BizResults - When You Want More!

Ideas to increase the number of tourists to Saipan

2009-01-23T21:52:00.004+10:00

A diverse group of individuals met to attend a brainstorming session to gather ideas to:1) get more tourists to come to Saipan, and 2) encourage them to shop and spend more money.

This is the topic statement: How can we get more tourists to visit Saipan, shop at local businesses, and spend more money?

How do we get more tourists to visit Saipan?
– Build a convention center to encourage more business and group conventions
– Encourage more athletic events that take advantage of our warm weather
– Take advantage of the Marine Monument advertising to promote events in the CNM
– Set up natural, extreme rides – for example, long zip lines in the ocean, rolling balls with people in them
– Zone areas on island that would be exempt from Article 12 to promote commercial development and attract new businesses and tourism
– Promote the CNMI as a “green” alternative power island. Tie in with monument and gateway to the Marianas Trench
– More comparative advertising that shows Saipan is closer to visit
– Legalize casino gambling on Saipan
– Legalize drug use and prostitution
– Shark cage diving
– Identify and promote to a new market to replace the Chinese (30K) and Russians (10K) in numbers and spending
– Have exotic/unique birthing centers to attract pregnant international women to have their babies
– All MVA promotions highlighting “most consistent temperature in the world” and “deepest water on the planet”
– “Highest mountain on the planet from the ocean bottom”
– Surf school for the Asian market. East swells are great here. Build a fake reef that will form a perfect wave
– Medical vacation tourism
– Promote more educational tourism in the CNMI. Have schools that attract more elementary to high school students, and assist NMC to attract more international students
– Charter a cruise ship that goes to all the Miconesian islands
– Get Michael Jackson or Paris Hilton to move here [Get a washed up singer who is popular in Asian to move here]
– Need a K-Mart or Wal-Mart store
– Have condominiums or housing to attract baby boomer tourists who want to get away from the cold weather for several months of the year
– Better public transportation
– Focus attractions on indigenous resources
– 250cc Enduro bikes that can be rented or sold
– Subsidize flights to Saipan

How do we get those tourists to shop at local businesses and spend more money?
– Have a brochure/map that would give points to tourists and pay businesses or groups a small percentage of purchases for giving the brochure to tourists
– Encourage more privately owned, public transportation so tourists can easily go to stores and attractions
– A children’s park and store for kids
– Have more brand stores or products. Local crafts should be priced reasonably
– Provide incentive programs (added value) to tourists visiting the CNMI

Now it's your turn. Do you have any other ideas, or comments to share about the ideas above?

THE One Essential Skill

2008-03-05T22:54:00.003+10:00

When we asked individuals to rate 20 work skills, it came as no surprise to us that “customer service” ranked number one. Ninety-two percent of the respondents rated it as “essential” and the other 8 percent felt it was important. The next highest “essential” score was 79 percent for “decision making.”

Customer service is a generic term that involves several subset skills that come together to create an excellent service experience for customers. Some organizations focus their efforts on a primary skill to position themselves as the number one service provider in their industry. For example, when Tom Monaghan perfected delivery speed for his fledgling pizza business, Dominos rocketed to success. The “one thing” for Monaghan was better customer service, but more specifically, his guarantee for fast, home delivery in 30 minutes or less.
What are your thoughts? Could excellent customer service to internal and external customers be the panacea that cures many of the ills in the workplace and in business generally? What would happen if the government adopted the customer service mantra? Could it transform their business-as-usual attitude to help their customers –businesses and the community – to experience more life?

Summary of the Work Skills Survey - 4 Mar 2008

Here are the current results from the recent survey that was emailed less than a week ago. Forty-four percent of the individuals have training at least once per quarter. Forty percent of them work in organizations ranging in size from 10 to 49 employees. Live training workshops (27.2%) appear to be the most popular. Even though most of the individuals have some type of training, 60% responded that they are either neutral or somewhat dissatisfied with their organization’s training.

