A testimonial from Mike Bosch, film maker and entrepreneur
“Often consultants teach what worked for them; however, as humans, we are all different. Gil evaluated me and my business as a whole and built a plan that was suited best for my goals and personality and it worked like a charm. If you feel you deserve more out of your business, it’s time to look at a strategy. I highly suggest having a conversation with Gil.”
Thanks, Mike. I appreciate your kind words.
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Tagged Mike Bosch
Last year’s production of “Who Killed the Business?” was so successful, we decided it was time for a sequel. So here comes the Centre Club Business Committee’s original 2016 production of “Who Killed the Customers?”
It was a logical next step because every business is challenged with issues pertaining to customer service. As consumers, we know more about poor customer service than we know about good customer service. We experience the poor far too often.
There are exceptions, of course. And the good customer service businesses continue to grow.
Being the author, producer, director, and copyright holder also gives me the right to play the part of Henry Bigcheese, founder and CEO of Zero Service Corporation.
Henry knows his most important customers are being killed. But he needs your help to determine who the killer or killers are. Could it be the CFO, customer service manager, field service technician, parts manager, or one of the other not-to-be-trusted employees? You’ll need to pay close attention.
Make your reservation today by calling the Centre Club at 813-286-4040. You’ll laugh and you’ll learn. Guaranteed!
Great menu choices when you call to make your reservation. Yes, there is a cash bar.
I learned to write the hard way.
Many years ago I owned and operated a boutique advertising agency in Cleveland. It was easy for me to find talented artists and designers. In some respects, they were a dime a dozen. But it was impossible to find marketing writers – writers who knew how to sell using only the written word.
There was one exception. Her name was Donna. I hired her based merely on the cover letter that accompanied her resume. I read her page-and-a-half letter, completely ignored the resume, walked into my assistant’s office and said, “Mary, this is the one. Get her in here right away!”
Just a year or two out of college, Donna was an exceptional marketing writer. How she learned it, I don’t know. Where, I never knew. Perhaps she was born with the talent.
The problem was that Donna didn’t stay very long. Within four or five months, one of the larger marketing firms in the city offered her a position – and a lot more money than I was prepared to pay.
At that point, I determined two things.
First, no way was I going to waste time footslogging through hundreds of resumes from self-proclaimed writers who didn’t bother to take the time to write and include a cover letter to sell themselves the way Donna did.
Second, if I wanted something done right, I had to do it myself!
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You’ve heard the story of the man who prays continually about winning the lottery. He’s resolute in his prayers, but nothing happens. He doesn’t win. He doesn’t even come close. After many months of praying a loud voice from heaven speaks to him. “I can help you, but first you must buy a lottery ticket.”
As a business consultant and marketing strategist, I’ve seen how businesses get so bogged down in planning and the what-if process they never launch, never take action.
They’ll argue about this or that. They’ll discuss options and debate opinion after opinion with their team members and inner circle. They’ll discuss what would or would not work without ever setting it adrift so the marketplace can speak and respond to them.
It is only when you untie that great plan or idea from the dock and add some forward motion, some momentum, can you modify your course, restate and improve your value proposition, rewrite your offer, or reach out to an entirely different market segment. Continue reading
The New York Public Library, Science, Industry & Business Library invited me to be a guest speaker during Manhattan Chamber of Commerce’s upcoming MarketingWeekNYC.
My topic is Boost Profitability: Connect The Dots Between Marketing And The Sales Process. I built my presentation to be a highly interactive workshop that helps business owners develop and define specific strategies for their business and to help them close more business and more profitable business in less time.
Save the date: Wednesday, June 15, 2016 — 6:00 p.m. to 7:30 p.m. Click the link below to learn more.
I don’t know about you, but almost everywhere I look these days the quality of service (aka customer service) seems to be declining. (Perhaps plummeting is a better word.) This is especially true in the mega corporations.
