Not only is customer service a great way to build loyalty, but it’s also a valuable feedback mechanism–customers are all too ready to sing your praises or call out improvements that need to be made to your product, service or image.

An important aspect of customer service is deciding how quickly the business will respond to customer inquiries and complaints (phone or e-mail). This response time should be realistic and consistent. If the policy says all phone calls will be answered within two minutes or returned the same day, that time line becomes a pledge to the customer.

Nothing frustrates an online shopper more than sending an e-mail to an address listed on a shopping site and waiting hours, days or interminably for a response. To keep customers on the site, businesses must keep them in the loop.

Be honest and follow through with your customers – your competitors are only a click away!

Originally Posted on: Florida Small Business Consulting - SuncoastGlobal.com

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Creating a customer service policy and sticking to it can make it easier on you.

Take these steps to help you ensure that your clients receive excellent service every step of the way.

1. Put your customer service policy in writing. These principles should come from you, but every employee should know what the rules are and be ready to live up to them. This doesn’t have to be elaborate. In fact, keep it as simple as you possibly can.>
2. Establish support systems that give employees clear instructions for gaining and maintaining service superiority. These systems will help you outservice any competitor by giving more to customers and anticipating problems before they arise.
3. Develop a measurement of superb customer service. Don’t forget to reward employees who practice it consistently.
4. Be certain that your passion for customer service runs rampant throughout your company. Employees should see how good service relates to your profits and to their futures with the company.
5. Be genuinely committed to providing more customer service excellence than anyone else in your industry. This commitment must be so powerful that every one of your customers can sense it.
6. Share information with people on the front lines. Meet with your employees regularly to talk about improving service. Solicit ideas from employees-they are the ones who are dealing with customers most often.
7. Act on the knowledge that what customers value most are attention, dependability, promptness and competence. They love being treated as individuals and being referred to by name.

Phrases That’ll Make Your Customers Happy

Principles of customer service are all very well, but you need to put those principles into action with everything you do and say. There are certain “magic words” customers want to hear from you and your staff. Make sure all your employees understand the importance of these key phrases:

• “How can I help?” Customers want the opportunity to explain in detail what they want and need. Too often, business owners feel the desire or the obligation to guess what customers need rather than carefully listening first. By asking how you can help, you begin the dialogue on a positive note (you are “helping,” not “selling”). And by using an open-ended question, you invite discussion.
• “I can solve that problem.” Most customers, especially business-to-business customers, are looking to buy solutions. They appreciate direct answers in a language they can understand.
• “I don’t know, but I’ll find out.” When confronted with a truly difficult question that requires research on your part, admit that you don’t know the answer. Few things ruin your credibility faster than trying to answer a question when you are unsure of all the facts. Savvy buyers may test you with a question they know you can’t answer and then just sit quietly while you struggle to fake an intelligent reply. An honest answer enhances your integrity.
• “I will take responsibility.” Tell your customer you realize it’s your responsibility to ensure a satisfactory outcome to the transaction. Assure the customer you know what he or she expects and will deliver the product or service at the agreed-upon price. There will be no unexpected changes or expenses required to solve the problem.
• “I will keep you updated.” Even if your business is a cash-and-carry operation, it probably requires scheduling and coordinating numerous events. Assure your customers they will be advised of the status of these events. The longer your lead time, the more important this is. The vendors customers trust the most are those that keep them apprised of the situation, whether the news is good or bad.
• “I will deliver on time.” A due date that has been agreed upon is a promise that must be kept. “Close” doesn’t count.
• “Monday means Monday.” The first week in July means the first week in July, even though it contains a national holiday. Your clients are waiting to hear you say “I deliver on time.” The supplier who consistently does so is a rarity and will be remembered.
• “It’ll be just what you ordered.” It will not be “similar to,” and it will not be “better than” what was ordered. It will be exactly what was ordered. Even if you believe a substitute would be in the client’s best interests, that’s a topic for discussion, not something you decide on your own. Your customer may not know (or be at liberty to explain) all the ramifications of the purchase.
• “The job will be complete.” Assure the customer there will be no waiting for a final piece or a last document. Never say you are finished “except for….”
• “I appreciate your business.” This means more than a simple “Thanks for the order.” Genuine appreciation involves follow-up calls, offering to answer questions, making sure everything is performing satisfactorily, and ascertaining that the original problem has been solved.

