Ask any business owner if he/she provides excellent customer service and they will undoubtedly answer in the affirmative. Are your customers satisfied? Again a business owner will answer yes. But the follow-up question often challenges those very same business owners: How do you know? There may be the occasional Customer Satisfaction Survey that indicates “satisfied” or “very satisfied”, but other than that, owners typically do not truly know whether or not they have established customer loyalty.
Let’s begin with some honest numbers. According to Bain & Company research, 80% of customers who leave you for your competition, told you they were “satisfied” or “very satisfied.” In that same study, out of 362 companies, 80% of companies claimed to be giving “excellent” customer service, but according to the customers, only 8% of those companies actually did. According to research by Maritz, 43% of customers who leave, do so because of poor service. To make matters worse, 73% of customers left because of employee/worker attitudes and 83% of customers told someone else about their negative experience.
This research tells us that customer evaluation tools are ineffective, at least in the traditional and typical way that they are used to collect information about customers, and their satisfaction. If these methods do not provide accurate data on the satisfaction of our customers, then how can one be sure he is delivering the highest quality of customer service? Again, I ask the question, “How do you know?”
Businesses succeed and fail on their ability to deliver consistent, high quality customer service. The quality and ability to deliver great customer service cannot be defined or determined by the business owner or the management, as research tells us there is an inability to objectively assess one’s own quality of service and customer satisfaction. When research methods indicate a “job well done” or a majority of satisfied customers, 80% will accept the results and pat themselves on the back. However, the savvy business owner, the one truly dedicated to keeping his customers, beating the competition down, and delivering the highest quality of customer service in his/her market, will refuse to accept any accolades and will continue digging for more information, and pushing to provide better service.
As a business owner one needs to obtain objective information regarding the delivery of customer service by the management team, front-line staff, and as the owner. Investing time and money into gaining objective information, is money well spent, especially considering the current cost of reaching out to and developing new customers. The goal of great customer service is not simply to have customers leave your business “satisfied.” Instead the benchmark should be one of creating “fans” who are will go out and rave about your business.
We all have those businesses we are fans of. I am a huge fan of Hogg’s Gourmet Grill in Moreno Valley. The service is unparalleled, the food is fantastic, and the owners are dedicated to each customer walking out of their business a fan. I have recommended Hogg’s in countless conversations, and have even found myself not simply asking friends if they have been there, but following up with them to make sure they have actually gone. I am not just a customer of Hogg’s, I am a fan. I am personally invested in the success of this restaurant. This is the difference between a satisfied customer, and a fan.
There are four essentials to building your business’ fan base. First, get an objective evaluation of your customer service. Second, develop a plan to build your fan base using the information you gathered. Third, retrain your managers and front-line staff members. Share with them the vision of building a fan base and how it is vital to the long-term success of your business. Finally, objectively evaluate your progress and retool as needed.
According to a 2006 University of Iowa study on customer service trends, those businesses and business owners that invest in providing a superior level of customer service are rewarded through “…superior shareholder value, higher profit margins and more stable cash flow and are better positioned to weather bad times.”
Wednesday, July 29, 2009
Wednesday, July 22, 2009
You Need A Go-to-Guru to Get Things Done
Every business needs a person who gets things done. Not just simply finishes assignments or tasks in a timely fashion, but goes heads down, nose to the grindstone, all out work to "git 'er dun." In other words, the "go-to guru." Who or what is a go-to-guru (G2G)? A G2G can be someone within your organization, or from outside the walls of the organization, you trust to get things done quickly, efficiently and even some times quietly. He or she can effect change and make things happen. They are people with connections, knowledge and, most importantly, access. Let me give you an example. Last year I was contacted by a company out of San Diego that needed to impress some clients who were going to be in town over the weekend. The company wanted to take their customers to the Chargers-Chiefs game and show them a great time. What they lacked was access. They called me and asked if I could "git 'er dun." With two quick calls and about 30 minutes of my time, they had a luxury box for 20, with field passes, catered lunch and unlimited drinks. "Git 'er dun."
Another client, who I have worked with extensively, sent an e-mail with an official letter that needed to be edited quickly and discretely. Within one business day, I returned the document, written and proofed, per her requirements.
The benefits of having a G2G are endless, but there are some real tangible benefits that can be derived from having a G2G. First and foremost, the job gets done quickly and accurately, the first time. The reason G2Gs are good at what they do is that they make sure they get it right every time. A G2G is only as good as his or her last deliverable. If your G2G doesn't deliver on even one project, don't use him or her again. While employees are a great resource, if they are sailing into uncharted waters, the timeline is much longer and the opportunity for error is much greater. Additionally, if someone from your team is going to perform a function that is outside of his or her job description, a task from the existing workload may be sacrificed in order to fulfill the request.
Access to resources is the second key for an effective G2G. Typically a G2G knows someone or a company or has a connection or has the ability to leverage other relationships. A G2G knows people. G2Gs know businesses. They are well-networked.
It can take weeks and months to forge profitable relationships, but through a good G2G, you can gain access in a matter of days. Another benefit is that relationships with G2Gs are reciprocal. One week you may need the G2G to provide a service to you or your business, and the next week the G2G may bring business to you. In the example I gave about the "letter" the favor was returned with a well-suited federal contract proposal.
The good news is that there is a wealth of talented G2Gs in the Inland Empire, many of them you know but have never thought of in terms of G2G or "git 'er dun." They are the entrepreneurs who always seem to make things happen and have a constant flow of projects and always seem to be on the move. These are the people whom as a business owner, you need to engage as part of your team. They are the people who get things done, when things need to get done.
Monday, July 13, 2009
Social Networks for Social Organizations
Social networking has been catapulted to the forefront of media attention in recent weeks.
We have witnessed Twitter and Facebook move from "hobby" to news outlet for world events. The power of social networks and their capacity to engage and inform is undeniable. Organizations that harness this power will have a greater ability to deliver their messages in a more effective way and enhance the community experience.
Social organizations like service clubs, community groups and religious organizations can greatly benefit from a well-orchestrated and managed social network. The benefits of developing a private social network are tremendous, for a relatively low cost and a high return on investment. Interactivity creates a sense of community, belonging and ownership by participants, allowing for the growth of organic relationships, a factor that is critical in maximizing engagement. Fundraising, advertising and communication are simplified and targeted with a reduced cost and greater impact.
The visioning of the social network is critical to the success of any private social network. What outcomes does the organization need to achieve in order for the social network to be deemed successful? In some cases that may include increased participation; in other cases revenue goals may be of greatest importance.
One of the challenges of the current popular social networks is limited capabilities. LinkedIn is great for developing networks and creating discussions, but it lacks the quick communication functions of Facebook and Twitter, both of which lack the "discussion" functions of LinkedIn. With white-label products such as The Social Collective, owners can customize the look and feel to match their organizational brandings and incorporate the best features of Twitter, LinkedIn and Facebook, at a reasonable rate.
Additionally, private social networking packages have seized on the convenience factor by allowing users to import Twitter and Facebook contacts as well as post updates simultaneously to public social networks in the same way as TweetDeck.
Not every organization will be a good candidate for a private social network. Religious organizations provide a natural setting for a high-quality, interactive social network, with the network serving as a great tool for facilitating learning, discussion and engagement. The adoption of a social network in a church gives the opportunity to expand activity and discussion to more than a once- or twice-a-week meeting or experience. It creates an environment that fosters the organic development of relationships between members, pastors and community.
