking to you, trusting you and admiring your work don't you agree?In the next issue I'll give you ideas for creating powerful freebies of your own. But as a really easy start to get you into the spirit of things why not just share something of ours for free with your contacts today? I've found that pointing someone you've recently met to some useful information is a great way to start a new relationship off on the right foot.You could...* Tell them to join you on the Lean Marketing Champions eZine by sharing this link... www.leanmarketing.co.uk/free-news.php* Point them to a selection of f'ree eBooks by sharing this link... www.leanmarketingpress.com/books-free.html* Let them know about a fantastic publishing package that gives authors 50% royalties by sharing this link... www.leanmarketingpress.comGivers Really Do Gain - Try it today and see for yourself!'Dangerous' Debbie Jenkins debs@debbiejenkins.com(c) Copyright 2005 www.BookShaker.comSUMMER CAN BE SLOW FOR BUSINESS But don't let that get in the way of your success. This is the ideal time to work on your business rather than in it. Get 2 F'REE eBooks and prepare for more success with less effort here... http://www.leanmarketing.co.uk

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arrow right When Its DUH? Time at Trade Show - 3 Little Words Save the Day

TIME, MONEY, HASSLE - You can make a sale on one of the Three Little Words, but when you sell on two of the three, you'll have a very loyal client.You've have product training and sales training, you reviewed your company's web site and literature, you understand the demonstrations, and the marketing ideas behind the exhibit design. You're ready for the show.But now you're standing in the booth and it's Duh? time. You can rattle off the features and benefits, but what does the person standing in front of you want to know?It can be boiled down to three little words - Time, Money, Hassle.They want you to save them time, charge less money and cut the hassle. Actually, it's what we all want when we shop ourselves, whether for banking or broccoli, wine or widgets. For example - We pay for chopped but bagged lettuce at the grocery store. Saves us money? No, costs a lot more than a head of lettuce, but it saves time and hassle because we don't have to chop it. Go through everything you buy and you'll find an example.You can make a sale on one of the Three Little Words, but when you sell on two of the three, you'll have a very loyal client.Frame your opening comments around these three words and you'll get people's attention. Don't make them ask the questions - be ready to find which of these words is most important to them and match your presentation to their concerns.TIME - We all want time, more time, and trade shows are a time problem. It is compressed - there are only so many hours the show is open, so few hours to walk the aisles and minutes to stop at a booth. Conversations are brief, listening skills are strained and you'll never have enough time to go through the leisurely sales call process.Here are 10 things people want to know about your company and Time:1. What's your order-to-shipment time?2. How long for custom orders and modifications?3. How long is design time?4. Do you stock everything I need, or do I have to wait for parts?5. When will a salesman call on me?6. How long does it take to learn?7. How long does it take to teach someone?8. What training materials and people are provided?9. How long does it take to put together?10. How long will it last?MONEY - Money is important, and saving money in tight times is critical, but remember that beyond pure coin is value. Value is what you should sell. The simple definition is Value = Price + Performance. We all have something in the closet or the garage that we were sold on price alone, and we feel cheated.Here are 10 things people want to know about your company and Money:1. How much is it?2. What's my discount?3. Do you take credit cards?4. Will you finance this?5. What are your payment terms?6. What's your guarantee?7. What's my pay back?8. Why are you higher (lower) than your competitor?9. Do I have to pay for modifications?10. What's the best deal you can give me?HASSLE - If time is money, hassle is both time and money. If you save $500 when you buy, but it costs $1,000 in staff time to get a problem solved, was that a good deal? Of course not. These are the days of push-the-phone-button customer service, of voice mail hell with no live people, of cutbacks in staff who provided the corporate memory of how things really work, and increasingly of look on the web site. (Note - are you aware that more firms are adding a toll free number to help you find what you can't find on their web site? But you have to go to their site and read the small print to get the number!)Here's are 10 things people want to know about your company and Hassle:1. What are the most common problems with your product?2. How do you solve those problems?3. Have you ever called your own customer service department?4. Are you 24/7/365?5. How long does it take to get parts?6. Who does the repair and how long does it take?7. What's the guarantee process?8. Who handles my account and what happens when she leaves?9. What happens if you merge or go out of business?10. What if it just doesn't work for us?We all have true stories about customer service and the time-money-hassle factors. Here are a few of mine.1. I needed a toner cartridge for an old and faithful printer. The local stores didn't carry it and didn't want to special order it, so I called the 800 number of a staple in the office supply business because I had a 15% coupon. It took one hour of call waiting, checking and finally my item was found! It could not be sent to the store so I could use the coupon and save the freight, but had to be sent to me directly. Now I'm on their mailing list and receive a catalogue every week. What a waste, but I've been told it's too difficult to take me off the mailing list. Is this my favorite store? Used to be. Not any more.2. There are lots of ISP tales. Two years ago when the big one bought my little one, I had 13 days of intermittent service while they merged. This year, they changed "something" (their term) and I could receive mail but not send it. I spoke with 11 people over the course of a week, a total of 14 hours. I heard lots of music, lots of "what have you done?" and "let's just start all over". I spoke with supervisors, tech support and marketing. Finally, I found a new kid, who said, "Oh, yeah, we changed something. There, it's all fixed." Without billing them for my time, I figure this one experience cost the ISP five times what I pay in yearly service fees. Will I stay with them. Yes, because I'm afraid the next service will be worse.3. Since I refuse to do business with people who know less about their company than I do, I often ask to speak to a supervisor. Now, I keep pad and paper whenever I make a call, and ask for name and extension. Recent responses - all true!* There is no supervisor.* They can't take incoming calls. Leave a name and number and they'll get back to you in 3 days.* 20 minutes of music, then disconnect.* Just disconnect.* Call customer service. One hour of argument and being passed along via long holding patterns. We can't, never have and/or refuse to solve your problem. Hang up, call same number. Problem solved in two minutes.* Voice mail hell with no option to speak to a real person.* Web sites without real addresses or phone numbers. Contact us is an e-mail address which never responds.Be Brief. Start your conversation with "(My Company) can save your company (time, money, hassle) and we support our customers."Do customer service problems appear at trade shows? Occasionally. Do they happen after shows? All the time. The more you can define Time, Money and Hassle for your clients and prospects, the more profitable everyone will be.Julia O'Connor Speaker, Author, Consultant Expert in the Psychology of the Trade Show Environment Trade Show Training, Inc. PO Box 17155, Richmond VA 23226 804-355-7800 http://www.TradeShowTraining.com

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