The type of training that is considered the most essential is “customer service,” followed by “decision making,” and “interpersonal communication”. The least needed skills are “speed reading” and “stress management.”

Thanks to those who took the survey. The full results are below:

How would you rate the following personal growth/professional development work skill?

...................Essential ....Important ....Good
Customer service ...92% ...8% ...0%
Decision making ...79% ...21% ...0%
Communication – Interpersonal ...76% ...20% ...4%
Time management ...72% ...24% ...4%
Goal setting & achieving ...68% ...32% ...0%
Motivation ...68% ...32% ...0%
Problem solving ...60% ...32% ...8%
Team building ...52% ...36% ...12%
Written communication ...52% ...36% ...12%
Continuous quality improvement ...52% ...40% ...8%
Conflict management ...40% ...56% ...4%
Project management ...40% ...52% ...8%
Delegating ...36% ...56% ...8%
Cost improvement ...33% ...58% ...8%
Meeting effectiveness ...32% ...52% ...16%
Negotiation ...24% ...68% ... 8%
Persuasion/influence ...24% ...64% ...12%
Stress management ...28% ...52% ..20%
Public speaking ...20% ...56% ...24%
Speed reading/learning ...4% ...48% ...48%

How often, on average, does your organization offer training or professional development for its staff?

Monthly or more often ...20%
Every two months ...8%
Once per quarter ...16%
Two times per year ...12%
Once per year ...8%
Never ...12%
Other ...20%
No response(s) ...4%

What types of training/professional development programs are offered by your organization? Select all that apply.

Workshop/seminar w/ trainer ...27.2%
Video/DVD ...12.1%
Audio tape/CD ...4.5%
Internet-based ...16.6%
Teleconference ...10.6%
Books/written materials ...19.6%
Experiential training ...7.5%
Other ...1.5%

What is your overall level of satisfaction with your organization’s training or professional development programs?

Highly satisfied ...12%
Somewhat satisfied ...24%
Neutral ...40%
Somewhat dissatisfied ...20%
Highly dissatisfied ...0%
No response(s) ...4%

How many people are in your organization?

1 ...12%
2-4 ...16%
5-9 ...8%
10-24 ...24%
25-49 ...16%
50-99 ...0%
100-249 ...4%
250-499 ...0%
500-999 ...4%
1,000 or more ...12%
No response(s) ...4%

The One Thing

2008-03-04T00:31:00.008+10:00

When we asked individuals to rate 20 work skills, it came as no surprise to us that “customer service” ranked number one. Ninety-two percent of the respondents rated it as “essential” and the other 8 percent felt it was important. The next highest “essential” score was 79 percent for “decision making.”
Customer service is a generic term that involves several subset skills that come together to create an excellent service experience for customers. Some organizations focus their efforts on a primary skill to position themselves as the number one service provider in their industry. For example, when Tom Monaghan perfected delivery speed for his fledgling pizza business, Dominos rocketed to success. The “one thing” for Monaghan was better customer service, but more specifically, his guarantee for fast, home delivery in 30 minutes or less.
What are your thoughts? Could excellent customer service to internal and external customers be the panacea that cures many of the ills in the workplace and in business generally? What would happen if the government adopted the customer service mantra? Could it transform their business-as-usual attitude to help their customers –businesses and the community – to experience more life?

Summary of the Work Skills Survey - 4 Mar 2008

Here are the current results from the recent survey that was emailed less than a week ago. Forty-four percent of the individuals have training at least once per quarter. Forty percent of them work in organizations ranging in size from 10 to 49 employees. Live training workshops (27.2%) appear to be the most popular. Even though most of the individuals have some type of training, 60% responded that they are either neutral or somewhat dissatisfied with their organization’s training.

The type of training that is considered the most essential is “customer service,” followed by “decision making,” and “interpersonal communication”. The least needed skills are “speed reading," "public speaking," and “stress management.”