Performing-arts organizations such as the Redlands Community Music Association or the San Bernardino Symphony can augment advertising and fundraising efforts by developing a community of art lovers online. With a captive subscriber audience, these types of organizations will have the opportunity to easily and efficiently solicit feedback from subscribers, promote upcoming events, develop a tight-knit community of art lovers, and, maybe most importantly, provide additional opportunities for sponsorship funding.
Private social networks work. SXSW, a music and film festival based in Texas, adopted a private social network for the 2009 music festival. More than 60 percent of all attendees participated -- actively, I might add -- in the social network. With more than 80,000 posts to the network, participants in the festival demanded a greater role for social networking. In 2010, the social network will be far more robust, allowing individuals to manage schedules and face-to-face interactions via the social network.
Organizations should not enter into the social network universe lightly. Each organization needs to have a fully developed and vetted plan for creating and maintaining a Web-based community. A static community will wither and die, leaving users with a bad taste in their mouths. Those organizations that take a purposeful approach to developing a successful social network will realize the benefits. Members and participants will feel more connected to the organization and take a greater, more active role in supporting the organization.
Wednesday, June 3, 2009
Simple is Better
Simple is better. You know it. So why is your office so complicated? When was the last time you spent more than 2 minutes searching for that all important file? Is it with the pending contracts, or with the customer files, or maybe its in that pile on the edge of the desk. What about the contract you just handed to your customer? Does it really need to be 15 pages long, include paragraphs about "indemnification" and require a Juris Doctrate to understand? And how long did you spend explaining it to your customer?
Simple is better! You know it! But simple is harder.
After spending years working with and consulting for government agencies, universities and non-profit organizations, I came to understand the reason why processes, contracts and filing systems become overcomplicated.
Does this sound familiar? It should sound ridiculous! And how successful was this system? I checked the files two months after it had been implemented, and the directory was clearly outdated, sign in's and out's were not happening, and the stack of "to be filed" files had grown to an astronomic number. Why? The system was too complicated.
David Allen (Getting Things Done) writes that if a system is too complicated, or has too many steps, users of the system will avoid using it. If processing takes more than 2 minutes, the process is too long.
Another Example - Last month I was met with a Convention Center and had the opportunity to review their pricing strategies. I've been in the business for 15 years now and have a pretty good understanding of various price structures. In fact, I would say that I have a better knowledge than most of the average consumers. Fair enough? I spent 20 minutes trying to understand the "matrix" of options and packages the convention center was offering to their potential clients. To this day, I still don't understand it. If I don't understand what I am getting, what are the chances their customers do? And if the customers don't understand, the customer isn't buying. The Convention Center has placed the burden of understanding squarely on the shoulders of their customers.
Tompkins Event Consultants
Simple is better! You know it! But simple is harder.
After spending years working with and consulting for government agencies, universities and non-profit organizations, I came to understand the reason why processes, contracts and filing systems become overcomplicated.
- Complicated contract place the burden of understanding on to the customer.
- Complicated systems and processes (including filing systems) take less thought and time to establish.
- The more complicated our processes are, the less likely we are to have to own them.
Does this sound familiar? It should sound ridiculous! And how successful was this system? I checked the files two months after it had been implemented, and the directory was clearly outdated, sign in's and out's were not happening, and the stack of "to be filed" files had grown to an astronomic number. Why? The system was too complicated.
David Allen (Getting Things Done) writes that if a system is too complicated, or has too many steps, users of the system will avoid using it. If processing takes more than 2 minutes, the process is too long.
Another Example - Last month I was met with a Convention Center and had the opportunity to review their pricing strategies. I've been in the business for 15 years now and have a pretty good understanding of various price structures. In fact, I would say that I have a better knowledge than most of the average consumers. Fair enough? I spent 20 minutes trying to understand the "matrix" of options and packages the convention center was offering to their potential clients. To this day, I still don't understand it. If I don't understand what I am getting, what are the chances their customers do? And if the customers don't understand, the customer isn't buying. The Convention Center has placed the burden of understanding squarely on the shoulders of their customers.
- Handle things once and only once.
- Have one and only one filing system.
- Keep contracts short and free of legalese. If you have to explain it, revise it.
- Simple packages are good for customers. Matrices of choices are bad for customers.
- Revise.....Revise.....Revise
- Remember, you are not your audience.
- Simple is better......ALWAYS!
Tompkins Event Consultants
Wednesday, May 27, 2009
Top 5 Must Reads for the Event Professional
"The only difference between you now and you in 5 years' time, will be the books your read and the people you meet."
--Charlie "Tremendous" Jones
I read, constantly. I don't read garbage either. If I am going to invest my money and even more importantly, my time, into a book, I am going to make sure that I can grow and improve from it. In other words, I want to get something from it. The challenge is weeding through the overwhelming pile of books that may, or may not be worthwhile. How do you know? And who has the time to figure it out.
After being an event professional for 15 years, and now working as a consultant to the industry, I have read my fair share of great books and piles of junk. There are those books that can be immediately applied to the event industry, and will produce instant results. These are the books that I have held on to, referenced throughout the years, and use to hone my skills. This is why they have made my Top 5 List for 2009.
1. Getting Things Done - The Art of Stress Free Productivity - David Allen
The power of GTD and Mr. Allen's approach, is the simplicity of its implementation and execution. I love this book because it doesn't require a complete overhaul of your life and work styles. Instead, it helps you to corrall all of your tasks, appointments and responsibilities into a very simple management process. Besides, who wouldn't benefit from a little less stress. If there is just one book an event professional must have, it is this one. I recommend this book to everyone.
2. Moments of Truth - Jan Carlzon
MoT is a short book, that is a quick read, carrying a powerful message of vision, teamwork, and customers service, leading to ultimate success. Moments of Truth serves as the jumping off point for all of my clients, to help them understand the role of their customer, in the organization, and the importance of every customer interaction, from top to bottom. I recommend this book for any conference center, convention center, or multi-level operation.
3. The One Minute Manger - Ken Blanchard
If you aren't already familiar with OMM, where have you been hiding? OMM is probably the single best book on effective management strategies on the market today. Department managers, supervisors and leadership at all levels can save time, money and labor, as well as minimize HR associated headaches through successful implementation of the OMM principles.
4. The Home Office from Hell Cure - Jeffrey A. Landers
This is an interesting book, because the title leads one to believe that the strategies are applicable only to the home office. Quite the contrary. The principles are applicable to any business. The real value of this book is that Landers gives the reader a 100 day plan for networking, engaging the media, and creating exposure for the business. The strategies are easy, executable and fun.
5. How to Win Friends & Influence People - Dale Carnegie
There is little that needs to be said about this timeless classic. Written and first published in 1936, Carnegie builds the foundation for developing long lasting, profitable relationships. Think of this book as the "How to" for networking. Once you master this classic, networking events will be a breeze.
There are very few corporate executives and highly successful business people who plop down in front of the television, night after night, and watch the mindless chatter. Instead of surfing the internet, except of course to read my blog, or watching the tube. grab a book and read. You, in five years, will be better for it.
