IT Consulting: Providing Clients with Credit
In running an IT consulting business, do not be too quick to give new clients credit. Even when you give them credit, keep their lines of credit relatively low until they’ve built up some history with you.Provide Low Lines of CreditIf you have new IT consulting clients, it may make sense to start them out, even if you get a credit application and send out some credit reference letters, with a $500 or $1,000 line of credit. Don’t go allowing them to hang you up on a $5,000 or $10,000 leash before they’ve proven they’re able to pay small invoices.If t

7 Management Malpractices
7 ways to tell if you are practicing Management Malpractice.1. You cannot name your employees and refer to everyone as “Buddy” or “Chief.”2. You know what the company’s goals are for the year yet you cannot tell anyone what your goals are.3. Every time an employee comes to your door and knocks, you think they will ask for a raise or time off.4. You cannot name the last book you read that pertained to your profession.5. Whenever there is a crisis or a hot situation to handle, everyone assumes someone will get fired.Scene 1. A quick-serve restaurant, Anywhere, USA.
Cashier (no eye contact with guest): For here or to go?
Guest: Here. I’ll have a Burger Deal #1. [Wow. What a nice greeting.]
Cashier: Okay. What kind of drink?
Guest: Diet cola. [Why don’t they just let me do this myself? The cashier isn’t doing anything but pressing buttons.]
Cashier: Want dessert?
Guest: No thanks. [I don’t even know what they serve for dessert.]
Cashier: $4.29
Guest: Thanks. [For letting me give you my money.]

Scene 2. A quick-serve restaurant, Anywhere, USA.
Cashier (smiling and looking guest in the eye): Welcome! Have you ever been here before?
Guest: Every week!
Cashier (pointing to a countertop mat): Thanks for coming back! So you know about our new Deluxe special?
Guest: No, I don’t. I’ll try one of those.
Cashier: The meals come in two sizes--regular and value-sized. Which do you prefer?
Guest: I’ll try the value-sized.
Cashier: Great choice! We get lots of compliments on it! Your total is $4.99. Have a great meal and let me know if you need anything else.
Guest: I will!

In Scene 1, the cashier offers service, which leads to a satisfied guest. That’s okay. But in Scene 2, the cashier offers hospitality, which leads to a loyal guest. That’s better.

All too often, we are guilty of forcing our cashiers to follow a series of service steps in an effort to standardize our delivery system. To that end, we simply process people through a line. As guests, if we wanted that, we could simply have a terminal where we enter our own order. That idea would be as successful as the failed full-serve restaurants where you had to cook your own steak!

As Bruce Tulgan, founder of Rainmaker Thinking, says, "Do you want your spouse satisfied or loyal?" Therefore, our cashiers need to stop acting like service robots and start providing a better experience. The scenarios above take the same amount of time for the guest but provide a totally different tone for their meal. Consistent performance at this level will enhance the benefit for the guest, distance yourself from the competitors, and drive frequency--the only true way to build long-term sales.

<br> Cashier: $4.29
Guest: Thanks. [For letting me give you my money.]

Scene 2. A quick-serve restaurant, Anywhere, USA.
Cashier (smiling and looking guest in the eye): Welcome! Have you ever been here before?
Guest: Every week!
Cashier (pointing to a countertop mat): Thanks for coming back! So you know about our new Deluxe special?
Guest: No, I don’t. I’ll try one of those.
Cashier: The meals come in two sizes--regular and value-sized. Which do you prefer?
Guest: I’ll try the value-sized.
Cashier: Great choice! We get lots of compliments on it! Your total is $4.99. Have a great meal and let me know if you need anything else.
Guest: I will!

In Scene 1, the cashier offers service, which leads to a satisfied guest. That’s okay. But in Scene 2, the cashier offers hospitality, which leads to a loyal guest. That’s better.

All too often, we are guilty of forcing our cashiers to follow a series of service steps in an effort to standardize our delivery system. To that end, we simply process people through a line. As guests, if we wanted that, we could simply have a terminal where we enter our own order. That idea would be as successful as the failed full-serve restaurants where you had to cook your own steak!

