Newsletter ArchiveSUBJECTs:Follow Up - Leadership The Internet 800 Directory - http://www.inter800.com The Internet 800 Directory Newsletter This issue is for Friday, September 28, 2001 Table of Contents 01. Follow Up 02. Leadership *01 Follow Up Welcome to The Internet 800 Directory Newsletter. In business, it’s no secret that your best customers are the one you already have. In today’s market place, finding new customers can be very expensive. The best way to keep customers content and returning to buy is to provide them what they want. This is not always easy. The majority of customers don't tell you what they want and they don't tell you when they are not getting what they want. Oftentimes, you don't even know there is a problem until they've already gone somewhere else. Many customers stop doing business with companies because they feel abandoned and unappreciated. The sad fact is, they are often correct in feeling that way. Many companies do neglect their existing customer base and treat them indifferently. The most basic way to remove this feeling of neglect, AND gain the knowledge you need to retain your customers, is to follow up. Using the Internet to do a better job of follow up doesn't cost very much and can provide the customer with the attention they need. 1. After each order send an e-mail thanking them for their business. If shipping a product, it would be a good idea to tell them when it’s actually going to be shipped and when they should expect it to arrive. Obviously, if there is to be a delay in shipping, the customer should be kept informed. You could also use this opportunity to provide the customer with ideas and suggestions that will help them enjoy or better use your product. 2. After the customer has received the product, send e-mail requesting information as to their experience with the product and your company. Build a form page on your web site and provide a link to the page, so you can ask specific questions. Ask your customers how they feel about you. You might get some good ideas on how to improve your company. Acknowledge any feedback sent in response to the request, both good and especially bad. 3. Keep the customers informed by e-mail of any developments or changes related to the product. This would include things like, recalls, upgrade, changes in service and improvements to the product. If you have any thoughts on this subject or any ideas that could be helpful to the others in this group send them to me (Chuck Arning) at chuck@inter800.com *02 Leadership I believe the success or failure of a business, or any enterprise, depends greatly on its leadership. Oddly enough, many people in leadership positions have received little formal leadership training. As most of us know, being "the boss" entails much more than just telling people what to do. To get the most from subordinates, a leader must communicate purpose, direction, and motivation. Below I have taken some excerpts from the US Army's Field Manual on Leadership. The leadership training I received in the Army has not only made me a more effective leader, but also a better person. I hope you find it as useful as I have. >From FM 22-100, Army Leadership (BE KNOW DO): Leadership is influencing people—by providing purpose, direction, and motivation—while operating to accomplish the mission and improving the organization. Influencing means getting people to do what you want them to do. It is the means or method to achieve two ends: operating and improving. But there’s more to influencing than simply passing along orders. The example you set is just as important as the words you speak. And you set an example—good or bad—with every action you take and word you utter, on or off duty. Through your words and example, you must communicate purpose, direction, and motivation. Purpose: Purpose gives people a reason to do things. This does not mean that as a leader you must explain every decision to the satisfaction of your subordinates. It does mean you must earn their trust: they must know from experience that you care about them and would not ask them to do something—particularly something dangerous—unless there was a good reason, unless the task was essential to mission accomplishment. Direction: When providing direction, you communicate the way you want the mission accomplished. You prioritize tasks, assign responsibility for completing them (delegating authority when necessary), and make sure your people understand the standard. In short, you figure out how to get the work done right with the available people, time, and other resources; then you communicate that information to your subordinates: "We’ll do these things first. You people work here; you people work there." As you think the job through, you can better aim your effort and resources at the right targets. People want direction. They want to be given challenging tasks, training in how to accomplish them, and the resources necessary to do them well. Then they want to be left alone to do the job. Motivation: Motivation gives subordinates the will to do everything they can to accomplish a mission. It results in their acting on their own initiative when they see something needs to be done. To motivate your people, give them missions that challenge them. Get to know your people and their capabilities; that way you can tell just how far to push each one. Give them as much responsibility as they can handle; then let them do the work without looking over their shoulders and nagging them. When they succeed, praise them. When they fall short, give them credit for what they have done and coach or counsel them on how to do better next time. People who are trained this way will accomplish the mission, even when no one is watching. They will work harder than they thought they could. And when their leader notices and gives them credit (with something more than the offhand comment "good job"), they will be ready to take on even more next time. Leaders motivate their people by more than words. The example you set is at least as important as what you say and how well you manage the work. If his people are working in the rain, the Leader's uniform will be wet too. If they have missed breakfast, the leader’s stomach will be growling just as loudly. The best leaders lead from the front. Don’t underestimate the importance of being where the action is. Thank you. That is all – George (george@inter800.com) Banners? Pay-per-click? Why not target your market with links or information placed in relevant content? The Internet 800 Directory Newsletter offers direct access to business people who are interested buyers. 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