Eric Tompkins
Tompkins Event Consultants
After being an event professional for 15 years, and now working as a consultant to the industry, I have read my fair share of great books and piles of junk. There are those books that can be immediately applied to the event industry, and will produce instant results. These are the books that I have held on to, referenced throughout the years, and use to hone my skills. This is why they have made my Top 5 List for 2009.
1. Getting Things Done - The Art of Stress Free Productivity - David Allen
The power of GTD and Mr. Allen's approach, is the simplicity of its implementation and execution. I love this book because it doesn't require a complete overhaul of your life and work styles. Instead, it helps you to corrall all of your tasks, appointments and responsibilities into a very simple management process. Besides, who wouldn't benefit from a little less stress. If there is just one book an event professional must have, it is this one. I recommend this book to everyone.
2. Moments of Truth - Jan Carlzon
MoT is a short book, that is a quick read, carrying a powerful message of vision, teamwork, and customers service, leading to ultimate success. Moments of Truth serves as the jumping off point for all of my clients, to help them understand the role of their customer, in the organization, and the importance of every customer interaction, from top to bottom. I recommend this book for any conference center, convention center, or multi-level operation.
3. The One Minute Manger - Ken Blanchard
If you aren't already familiar with OMM, where have you been hiding? OMM is probably the single best book on effective management strategies on the market today. Department managers, supervisors and leadership at all levels can save time, money and labor, as well as minimize HR associated headaches through successful implementation of the OMM principles.
4. The Home Office from Hell Cure - Jeffrey A. Landers
This is an interesting book, because the title leads one to believe that the strategies are applicable only to the home office. Quite the contrary. The principles are applicable to any business. The real value of this book is that Landers gives the reader a 100 day plan for networking, engaging the media, and creating exposure for the business. The strategies are easy, executable and fun.
5. How to Win Friends & Influence People - Dale Carnegie
There is little that needs to be said about this timeless classic. Written and first published in 1936, Carnegie builds the foundation for developing long lasting, profitable relationships. Think of this book as the "How to" for networking. Once you master this classic, networking events will be a breeze.
There are very few corporate executives and highly successful business people who plop down in front of the television, night after night, and watch the mindless chatter. Instead of surfing the internet, except of course to read my blog, or watching the tube. grab a book and read. You, in five years, will be better for it.
Eric Tompkins
Tompkins Event Consultants
Monday, May 11, 2009
Defining Success
Talent alone does not guarantee success. In fact, there are many instances when extreme cases of rare talent can go pretty much unnoticed. The most talented writers, singers or musicians may never be published, or the most talented applicant may not get the job. And often, the case is that someone of lesser talent may win out over those of us with a greater skill set. While it seems unfair, it just is the way business and life can be some times.
I have two friends who I believe to be two of the most talented singer/songwriters/musicians I have ever had the opportunity to listen to, and see perform. They have worked together, and seperately and they are obviously gifted in the area of music. I've watched them for years, and asked each of them seperately, "why haven't you been picked up by a label yet?" They really are that good. Each has pursued his own path and yet their experiences seem to be the same.
You see, Scott and Frank are not just musicians. They are artisans of music. They don't write tunes or music, they craft moving experiences. Unfortunately that isn't what sells in the world of popular music today. You would never see either of them on American Idol because they don't do pop. And yet with all of this talent, both continue to live a life of an undiscovered musician.
Often in business, especially in the event industry, it isn't the most talented planner or organization that will win the contract. It can be, and is the "pop star" that will win out as they have packaged a great personna, or pressed the right palms, and know the right people to make it happen. What it comes down to is the focus of passion and where you choose to place your focus.
Scott and Frank are passionate about music and creating music that moves people. Others are interested in being a highly publicized, famous performer. Each have their merit and each can be defined as successful. The question you must ask your self is "where is my focus and what do I want to accomplish" allowing you to define your own success.
Eric Tompkins
Tompkins Event Consultants
I have two friends who I believe to be two of the most talented singer/songwriters/musicians I have ever had the opportunity to listen to, and see perform. They have worked together, and seperately and they are obviously gifted in the area of music. I've watched them for years, and asked each of them seperately, "why haven't you been picked up by a label yet?" They really are that good. Each has pursued his own path and yet their experiences seem to be the same.
You see, Scott and Frank are not just musicians. They are artisans of music. They don't write tunes or music, they craft moving experiences. Unfortunately that isn't what sells in the world of popular music today. You would never see either of them on American Idol because they don't do pop. And yet with all of this talent, both continue to live a life of an undiscovered musician.
Often in business, especially in the event industry, it isn't the most talented planner or organization that will win the contract. It can be, and is the "pop star" that will win out as they have packaged a great personna, or pressed the right palms, and know the right people to make it happen. What it comes down to is the focus of passion and where you choose to place your focus.
Scott and Frank are passionate about music and creating music that moves people. Others are interested in being a highly publicized, famous performer. Each have their merit and each can be defined as successful. The question you must ask your self is "where is my focus and what do I want to accomplish" allowing you to define your own success.
Eric Tompkins
Tompkins Event Consultants
Monday, April 20, 2009
Six Strategis for Landing the Contract
So you are meeting with a new prospect about his/her upcoming event. Getting them in the door was half the battle, but now you need to land the contract. It is safe to assume that you represent one of many vendors your new prospect will be meeting with, including your primary competitors. How do you get the upperhand, or even the edge to beat out your competitors? While price may be a factor in the decision making process, it won't be everything.
Below are "Six Strategies for Landing the Contract". Follow these strategies and you are sure to beat out your competition.
Eric Tompkins, Owner
Tompkins Event Consultants
Below are "Six Strategies for Landing the Contract". Follow these strategies and you are sure to beat out your competition.
- Know Their Business - The internet is a tremendous tool that can be used for more than looking up the latest NBA scores or American Idol results. It is a great resource for collecting valuable information about your prospective customer. Before meeting with your prospect, do some background research to learn about the organization they represent, previous events they have held, professional associations they are a member of, and social networking tools they may use. In your meeting, reference some of the information you have collected.
- Know Your Business - You need to know your stuff inside out and backwards. There is nothing, and I mean nothing, more off-putting to a prospect than sales staff that is not fully versed in the services they are selling. It is okay to not know answers to highly detailed, event specific, out of the norm, types of questions, but the basics you have to know cold. Capacities, capabilities, technologies, and services are those components of an event every customer will want information about, and every sales person must know. And if you are knew to the sales team, carry a binder, notes or anything that you can refer too. If you don't know the information, you may lose the customer.
- Know the Alternatives - Scheduling conflicts are no reason to lose out on potential business. Be ready to provide your prospect will alternative dates, times, locations, services, etc. Instead of asking "do you have any alternatve dates" suggest a series of dates and times that you currently have available. Prospects are looking to you to be the solution provider and problem solver. Take on the challenge and responsibility.
- Look Good, Look Really Good - Get your house in order before your prospect shows up. From your office and desk, to the support staff, to the rooms, menus, sales materials and other services you are going to be showing, shoot for perfection. Put everyone on notice when you have a "big" prospect coming in. Introduce key personnel (managers, supervisors and leads) to your prospect.
- Be Fast, Be Accurate - Prospects want two things from you. Quick responses that are deadly accurate. You've had a great meeting with the propect and now you have some work to do in response to questions they have had. You've given them the "I'll get that information over to you by COB tomorrow." Now is your chance to shine as your new schedule is COB TODAY! Pull together all of you information, ensure its accuracy and that you have addressed every question and/or issue that has arisen.
