Thursday, September 29, 2011

Sales Prospecting - How Sales Prospectors Generate Leads Effectively

Sales Prospecting can take up a huge amount of a salesperson's time. It can also eat into the time of small business owners that sell their own services. That's why some businesses use prospectors to generate sales leads. A prospector focuses only on lead generation. They provide the sellers and closers with a regular supply of potential customers. That means the sellers can focus all their time on selling, which is what they are good at and that's great for the business.

Sales prospectors can be employed by the business or the role can be outsourced to a lead generation service. Because they are focusing on gathering sales leads they can use the most appropriate and effective method of contacting customers: Door knocking, telephone cold calling, or mail shot and follow-up. They also know how to generate leads at exhibitions and trade fairs. The prospectors can either pass the leads to the sales professionals or they can make appointments and update the seller's diaries.

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The Benefits of Using Sales Prospectors

It leaves the sellers free to meet with prospects and sell to them. Sales prospecting is not effective use of a sales professional's time. They should be focusing on presenting and closing, which is what they are good at.

The sales prospects gathered by the prospector can be qualified to a high standard before being passed on to the seller. This means it has been established that the leads are potential customers with a need, and the ability to buy.

If you employ your own prospectors it can be a great way to train future sales people. They get to learn about the products, the customers, and the competition. They are learning the role from the ground floor and gaining good experience.

When you use a lead generation service you can save money because you will not need to employ as many sales people. If all your sellers are doing their own prospecting the selling process will take longer and fewer closed deals per day will be brought in.

Sales Prospectors - A Great Addition to the Team

The sales process covers a wide range of different actions. It starts with cold calling and prospecting, and then qualifying the prospects as potential customers. It may include making sales appointments, and email or mail shot campaigns. Free trials or presentations may be an early selling stage. Then you get to the sales pitch where you try to close the sale. Is it realistic to expect a sales person to be an expert in each of these areas, and be able to manage their time to do all the varied tasks and actions? Take a look at your sales process and see if it makes financial and business sense to have sales prospectors that become experts at sales prospecting and providing sales opportunities for your closing experts.

Sales Prospecting - How Sales Prospectors Generate Leads Effectively

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Wednesday, September 28, 2011

Sales Presentation Training on How to Increase Sales Using Features and Benefits Effectively

When I'm presenting sales presentation training I'm amazed at how many people can't use features and benefits effectively. With sales training to understand real features and benefits they can quickly see how to increase sales and make more money.  If you are one of the people that don't understand how to use features and benefits, then that's great news. It's great because you can expect a big increase in your results when you add this sales presentation training to your sales skills. It gets to the very core of why people buy, and that they want the benefits of the product or service, not the features.

Definition of Features and Benefits   So let's start with a working definition of both features and benefits: A Feature is what the product or service does, how it works, what it looks like, the mechanics of it. A Benefit is what the features do for the customer. A feature of this sales presentation training is the information it will give you to add to your sales skills. A benefit of that feature is the extra income you can earn as a result of the additional sales you will close. Every feature can have lots of benefits. Many features can have the same benefits. The information you'll find on this page is a feature. The benefits are endless and they all result in you gaining something.

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How to increase sales using features and benefits   At some point in your sales process you ask the customer some questions to establish what they want. These wants are usually expressed by the customers as benefits. Saving money, feeling safe, and looking good, are all examples of benefits. None of these are features. In your sales presentation your aim is to present a sales proposal that gives the customer what they want. What they want are the benefits, not the features. The features are just the tools that supply the benefits.   If a customer wants a car that is cheap to run they don't want a boring sales presentation on the technical features of the engine and its fuel consumption. They want a presentation on the benefits, and in this example that is how it saves them dollars. Yes, you will include some features of the fuel economy system in your sales presentation, but only the few that are directly related to the main sales benefit that you are presenting. Focus on the benefit of cost effective motoring and only use the features of the car to support how the benefit is delivered.   This sales training can be just a simple change of your viewpoint on features and benefits. Many sales people are experts on the features of their product, and we all like talking about topics we are experts on. The benefits customers want can be unique to each individual and not as easy for sales people to talk about. This is where sales presentation training is important. To learn how to increase sales with a great presentation you must learn how to focus on the benefits not the features.  