Thanks to those who took the survey. The full results are below:

How would you rate the following personal growth/professional development work skill?
..........................................Essential .....Important ......Good
Customer service ........................92% ................8% .................0%
Decision making .........................79% ...............21% .................0%
Communication, Interpersonal .......76% ..............20% .................4%
Time management ......................72% ..............24% .................4%
Goal setting & achieving ............68% ..............32% .................0%
Motivation ..............................68% ..............32% .................0%
Problem solving ....................60% ...............32% .................8%
Team building ........................52% ...............36% ................12%
Written communication ............52% ...............36% ................12%
Continuous quality improvement .......52% ..........40% ..................8%
Conflict management .................40% ..............56% ..................4%
Project management ..................40% ...............52% .................8%
Delegating ...............................36% ...............56% .................8%
Cost improvement ......................33% ...............58% .................8%
Meeting effectiveness .................32% ...............52% ................16%
Negotiation .............................24% ...............68% .................8%
Persuasion/influence ..................24% ...............64% ...............12%
Stress management .....................28% ...............52% ...............20%
Public speaking ............................20% ...............56% ...............24%
Speed reading/learning .................4% ...............48% ..............48%

How often, on average, does your organization offer training or professional development for its staff?
Monthly or more often .........20%
Every two months ..............8%
Once per quarter ..............16%
Two times per year ..........12%
Once per year .....................8%
Never ............................12%
Other ............................20%
No response(s) ...................4%

What types of training/professional development programs are offered by your organization? Select all that apply.
Workshop/seminar with live trainer .........27.2%
Video/DVD ..............................................12.1%
Audio tape/CD ..........................................4.5%
Internet-based .........................................16.6%
Teleconference ........................................10.6%
Books/written materials ............................19.6%
Experiential training ...................................7.5%
Other ................................................1.5%

What is your overall level of satisfaction with your organization’s training or professional development programs?
Highly satisfied ..............12%
Somewhat satisfied .......24%
Neutral .......................40%
Somewhat dissatisfied ..20%
Highly dissatisfied ...........0%
No response(s) .................4%

How many people are in your organization?
1 .....................12%
2-4 ....................16%
5-9 ......................8%
10-24 .................24%
25-49 ..................16%
50-99 ..................0%
100-249 ................4%
250-499 ................0%
500-999 ................4%
1000 or more .......12%
No response(s) ......4%

Manifest Your Destiny

2008-02-07T08:53:00.002+10:00

At the beginning of each month a personal or professional development topic will be featured along with additional points or a worksheet that delves more deeply into the topic. This article can also be found in the Feb. 7, 2008 Opinion section of the Saipan Tribune located at www.saipantribune.com.

Vision without action is merely a dream; action without vision just passes the time. Vision with action can change the world. – Joel Arthur Barker

Creating Your Vision

A positive vision of the future is the most forceful motivator for personal and organizational change. That may be a strong statement, but if you think about it, without aiming toward a definite purpose your business or life will just pass time and be at the mercy of external forces. People within an organization question the direction the company is headed and waste time and resources when there is no vision.

In 3,300 studies on leadership, researchers sought the common qualities that great leaders possessed. Vision was the one quality that all of the studies had in common. When you have a positive image of the future you are like a navigator who follows a guiding star to lead yourself and organization toward a positive future reality.

Let’s look at how a positive vision of the future can make a difference in your organization or personal life. The process is slanted toward creating a vision for your organization, but you can tailor the questions to help you discover your personal direction.

The five steps all start with the letter “C”: Clarity, Comprehensive, Compelling, Communication, and Commitment. Grab a pen and paper so you can answer some questions.

Clarity. You should specifically define what you want for your business, or as an individual. You get what you ask for, and if you don’t know what to ask for, you are definitely not going to get it. If the vision is too vague, it will be difficult to focus on the destination. Be specific by imagining your future in rich detail, filled with feeling and emotion. Your picture should be so clear that it becomes tangible and empowering. Clarity allows you to know what you want and how you’re going to get it. Here are some questions to help you focus on your vision:

What specifically do I want for my life or organization?
How did I get to this place in my life?
When will my business or career be complete?
What will it look like and feel like when it is complete?