- MEP: Mail, E-mail, Phone - Every prospect wants and deserves follow-up. Within 24 hours of your initial meeting send your prospect a simple "thank you card". No promotional materials, or sales gimicks, just a thank you card. Within 5 business days, E-mail your prospect. Gather more information about the decision making process, competition and offer any additional incentives that might sway their decision. Finally, follow-up with a phone call and "check-in."
Eric Tompkins, Owner
Tompkins Event Consultants
Monday, March 30, 2009
The Business of Biking!
This morning I hooked up the kiddie trailer to my bike, piled my two little girls in, and made the trek from the house, down to the "Big Park" so they could swing, slide and play in all of the cool castles and pirate ships. The trip is neither arduous, nor a great distance from my house, but it does require that I develop a strategy, based on the environmental conditions.
We live in an area of Southern California known as the "High Desert". This unique area is positions 2600 feet above the Los Angeles area. It is hot during the summer, cold and snowy during the winter, and susceptible to high winds at every other point of the year. 25-35 mph winds during Spring are par for the course.
My bike, a 21-speed aluminum frame mountain bike, is my vehicle of choice, along with an aluminum/canvas framed trailer for the kiddies. Once on the road, I assess the variables I am faced with. Today, the wind was an off-shore flow (east to west winds) at about 20-25 mph, meaning the winds would be at my back en route to the park, but in my face on the return trip. It is at this point, I implement the strategy that will allow me to deliver the highest quality of service to the two tiny customers huddled and sealed in to their canvas cocoon.
With 21-gears at my disposal, I have the ability to fine-tune my operation to respond to the changes in environmental conditions. With the wind to my back, I shift in to high gears that allow for large powerful pedaling, pushing me forward at a higher speed. and allowing me to bank energy for the return trip. The return trip, now faced with the wind, requires lower, smaller gears, with greater repetition of pedaling and in most cases, pure grit. After 20 minutes of battling winds, towing 50+ pounds of girls, toys and trailer, the last 1/4 of a mile is the hardest.
Once into the garage, I unload my precious cargo and they scream "Thanks Dad" in payment for services rendered. And thus, my goal and more importantly, my customers' satisfaction have been achieved.
Okay, so if the metaphor for business has been lost, let me clear it up.
The business environment is in a constant state of flux. While the vehicle (your business) and goal (customer satisfaction) remain constant, it is the myriad of minor adjustments, and the development and execution of a sound strategy that will, at the end of the day, successfully help you to deliver on the mission of your organization. Businesses, especially in the event industry, do not typically need wide, sweeping changes to the way that business is conducted. Instead, leadership needs to have a clear picture of the goal, and must empower staff to make course corrections as needed.
Eric Tompkins, Owner
Tompkins Event Consultants
We live in an area of Southern California known as the "High Desert". This unique area is positions 2600 feet above the Los Angeles area. It is hot during the summer, cold and snowy during the winter, and susceptible to high winds at every other point of the year. 25-35 mph winds during Spring are par for the course.
My bike, a 21-speed aluminum frame mountain bike, is my vehicle of choice, along with an aluminum/canvas framed trailer for the kiddies. Once on the road, I assess the variables I am faced with. Today, the wind was an off-shore flow (east to west winds) at about 20-25 mph, meaning the winds would be at my back en route to the park, but in my face on the return trip. It is at this point, I implement the strategy that will allow me to deliver the highest quality of service to the two tiny customers huddled and sealed in to their canvas cocoon.
With 21-gears at my disposal, I have the ability to fine-tune my operation to respond to the changes in environmental conditions. With the wind to my back, I shift in to high gears that allow for large powerful pedaling, pushing me forward at a higher speed. and allowing me to bank energy for the return trip. The return trip, now faced with the wind, requires lower, smaller gears, with greater repetition of pedaling and in most cases, pure grit. After 20 minutes of battling winds, towing 50+ pounds of girls, toys and trailer, the last 1/4 of a mile is the hardest.
Once into the garage, I unload my precious cargo and they scream "Thanks Dad" in payment for services rendered. And thus, my goal and more importantly, my customers' satisfaction have been achieved.
Okay, so if the metaphor for business has been lost, let me clear it up.
The business environment is in a constant state of flux. While the vehicle (your business) and goal (customer satisfaction) remain constant, it is the myriad of minor adjustments, and the development and execution of a sound strategy that will, at the end of the day, successfully help you to deliver on the mission of your organization. Businesses, especially in the event industry, do not typically need wide, sweeping changes to the way that business is conducted. Instead, leadership needs to have a clear picture of the goal, and must empower staff to make course corrections as needed.
Eric Tompkins, Owner
Tompkins Event Consultants
Tuesday, March 24, 2009
5 Step Strategy to Building Your Business
Bruce MacMillian, John Pino, Roger Dow and the rest of the pity party throwing gang, would have you believe that the meetings and events industry is at the mercy of corporate America, and that the Federal government is unfairly targeting you, the events professional, and your business for the bad behavior of the banking and housing industry. Petitions circulate at a frenzied pace through email servers across America while our industry leaders put their heads together to create campaign slogans like "Keep America Meeting" and "Meetings are not the problem." Unfortunately, many in the industry have become so involved in these campaigns that they have abandoned revenue generating activities in order to fight a losing battle. Rather than securing existing customer accounts and building the customer base, professionals are signing petitions and bemoaning legislation that for the most part, effects a small percentage of the meeting and events industry.
So you are saying to yourself "Okay Mr. Know it all, what should we be doing then?"
Innovating. Growing. Searching for opportunities. Educating yourself on the current business climate.
This morning I was reading the Wall Street Journal and stumbled across an article that further confirmed the principles upon which I have been advising my clients. Simply put, recession creates opportunities for entrepreneurs. There are a great number of corporate giants that have been born out of, and grown up because of recession. Maybe you know some of them. Southwest Airlines, Home Depot, Trader Joe's, Charles Schwab. Do any of these ring a bell?
Each of these companies found ways to meet the needs of customers during economic hardships. They identified a need within the market, and found a way to meet the needs of the customer, within the customer's price range. The same approach works within our industry as well. Read my March 15 Blog entitled "Las Vegas Loses, Everyone Else Can Win."
There is a catch though. Business building, especially in this economy will require some discipline and forethought. You and your team must get good and develop a sound strategy for growing the business during the recession. Here's the cool thing though. Entrepreneurs can do it. Corporations can't. Why? They can't move quickly enough and are not flexible enough to get the job done. Las Vegas CVA loses hundreds of meeting and millions of dollars because they are entrenched in a 20 year old business model that is only rewarded during periods of economic upswing. You can succeed because you are entrepreneurial, independent and flexible. Your business model allows you to adapt to the needs of your customer.
Here's how you do it. With a little help from Tim Berry, author of The Plan-As-You-Go Business Plan, I am setting forth your 5 Step Strategy to getting back on track and staying in business.
1. Give Success Definition
4. Put it in Writing
Eric Tompkins
Tompkins Event Consultants
So you are saying to yourself "Okay Mr. Know it all, what should we be doing then?"
Innovating. Growing. Searching for opportunities. Educating yourself on the current business climate.