Neglecting any of these steps conveys the impression that you were interested in the person only until the sale was made. This leaves the buyer feeling deceived and used, and creates ill will and negative advertising for your company. Sincerely proving you care about your customers leads to recommendations and repeat sales.

Never Let Your Customers Forget You

One important tool for generating repeat business is following up. Effective follow-up begins immediately after the sale when you call the customer to say “thank you” and find out if he or she is pleased with your product or service. Beyond this, there are several effective ways to follow up that ensure your business is always in the customer’s mind.

• Let customers know what you are doing for them. This can be in the form of a newsletter mailed to existing customers, or it can be more informal, such as a phone call. Whatever method you use, the key is to dramatically point out to customers the excellent service you are giving them. If you never mention all the things you are doing for them, customers may not notice.
• Write old customers personal, handwritten notes frequently. “I was just sitting at my desk and your name popped into my head. Are you still having a great time flying all over the country? Let me know if you need another set of luggage. I can stop by with our latest models any time.” Or if you run into an old customer at an event, follow up with a note: “It was great seeing you at the CDC Christmas party. I’ll call you early in the New Year to schedule a lunch.”
• Keep it personal. Voice mail and e-mail make it easy to communicate, but the personal touch is often lost. If you’re having trouble getting through to someone whose problem requires that personal touch, leave a voice-mail message that you want to talk to the person directly or will stop by his or her office at a designated time.
• Remember special occasions. Send regular customers birthday cards, anniversary cards, holiday cards…you name it. Gifts are excellent follow-up tools, too. You don’t have to spend a fortune to show you care; use your creativity to come up with interesting gift ideas that tie into your business, the customer’s business or his or her recent purchase.
• Pass on information. If you read an article, see a new book, or hear about an organization a customer might be interested in, drop a note or make a quick call to let them know.
• Consider follow-up calls as business development calls. When you talk to or visit old clients or customers, you’ll often find they have referrals to give you, which can lead to new business.

With all your existing customers can do for you, there’s simply no reason not to stay in regular contact with them. Use your imagination, and you’ll think of plenty of other ideas that can help you develop a lasting relationship.

Dealing With Unsatisfied Customers

Studies show that the vast majority of unsatisfied customers will never come right out and tell you they’re unsatisfied. They simply leave quietly, later telling everyone they know not to do business with you.

So when a customer complains, don’t think of it as a nuisance-think of it as a golden opportunity to change that customer’s mind and retain his or her business.

Even the best product or service receives complaints now and then. Here’s how to handle them for positive results:

• Let customers vent their feelings. Encourage them to get their frustrations out in the open.
• Never argue with a customer.
• Never tell a customer “You do not have a problem.” Those are fighting words.
• Share your point of view as politely as you can.
• Take responsibility for the problem. Don’t make excuses. If an employee was sick or a supplier let you down, that’s not the customer’s concern.
• Immediately take action to remedy the situation. Promising a solution and then delaying it only makes matters worse.
• Empower your front-line employees to be flexible in resolving complaints. Give employees some leeway in deciding when to bend the rules. If you don’t feel comfortable doing this, make sure they have you or another manager handle the situation.

Originally Posted on: Florida Small Business Consulting - SuncoastGlobal.com

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Because of the cost-savings available, many companies are changing their attitudes toward data storage and are looking at innovative ways to handle the flow of data. Today, there are several inventive and cost-effective technologies available that can streamline the processing and storing of hard-copy data, which, in turn, will save you money. Money that you can use to improve systems and invest in the future of your business. Let’s take a look at one of these new systems.

Defining the Solution

Digital archiving, also known as scan-to-file, is one of the best methods around for processing and storing documents. Simply put, digital archiving is the process of converting paper information to a digital representation of the original document.

These highly cost-effective conversions allow information to be stored and accessed easily, enabling companies to save time, storage space, money and resources, and increase their productivity and security.

Over time, digitally storing information will reduce the costs of document storage. It will reduce employee workload associated with filing, retrieving and re-filing paper documents. Additionally, it provides easy access to search, retrieve, read, print and e-mail imaged files.

Digital archiving also allows for expedient file transmission over the internet or an internal network. And it creates a flexible, electronic database of corporate documents, such as financial statements, required regulatory documentation, client and patient files, tax and legal documents–all of which can be password-protected to restrict printing and content extraction.

And there’s more good news: The process is simple. Information is scanned and stored on one of a number of forms of media, most often on CD-ROMs, but also on hard disks or other file formats. You then store the digital data in a secure location, either onsite or away from your business.