A quick sales presentation training technique   Try this quick sales presentation training technique and see if you understand the relationship between the buyer's needs, the product features, and the sales benefits.   Choose a common need or want that your customers express when you are selling to them. Now select the feature or features of your product that can give them that what they want. When I'm giving sales presentation training it's at this point that the delegates start presenting. Don't, you will only be presenting features and that's not what the buyer wants to hear. Add another link to the chain and now select the benefits of those features that will match the buyer's needs and wants. This is how to increase sales when presenting.   It may sound something like this: You said; saving money, compared to what you currently pay out for fuel each month, was important to you. (Customer want) This car has the latest fuel saving technology that will give you 60 miles to the gallon around town. (Feature) That means you will fill up once every ten days instead of once a week as you currently do. So let's look at what you'll save over a typical year. (Benefit)   Add some agreement gaining at the right places and you've got the bases of a great sales presentation, with effective use of sales training on features and benefits. Sales presentation training is all about showing the customer a sales proposal with benefits that match their wants.  It's an important part of your selling process, and investing in more of these sales skills is how to increase sales and make more money.

Sales Presentation Training on How to Increase Sales Using Features and Benefits Effectively

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Tuesday, September 27, 2011

Getting and Keeping More Customers by Delivering on Your Promise!

About the same time that Robin Hood was supposedly "robbing from the rich to give to the poor" there were gentlemen on horseback called highwaymen, who roamed the roads and countryside of Merrie Olde England.

Typically they would chase down, or lay in wait for, horse drawn carriages travelling from one centre to another, with the sole objective of robbing the carriage and it's occupants of their valuables.

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"Stand and Deliver" was their command when they forced a carriage to a halt. Loosely updated this meant "get out and give me all your good stuff or I'll kill you".

Although not overly skilled in customer relationship building techniques, they never the less got results. They did, however, score low on gaining repeat and referral business. More about this later.

Nowadays I like to think that, "Stand and Deliver" means "I stand before you and give you my word that I will deliver on my promise to you". That promise may be of product performance, a value proposition, a service guarantee or whatever. But a promise is a promise and if broken it won't get you far in terms of repeat or referral business which, as we all know, is the lifeblood of any enterprise.

I also believe that when you "Stand and Deliver", what you charge for your product or service becomes less important to the buyer than the fulfillment of the stated or inferred promise of performance.

Golden Rule: You only get one chance to make a lasting impression

A few years back I remember flying from Florida to Toronto on American Airlines. It was a late suppertime flight and I was pretty tired after a long 3 day business trip. I decided to reward myself and upgraded to First Class looking forward to a few hours of escapism and pampering (hey - I read the ads and watch the commercials).

There were only a few of us in the First Class cabin. My memories are of a flight attendant who must have graduated from a "How to pull in the crowds at a carnival midway" night course, such was her manner.

She must have learned "Haute Cuisine and how to serve it" at the same school as my much anticipated relaxing meal turned out to be a tough burger and salty pretzels on a plastic plate dumped unceremoniously on the tray in front of me. The cardboard cup though, was a nice touch!

Did American Airlines "Stand and Deliver"? On my flight decidedly not but it was my flight that counted for me.

Did I fly American Airlines in their greatest revenue earning seats again? What do you think? To me, it just wasn't worth the money I paid. American didn't deliver on their promise.

Another time I flew the Concorde from London to New York. It cost me the equivalent of a down payment on a waterfront condo. Was it worth it? You bet!! From check in, to the curbside in New York, British Airways understood that for the dollars I'd handed over, I expected a unique, convenient and hedonistic experience. Did they "Stand and Deliver"?

Not only did they do so but they redefined the meaning of "delivering on a promise". To the extent that one of their key selling propositions "speed = less flying time" was a negative to me. I just wanted more, more and more! Sadly, it's too late now. The Concorde and it's product/service delivery are no more. I'd gladly pay 10 times the coach fare once more to experience that promise.