This morning I was reading the Wall Street Journal and stumbled across an article that further confirmed the principles upon which I have been advising my clients. Simply put, recession creates opportunities for entrepreneurs. There are a great number of corporate giants that have been born out of, and grown up because of recession. Maybe you know some of them. Southwest Airlines, Home Depot, Trader Joe's, Charles Schwab. Do any of these ring a bell?
Each of these companies found ways to meet the needs of customers during economic hardships. They identified a need within the market, and found a way to meet the needs of the customer, within the customer's price range. The same approach works within our industry as well. Read my March 15 Blog entitled "Las Vegas Loses, Everyone Else Can Win."
There is a catch though. Business building, especially in this economy will require some discipline and forethought. You and your team must get good and develop a sound strategy for growing the business during the recession. Here's the cool thing though. Entrepreneurs can do it. Corporations can't. Why? They can't move quickly enough and are not flexible enough to get the job done. Las Vegas CVA loses hundreds of meeting and millions of dollars because they are entrenched in a 20 year old business model that is only rewarded during periods of economic upswing. You can succeed because you are entrepreneurial, independent and flexible. Your business model allows you to adapt to the needs of your customer.
Here's how you do it. With a little help from Tim Berry, author of The Plan-As-You-Go Business Plan, I am setting forth your 5 Step Strategy to getting back on track and staying in business.
1. Give Success Definition
- What does success look like to you and your organization? Your definition may be monetary, a quantity of customer, a level of service, or if you are really daring, all of the above.
- Create a strategy designed specifically to meet your definition of success.
- Use metrics (data) to regularly and frequently measure progress. Adjust your strategy so that you and your team are always driving toward your definition of success.
4. Put it in Writing
- Commit everything to paper and refer to it often. This will ensure that the team, from top to bottom is on the same page.
- As Mr Berry writes, "Your business plan will be wrong. All business plans are wrong." You will need to adapt your plan and strategy based on customer response and behaviors.
Eric Tompkins
Tompkins Event Consultants
Tuesday, March 17, 2009
Best Practices for Business Improvement
This week I was featured in the Inland Empire Business Press in an article entitled Best Practices for Improving Business. Rather than recreating that article in my blog, I thought I would share the original article through my blog.
Best Practice for Business Improvement
Eric Tompkins
Tompkins Event Consultants
Best Practice for Business Improvement
Eric Tompkins
Tompkins Event Consultants
Sunday, March 15, 2009
Las Vegas Loses, Everyone Else Can Win
Opportunity abounds in the event services industry, especially for those organizations that act quickly and courageously. With Tier One cities and destinations scrambling to recovery from historic cancellation rates, smaller (less expensive) markets have the opportunity to grab a piece of the pie, previously determined to be out of reach.
Let's cut to the chase.
In the last 90 days, Las Vegas, alone, has lost 340 meetings/events, approximately 112,000 visitors, 237,000 room nights, and nearly $131.6 MILLION dollars.
Their loss may be your gain.
For example, State Farm in February the cancellation of its annual conference in Las Vegas with more than 17,000 attendees for October 2009. The need for this conference has not diminished, but the capability to afford a full-blown Vegas conference is gone. However, with the help of one of the mighty hotel chains, State Farm could regionalize the conference and connect locations through HD video conferencing, allowing for the presentations to be given in real time. By exercising this approach, State Farm would then have the ability to reduce its actual spend on the conference, as the hotel chains are eager to negotiate great deals, greatly reduce transportation costs, and really help out local markets by spreading the conference dollars across markets that are struggling as much if not more than the Vegas giants.
The Automotive Market Research Council canceled its annual conference for March, citing cost-cutting measures as the reason for not meeting. However, the need to meet for AMRC is even greater in 2009 than in previous years. While the 2009 conference may be DOA, has anyone contacted them about the 2010 conference?
Perception is ruling the day. President Barack Obama announced in February that companies "can't go take a trip to Las Vegas....on the taxpayer's dime." In 2009 and 2010 conferences and conventions in Vegas are taboo. That means cities like Kansas City, Oklahoma City, Cleveland, Sacramento, Seattle, Buffalo and many other smaller "less desirable" locations are in play. But the real question is how to access a market, once considered to be untouchable.
We are advising, and working with our clients to attack the markets head on. For example, the city of Auburn Hills, MI, lead by the Detroit Metro CVB, should be leveling a full scale sales plan designed specifically for the AMRC, focusing on these two selling points:
1. Reduced cost
2. Support of local economy
Look, the economy is tough. I realize that. Its not going to get any easier, soon. In fact, for the Meeting & Events industry the conditions under which business has been conducted for the last 10 years, is all but gone. Our world is now more competitive, and requiring a greater degree of accountability. The price of success will come at the cost of greater tenacity in the acquisition of new business, and an unwavering commitment toward the retention of the existing client base.
Organizations that recognize deficiencies in their strategic and tactical support areas, and address those issues through consultants and industry experts from outside of the organizations, will realize immediate success and will gain valuable traction in an already weak market, positioning them ahead of their direct competitors. Organizations seeking home-grown solutions, will eventually correct deficiencies, but will have lost valuable time, resources and monies, as home-grown solutions and implementation typically cannot be fast-tracked on a short turn-around in the same way a consulting firm can. Furthermore, home-grown solutions fail to come with a money back guarantee or on-going support for the provided solution.
As I have been preaching for the last several months to my clients, staff, and now my blog followers, economically challenging times call for a reassesment of the way business is conducted. All organizations, without exception, must elminate wasteful spending and become aggressive in identifying new markets. This includes taking advantage of failing markets, including the Las Vegas CVA.
Eric Tompkins, Owner
Tompkins Event Consultants
Let's cut to the chase.
In the last 90 days, Las Vegas, alone, has lost 340 meetings/events, approximately 112,000 visitors, 237,000 room nights, and nearly $131.6 MILLION dollars.
Their loss may be your gain.
For example, State Farm in February the cancellation of its annual conference in Las Vegas with more than 17,000 attendees for October 2009. The need for this conference has not diminished, but the capability to afford a full-blown Vegas conference is gone. However, with the help of one of the mighty hotel chains, State Farm could regionalize the conference and connect locations through HD video conferencing, allowing for the presentations to be given in real time. By exercising this approach, State Farm would then have the ability to reduce its actual spend on the conference, as the hotel chains are eager to negotiate great deals, greatly reduce transportation costs, and really help out local markets by spreading the conference dollars across markets that are struggling as much if not more than the Vegas giants.
The Automotive Market Research Council canceled its annual conference for March, citing cost-cutting measures as the reason for not meeting. However, the need to meet for AMRC is even greater in 2009 than in previous years. While the 2009 conference may be DOA, has anyone contacted them about the 2010 conference?
Perception is ruling the day. President Barack Obama announced in February that companies "can't go take a trip to Las Vegas....on the taxpayer's dime." In 2009 and 2010 conferences and conventions in Vegas are taboo. That means cities like Kansas City, Oklahoma City, Cleveland, Sacramento, Seattle, Buffalo and many other smaller "less desirable" locations are in play. But the real question is how to access a market, once considered to be untouchable.