Comprehensive. Your vision must be detailed enough so everyone in the organization understands how their position contributes to the whole picture. Gather information and understand the needs of those affected by the vision, but it is the leader who should initiate the process by developing a coherent, powerful vision. A clear picture offers greater details and allows everyone to know how they will contribute and participate. Here are some questions to ask:

How will I know when I’ve achieved all that I should?
What limitations, roadblocks or obstacles did I need to overcome to purse my vision?
What will my customers, employees, co-workers, suppliers, shareholders, or loved ones get from the vision?
How does this vision for my organization fit into and support my perfect life?

Compelling. With a clear and comprehensive vision, you must now ensure that it is compelling to all those involved with it. The more compelling your vision, the easier it will be to take the first steps. Ask yourself:

What do I get from my business? Recognition? Money? Prestige? Satisfaction? Self-fulfillment?
How much of it will I get?
Is it enough for those involved with the vision to want to give their continued support?
Is the vision compelling enough to motivate me and others through any difficulties or pain that might need to be endured?

Communication. Your vision will be a powerful force for change, but only if it is communicated in a compelling way that inspires others to embrace your vision. Ask:

Who do I need to communicate the vision to in order to get their support?
How can the vision be communicated on a consistent basis so that it remains a top priority?
How can I present the vision to others in a way that will inspire them?
What slogan, motto, or easily remembered phrase can I use to remind people of the vision and allows them to communicate it easily to others?

Commitment. As a leader, you must gain commitment and support from your team to realize the vision. This is the first step that will transform your vision into reality. As you share your vision, get agreement on the direction the organization will take. This is critical because when everyone agrees on the direction, every decision made by the organization can be measured against vision’s direction. Individuals will be more empowered to make decisions that they know will move the organization in the right direction.

Commitment will also come when others see your commitment to take action toward attaining the vision. Through persistent commitment, you will be able to effectively attract the resources and people needed to fulfill your vision. Great leaders are individuals who have a vision and extraordinary commitment, which is what attracts us to them. Ask these questions:

What would make me personally commit myself to this vision over the next few years?
Am I truly committed to the vision in a way that encourages the commitment of others within the organization?
Do all the external stakeholders in the organization understand and support the vision?

Now that you have answered the questions, it’s time to put your vision into action. If you have a clear, compelling vision that is understood and communicated in a way where everyone feels valued, and is committed to the new direction, then you have a positive image of the future that creates excitement. Your vision will be manifest in the future as you live into it every day.

Sharpening The Machete

2007-10-16T11:55:00.000+10:00

Two men entered the jungle at different places to cut a path to the other side of the island. Both had machetes to make it easier to walk through the jungle growth and tree limbs, and both were intent on being the first one to reach the other side of the island.

The first man did not make time to stop, so he swung his machete without ceasing all day long and into the night. The second man would stop occasionally for a few minutes before he continued on his journey.

A full moon was already in the night sky when the first man hacked his way out of the jungle. Exhausted and to his surprise, he was greeted by the second man, who was sitting by a fire on the beach and finishing his dinner.

How did this happen? While the first man worked harder, the second man worked smarter by taking time to stop occasionally to sharpen his machete. When he continued his journey, he was able to cover twice as much ground as the first man before he stopped to sharpen his machete again.

Sharpening the machete is a metaphor for keeping your employees' skills sharp, and this can be accomplished through regular training sessions. However, most companies use what can be called “tribal training.” This is a rudimentary training technique used anciently by tribes that lacked a formal written language; and it can still be witnessed in the fluorescent-lit caverns of modern offices where people pass on information from person to person through word of mouth. This is loosely called OJT or “on-the-job training” and it typically does not involve a formal methodology, instructors, or any classroom-style training.

