Keeping Good Customers: The Art of Customer Retention
by Steven Howard, Howard Marketing Services
Why is customer loyalty so important? For one thing, numerous research studies have shown that if you can reduce your attrition rate that is the annualised rate of lost customers by as little as five percentage points, you can increase your bottom-line profits by anywhere from 25% to 85%.
It's About Increasing the "Other Value"
by Jonathan Narducci, Narducci Enterprises
Usually when management talks about "value" they are describing what their company is "worth" in various terms. The "other value" they are now focusing on is the "value" customers buy! Increasing this "value" is what leads to increasing "worth."
People Need to Feel Appreciated
by Gregory P. Smith, President, Chart Your Course International

Can Customer Service Representatives Become Proactive?
by Dave Kahle, The Growth Coach®
When a person has responsibility for both reactive and proactive calls, the reactive will always swell disproportionately, crowding out the proactive.
Principles of War
by Gregory P. Smith, President, Chart Your Course International
Fighting a war involves careful planning and consideration. The Principles of War have been used successfully for centuries by military commanders the world over as important tools toward achieving success in both war and peace.
Customer Complaints Are Good
by Steven Howard, Howard Marketing Services
One of the worst things customers can do when faced with unsatisfactory service or a poor quality product is not to tell you and leave for the competition.
Process Discipline versus Creativity
by Mark McNeilly
The "yin and yang" of process discipline versus creativity continues today and they are not always in conflict. There are times when adhering to a set process that limits creativity can be important, yet there are other times when one can actually use a process to "create" creativity.
Make It Easy For Customers To Complain
by Steven Howard, Howard Marketing Services
The first component of your complaint management strategy is that you should make it easy for customers to complain.
Achieving Sales Empowerment. Arming your sales people to realize success
by Scott Santucci, CEO, BluePrint Marketing, LLC
In most other industries, sales executives have a lot of empathy with clients. Real estate sales people can relate to the experiences, complexities, and fears of home buying - similarly, insurance executives can do the same for their offerings. However, in our industry, it is almost impossible for a sales person to relate to their customers buying experience.
Reengineering and Dumbsizing: Mismanagement of the Knowledge Resource
by Howard Eisenberg, President, Syntrek, Inc.
To understand the reasons for the radical restructuring process that has recently been occurring in the most modern organizations, people first need to appreciate the underlying transformation of their environment. This is an unusual era of change...
Avoiding Sales Territory Wars
by Marie Warner, President, Warner Sales Architects
Surveys of consistent, successful sales performance show that the single most significant factor in a field rep
When 1 + 1 < 2: How to Beat the Odds When Merging Sales Organizations
by Bob Welch, Principal, Sales Strategies, Inc.
When the deal closes and the merger is completed, the investment bankers, the lawyers, the acquisition personnel all congratulate themselves and move on to the next assignment. Somebody has to run the resultant business. Easier said than done! How do you merge the sales organizations together to create a `win-win' scenario for employees and for customers?
Searching for Meaning in the New Millennium
by Gregory P. Smith, President, Chart Your Course International

21st Century Collaborative Selling
by Bob Welch, Principal, Sales Strategies, Inc.
21st century selling is both dynamic and daunting! Sales reps today interact with sophisticated buyers who increasingly want to purchase standardized, multi-sourced products for low prices. They also demand excellent post-sale support from responsive, stable vendors. If your company can't make the cut, your competitor is waiting in the lobby!
The Sinking of Titanic
by Gregory P. Smith, President, Chart Your Course International

CRM: Not the Solution ... But Maybe a Part of the Solution?
by Timothy McMahon, McMahon Worldwidwe
The old saying says "don't bring me a problem if you haven't got a solution" so lets start with the "CRM problem": It just doesn't seem that CRM (and it's partner Sales Force Automation) has of yet lived up to its promise and expectations.
Sources of Information & Wisdom
by Mark McNeilly
A good idea is to periodically review the sources from which you get your "foreknowledge", then eliminating those sources of information that are redundant or no longer useful and replacing them with new sources of intelligence and wisdom.
Focus on Corporate Governance Requires a New Selling Approach
by Dave Stein, CEO, ES Research Group
Today, more than ever before, if you are selling products or services that are critical to your prospect
Strategic Creativity
by Mark McNeilly
Creativity is not something that belongs only to a few people who are born with it. John Kao, a well-known author of books on creativity (such as "Jamming") supports this view, stating, "Creativity must go beyond generation of new ideas; it must become an ongoing process."
How to Outsell a Competitor Who Slashes Their Price to Win
by Dave Stein, CEO, ES Research Group
A number of my subscribers and clients have come back to me with a question: I'm the Goliath. How do I compete against the smaller, more agile David out there who drastically discounts to win business?
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