As Bruce Tulgan, founder of Rainmaker Thinking, says, "Do you want your spouse satisfied or loyal?" Therefore, our cashiers need to stop acting like service robots and start providing a better experience. The scenarios above take the same amount of time for the guest but provide a totally different tone for their meal. Consistent performance at this level will enhance the benefit for the guest, distance yourself from the competitors, and drive frequency--the only true way to build long-term sales.

s--regular and value-sized. Which do you prefer?
Guest: I’ll try the value-sized.
Cashier: Great choice! We get lots of compliments on it! Your total is $4.99. Have a great meal and let me know if you need anything else.
Guest: I will!

In Scene 1, the cashier offers service, which leads to a satisfied guest. That’s okay. But in Scene 2, the cashier offers hospitality, which leads to a loyal guest. That’s better.

All too often, we are guilty of forcing our cashiers to follow a series of service steps in an effort to standardize our delivery system. To that end, we simply process people through a line. As guests, if we wanted that, we could simply have a terminal where we enter our own order. That idea would be as successful as the failed full-serve restaurants where you had to cook your own steak!

As Bruce Tulgan, founder of Rainmaker Thinking, says, "Do you want your spouse satisfied or loyal?" Therefore, our cashiers need to stop acting like service robots and start providing a better experience. The scenarios above take the same amount of time for the guest but provide a totally different tone for their meal. Consistent performance at this level will enhance the benefit for the guest, distance yourself from the competitors, and drive frequency--the only true way to build long-term sales.

o often, we are guilty of forcing our cashiers to follow a series of service steps in an effort to standardize our delivery system. To that end, we simply process people through a line. As guests, if we wanted that, we could simply have a terminal where we enter our own order. That idea would be as successful as the failed full-serve restaurants where you had to cook your own steak!

As Bruce Tulgan, founder of Rainmaker Thinking, says, "Do you want your spouse satisfied or loyal?" Therefore, our cashiers need to stop acting like service robots and start providing a better experience. The scenarios above take the same amount of time for the guest but provide a totally different tone for their meal. Consistent performance at this level will enhance the benefit for the guest, distance yourself from the competitors, and drive frequency--the only true way to build long-term sales.

you want your spouse satisfied or loyal?" Therefore, our cashiers need to stop acting like service robots and start providing a better experience. The scenarios above take the same amount of time for the guest but provide a totally different tone for their meal. Consistent performance at this level will enhance the benefit for the guest, distance yourself from the competitors, and drive frequency--the only true way to build long-term sales.

Guests want value. As you know, value equals the benefit received divided by the money spent. How can any other type of restaurant provide a better value for the dollar than a quick-serve with a fairly low check average? All it takes is moving the benefit to the guest. Here’s how.

Shift communication: Spend 30 seconds per employee prior to and after each shift. Let them practice on you--versus the guest--and review their shift numbers, their best highlights, and opportunities they have.

Guarantee message: On table tents, counter mats, register toppers, or buttons/stickers on the cashier, allow the guest to manage the employee while you are not around. (See "The Training Manual" in the March 2003 issue of QSR for more details.)

First-timer identification: Add a button on the register for "first-time guests." The cashier can find out if the guest is a first-time visitor to your concept, press the button, and it prints on the ticket. The kitchen can ensure it’s outstanding and the manager can stop by their table if they are dining in. It really creates a wow!

Grow your skills: If you don’t know what you don’t know, you can’t be an effective leader. Constantly learn something new and teach it to your staff. A few books every manager should read:

First, Break All the Rules, by Marcus Buckingham. Challenges the norms and teaches you how to move your leadership style significantly forward.

MYOB, by Jim Sullivan. Plenty of easy-to-implement ideas (and laughs) for any restaurant.

Customer Satisfaction is Worthless, Customer Loyalty is Priceless, by Jeffrey Gitomer. Clearly illustrates the point outlined in the scenes above. Okay is not okay.

Service That Sells, Pencom Publishing. Full of selling ideas.

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