Improving the skills and professionalism of every person in your organization is the responsibility of every manager, and it should be an ongoing process. Training is not a luxury, but a necessity, and the first training should occur as soon as the person is hired-typically through an orientation process.

I recently asked my college students how many had formal orientation training when they were hired, and only two out of 20 raised their hands. Most companies give a symbolic machete to their new hires and tell them to just start hacking away at the jungle in front of them. If one compares the hiring process between an employer and an applicant to a courtship where both are trying to impress each other, then the orientation training would be the honeymoon where the employer and employee get to know each other better. Both have made a commitment to one another; however, the employer decided to save time and money by sadly eliminating the honeymoon period when most people start their job. Is it any wonder, then, that one study estimates about 50 percent of employees “divorce” their employer by changing jobs within the first seven months?

To keep your employees longer, help them “sharpen their machetes” through training. The best type of training is where individuals are actively involved in the learning process. The lecture-based format is okay if you are going to give a data dump, but not for training that requires input or active interaction. Some better methods of training involve asking the group questions because it gets individuals to think and participate. A group discussion around a given topic involves more interaction and keeps everyone engaged.

Demonstration training involves the participants demonstrating a particular skill after being trained. This requires individuals to pay attention because they will need to show what they have learned with their peers watching. It also allows the instructor to gauge what people are learning. Role playing is another effective way to train because it puts people in situations they will experience in real life, but in a safe environment that can be analyzed for improvement. If someone has a negative experience at work with a customer, it can be used to role play various scenarios to determine better responses in the future.

Technology is playing more of a role in training with PowerPoint presentations, teleconferencing, webinars, and other online training programs. It doesn't matter much whether you use low-tech or high-tech training; the important thing is that you have consistent training with all of your staff.

Consistent training will help set and raise standards of performance, and improve your employees' understanding of your organization's objectives. Quality training can save and make your organization money by reducing employee turnover, improving customer service, and increase sales effectiveness. It will also boost confidence in your staff and reduce stress because it provides a clear path for employees to improve their performance. In the business jungle, the company that makes the most headway is the one that takes time to sharpen their machete.

Lessons from a hike to Tapachau

2007-10-02T15:01:00.001+10:00

It was a clear, sunny morning on Labor Day when a group of 20 explorers gathered at Kannat Garden apartments to trek to the top of the 1,154-foot high Mount Tapochau. Never mind that none of us had ever hiked the route before-we were up to the challenge.

Prior to our departure we discussed a plan to stick together as a group to ensure no one was lost and we could all claim the victory of conquering the “mountain”. Our best estimate was that we would finish the hike in two hours and be back in plenty of time for lunch. We checked if everyone had water and most of us did, so with water bottles in hand and one machete to hack through the jungle growth, we started on our grand adventure. The trail was a little wet and muddy from rainfall, and we quickly realized that shorts and tennis shoes weren't the best attire to maneuver through the dense vegetation.

We knew our estimate was way off when two hours passed and Tapochau was not in site. When we emerged from the jungle, we were still less than halfway to the top. One person commented that it would be better if we could not see the goal. That way we could blissfully continue our hike without realizing how far we had to go. With a clear view, we could survey the area and see that moving directly toward the top would have us go through more jungle. Below we saw a dirt road that led into the jungle, and maybe it would lead us to our goal. Fatigued and almost out of water, it was decided by the leader (the person holding the machete) that we should take the easy route and follow the road.

It was nice to stroll along the road without having to duck through tree limbs and climb loose rocks, but our road lead us further on a downward path. When I took a compass reading, it showed that we were moving away from Tapochau, but that didn't concern our happy hikers because the road was easier to walk on. Some younger, more restless hikers decided to run the rest of the way, and from that point our cohesive group split into fragments. When our road intersected with another dirt road we debated whether to go left or right, and we weren't sure where the other hikers went. Our “shortcut” had led us further away from the top, our water was almost gone, and we still had to walk on steep roads to make it to the top.