To my earlier point, what you charge for your product or service doesn't really matter to a certain extent providing you deliver on the promise of performance expected by your customer. You don't expect a tablecloth bought from a dollar store to last and last and become a family heirloom. You do expect that from a hand made Irish linen version for which you paid 0. And if it doesn't last, and wears thin, then you'll quite correctly feel that you didn't get what you paid for,

I often talk about marketing being about perception - not about reality and I believe that is true. Smart marketing will bring a customer to your front door, your website or the other end of the phone but all the smart marketing in the world won't get you that valuable repeat and referral business unless you "Stand and Deliver."

And every dollar you don't have to spend on marketing and promotion can be reinvested in capital upgrades or go straight to the bottom line. Your most valuable "marketing asset" is your customer base - treat them like gold - and they'll return the favour. Where art thou now oh Concorde!

Golden Rule: Conduct quality control audits to ensure that your product or service promise can and is being delivered and that your customer is receiving at minimum, performance that meets or exceeds their expectation. If it doesn't then change the promise or change what's being delivered.

So, you have a choice, you can buy into the approach of the Highwaymen, make a quick profit, a quick getaway and spend the rest of your time looking for new prospects or, you can practice my version of "Stand and Deliver" and reap the benefits of consistent repeat and referral business while building a quality reputation and earning a fair return on your investment.

Getting and Keeping More Customers by Delivering on Your Promise!

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Monday, September 26, 2011

Bold Ink Chase Business Credit Card

A great option for companies is the Bold Ink, a credit card business to JP Morgan Chase, which is quite similar in some respects to the Chase with Ink Unlimited Rewards card. However, the ink Bold Chase, who pay the balance at the end of the grace period, as the American Express Gold Card. The biggest advantage of this card is the flexible spending limits. Instead of a fixed spending limit, the card will work with you and your individual needs. There arean annual tax on paper, but is free for the first year.

There is no associated with the card because in April will be paid each month and are not included interest. But this also means that you have incredible flexibility and if you have a month when the economy is expanding and a lot of effort, you have the buying power of justice to the needs of your customers and the financial obligations of the company. How do you compare the Bold Ink, American ExpressGold Card to note is that the annual fee is free for the first year is $ 30 less than the American Express Gold Card.

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Bold Ink gives you one point for every dollar spent. There is no limit to the number of points you can earn and you get double points when booking travel through the Rewards program last trip. They also have a bonus structure with bold ink for the 7500 bonus points for spending $ 25,000 or more awarded in one year, 15,000 bonus points for spending$ 50,000 or more and 25,000 for the issuance of $ 100,000. This is cumulative, so you can total of 47,500 points for the issuance of $ 100,000 U.S. dollars or earn more. You also get the usual 10 points for every dollar spent on purchases at the mall Chase Rewards.

Other benefits and bonuses

The Bold Ink Chase has the advantage of a Priority Pass Airport Lounge for the first year, which is a very nice feature for business and is not generally offered by business cards. This includes access toRises to more than one hundred countries. You also get two free visits per year after the first year. A large shopping center is useful for ink-Bold is a map that you saw, which means it's twice as many companies on the AMEX Gold Card accepted means.

Travel Product

The Bold is a collision and theft coverage reporting on the car you rent with the ink-paper, which is an advantage that those who rent cars are often very comfortable, and there is no reimbursementfor expenses such as hotel, meals and other expenses in case of delay in excess of 12 hours for some events. Travel Accident Insurance is included with the Bold-card, up to $ 100,000 in coverage and if the airline loses your luggage, or if your luggage is stolen Chase cover it, until you have bought the tickets with the card ink.

There are many reasons not to use the Bold Ink Card from Chase, if you need a credit card company. With all the features and benefits that thisProduct offering, it is easy to see why so many professionals choose to bold ink with the paper of choice for business and travel expenses. Bottom line: It 'in a head-to-head races with the American Express Gold Card, but rather, if you add the benefits that accepts twice as many merchants, and that the annual fee is $ 30 less than the Gold Card.

Bold Ink Chase Business Credit Card

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Sunday, September 25, 2011

Creating a Customer-Centric Organization in the 21st Century

Do you believe your organization is truly customer-centric? Research into customer buying behavior would predict that a random sample of your customers would say they are very satisfied with the products or services of your company eight out of ten times.