For many major corporations, the quest for increased revenue and record profits forces corporations to look for ways to cut corners. Too many times they determine customer service – or service in general – is an easy place to cut.
There are, of course, a few exceptions. L.L.Bean provides exceptional customer service. So does Amazon, Chick-fil-A, Southwest Airlines, Marriott, and Zappos. But they are far and few between.
I believe this not only opens the door to a huge advantage for smaller businesses, it rolls out a red carpet.
The reason is smaller businesses are typically closer to their customers or clients. There’s more direct contact and communication. Or, at least there should be.
Smaller businesses can use this proximity to create a culture of exceptional service. In my book, How to Close More Business in Less Time, I refer to this not only as service or customer service, but as creating an “exceptional experience” from beginning to end. Continue reading
As a business and marketing strategist I freely admit to being considerably more than a little critical of the way businesses do things.
Just as people have only one opportunity to make a first impression, so do businesses.
Case in point. Yesterday afternoon I dropped off my car for service. I walked from the service area into the dealership showroom. While I was waiting to be picked up I kicked a few tires. Then I went outside to kick a few more.
During my entire visit lasting about 15 minutes, not one team member in the dealership looked at me, spoke to me, smiled at me, or asked if they could help me. I was completely ignored by salesmen and staff.
When I arrived home, I looked in the mirror. Perhaps it was me. I was dressed casually, but definitely not dirty or homeless. What was it that made me invisible to everyone in the sales department? Continue reading
I’ve seen this scenario too many times.
I’m visiting with one of my clients. The mail arrives. There’s a signed contract and a big fat check from a brand-new client. The boss is thrilled. The entire team is celebrating. It’s a festive time for everyone who worked so hard on landing that new account.
In the same batch of mail there’s another check. It’s about the same dollar amount as the one that arrived from the new client. However, there’s no celebration. No jumping up and down. In fact, it’s a real yawner.
The sad part of this story is that the long-time client isn’t recognized for the value he’s brought to the company throughout many years. Month after month the checks arrive. But there’s never a celebration.
To make matters worse, while everyone was working long hours to create a truly electrifying proposal for the new prospect, work on behalf of the long-time client often slows to the point where they are calling.
In my book “How to Close More Business in Less Time” I outline the typical steps in a sales process. While most people think the process ends with making the sale, I explain the Continue reading
I must have heard that three times this week –– from a client, a prospect, and a long-time friend.
There are many reasons business owners who are in a selling mode and even professional salespeople are insecure about closing. They don’t want to experience personal rejection. They’re concerned their price is too high. They need the deal badly and are afraid to ask.
Unlike the climax in a movie, closing the sale isn’t a grand singular event that occurs at a certain time in the sales presentation. It’s not something that you do when you get to the perfect spot in your pitch. At least that’s my opinion.
Closing the sale is something that happens throughout the entire sales presentation. In my book “How to Close More Business in Less Time,” I outline the steps in a typical sales process.
I work backward from the box on the chart labeled “closing the sale” by asking, “What could I do earlier in the sales process (or presentation) to assure a favorable outcome (hearing the work ‘YES’)?”
My motto is “Close as you go!” I’m looking for little buy-ins –– for mini-closes. For example, when you’re gathering information about a prospect’s business and challenges, Continue reading
I talk a lot about points of constraint in my book How to Close More Business in Less Time, and for good reason.
A point of constraint is a roadblock –– something that gets in the way. It can slow you down or bring you to a complete stop. Think in terms of a highway. You’re driving down the highway. Traffic slows. You find yourself inching along.
In time, three lanes become two. Two become one. Then you discover the problem. It’s roadwork on a bridge. Two of three lanes are closed. That’s a point of constraint.
Points of constraints are lurking in every sales process, too. That’s why one-call closes are often so few and far apart.
One of the primary points of constraint in a sales process is price. The prospect is all in and eager to jump onboard until he hears the price. When he sees or hears the price, the sales process slows. Perhaps it stops. And you… you’re back on the street. Continue reading