We had arranged for a few people to bring their vehicles and give us rides home, so when some individuals reached the top they called for rides. What started out as a fun, two-hour hike to Tapochau ended up as an exhausting four-hour ordeal in the sun with all our water supply depleted. Some made it to the top, others were still trudging along the road when vehicles arrived to pick them up, and a few surrendered and sat on the side of the road to wait for the relief party to save them.

Here are some hard-earned lessons from a hike to Tapochau that can loosely be applied to business.

Have a plan before you start a venture and stick with the plan, but be flexible if the need arises. Many entrepreneurs fail to plan, and inadvertently plan to fail. The plan allows everyone to know the business “game plan” and helps keep everyone on the same page.

Make sure you have the needed resources before you start, and adjust your estimates. It will almost always take more time to complete an activity and cost more than you project. Determine the critical resources you must have and make sure you have additional supplies if you run out.

Get assistance or find someone to consult that has been where you want to go. Consult with experts or people who have experience operating a similar business. They will be well worth the money and could save you from making costly decisions that would lead you further away from your goal.

Once you start on your venture, it will be like heading into the jungle where there are many things that can cause you to lose sight of your goals. Make sure to keep your eye on the goal and take frequent compass readings to determine if you are heading in the right direction.

Always look for better ways to do things more efficiently, but beware of the “shortcuts” that can tempt you to cut corners. Many distributors in the U.S. are realizing that the “shortcuts” that Chinese manufacturers use to cut costs are going to cost them a lot of money in the long-term (i.e., lead-based paints on toys).

Just because you're the boss, does not mean you should not get input from others before making major decisions. The one who holds the “machete” is not necessarily the only one with all the answers. Talk to your staff and get them to share their ideas. You might be surprised what they have to say.

Finally, if you get split up, regroup and keep everyone motivated. If you don't, you'll have a fragmented organization where some in the front feel they are working hard to blaze a trail so others can follow, while those left behind just mentally lay on the side of the road and wait for another company to pick them up.

Many businesses in the CNMI are exhausted hacking through all the harsh conditions to stay in business and keep qualified employees. They are experiencing a depletion of basic supplies (reliable electricity and water) and are loosing site of their original destination. Even though everyone as a group is experiencing the same challenges, some will still find a way to make it to the top. We hope you find the determination to take charge of the journey to reach your goals in business and blaze the trail to help others find their way to the top in this jungle of thick adversity.