That would make most executives feel pretty good, wouldn't it? That is, until second level customer loyalty questions are asked regarding whether they intended to endorse or repurchase products and services from your company. When these questions are asked the research predicts that you may not like what you learn.

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Most executives intellectually understand that customer loyalty drives growth and profits. Yet the way many companies treat their customers, they undermine their ability to earn customers' loyalty.

All too often customers who appear to be very satisfied with a product or service are only as loyal as the next best price offer made by your competition. The question is raised: Why are highly satisfied customers not necessarily loyal customers?

The Root Cause of Declining Service Quality

Many businesses do not enjoy high levels of customer retention due to focusing on the wrong metrics. Most measurement and management systems are based on short-term profits-not managing long-term customer loyalty.

Financial metrics are lagging indicators - they tell you nothing in terms of how successful the organization will be in the future in terms of acquiring and retaining customers. By focusing on financial metrics geared to producing short-term profits, organizations simply drive the wrong behaviors. Until the conventional measurement paradigm changes, high levels of customer loyalty will continue to be difficult to achieve.

Organizations typically use customer satisfaction as the key metric to determine how well they are creating value for customers. The assumption is that if customer satisfaction scores are high, we must be doing things right and our customers must be loyal. Bad assumption.

Organizations primarily measuring customer satisfaction as the guidepost to validate that their company is customer-centric are operating from a false premise. There is compelling research evidence indicating no correlation between customer satisfaction and profitable growth.

One example of this phenomenon is illustrated in a study of hundreds of American companies who received high customer satisfaction ratings of 85% to 90%. The Bain Consulting Group found absolutely no correlation between the companies' high customer satisfaction scores and evidence of profitable growth.

Over the past two decades Bain and others have documented many examples of empirical evidence that in most industries the surest and fastest path to increase profitability and maximize shareholder value is to improve customer loyalty and retention. This knowledge has created quite the blather in management circles. Thus the in-vogue management mantra of today is: "We must become a more customer-centric organization!"

To be sure, customer-centric organizations enjoy the highest, sustainable levels of profitable growth. Successfully executing an over arching corporate strategy that creates a customer- centric organization, however, remains elusive to most companies.

How Customer-Centric Is Your Organization?

Now that we have dispelled the notion that customer satisfaction is the right metric to evaluate customer loyalty, let's cut to the chase. Customer satisfaction is a necessary condition of customer loyalty. But, in and of itself customer satisfaction does not guarantee customer loyalty because it is also a lagging indicator. The key measures that are leading indicators of customer loyalty are; (1) the percentage of your customers that intend to repurchase, and (2) the percentage of your customers willing to endorse your product or service to others.

Are you wondering why organizations don't focus on these metrics? Further, are you wondering why organizations don't execute strategies to increase the percentage of customers who intend to repurchase and/or endorse their products or services to others? The reason is what I call "The Profit Paradox".

To achieve high percentage rates of customers who intend to repurchase and/or are willing to endorse your product/service to others requires creating exceptional value for customers and delivering exemplary service. This often means foregoing short term profits for creating value that establishes long term customer relationships that ultimately are significantly more profitable (often more than three to five-fold more profitable) than short-term relationships.

The Key Performance Drivers of Customer Loyalty

Establishing the right metrics is a key performance driver that compels organizational and individual behavior to create customer loyalty. The other two mission critical performance drivers that create a customer-centric organization are people and culture.

The most important organizational asset that determines the level of customer loyalty achieved by an organization is the employees dedicated to creating superior value for customers. In days past, product and service quality was deemed the key driver of competitive advantage and customer loyalty. That's no longer the case. Today it's a given that you must have product and service quality to survive, not to thrive. Organizations today must create value beyond their product or service offerings to build customer loyalty.

Dedicated employees are not the only factor that creates a customer-centric organization. You must place the customer at the center of your strategic planning. But the body of evidence is growing that indicates high levels of employee engagement is a key organization performance driver that creates long-term sustainable profitability derived from customer loyalty.

To create superior value and deliver exceptional service, an organization must have employees committed to producing intellectual capital and giving discretionary effort. These are the fundamental drivers of competitive advantage today, but neither can be commanded or demanded by management. They can only be solicited and willingly given by enthusiastic and committed individuals. So how do you increase employee commitment and harness their discretionary effort and intellectual capital?