We are advising, and working with our clients to attack the markets head on. For example, the city of Auburn Hills, MI, lead by the Detroit Metro CVB, should be leveling a full scale sales plan designed specifically for the AMRC, focusing on these two selling points:
1. Reduced cost
2. Support of local economy
Look, the economy is tough. I realize that. Its not going to get any easier, soon. In fact, for the Meeting & Events industry the conditions under which business has been conducted for the last 10 years, is all but gone. Our world is now more competitive, and requiring a greater degree of accountability. The price of success will come at the cost of greater tenacity in the acquisition of new business, and an unwavering commitment toward the retention of the existing client base.
Organizations that recognize deficiencies in their strategic and tactical support areas, and address those issues through consultants and industry experts from outside of the organizations, will realize immediate success and will gain valuable traction in an already weak market, positioning them ahead of their direct competitors. Organizations seeking home-grown solutions, will eventually correct deficiencies, but will have lost valuable time, resources and monies, as home-grown solutions and implementation typically cannot be fast-tracked on a short turn-around in the same way a consulting firm can. Furthermore, home-grown solutions fail to come with a money back guarantee or on-going support for the provided solution.
As I have been preaching for the last several months to my clients, staff, and now my blog followers, economically challenging times call for a reassesment of the way business is conducted. All organizations, without exception, must elminate wasteful spending and become aggressive in identifying new markets. This includes taking advantage of failing markets, including the Las Vegas CVA.
Eric Tompkins, Owner
Tompkins Event Consultants
Tuesday, March 10, 2009
Las Vegas CVA Reports Significant Losses
-- Tradeshow Week, 3/10/2009 11:57:00 AM
Las Vegas Convention & Visitors Authority officials are headed to Washington, D.C., for a series of meetings with congressional represeantatives after reporting 340 meetings and conventions have been canceled in Las Vegas. The cancellations resulted in a loss of 111,800 visitors and $131 million in revenues.
Las Vegas Convention & Visitors Authority officials are headed to Washington, D.C., for a series of meetings with congressional represeantatives after reporting 340 meetings and conventions have been canceled in Las Vegas. The cancellations resulted in a loss of 111,800 visitors and $131 million in revenues.
Tuesday, March 3, 2009
The Most Important Meeting
I worked for an organization that was meeting happy. Monday through Friday, my schedule was filled to the brim with meetings. Operations meetings, managers meetings, supervisors meetings, departmental meetings, one-on-one meetings, security meetings, weekly meetings, monthly meetings, and quarterly meetings. There are meetings to dread, meetings to look forward to; well organized meetings, free-flowing meetings and useless meetings.
As the meeting list grows, all of the meetings begin to blur together and eventually the effectiveness of meetings begins to diminish. MEETING OVERLOAD! It is at that point, that we must take stock of our meetings schedule and determine those meetings that are critical to the success of our organization, and our ability to do our jobs.
Ken Blanchard, the author of "The One Minute Manager" writes, "I'm a One Minute Manager. I call myself that because it takes very little time for me to get big results from people."
Organizations faced with economic challenges will lean toward holding longer, more frequent meetings, in an effort to improve the economic situation. However, this approach is counterintiutive to solving economic situations or working solutions, as sales teams, and staff members are no longer working to grow revenue, but are holed up in a conference room discussin Plans of Action, and strategies. Don't misunderstand, it is important to develop a high quality strategy, but if that strategy includes meeting more, the organization will voluntarily reduce its ability to increase capacity and grow revenue. In other words, if the sales staff is involved in daily sales meetings, that is time taken away from the activity of selling.
Instead of increasing the length and frequency of meetings, leadership must improve the quality of the meetings by developing a laser-like focus on the subject at hand. The sales meeting is not the place to discuss operational issues. Rather, sales meetings are to discuss sales strategies, current prospects and prospecting activities and goals. An effective sales meeting should only require one 30 minute meeting per week, and a 5-minute daily update at the start of the business day.
The Sales Team is the driver of the business. This team is the one team that is required to be on point, every day of the week. They serve as the front-line and the initial contact for customers. In some cases, the sales team will be the only in-person contact your customer will have until the day of the event. The Sales Meeting is the most important meeting that an organization can have, and without question, it must be a well-planned and executed meeting. Time wasted in a sales meeting, will ultimately result in the loss of valuable sales time, and eventually dollars.
For many organizations, the concept of an effective sales meeting (or any other type of meeting for that matter) remains elusive. Begin with a simple sales meeting strategy.
1. Set the Goal(s)
2. Identify Problems
3. Hand out praise
Meetings are important and serve a valuable purpose, however meetings are not more important than the business. Even in the meetings and events industry, meetings play a secondary role to the business itself. Remember that time spent on strategy (in meetings) is time not spent building the business. And the most important meeting, is the meeting that creates more business.
Eric Tompkins
Tompkins Event Consultants
As the meeting list grows, all of the meetings begin to blur together and eventually the effectiveness of meetings begins to diminish. MEETING OVERLOAD! It is at that point, that we must take stock of our meetings schedule and determine those meetings that are critical to the success of our organization, and our ability to do our jobs.
Ken Blanchard, the author of "The One Minute Manager" writes, "I'm a One Minute Manager. I call myself that because it takes very little time for me to get big results from people."
Organizations faced with economic challenges will lean toward holding longer, more frequent meetings, in an effort to improve the economic situation. However, this approach is counterintiutive to solving economic situations or working solutions, as sales teams, and staff members are no longer working to grow revenue, but are holed up in a conference room discussin Plans of Action, and strategies. Don't misunderstand, it is important to develop a high quality strategy, but if that strategy includes meeting more, the organization will voluntarily reduce its ability to increase capacity and grow revenue. In other words, if the sales staff is involved in daily sales meetings, that is time taken away from the activity of selling.
Instead of increasing the length and frequency of meetings, leadership must improve the quality of the meetings by developing a laser-like focus on the subject at hand. The sales meeting is not the place to discuss operational issues. Rather, sales meetings are to discuss sales strategies, current prospects and prospecting activities and goals. An effective sales meeting should only require one 30 minute meeting per week, and a 5-minute daily update at the start of the business day.
The Sales Team is the driver of the business. This team is the one team that is required to be on point, every day of the week. They serve as the front-line and the initial contact for customers. In some cases, the sales team will be the only in-person contact your customer will have until the day of the event. The Sales Meeting is the most important meeting that an organization can have, and without question, it must be a well-planned and executed meeting. Time wasted in a sales meeting, will ultimately result in the loss of valuable sales time, and eventually dollars.
For many organizations, the concept of an effective sales meeting (or any other type of meeting for that matter) remains elusive. Begin with a simple sales meeting strategy.
1. Set the Goal(s)
2. Identify Problems
3. Hand out praise
Meetings are important and serve a valuable purpose, however meetings are not more important than the business. Even in the meetings and events industry, meetings play a secondary role to the business itself. Remember that time spent on strategy (in meetings) is time not spent building the business. And the most important meeting, is the meeting that creates more business.
Eric Tompkins
Tompkins Event Consultants
Monday, March 2, 2009
Great Customer Service Does Not Come in a Toolbox
Recently one of the chain restaurants closed its doors in my neighborhood, citing the difficult economic conditions as the catalyst for its demise. While the economy may have been the final nail in the coffin for this particular restaurant, I completely disagree with the assessment of their failure to survive. In fact, the recession merely exposed this restaurant's failure to deliver a consistent quality of service and product. Their problem was not the recession, it was the solution.