A.S.K. for Referrals

2007-10-02T12:12:00.000+10:00

Ask almost any businessperson and they will tell you the most effective method to get more people to become new customers is through word-of-mouth. Very satisfied customers will gladly recommend a business or professional practice to others. People who are referred will be more inclined to act on that recommendation, and if they are pleased with their choice, the process continues with them referring the business to others.
As important as word-of-mouth is to a business, you would think that business owners would spend as much, or more time and money building their business through referrals as they do through advertising. However, most have no plan or method to encourage referrals, but leave it up to happenstance to get more customers to walk through their door. They have a conceptual understanding that one must have a good product that is valued by the customer, and they would even agree that good customer service skills are important to encourage people to return; however, they spend little time, energy, or effort training their people to A.S.K. for referrals. This acronym stands for Attention, Seek, and Keep.
You must gain the attention of your prospects in order for them to have the intention to buy from your business. An advertisement had a herd of zebras with one of them standing out because it had different-colored stripes. Against the sea of black-and-white zebras, the multi-colored zebra commanded attention and the headline stated: “In the corporate jungle, identity is everything.”
Ask: Have I identified my best buyers who have the need and ability to purchase what I sell? How do I attract their attention and get them to visit my business? What is special or unique that differentiates my business from the competition?
If your company blends into the other herd of zebras, then it will be tough for people to find your business, or have a good reason to tell others, or return in the future. Your organization will basically become a commodity business that offers similar products, similar mediocre service, and competes primarily on price.
Once you have grabbed the attention of new customers and attracted them to your business, the next hurdle is to seek to understand the needs of your customer and how you can best meet those needs. They have made the effort to visit your business and the ball is in your hands. Are you going to fumble it or make a touch down?
Seek first to understand your customers and their needs before trying to sell them something they may not need. Internally, your business should match the message you communicate in your marketing message. A new customer was interested enough to visit because of an ad or the recommendation of a friend, now you must live up to that recommendation and learn what attracted them to your business. The best way to do this is by asking questions.
I visited a new business on island and instead of seeking to understand my needs, they played the game of hide and seek. I walked around looking for a product while employees looked busy or hid out in the back. I purposefully did not ask for help because I wanted to see their reaction if I just wandered around. Not one person acknowledged me, nor asked if I needed help. This company spent hundreds of thousands of dollars building this new place and stocking it with inventory, but they obviously did not spend much training their people to seek and serve their customers. By contrast, Starbucks spends more on staff training than they do on advertising. They understand the value of service and what positive word-of-mouth referrals can do for their company. The businesses with the best customer service will have employees who seek you out instead of playing hide and seek with you.
The third phase is critical to grow your business: keep all your best customers. Every business has attrition. You have little control if someone passes away or leaves the island. However, the major reason most people stop visiting a business is because of an attitude of indifference on the part of the management or staff toward the customer. They felt like the business did not care if they continued as a customer, so there is little loyalty. They are easily swayed to go to a business with a lower price, or where there is a special promotion.
In this phase, it is often the little things that make a big difference to your customers. Simple acts of courtesy and respect demonstrate that you value the relationship and make them feel important. It is important to stay in contact with the customer between visits. Send a newsletter, email, letter, or call if you have time. Send a birthday card or special occasion card to them to let them know you care.
If customers do not return, contact them and find out the reason. Provide an incentive to return, or learn from their comments to improve your business. You can have more customers if you simply ASK.

12 Service Strategies

2007-07-11T19:12:00.000+10:00

In this article I examine 12 areas that come together to create a great customer service experience ...if done well. You can see that it involves more than "smiles training" or having employees say "hello" to each customer. Let me know if you have any ideas or comments. Thanks. Rik

We’ve researched numerous articles and books, examined outstanding businesses, and worked with businesses on Saipan and Guam to refine the basic elements of customer service. Many of our past articles have touched on these areas, but in this article we want to share 12 strategic elements we feel every business should evaluate, and then focus their resources to make improvements.
The 12 service strategies are broken into three categories: 1) pre-transaction areas that occur prior to a customer making a purchase; 2) transaction activities that are essential to the buying experience; and 3) post-transaction areas that are part of the follow-up after the sale to help improve future sales.
The first four service areas involve pre-transaction things within the organization that need to be developed so that a foundation of service is laid. An explanation of each strategy follows:
1. Motivation for exceptional performance – You can’t push a wet noodle, and you can’t get your employees to take the lead as a customer service pro if they are not motivated to do it. Customer satisfaction and retention correlates directly to employee satisfaction and retention. If you have problems motivating your customers, take a good look at the motivation level of your employees right now, and you’ll see a connection.
2. Improving product knowledge – How can your employees sell what they don’t know well? Employees should be trained and tested so they have a basic understanding of the products they sell.
3. Streamlining operations – Eliminate wasteful and inefficient activities that do not contribute to the overall customer experience. Develop processes and procedures to systemize your operations so customers get what they value most when dealing with your business.
4. Initial contacts that impress – There are many ways that a customer can have their first contact with your business. It can be through an ad, article, telephone call, or a chance encounter walking or driving by your business. What is their initial impression from the contact? Does it encourage them to visit and consider what you have for sale? First impressions can attract or detract prospects as they ponder the decision to give your business a chance.
The next eight service areas involve various stages of the customer experience cycle, or the typical stages a customer will go through as they interact with your business. Five through eight are the four transaction strategies:
5. Building customer relationships – This involves building rapport with customers and creating emotional value that develops strong customer bonds. In simpler terms, customers like to buy from people they are liked by.
6. Converting a prospect into a customer – In a recent survey on Saipan, 55% of employees said they had sales training. A high-return activity that will have a direct impact on sales is to offer sales training for your staff.
7. Exceeding customer expectations – This involves those little extras you can do for your customers to turn a typical buying experience into a memorable “WOW” experience that moves customers up the loyalty ladder.
8. Transaction optimization – How can you get customers to purchase more on each visit? This strategy involves methods that allow you to sell at a higher price or sell more to each customer.
The last four strategies deal with post-transaction activities that should have policies and procedures in place to make sure employees are trained.
9. Handling customer complaints – Employees on Saipan need lots of training in this area. Most small businesses do not have formal policies or procedures to handle a complaint effectively.
10. Transaction frequency – How do you get your customers to return more often? If you don’t have a strategy, you are leaving it up to chance that they will come back again.
11. Creating buzz – Word of mouth promotion is one of the most effective ways an organization has to get more referrals, yet almost no one has a strategy to create greater positive buzz about their business.
12. Customer renewal – Companies lose from 20% to 30% of their customers each year. Do you have a strategy to bring back customers who have defected? Do you even know which ones have stopped buying and why?
Pick one of the 12 service strategies to brainstorm with your staff each month. Identify what you are doing now within each strategy, and come up with ideas that will make the service experience even better for your customers. Consistent improvements in these areas will translate into a more enjoyable experience for both customers and you.

