It's actually not about the product or service. People can patronize other restaurants. It's the appreciation and satisfaction they feel that keeps them returning for more.

Here's how powerful this is...

When I stroll into the local donut shop: Kit would always greet me, create small talk, and pour my coffee from the fresher of the two pots. He made an attempt to make me feel special. (Similar to the welcome Norm received when he entered Cheers.) Because of Kit, I often went back. Sometimes buying coffee and a croissant just to shoot the breeze with him.

But when Kit left the shop, I no longer felt special. They poured my coffee fro

And everyone liked Sue. She was a social butterfly who created a friendly atmosphere. She'd make an attempt to greet and meet with everyone sitting at her counter. And she was generous with the portions. She spoiled us. I was hooked. I became one of her many regulars.

Then Sue sold her restaurant...

That was the beginning of the end. The business went south. It was never the same.

Susie (one of the cooks) bought the restaurant. Although Susie was a genuinely nice person—being nice alone won't cut it in that business. She made two critical errors.

She wasn't customer conscious. That's mistake one.

She brought a job mentality into her new management role. That's mistake two.

Susie didn't know how to create a customer-friendly culture. She wasn't aware about taking care of her regulars. She was an adequate cook, but inexperienced at customer relations. Business is not only about dollars and cents—it's about relationships with people. Her business soon got out of balance.

After Susie took over, the head cook quit. The atmosphere became rather cold. The portions were reduced. The quality was inconsistent. Fewer patrons were seated at the counter. I noticed her countenance changing. To counteract the reduction in business—she raised her prices.

A big no-no...

All the reasons why I became a regular: vanished. There was no single reason to return. I dropped by once in a while as a token gesture, but my heart and patronage had departed. As a regular I felt betrayed, unappreciated and eventually I never returned.

What were the differences between these two opposing business models?

The food was the same:

There were no new specials. The menu didn't change to accommodate an upscale cuisine. And the price increase was minor.

The service remained the same:

Other than a few new faces filling in the shifts, there's not a whole lot of change here. The takeaway point being no one had the gift of gab that Sue possessed. Sue was a mistress at breaking the ice.

The decor didn't change:

No expense was spared for remodeling. We ate from the same plates, shakers and silver. And the name change to Susie's Cafe was obviously a plus.

The environment didn't change:

Tourists, commuters and transients all went about their business. On chili days you could feel a cold draft wafting through the depot. The foot traffic, pigeons cooing, and noisy hustle and bustle of city life remained constant throughout the station.

With only a few nuances, why did Susie lose her customers?

It boils down to making her customers feel appreciated. Susie gets a huge zero. When you can make your customers feel special, they'll return many times over for that feeling.

It's actually not about the product or service. People can patronize other restaurants. It's the appreciation and satisfaction they feel that keeps them returning for more.

Here's how powerful this is...

When I stroll into the local donut shop: Kit would always greet me, create small talk, and pour my coffee from the fresher of the two pots. He made an attempt to make me feel special. (Similar to the welcome Norm received when he entered Cheers.) Because of Kit, I often went back. Sometimes buying coffee and a croissant just to shoot the breeze with him.

But when Kit left the shop, I no longer felt special. They poured my coffee from

She wasn't customer conscious. That's mistake one.

She brought a job mentality into her new management role. That's mistake two.

Susie didn't know how to create a customer-friendly culture. She wasn't aware about taking care of her regulars. She was an adequate cook, but inexperienced at customer relations. Business is not only about dollars and cents—it's about relationships with people. Her business soon got out of balance.

After Susie took over, the head cook quit. The atmosphere became rather cold. The portions were reduced. The quality was inconsistent. Fewer patrons were seated at the counter. I noticed her countenance changing. To counteract the reduction in business—she raised her prices.

A big no-no...

All the reasons why I became a regular: vanished. There was no single reason to return. I dropped by once in a while as a token gesture, but my heart and patronage had departed. As a regular I felt betrayed, unappreciated and eventually I never returned.

What were the differences between these two opposing business models?

The food was the same:

There were no new specials. The menu didn't change to accommodate an upscale cuisine. And the price increase was minor.

The service remained the same:

Other than a few new faces filling in the shifts, there's not a whole lot of change here. The takeaway point being no one had the gift of gab that Sue possessed. Sue was a mistress at breaking the ice.

The decor didn't change:

No expense was spared for remodeling. We ate from the same plates, shakers and silver. And the name change to Susie's Cafe was obviously a plus.

The environment didn't change:

Tourists, commuters and transients all went about their business. On chili days you could feel a cold draft wafting through the depot. The foot traffic, pigeons cooing, and noisy hustle and bustle of city life remained constant throughout the station.

With only a few nuances, why did Susie lose her customers?

It boils down to making her customers feel appreciated. Susie gets a huge zero. When you can make your customers feel special, they'll return many times over for that feeling.

It's actually not about the product or service. People can patronize other restaurants. It's the appreciation and satisfaction they feel that keeps them returning for more.

Here's how powerful this is...

When I stroll into the local donut shop: Kit would always greet me, create small talk, and pour my coffee from the fresher of the two pots. He made an attempt to make me feel special. (Similar to the welcome Norm received when he entered Cheers.) Because of Kit, I often went back. Sometimes buying coffee and a croissant just to shoot the breeze with him.

But when Kit left the shop, I no longer felt special. They poured my coffee fro

A big no-no...