Organizations must place a significantly higher emphasis on the importance of employee engagement. The degree of employee engagement determines the amount of discretionary effort and intellectual capital willingly given. The link between growth and profit, as a result of a highly engaged workforce committed to maximizing customer loyalty, is evident at the majority of organizations considered the best companies for which to work in America.

Equally important to sustaining high levels of employee engagement is the ability to create a corporate culture in which employees believe in your organization's vision, mission and values. People work best when their activities are clearly aligned with a set of principles that inspire commitment. An organization's purpose must have a more noble essence than just increasing shareholder value to inspire employees. A company's mission and values must both significantly benefit them and their customers in order for employees to be motivated, giving their best effort in creating value for customers and delivering exceptional service.

A Management Road Map to Create a Customer-Centric Organization

Here's a bullet proof list of strategies and actions that management can take to become a more customer-centric organization, to lead to increased customer value, loyalty and profitable growth:

Create a vision, mission, and set of values (or guiding principles) that focus on creating value for customers. This serves a more inspiring purpose than increasing shareholder value (but ultimately will increase shareholder value!). "Walk the talk" of your organizational values and guiding principles. Operationally define "customer-centric": Establish metrics that define success and delineate the right behaviors to reinforce. Hire the best talent available and pay them better than the competition; link some aspect of everyone's compensation to organizational performance. Put your people first - help them fulfill their personal values and goals and develop their talents. Involve them in creating the implementation plans needed to drive your customer-focus strategy; Invest in them by providing training that's aligned with organizational strategy and empower them with the authority and responsibility to make decisions that will produce desired results. Align all human resource and management practices necessary to implement your customer-focus strategy and communicate the necessary behaviors and competencies required for successful implementation. Emphasize the importance of communication and building trust between employees and managers; Share information extensively regarding the company's financial performance and operational strategies.

Effective change management strategies are necessary to increase customer-focus and leverage resources to continuously create customer and shareholder value. But even the most brilliant change strategies will fall short of the mark if the majority of employees don't buy in. It is execution that generates results, and results are accomplished through the efforts of everyone.

When people are driven by values and an organizational purpose they believe in, given responsibility for the results of their efforts, and recognized and rewarded for what they do, they will deliver exceptional value and service to your customers. These dynamics create the conditions to establish long-term customer loyalty that results in superior long-term profitability, growth and increased shareholder value.

Creating a Customer-Centric Organization in the 21st Century

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Saturday, September 24, 2011

Chase Loan Modification - Chase Bank Would Like to Help You Save Your Home!

Are you in default on your home mortgage with Chase Bank? Is foreclosure seeming more likely with every passing day? Did you know that Chase Bank does not want to foreclose on your home? You might possibly qualify for a Chase Loan Modification.

Under the Housing Stimulus Program, there is an approved list of lenders who receive financial incentives to rewrite mortgages that are in default. Luckily, Chase Bank is on that list. Qualified homeowners receive a lower monthly payment when their loan is actually restructured with any or all of the following: lower interest rates, longer loan terms, forgiven late fees, and reduced principal.

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Only loans on a primary home written on or before January 1, 2009 for no more than 9,750 qualify. These loans must be backed by The Federal National Mortgage Association (Fannie Mae) or the Federal Home Loan Mortgage Corporation (Freddie Mac.)

The foreclosure process consumes a lot of labor hours and can be very expensive since homes may sit vacant for extended periods of time in this economy and current housing market. And, with the 00.00 that Chase receives for every mortgage that they modify, they are even more motivated to help you avoid foreclosure and stay in your home.

Is your financial situation bleak due to events or circumstances beyond your control? Has a job loss, divorce, medical bills, etc... caused you to struggle each month with your mortgage payment? If so, this is Financial Hardship, which is a primary consideration in your being able to obtain one of these stimulus bill loan modifications on your Chase mortgage. You must be able to document this situation, and also document the financial ability to pay a modified payment.

Chase Loan Modification - Chase Bank Would Like to Help You Save Your Home!