Judging A Book By Its Cover

2007-07-06T00:33:00.000+10:00

“You never get a second chance to make a good first impression” is an adage that stresses the importance of looking sharp so that people won’t think you’re dull. The saying also holds true for places and things, such as buildings.
Early one Saturday morning we drove our son, Daniel, to PauPau Beach to meet with some other teenagers so they could go on a hike. As we was leaving, we looked at what used to be the vibrant La Fiesta Mall and reminisced the times we would take our family there to eat at Tony Roma’s, visit stores, and listen to the musical group that provided live entertainment on weekends. It was once a lively shopping mall that entertained tourists and locals, but the rapidly deteriorating façade has masked any history of life that once existed.
Do people judge a building, a city, or a community by its external appearance? You bet they do, and some will not walk through the external façade to taste the food in a restaurant or shop at a store because of what they see.
As we headed home from PauPau Beach, we noticed that the CHC hospital had a fresh coat of paint on what used to be a deteriorating façade. What a difference it made from the peeling paint and weathered look that it once had. We also noticed the well-manicured lawns, immaculate buildings, and cleanliness of McDonald’s and the Coca-Cola bottling plant on Middle Road. However, these examples were contrasted with the hodgepodge buildings and chaotic look of the buildings just across the street from them.
It’s not enough to have just a few buildings that look good, when we have a plethora of buildings, vacant lots, and beaches that are littered with trash, rundown, falling apart, and just an eye sore for tourists and those who care on the island. Beautify Saipan has made a big step to cleaning up the mess of others; however, when those others dispose of their trash faster than concerned people can pick up after them, it becomes frustrating. Taking care of the symptom doesn’t cure the cause.
If you’re a business owner, take a walk outside and look at your building, as a customer would see it. Is it inviting? Would you recommend people to visit your place based on the way it looks on the outside? If you have a lawn and shrubs, are they cut and manicured, or are they overgrown and out of control?
Now step inside and ask yourself if your place is organized, clean, and designed so customers can find things easily. Do you have placards and directions that are easy to read and understand? If you cater to tourists, are they written in a language that your customers can easily read?
Next, take a look at your staff and ask yourself the following questions: Are they neatly dressed and well groomed? Do they have friendly body language, and welcome each person that enters your building? If they smoke or chew, do you require them to do it only on breaks and not in the presence of customers?
Like it or not, people do “judge a book by its cover,” and the look of you building and employees will make a difference whether a person becomes a customer, or just someone who passes you by.