The digitally stored information can easily be retrieved by simply loading a CD-ROM or disk onto any computer. The document appears just as it did in its original hard copy form and can be saved to the computer, e-mailed or printed.

Digital archiving enables companies to put unlimited amounts of information onto CDs. Imagine taking 35,000 pages of paper and converting it to three CDs.

If you think digital archiving may be right for your company, here are a few questions to ask your visual communications partner:

1. How is information scanned? Who does it and how long does it take? Information can either be hand-scanned or fed into a scanner based on the type of data being scanned. Scanning should be done by a team of professionally trained and certified digital specialists, who know how to scan and archive your important documents. Scanning times will vary based on the amount of information being converted. For example, 1,200 pages can take up to four hours to complete.
2. Is the information secure while it’s being scanned for digital archiving? Most likely it is, but you need to ensure that the vendor has a dedicated and secure digital archiving imaging area designed with your sensitive documents in mind. Additionally, you need to verify that the information won’t be shared with any outside source, and your vendor should return all documents upon completion. In some cases, you and the vendor may determine that the scanning should be done at your location.
3. Where is the information stored? Typically, your vendor should store the information on CDs that will be returned to you for storage.
4. What format will the digitized documents be in? At a minimum, documents should be converted to PDF because that’s the widely accepted format for digitized information. Additionally, PDF formatting is approved and in use by a host of local, state and federal agencies. However, based on your needs, files can also be created in Word and other industry-specific software.

Originally Posted on: Florida Small Business Consulting - SuncoastGlobal.com

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By learning more about your customer’s lifetime behaviors, you will develop stronger relationships and increase loyalty. We offer strategic customer relationship management (CRM) solutions tailor made to your specific industry and your specific customer. We will promote growth and profitability by providing a compelling, consistent customer experience across every channel.

CRM solutions enable a better understanding of your customers and their specific expectations. We offer:

• Technology platforms that align business units across departments, enabling collaborative information sharing.
• Strategic alliances with world-leading application providers including Oracle, SAP, Avaya, Genesys, Infor, KANA, and Nortel.
• Extensive industry-specific strategy, implementation, integration and infrastructure expertise.
• The right mix of hardware, software and services that can help drive a successful CRM implementation at your company.

Your custom CRM solution is based on customer-focused strategies, will incorporate all necessary departments, and is built on a scalable architecture that can start small but adjust to growing volumes of data. We have technology integration and project management expertise to help ensure a successful, consistent implementation across your business processes. Let us help you turn customers into advocates — driving increased profitability and growth.

Originally Posted on: Florida Small Business Consulting - SuncoastGlobal.com

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Keep in mind it’s not just the question that matters, but how it’s presented. You may have to set the stage or tell a story leading up to the question that helps the client rationalize the buying decision. No matter how good your lead in or story is, however, you won’t get the sale if you don’t ask for it.

Here are a few closes that have proven successful. Don’t be concerned if they seem a bit wordy–you’re painting pictures and involving the emotions of your potential clients. Say the words with warmth and sincerity, and they’ll work for you.

When your clients hesitate because they aren’t sure it’s the right decision, try what we call “The Best Things in Life Close.” This is a great close to use with a personal sale, especially when you’re trying to sell something to a husband and wife. Compare the decision they’re considering right now to other decisions they’ve made and have been happy with. It’s especially helpful when they’ve admitted they want the product but are just struggling with saying yes. It goes like this:

“Isn’t it true, John and Mary, that the only time you’ve ever really benefited from anything in your life has been when you said yes instead of no? You said yes to your marriage. . .” [And this next part's optional: ". . .and I can see how happy you are." But don't add this phrase unless you've seen signs that they truly are a happy couple!] “You said yes to your job, your home, your car–all the things I’m sure you truly enjoy.

“You see, when you say yes to me, it’s not really me you are saying yes to but all the benefits this product offers… [and then list a few of the benefits they were most excited about.] Those are the things you really want for your family, aren’t they?”

With these words, you’re helping them focus on the benefits they want from the product rather than their hesitation to make the investment to own it. The little agreements you ask for during the close get the “yes” momentum started. If they do truly believe your product is good for them, these words will help them get over their hesitation to give you the final yes and close the sale.