My experience with this particular chain has been mixed throughout the years, but when I landed in my new neighborhood, I found that this Chili's was a failure, even before the economy took a turn for the worse. With a near empty restaurant, it took nearly 30 minutes for 1 of 4 wait staff to take our order, and when the order arrived, each portion was either undercooked, or overcooked. Nothing was even close to prepared correctly. I attempted to speak with the wait staff, and then management, and was never heard. While they stood in front of me, rather than listening, they provided solution, after solution, after solution, without ever listening to what I was asking for. They piled on desserts, additional food, and in a sorry attempt to curry favor, made a dash out to my car as we were leaving to deliver more, inedible food. My experience with this particular Chili's was not unique.
A bad economy will expose organizations that have failed to fully commit to a culture of high quality customer service.
I have participated in many "customer service" seminars. In almost every case, customer service is taught as something we do, give or deliver. Training is supposed to create a service skill set and provide tools for great customer service, with a focus on body language, attitude and needs fulfillment. This approach to customer service focuses on a series of steps, or processes, designed to manipulate customers into a state of satisfaction. The problem with this approach is that at some point, organizations, team members and management, slip in to a position of non-delivery, or become fatigued on "giving" customer service, and the company sits in the same position, or in a worse position than where it resided just six months prior.
So what is the alternative?
BE GREAT CUSTOMER SERVICE!
An organization that "is" customer service, has a singular purpose of meeting the customer's needs, wants and desires, whether the end result is a sale or not. Sales staff gains understanding of the customer and provides solutions based on what the customer is looking for, rather than the product that the company provides. The goal becomes one of relationship building, rather than profit margin development. When an organization is incapable of meeting the needs of the customer to the fullest, they provide outside solutions, even direction to competitors who can fulfill those needs. By acting in the best interest of the customer, a relationship of trust is developed, which in most cases will result in future business from the customer.
When problems do arise, as in my opening example, the cultured organization will not hurl fixes toward the customer in a desperate attempt to appease. Instead, team members and management will work collaboratively with the customer to develop real solutions that ultimately address a customer's dissatisfaction. Handled correctly, a dissatisfied customer will become a loyal and committed customer as they will recognize your efforts as a commitment to fulfilling his needs, as opposed to making the sale.
This year, hundreds, if not thousands, of businesses will plunge in to the pool of customer service training, in an effort to shore up their declining customer base. In the short term, their toolbox will be filled and the focus will be on the customer, and with each passing day, the focus will slip, ever so slightly, away from the customer, back to the day to day grind of the operation.
But, there will be those few companies that recognize the need to BE customer service.
Customer service will become the culture and infect every corner of the organization, from top to bottom. With an unwavering commitment to service, these organizations will attract and employ the cream of the talent pool, which will only further their success. Their customer-centric focus will be finely-tuned and perfected, resulting in increased profit-margins and long-term success.
Blog Directory
My experience with this particular chain has been mixed throughout the years, but when I landed in my new neighborhood, I found that this Chili's was a failure, even before the economy took a turn for the worse. With a near empty restaurant, it took nearly 30 minutes for 1 of 4 wait staff to take our order, and when the order arrived, each portion was either undercooked, or overcooked. Nothing was even close to prepared correctly. I attempted to speak with the wait staff, and then management, and was never heard. While they stood in front of me, rather than listening, they provided solution, after solution, after solution, without ever listening to what I was asking for. They piled on desserts, additional food, and in a sorry attempt to curry favor, made a dash out to my car as we were leaving to deliver more, inedible food. My experience with this particular Chili's was not unique.
A bad economy will expose organizations that have failed to fully commit to a culture of high quality customer service.
I have participated in many "customer service" seminars. In almost every case, customer service is taught as something we do, give or deliver. Training is supposed to create a service skill set and provide tools for great customer service, with a focus on body language, attitude and needs fulfillment. This approach to customer service focuses on a series of steps, or processes, designed to manipulate customers into a state of satisfaction. The problem with this approach is that at some point, organizations, team members and management, slip in to a position of non-delivery, or become fatigued on "giving" customer service, and the company sits in the same position, or in a worse position than where it resided just six months prior.
So what is the alternative?
BE GREAT CUSTOMER SERVICE!
An organization that "is" customer service, has a singular purpose of meeting the customer's needs, wants and desires, whether the end result is a sale or not. Sales staff gains understanding of the customer and provides solutions based on what the customer is looking for, rather than the product that the company provides. The goal becomes one of relationship building, rather than profit margin development. When an organization is incapable of meeting the needs of the customer to the fullest, they provide outside solutions, even direction to competitors who can fulfill those needs. By acting in the best interest of the customer, a relationship of trust is developed, which in most cases will result in future business from the customer.
When problems do arise, as in my opening example, the cultured organization will not hurl fixes toward the customer in a desperate attempt to appease. Instead, team members and management will work collaboratively with the customer to develop real solutions that ultimately address a customer's dissatisfaction. Handled correctly, a dissatisfied customer will become a loyal and committed customer as they will recognize your efforts as a commitment to fulfilling his needs, as opposed to making the sale.
This year, hundreds, if not thousands, of businesses will plunge in to the pool of customer service training, in an effort to shore up their declining customer base. In the short term, their toolbox will be filled and the focus will be on the customer, and with each passing day, the focus will slip, ever so slightly, away from the customer, back to the day to day grind of the operation.
But, there will be those few companies that recognize the need to BE customer service.
Customer service will become the culture and infect every corner of the organization, from top to bottom. With an unwavering commitment to service, these organizations will attract and employ the cream of the talent pool, which will only further their success. Their customer-centric focus will be finely-tuned and perfected, resulting in increased profit-margins and long-term success.
Blog Directory
Thursday, February 26, 2009
Customer Engagement Strategies
Knowledge is power and today all organizations across a cross-section of industry, needs to begin asking tough questions about advertising, sales strategies and customer conversions. It is increasingly important to understand who the customer is, where the customer comes from, and why the customer has made the decision that he/she has made. While metrics collection and analysis is critical to the decision making process, it will be strategic relationship building activities that will increase the bottom line.
I believe that the days of waiting for the sale to come through your door are gone. A sales team that relies on its website, listing service or print advertising to generate growth this year, will fall drastically short of sales projections at the end of the budget year.
For years now, the value of a high quality website has proven to be unmatched. Studies show that today's consumer seek's out information via the internet, opposed to more traditional methods of information gathering. The unique power of a variety of website tools, allows organizaitons to not only inform customers and potential customers, but to engage and gain knowledge about visitors. Website tracking and analytics programs have streamlined the task of information gathering, and created an environment in which customers can interact with service providers, on the spot. Visitors to websites are no longer a data point in the metrics collection process. Now the visitor becomes a potential customer as the captured information provides the savvy sales staff with contact information, location and key interests in your service offerings, all without ever filling in a form or submitting an email.
Let me give you an example. At Tompkins Event Consultants, our staff is able to see, in real time, visitors to our website. We know where they are visiting from, how they arrived, and what pages they are looking at. IN REAL TIME. But that's not all. We know who they are, and we are able to interact with them as long as they are on our website. IN REAL TIME. And we provide website visitors the option to engage our sales staff at any time during their visit on our website: IN REAL TIME.
