Do your business team members have a passion for their work? More importantly, do you? Consultants who study high-performance organizations and high achievers (conspicuously raising my hand) will tell you that passion and success go hand-in-hand.
This month, I’m taking an opposing view of many proven success principles, providing tongue-in-cheek examples that are meant to showcase the right ways to do things, if you read between the lines. Play along to see how your shop stacks up.
Building and sustaining a true world-class customer service organization starts with leadership. That means owners and managers must be actively involved in the customer service effort, lead by example and continuously demonstrate high customer service standards and proper behaviors.
Having difficulty finding talented employees? Take a good hard look at the engagement level of your existing employees first. Spending the last 20+ years in business consulting, the past 10 in my own practice, I have too often heard the plea “we can’t find good people” from business owners and/or management personnel. In fact, if you’re a shop owner or manager, there’s a very good chance you’ve said this yourself at one point or another.
First published in 1990, Stephen Covey’s “The 7 Habits of Highly Effective People” is one of the best-selling and most influential personal development books of all time. In this article, we’ll look at each of the habits and how they apply to maximizing success as a sales/customer service professional.
Stephen Covey’s “The 7 Habits of Highly Effective People” is one of the best-selling and most influential personal development books of all time. The Seven Habits themselves are a simple set of rules for life and powerful principles anyone can apply to improve their personal productivity and performance. In this article, we’ll look at each of the habits and how they apply to maximizing success as a sales/customer service professional.
As I teach all of my clients, effectively improving an organization’s sales and customer service effort should begin with an honest evaluation of the company’s current performance to establish a baseline from which improvements can be addressed and measured. One of the best ways to clearly gauge current performance is to perform a SWOT analysis.
As I teach all of my clients, effectively improving an organization’s sales and customer service effort should begin with an honest evaluation of the company’s current performance to establish a baseline from which improvements can be addressed and measured. One of the best ways to clearly gauge current performance is to perform a SWOT analysis.
Each and every interaction your salespeople have with potential customers on the phone is an opportunity to enhance customer relations, the image of your business and increase sales. So, be honest, are your salespeople properly equipped to optimize each and every phone interaction they have with potential customers?
No customer likes surprises when it comes to doing business with any type of service provider. When customers can count on consistently great service each time they do business with you, their confidence increases and they are far less likely to shop around for their vehicle service needs. But when the customer’s experience is inconsistent
There’s a lot of talk about the importance of providing quality customer service and superior customer experiences to improve customer loyalty and sales. In fact, these topics are the primary elements of my training and consulting practice for the tire and auto service industry. On the flip side, there’s relatively little dialogue about the aspects that turn customers off, harm customer relationships and can ultimately have customers not only leave your business for a competitor, but do so while complaining about your business to everyone with whom they come into contact.