Another situation might be during a business sale where the decision-maker uses “the budget” as a reason not to go ahead. This purchase might not have been in their plans, so the money isn’t in the budget. If you truly believe your product would provide excellent benefits to their company, your goal in this situation is to get them to admit and agree to that point.

Ask this: “John, if the money for this investment was in your budget, would you proceed?” If he says yes, agree with him by saying “That’s wonderful, John. I’m glad you see the benefits our XYZ product can bring to your business.”

At this point, you can either move on to a discussion of their return on investment or try these words:

“I can understand your concern with your budget, John. That’s why I contacted you in the first place. I’m fully aware of the fact that every well-managed business controls the flow of its money with a carefully planned budget. The budget is a necessary tool for every company to give direction to its goals. However, the tool itself doesn’t dictate how the company is run, does it?

“It must be flexible to allow the company to manage crises or take advantage of unplanned opportunities. As the controller of that budget, you retain for yourself the right to flex it in the best interest of the company’s financial present and competitive future, don’t you?

“What we’ve been examining here today is a system which will allow your company an immediate and continuing competitive edge. Tell me, under these conditions, will your budget flex or will it dictate your actions?”

Hopefully, you see the difference between just asking for the sale and helping people make decisions that are good for them. That’s the difference between an average salesperson and a great one!

Originally Posted on: Florida Small Business Consulting - SuncoastGlobal.com

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These results can be produced by either lowering or raising prices. Results depend not on whether your prices increase or fall, but on your market, your product, your competition, your goals, and the precise mechanism you employ to adjust prices.

Prices fluctuate constantly for some things, such as food and gasoline, and remain about the same for others over years or even decades. Some products seem to have rapidly changing prices, but in reality the prices don’t change much it’s the products that change. For example, look at personal computers.

The price for a midrange personal computer has been about $2,000 for many years, despite the fact that the computer you paid $2,000 for last year can now be bought for less than half that.

Whether you are in an industry with rapidly changing prices or pricing that seems set in concrete, it’s a good idea to evaluate your pricing periodically to see if you could generate some growth by tinkering with it. There are several ways to decide what your prices should be. They include matching the competition, charging whatever the market will bear, and marking up from your own costs.

Competitive pricing seeks to match what others charge for the same product or service. All pricing has to take competitors into account. When you are a small company in a large market, you will almost be forced to follow others’ lead on pricing. That means pricing your product neither very far above or below what others charge.

As you grow larger, you will be able to exert more independence in pricing, especially if you can differentiate your offering as exceptionally high in value. You can take the lead in pricing, forcing others to match your low prices, when you gain enough experience and volume to truly become the low-cost producer.

Using the cost-based pricing technique, you calculate what it costs to produce your goods or services including such items as salaries and benefits, materials and supplies, and sales and overhead and then add whatever amount you think is appropriate for your gross profit margin.

Some businesses, such as those that perform repairs, have prices explicitly based on adding a preset profit margin to whatever it costs to do the job. However, customers are generally not concerned about what it costs you to provide a good or a service. So while cost have to be a consideration in your pricing, your costs are rarely justification for higher prices in the marketplace.

The main thing you should be concerned about with pricing is neither what others are charging nor what it costs you to compete. It is maintaining a proper balance of supply and demand. Simply put, if you have more business than you can handle, raise prices.

If you are sitting around with nothing to do, reduce prices. If competitors follow suit, you may have to discount again until you capture enough business to sustain your operation. If you can’t reduce prices enough to make money, you will have to cut costs somehow.

Various tactics can be used within these strategies. Skimming is the practice of charging high prices, usually for new products, to take advantage of the willingness of early adopters to pay more. Skimming can allow you to recoup development costs of new products and services.

Buying market share is what companies call it when they charge initially low prices with the intent of getting people to try their product and, hopefully, like it enough to pay more for it later on.

Managing the competing interests of supply, demand, cost and competition is a lot to ask. But pricing is up to the challenge. Finding the sweet spot between your cost and the highest price customers will tolerate, given existing competition, requires near-constant tinkering with prices, observation of the results, and frequent analysis of what you could do better.

Originally Posted on: Florida Small Business Consulting - SuncoastGlobal.com

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You need to become an amateur sleuth and gather competitive intelligence to create an on-target marketing program and tailor your services or products to position against the competition.

It’s important to complete a competitive analysis during the start-up phase of your new business, about the time you’re putting together your marketing plan. In fact, if you get underway without performing a competitive analysis, you run the risk of creating marketing tools and product or service offerings that are way off the mark.