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Friday, September 23, 2011

Chase loan modification programs help homeowners Get Hurting financially healthy

One of the areas most affected are the homeowners in today's economy is feeling down the bag. More and more people are reporting that their incomes are not going as before, and many people see their pay or refuse to see their jobs. Go as a house, the idea of ​​losing their income may also mean the constant threat of losing their homes.

With mortgage is a hot topic and a priority for the economic crisis, many financialInstitutions to find ways not only to help homeowners keep their properties, but also allow banks and credit institutions to continue operating. Chase is one of the financial institutions hardest hit by the economic crisis, and consequently have a program hit hard by the homeowner of the economy, created to keep their homes works. The Chase loan modification program works to the benefit of the house and the bank on both sides continue to have a great yearReport now and hopefully in better economic times in the future.

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For those who have loans for homes by Chase, the Chase loan modification program works to prevent foreclosures of homeowners. Foreclosure is hard on the individual, but it has a negative effect on banks. For a large institution such as Chase, foreclosures are occurring at an alarming rate, and all cases of defaulting owners to create higher costs for the creditor. Banks have to do with a dispute in court, findBuyers for homes that are foreclosed upon, and ultimately the costs are enormous.

Banks also aware that they lose, they lose customers mortgage, and thus have less income - ultimately, a chain reaction of foreclosures, the displaced end with home and apartment owners, and banks are failing the their customers. Loan modification programs to work with the lender and homeowner to be a good middle ground, as to find the relevant payments, so that the homeowners maintain theirTo keep house and the bank to a customer. These programs work by changing the terms of the loan, usually long and interest rates makes it easier for consumers to repay.

Chase loan modification programs help homeowners Get Hurting financially healthy

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Wednesday, September 21, 2011

Successful Selling Methods For Salespeople - "Less is More"

Let's accept it, salespersons are not whole heartedly welcomed by many. At least this is the case in point in India. Seldom do the sales persons are able to convince people to listen to them, let alone purchasing or not their product/service. And if at all they are convinced to talk, sales persons have so little time in their palms that they often loose the deal.

Here are few points that tell the potential mistakes done by salespeople and how to avoid them:-

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1. Talk less and Precise- The widely known misconception is that the more salespersons talk, the better they are able to convince people. However, the talk less ideology could get you to the top. Too much talking can bring you off track and you might end up loosing customers. You can talk about the benefits of the product/service, rather than detailing its features. The benefits would hit people directly on their mind and they would be able to relate to it. The brevity of expression counts and could win you customers.

2. Choose your Target Audience- Please don't think that I'm picking on you, but this being the general tendency of many sales persons, need to be addressed. Suppose your product has 10 features, and you have mugged all of them. But don't just vomit them out before every prospect. Just tell them the main features in the order of preference. It should be your target audience that should help you decide what to say.

3. Maintain a Distance- As much you want to sell them the product, so much do they need to buy. Don't over-exert, either with your facial expressions or elaborated talks. Tell them about the product and move back a little. Let them decide. However, your marketing lingual should be such that even though you aren't compelling them to 'buy', you become compelling. The trick is not to chase the customers, but attract them. Then, if they really need to buy, and you sound credible, they would definitely call you.

4. When customers talk, let them finish- Don't finish their sentences yourself. When the customers are talking, keep mum. Don't just hear but listen to them and address their issues. Even if they talk in between, stop your sentence and let them have their say first. This gives them a feeling that apart from the cliched content they speak, salespersons have a sound knowledge of the product and customer's need. So don't limit all the talking to you. The concept of selling a product/service is less of talking, and more of listening.

As a matter of fact, you are a stranger for your customers, and are of course judged on your first impression. Your speech and looks should thus be complementary to each other. Few may look very pleasant and destroy all chances of getting business by chanting the same content the cliched way, and few lack the personality and speech tactics to engage the prospects. All-in-all, its smart selling you need to do, not hard selling. 'Less is More' is the mantra of smart selling. Less talk, less compilation and less content; more sales, more business and more profit.