All the reasons why I became a regular: vanished. There was no single reason to return. I dropped by once in a while as a token gesture, but my heart and patronage had departed. As a regular I felt betrayed, unappreciated and eventually I never returned.

What were the differences between these two opposing business models?

The food was the same:

There were no new specials. The menu didn't change to accommodate an upscale cuisine. And the price increase was minor.

The service remained the same:

Other than a few new faces filling in the shifts, there's not a whole lot of change here. The takeaway point being no one had the gift of gab that Sue possessed. Sue was a mistress at breaking the ice.

The decor didn't change:

No expense was spared for remodeling. We ate from the same plates, shakers and silver. And the name change to Susie's Cafe was obviously a plus.

The environment didn't change:

Tourists, commuters and transients all went about their business. On chili days you could feel a cold draft wafting through the depot. The foot traffic, pigeons cooing, and noisy hustle and bustle of city life remained constant throughout the station.

With only a few nuances, why did Susie lose her customers?

It boils down to making her customers feel appreciated. Susie gets a huge zero. When you can make your customers feel special, they'll return many times over for that feeling.

It's actually not about the product or service. People can patronize other restaurants. It's the appreciation and satisfaction they feel that keeps them returning for more.

Here's how powerful this is...

When I stroll into the local donut shop: Kit would always greet me, create small talk, and pour my coffee from the fresher of the two pots. He made an attempt to make me feel special. (Similar to the welcome Norm received when he entered Cheers.) Because of Kit, I often went back. Sometimes buying coffee and a croissant just to shoot the breeze with him.

But when Kit left the shop, I no longer felt special. They poured my coffee fro

The decor didn't change:

No expense was spared for remodeling. We ate from the same plates, shakers and silver. And the name change to Susie's Cafe was obviously a plus.

The environment didn't change:

Tourists, commuters and transients all went about their business. On chili days you could feel a cold draft wafting through the depot. The foot traffic, pigeons cooing, and noisy hustle and bustle of city life remained constant throughout the station.

With only a few nuances, why did Susie lose her customers?

It boils down to making her customers feel appreciated. Susie gets a huge zero. When you can make your customers feel special, they'll return many times over for that feeling.

It's actually not about the product or service. People can patronize other restaurants. It's the appreciation and satisfaction they feel that keeps them returning for more.

Here's how powerful this is...

When I stroll into the local donut shop: Kit would always greet me, create small talk, and pour my coffee from the fresher of the two pots. He made an attempt to make me feel special. (Similar to the welcome Norm received when he entered Cheers.) Because of Kit, I often went back. Sometimes buying coffee and a croissant just to shoot the breeze with him.

But when Kit left the shop, I no longer felt special. They poured my coffee fro

It's actually not about the product or service. People can patronize other restaurants. It's the appreciation and satisfaction they feel that keeps them returning for more.

Here's how powerful this is...

When I stroll into the local donut shop: Kit would always greet me, create small talk, and pour my coffee from the fresher of the two pots. He made an attempt to make me feel special. (Similar to the welcome Norm received when he entered Cheers.) Because of Kit, I often went back. Sometimes buying coffee and a croissant just to shoot the breeze with him.

But when Kit left the shop, I no longer felt special. They poured my coffee from the blended pot. And you could barely get a greeting from anybody. The customer-first culture Kit created didn't transfer to the rest of the staff.

How do you create this culture with your customers? How do you make them feel special? How can you entice them to think about you first?

Seven Surefire Strategies for Sustained Sales:

1) Advanced notice of an upcoming sale. Let them know it's an advanced notice. Your customers get to prepare, budget and look forward to arriving early at your store. Make it a specific one-day only sale to nudge those sitting on the fence to rush in.

2) Rewards and members only discount. Your customers have joined your membership and are qualified to receive benefits. Credit card companies and airlines have grown their memberships by awarding points and free miles with every purchase. A few of my credit cards offer cash-back for making gasoline purchases. Sign me up!

3) Free product after so many purchases. This keeps them coming back again and again. The 7-11 clerk issued me a card. After purchasing six beverages, I get the seventh one free. Since I seldom go to 7-11, this offer keeps me looking forward to completing the cycle. It's pure brilliance. The card has me thinking about 7-11 even though they are not on my radar.

4) A holiday bonus or special gift. This incorporates the surprise element. And everyone I know loves surprises. I received a coffee mug as a holiday gift from a publisher where I contribute articles. The mug sits around blasting the publishing company's name. I get a nice mug and they get free exposure.

5) Volume discount. This rewards your customers for making multiple purchases. And it retains them to come back to you instead of seeking your competitors. I purchased a six-pack of speaking workshops in advance to receive a 20% discount. As long as I'm in this loop, I have no reason to search for another workshop.

6) A nice card or autoresponder. Sending a thank-you autoresponder after a purchase helps reduce buyer's remorse. A stick letter inserted with the product will also help. Another strategy is sending out a thank-you card or post card. Please jot a short message with a personalized salutation instead of a canned script as this increases the personal touch.

7) Advanced announcement of a special or limited edition product. Back in my college days when I was a classical percussionist, Gene at Drum World called me about a specially made, single-ply solid rock maple snare drum from Noble and Cooley. The Civil War era wood bending process giving the snare drum a vibrant "whack" was so unique that I ordered two. Gene was probably lots happier when he added up his commissions for that month.

Making your customers feel special is critically important for repeat business. Sometimes all it takes is a simple greeting as you walk through the doors like the tellers do at my bank. Other times you create that feeling through a special offer, gift or bonus that sh