This can cost you valuable time and money during the critical early months. You should also plan to gather competitive intelligence as your business grows, in order to stay competitive.

Who’s Your Competition?

One of the biggest mistakes new entrepreneurs make is failing to recognize the range of competitors for their businesses. Your new company will have two types of competition-real and perceived. For example, imagine you’re a former college athlete who’s decided to start a personal fitness training business.

Your competitors will fall into two categories: other personal trainers, and gyms and health clubs that offer trainers or advisors on staff. Although you’d directly compete only with the other personal trainers, your prospects-people who want to shape up-would perceive the gyms that offer these services as a viable alternative to hiring you. So to complete your competitive analysis, you need to evaluate the marketing materials and services both types of competitors offer.

Get the Facts

The first step in your competitive analysis is to collect all the marketing materials used by your competitors-both perceived and real. Begin by clipping your competitors’ ads. Then request copies of their brochures and other marketing materials-not so you can copy their ideas, but so you can check out marketing strategies and formats, competitive pricing, special offers, the key benefits (or promises made), and clues to marketing niches that may be underserved.

If possible, you may even want to “mystery shop” your competitors-go out and actually buy their products or services so you can experience the purchasing process with their store personnel or salespeople. If your competitors are large enough, you can gather information about them on the Net.

Use major search engines to look for recent press releases and articles about them. There are even free sites on the Web that allow you to customize your own daily news page, such as NewsPage by NewsEdge Corp. (www.newspage.com).

And don’t forget to check out your competitors’ Web sites. How do your direct and perceived competitors use the Net to attract customers and sell products? This will give you important clues about information a Web site of your own should contain.
Put It All Together

Now you’re ready to draw some conclusions about the types of competitive offers and pricing your new business should use. Best of all, you’ll have clear guidelines for developing your marketing tools. Complete your analysis by answering these questions:

• What size are their materials? Do most of your competitors use standard mailing envelopes, or are they using large folders with inserts?
• Do your competitors use photography or illustrations in their materials?
• Do they have Web sites, and how deep are they? Do they sell products online or just offer information?
• How are your competitors’ products or services similar to yours? How are they different?
• What key benefits do their marketing materials communicate? Can you offer additional benefits that are valuable to prospects?
• What special product, service or pricing offers do your competitors use to stimulate responses to brochures and ads?

Once you discover the answers to these questions, create the marketing tools that will work harder than you do.

Originally Posted on: Florida Small Business Consulting - SuncoastGlobal.com

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You may also try other companies that specialize in issuing accounts to online merchants, including:

• Cardservice International
• VeriSign
• Credit Card Processing Services
• The Processing Network
• 21st Century Resources

Or, log onto Google and search for credit card processing. You’ll find many dozens of outfits, large and small, that are on the prowl for startups seeking merchant accounts.

Credit cards aren’t processed cheaply, however, at least not for a startup. A typical fee schedule for a small-volume account (fewer than 1,000 transactions monthly) would include startup fees amounting to around $200 and monthly processing fees of around $20.

Making Customers Feel Secure

The one must-have for online credit card processing: secure, encrypted connections. You’ve seen this many times yourself. Go to virtually any major e-tailer, commence a purchase, and you are put into a “secure server” environment, where transaction data is scrambled to provide a measure of safety against hackers.

Truth is, these worries are generally unfounded–the odds of a hacker grabbing an unencrypted credit card number from a non-secure website are pretty slender–but buyers feel reassured when they see they’re entering a secure site, and that means you need to provide it.

Is this a technical hassle for you? It shouldn’t be. Whatever vendor sells you credit card processing should also, as part of the package, provide a secure transaction environment. If they don’t, look elsewhere.

Fraud Prevention Tools

Contrary to reports of rising fraud rates, credit card payments remain one of the safest payment methods available online. Sophisticated internet solutions, such as the LinkPoint Secure Payment Gateway, process credit card payments in real time using Secure Sockets Layer (SSL) technology, which encrypts all confidential information during the transmission and authorization of transactions.

Other fraud-prevention tools, such as the Address Verification Service (AVS), make online credit card acceptance even safer. The service compares the numerical information in your customers’ addresses with records stored by card-issuing banks. It then returns codes that indicate whether the numbers match.

Although the information provided by the AVS does not affect the authorization of your transactions, it can help you make informed decisions about suspicious orders.