The goal of the real time interaction is not simply to land a sale on the spot. Instead it provides us an opportunity for engagement with the customer, to address the needs of the customer, and to begin the relationship building process. We have chosen to accept responsibility for opening the lines of communication once visitors have expressed an interest in our services, by visiting our website.
The benefits to you and your customer are numerous, but the key take-away for a customer is that you have provided them the opportunity to unload the burden of their information gathering process to you.
I welcome you to visit our website, to experience the engagement process, from a customer's perspective. www.tompkinseventconsultants.com
I believe that the days of waiting for the sale to come through your door are gone. A sales team that relies on its website, listing service or print advertising to generate growth this year, will fall drastically short of sales projections at the end of the budget year.
For years now, the value of a high quality website has proven to be unmatched. Studies show that today's consumer seek's out information via the internet, opposed to more traditional methods of information gathering. The unique power of a variety of website tools, allows organizaitons to not only inform customers and potential customers, but to engage and gain knowledge about visitors. Website tracking and analytics programs have streamlined the task of information gathering, and created an environment in which customers can interact with service providers, on the spot. Visitors to websites are no longer a data point in the metrics collection process. Now the visitor becomes a potential customer as the captured information provides the savvy sales staff with contact information, location and key interests in your service offerings, all without ever filling in a form or submitting an email.
Let me give you an example. At Tompkins Event Consultants, our staff is able to see, in real time, visitors to our website. We know where they are visiting from, how they arrived, and what pages they are looking at. IN REAL TIME. But that's not all. We know who they are, and we are able to interact with them as long as they are on our website. IN REAL TIME. And we provide website visitors the option to engage our sales staff at any time during their visit on our website: IN REAL TIME.
The goal of the real time interaction is not simply to land a sale on the spot. Instead it provides us an opportunity for engagement with the customer, to address the needs of the customer, and to begin the relationship building process. We have chosen to accept responsibility for opening the lines of communication once visitors have expressed an interest in our services, by visiting our website.
The benefits to you and your customer are numerous, but the key take-away for a customer is that you have provided them the opportunity to unload the burden of their information gathering process to you.
I welcome you to visit our website, to experience the engagement process, from a customer's perspective. www.tompkinseventconsultants.com
Monday, February 23, 2009
3 Keys to Success In 2009
Recently I asked several event professionals what they perceived to be the key threats to their business in 2009. Overwhelmingly, the responses I received focused on the economy.
"The economic downturn"
"Customer's budget cuts"
"Economy!"
Sound familiar?
My perspective is somewhat different.
In 2009, the greatest threat to the success of your business, is you. Let me
repeat that.
The greatest threat to your business in 2009, will be you.
Are you still with me?
While 2009 will present every entrepreneur, corporation, non-profit organization with a new set of budgetary challenges, unlike any we have seen before, it will also present us with the opportunity to recreate our organizations into incredible success stories that will be envied by the competition.
Before we can proceed, we must have agree on a couple of items. First, we need to agree that you are ultimately responsible for the success and failure of the business. Second, we need to agree that your business has room for improvement and in order to do better, you must improve the way you have been doing business. Change can be hard and painful, but ultimately, when you come out on the other side, you will be in a better position. Finally, your competition is seeking solutions that will change the way they do business, and they will change. If you don't, you will ultimately lose out to your competition.
There is a great TV show on Fox called "Ramsey's Kitchen Nightmares." The premise is simple. Chef Gordon Ramsey is called in to fix a failing restaurant, within a week. If you haven't seen it, watch it. Chef Ramsey follows 3 Keys to Success (although he never formally spells them out) in his effort to turnaround the failing establishment.
Keys to Success
Simple enough?
Here's what it all comes down to.
Bad processes cost you money in two ways. They negatively impact the way you service your existing customers and limit your organization's ability to build capacity (take on new customers).
Frontline staff and middle management have to be trained and retrained on your operation. They are your keys to success with your customers. Sales staff need to be trained to work proactively prior to the contract signing. By working with the customer in advance, sales staff can mitigate many of the complicating factors, or last minute requests, that pull tactical staff off of other important functions.
New markets in 2009 will abound. Your customers are probably struggling with budget challenges of their own. So is everyone else. Markets that may have been previously unavailable to you, because of needs and requirements, in 2009 have become available. AIG will no longer be conducting excessively expensive sales meetings and corporate retreats. They will still need to hold meetings, but instead of going to 5-star resorts, they will be looking for costeffective, creative solutions that will help to meet their strategic goals and organizational needs.
In 2009, survival will be the tact most organizations choose to take, with economic
consultants recommending cutting budgets across the board by 10%, which is advice well-heeded. However, cutting is not the final answer. Operational improvement with the goal of creating a more cost-effective, efficient business, is the right approach to a surviving, and even growing in 2009.
Eric Tompkins
Tompkins Event Consultants
"The economic downturn"
"Customer's budget cuts"
"Economy!"
Sound familiar?
My perspective is somewhat different.
In 2009, the greatest threat to the success of your business, is you. Let me
repeat that.
The greatest threat to your business in 2009, will be you.
Are you still with me?
While 2009 will present every entrepreneur, corporation, non-profit organization with a new set of budgetary challenges, unlike any we have seen before, it will also present us with the opportunity to recreate our organizations into incredible success stories that will be envied by the competition.
Before we can proceed, we must have agree on a couple of items. First, we need to agree that you are ultimately responsible for the success and failure of the business. Second, we need to agree that your business has room for improvement and in order to do better, you must improve the way you have been doing business. Change can be hard and painful, but ultimately, when you come out on the other side, you will be in a better position. Finally, your competition is seeking solutions that will change the way they do business, and they will change. If you don't, you will ultimately lose out to your competition.
There is a great TV show on Fox called "Ramsey's Kitchen Nightmares." The premise is simple. Chef Gordon Ramsey is called in to fix a failing restaurant, within a week. If you haven't seen it, watch it. Chef Ramsey follows 3 Keys to Success (although he never formally spells them out) in his effort to turnaround the failing establishment.
Keys to Success
- Eliminate bad and duplicative processes
- Train/Retrain middle management and frontline staff
- Indentify and actively engage new markets
Simple enough?
Here's what it all comes down to.
Bad processes cost you money in two ways. They negatively impact the way you service your existing customers and limit your organization's ability to build capacity (take on new customers).
Frontline staff and middle management have to be trained and retrained on your operation. They are your keys to success with your customers. Sales staff need to be trained to work proactively prior to the contract signing. By working with the customer in advance, sales staff can mitigate many of the complicating factors, or last minute requests, that pull tactical staff off of other important functions.
New markets in 2009 will abound. Your customers are probably struggling with budget challenges of their own. So is everyone else. Markets that may have been previously unavailable to you, because of needs and requirements, in 2009 have become available. AIG will no longer be conducting excessively expensive sales meetings and corporate retreats. They will still need to hold meetings, but instead of going to 5-star resorts, they will be looking for costeffective, creative solutions that will help to meet their strategic goals and organizational needs.
In 2009, survival will be the tact most organizations choose to take, with economic
consultants recommending cutting budgets across the board by 10%, which is advice well-heeded. However, cutting is not the final answer. Operational improvement with the goal of creating a more cost-effective, efficient business, is the right approach to a surviving, and even growing in 2009.
Eric Tompkins
Tompkins Event Consultants
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