Besides the AVS, you can protect yourself by using the card validation code 2 (CVC2) and the card verification value (CVV2) verification systems of MasterCard and Visa, respectively. These verification services use the three-digit codes printed on all MasterCard and Visa cards to help you determine whether your customers possess legitimate cards.

Special Considerations

Be sure to ask prospective processors about the costs of storefront solutions that you must have to effectively operate your website, such as shopping carts, Web hosting, payment gateways, virtual terminals, virtual checks, databases for fulfilling orders, customer tracking, and a way to calculate tax and shipping charges.

Typical Fees

Shop around for a credit card processor that best suits your needs. Talk to several different processors and don’t be afraid to ask questions. Find out about:

• The discount rate: The percentage of each transaction paid to the merchant account provider. If your monthly charges are less than a certain volume, the processor may charge a higher percentage.
• Transaction fee: A flat rate charged for each transaction processed.
• Equipment: Some examples include point-of-sale terminals, printers and peripherals. Also find out about installation costs. (This may or may not apply to you as an e-business.)
• Monthly minimum fees: These are minimum fees that the merchant account provider collects each month from the merchant if the merchant’s discount rate and transaction fees don’t add up to the monthly minimum specified on the original merchant application. It is usually about $25 per month if the monthly minimum volume isn’t reached.
• Reserve fees: If your credit history is in question, or if you own a new or high-risk business, you may be required to set up a reserve account, which protects the processor from any future losses. The reserve account is calculated as a percentage of your sales.
• Chargeback fees: These are the costs charged by a processor to cover disputed charges.

Other Payment Options

• Money orders. For customers who don’t have credit cards, money orders are a great payment alternative, particularly if you sell your products in an online auction environment, such as eBay.
• Existing checking accounts. Services that transfer checking account funds electronically are another quick and easy option for customers without credit cards. Western Union’s MoneyZap service, for example, lets buyers pay merchants online from their existing checking accounts.
• Check cards. Offline debit cards–aka check cards–are typically issued by large credit card companies through their participating banks. U.S. consumers today make the majority of their offline debit purchases with the Visa Check Card or MasterCard’s MasterMoney card. These enhanced ATM cards carry the Visa and MasterCard logos, respectively, and may be used everywhere the credit cards are accepted, including over the internet.
• Electronic checks. These are another emerging e-payment option. Through a process called check conversion, brick-and-mortar merchants can transform their customers’ paper checks into electronic transactions that are processed through the automated clearing house (ACH) network.
• Internet checks. You can also accept checks over the internet using payment-processing software, such as LinkPoint International’s VirtualCheck. Customers who elect to make check purchases from a website are prompted to key their information into a browser-based form. Again, data is encrypted and captured by the transaction processor’s payment gateway.
• PayPal. Based in Mountain View, California, PayPal is the world’s largest online payment system. Recently acquired by eBay, PayPal lets consumers send money to anyone with an e-mail address through their credit card or checking account. Consumers sign up once for the free service-after that, they use their account number to buy products online securely, conveniently and cost-effectively.

Are You High Risk?

Just because some merchant account providers lump e-businesses in with other high-risk businesses, like telemarketers, merchants in the travel and cruise industries and internet auctions, it doesn’t have to mean you won’t be able to open a merchant account. It does mean, though, that it may be more challenging to set one up.

Merchant account providers–banks and independent sales organizations–will also consider how long you’ve been in business, your credit history and any previous merchant accounts you’ve held with other processors.

Your length of time in business matters because merchant account providers want an assurance that you understand the business environment in which you operate, can identify the potential risks you face, know how to prevent or reduce fraud, and understand how to manage credit card acceptance. Regardless of risk, this kind of knowledge comes only with first-hand business experience.

Your credit report will show how well you’ve repaid past loans, and if you’ve had any liens, judgments or bankruptcies filed against you. A favorable credit history will go a long way toward establishing your credibility as a prospective merchant.

And if you’ve had an earlier, well-maintained merchant account, it’s a positive indicator of how you’re going to deal with your new processor. Terminated merchant accounts will show up on the Member Alert to Control High-Risk Merchants file, also known as the Combined Terminated Merchant File.

If your previous processor terminated your merchant account because you defaulted on it, or if you incurred too many chargebacks, this may negatively impact opening a future account.

To increase your merchant account eligibility, follow these tips:

• Ensure a positive credit rating. Remove any past bankruptcies, late payments or liens from your credit report before you apply for a merchant account. To obtain your credit report, contact a credit reporting bureau such as TRW or a company that provides merged credit reports from major reporting agencies, such as Equifax, Experian or Trans Union.
• Be honest about previous merchant accounts, bankruptcies, liens or judgments. By acknowledging past financial challenges, you improve your credibility and may encounter one less barrier to opening a new merchant account. You cannot hide information that’s part of the public record.
• Be willing to pay higher fees or accommodate special account requirements. If you need to abide by special restrictions or pay slightly higher fees in order to open a merchant account, by all means do it! It’s worth it to provide your customers with as many noncash payment options as possible. It will help you generate revenues and stimulate impulse purchases.

Originally Posted on: Florida Small Business Consulting - SuncoastGlobal.com

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Granted, not too many people are brave enough to willingly put themselves in a position to be rejected. However, those who do will find all sorts of long-term rewards for the temporary pain they’ll experience.

With the right attitude and by paying close attention to what happens, each rejection you deal with will be a learning experience. You’ll learn what not to say and when not to call. The key here is to turn that around so you can master what to say and when to call.

With every rejection, you’ll want to take a quick moment to analyze the situation in order to benefit from it. Rather than letting it ruin your attitude for the next call, you should find yourself saying, “Well, that didn’t work. What’s a better way to say it?”

With proper fine-tuning, you’ll soon find your calls being well received and you’ll experience fewer rejections. To save you some time on this learning curve, here are eight points you need to consider before making any business calls.

1. Develop a professional greeting. Don’t just say hello and jump into your telephone presentation without taking a breath or allowing the other party to participate. Your greeting should err on the side of formality. Begin with Mr., Mrs. or Ms, as in “Good morning, Mr. Smith.” Or “Good evening, Mrs. Jones.” Everyone else says, “Hello.” Be different. Be professional.
2. Introduce yourself and your company.“My name is Sally Smith with ABC Company. We’re a local firm that specializes in helping businesses like yours save money.” Don’t get too specific yet. Don’t mention your product. If you do, that allows the other party to say, “Oh, we’re happy with what we’ve got. Thanks anyway,” and hang up. By keeping your introduction general, yet mentioning a benefit, you’ll peak your prospect’s curiosity and keep them on the line longer.
3. Express gratitude. Always thank the potential client for allowing you a few moments in his busy day. Tell him that you won’t waste a second of his time. “I want to thank you for taking my call. This will only involve a moment of your time so you can get back to your busy schedule.” Don’t say that you’ll “just take a moment.” The feeling evoked by them hearing that you’ll take anything from them will put them off.
4. State the purpose of your call. It’s best if you can provide the purpose within a question. “If we can show you a way to improve the quality of your product at a lower cost, would you be interested to know more?” This is very likely to get a yes response. At this point, you’re ready to start selling an opportunity to meet this person or to get their permission to provide them with more information. You’re not selling your product yet–you’re selling what your product will do for him.
5. Schedule a meeting. Get a confirmation to meet, either in person or to teleconference to get the information you need in order to give a solid presentation. If he’s so interested that he wants to do it right then and there, that’s OK.
6. If a face-to-face meeting is the most appropriate next step, use the alternate-of-choice questioning strategy. Offer him two times, “Mr. Johnson, I can pop by your office at 2:15 p.m. today to discuss this further. Or would 9:45 a.m. tomorrow better suit your schedule?” You didn’t say, “When can we meet?” When you use the alternate of choice, you take control of getting the appointment. And note: Asking for an off-hour gets you noticed. There’s something about setting a meeting at an off-hour that says you’re a salesperson who’ll be punctual and respect your prospect’s time. Try it.
7. Thank them for their time today and for the upcoming appointment. Reconfirm the date, time and location of the appointment. Ask for directions if you need them. Tell him how much preparation you’ll do in order to make the best use of the time you’ll share. Give him your contact information this way: “If anything else comes to mind that I should be aware of prior to our meeting, please contact me at (212) 555-1212.”
8. Follow up. If your meeting is more than a few days in the future, send a letter of confirmation immediately. If the meeting is tomorrow, send an e-mail confirmation. Keep it short and upbeat.

Originally Posted on: Florida Small Business Consulting - SuncoastGlobal.com

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But obtaining the quality and quantity of feedback you want means you need to ask the right questions. Here are 10 tips that will help you create effective surveys:

1. Clearly define the purpose of your survey. Effective surveys have focused objectives that are easily understood. For a survey to be successful, you need to spend time upfront to identify, in writing, the following objectives:
   • What is the goal of this survey?
   • What do you hope to accomplish with this survey?
   • How will you use the data you are collecting?
   • What decisions do you hope to be able to provide input to from the responses to this survey?

   By answering these questions now, you’ll be able to more easily identify what data you need to collect later in order to make these decisions.

   It sounds obvious, but a few minutes of planning upfront could mean the difference between receiving quality responses-responses that are useful as inputs to decisions-and uninterpretable data.

   Consider the case of the software firm that wanted to find out what new functionality was most important to its customers. Their survey asked “How can we improve our product?” The resulting answers were anything from “Make it easier” to “Add an update button on the recruiting page.”

   While interesting information, the data wasn’t really helpful for the product manager who wanted to take an itemized list to the development team, using customer input to prioritize his list.

   Spending time identifying the survey’s objectives might have helped the survey creators determine if they were trying to understand their customers’ perception of their software-that is, hard to use, time consuming, unreliable-in order to identify areas of improvement or if they were trying to understand the value of specific enhancements by asking respondents to rank the importance of adding new functionality X, Y or Z.

   Fuzzy goals tend to lead to fuzzy results, and the last thing you want to end up with is a set of results that provide no real decision-enhancing value. Upfront planning helps ensure that the surveys ask the right questions to meet your objectives and therefore that the data you collect will be useful.

2. Keep the survey short and focused. Keeping it short and focused helps with both the quality and quantity of the responses you’ll get. So it’s generally better to focus on a single objective than try to create a master survey that covers multiple objectives.
3. Keep the questions simple. When crafting your questions, make sure you get to the point and avoid the use of jargon. If you’re asking something like this: “When was the last time you used our RGS?” you’re probably going to get a lot of unanswered questions. Don’t assume your survey takers are as comfortable with your acronyms as you are.
4. Use closed-ended questions whenever possible. Closed-ended questions make it easier to analyze results and can take the form of yes/no, multiple choice or a rating scale. Open-ended questions are great supplemental questions and may provide useful qualitative information and insights. However, for collating and analysis purposes, close-ended questions are best. One warning: Make sure your closed-ended questions don’t force survey takers into choosing a “less bad” answer.
5. Keep rating scale questions consistent. Questions that offer rating scales-for example, rating something on a scale of 1 to 5-are a great way to measure and compare sets of variables. But if you elect to use rating scales, you need to keep them consistent throughout your survey: Use the same number of points on the scale for each question, and make sure the meanings of high and low remain the same. Switching your rating scales around throughout the survey will only confuse survey takers, leading to untrustworthy responses.
6. Make sure your survey flows in a logical order. Begin with a brief introduction-don’t reveal the survey objective. Next, start with the broader-based questions, later moving to those that are narrower in scope. It’s usually better to collect demographic data and ask any particularly sensitive questions at the end (unless you’re using this information to screen out survey participants). If you’re requesting contact information, put those questions last.
7. Pre-test your survey. Before launching your survey, be sure to pre-test it with a few members of your target audience to help you uncover glitches and unexpected question interpretations. Also, to make sure it’s not too long, time a few of your test subjects as they take the survey. Ideally the survey should take no more than 5 minutes to complete. Six to 10 minutes is acceptable, but you’ll probably see significant abandonment rates occurring after 11 minutes.
8. Schedule your survey by taking the calendar into account. When you’re planning your e-mail blast date#151;the e-mail that asks people to visit your site to take the survey-keep in mind that Tuesdays, Wednesdays and Thursdays are the best days to do it-you’ll generate more responses than if you send it out on one of the other four days. You want to catch people’s attention, and you won’t do that on a Friday, when your survey respondents are most likely gearing up for the weekend, Saturday or Sunday, when the last thing on people’s minds is a customer survey, or a Monday, when most people are wading through a loaded in-box.
9. Offer an incentive for responding. Depending on the type of survey you’re conducting and your survey audience, offering an incentive can be very effective in improving your response rates. People like the idea of getting something in return for their time-incentives typically boost response rates by an average of 50 percent.
10. Consider using reminders. While not appropriate for all surveys, sending out reminders to those who haven’t yet responded can often provide a significant boost to your response rates.

Originally Posted on: Florida Small Business Consulting - SuncoastGlobal.com

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