Successful Selling Methods For Salespeople - "Less is More"

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Saturday, September 17, 2011

Trade Credit Insurance: More Important Than Ever For Your Business

We live in an age of great economic uncertainty. From 2006 to 2010, bankruptcy cases filed in federal courts for the fiscal year 2010 were up more than 113 percent. Take into consideration record unemployment, troubled markets throughout Europe and rapidly changing currency policies, and it's clear that businesses - especially those servicing foreign markets - are facing new found risks. In this environment, even the best of customer - those with the best of intentions and outstanding payment records - can struggle to meet their payments. In the past, when a customer defaulted, the result was simple: the customers' cash flow problem was now their own.

Now more than ever, it's important to protect your business from bad debt, particularly if your business depends on a small number of customers for a significant part of your revenue. Remarkably, many businesses are unaware of credit insurance and how it can help their business by mitigating risk.

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Credit insurance, also known as accounts receivable insurance or business credit insurance, is an insurance product that protects businesses against bad debt. In simplest terms, if a business owns an accounts receivable insurance policy, and one or more of your customers covered by the agreement defaults, the insurance policy will pay. Typically, accounts receivable insurance agreements are structured to pay an agreed percentage of an invoice or receivable that remains outstanding as a result of bankruptcy, insolvency or protracted default.

In many cases, the insurance premiums are charged to the policy holder on a monthly basis and are calculated as a percentage of sales or as a percentage of all outstanding receivables. For businesses, this means that policies may be tailored to your unique needs, selecting the customers that your wish to insure.

How Credit Insurance Can Help Your Business

There is no shortage of benefits:
Protection against bad debt, particularly against the potentially devastating impact of one of your key customers defaulting on paying their debt. If your business is debt-financed, using credit insurance to protect your accounts receivable enables you to demonstrate more secure assets, often leading to an increased borrowing capacity and reduced fees. For example, in the case of international trade, credit insurance enables the exporter's bank to consider otherwise ineligible foreign receivables as collateral. It allows companies to more rapidly expand their business into new and emerging markets in a safe and cost-effective manner. It makes you smarter, enabling you to increase credit lines to existing customers, enter new markets or extend credit to new customers armed with the information you need to make intelligent, informed decisions. And, credit insurance is vastly superior to letters of credit (L/Cs) in lowering the financial risk involved in international trade. Letters of credit are costly and a burden to customers, freezing a portion of their credit.

From GM to Lehman Brothers, the global recession has driven once untouchable stalwarts to their knees and into bankruptcy courts, passing the buck to their suppliers, triggering a painful domino effect that can still be felt today. For smart businesses who want to navigate international markets with confidence, credit insurance is an invaluable financial instrument.

Trade Credit Insurance: More Important Than Ever For Your Business

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Saturday, September 10, 2011

Catapult Your Business-How to get customers to you rather than vice versa Chase

I was thinking about the statement:

The Small Business Administration tells us that create 80% of all small businesses, not more than 2 years and 5 years 90% stopped their activities.

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If this is the case, then why not try all the companies out there, like the others? Copy everything that most, but the way in which all the other sets in the same field office.

The reasons I have customers

We can then assume that they are all wrong? Yes! At least 80% of them!

How do I find to be different than trying to see faster success, like all other

For most companies, there is someone like you to literally every corner of the world. It is perhaps a little 'hard to notice, standing in the crowd who get all look the same?

Those who want to stand out, you do not have to lookdone differently, something that makes you head and shoulders above the crowd on their feet?

I'll give you two points here that if you decide to follow them, your company is so visible, that the people behind you, you, instead of buying otherwise. It makes your company a magnet and attracts customers

Search the Unique Selling Proposition, that thing is so visible on the amount that you are after, is

When I work with my clients executive business coaching, I spend most of our time trying to find what my clients differently. This idea alone, you canSuper success if your
powerful unique selling proposition.

Let's start a spreadsheet on a piece of paper. On the far left to create a column named products / features forward / services, and a list of all products, your features, the services of that column. List each on a separate line on the left.

Next, create a column that label, "Benefits,What would a customer buy my product or service to obtain. This is a response to "Why did you buy my product (service)."

Do not worry about perfection. It is a thought process that has gotten better and the more I think about it, and until you start writing your thoughts, will not be better. So to start now. This is a process. You will find that your answers are rather weak and wishy first washy. You may not think so when you write first, but Iensure that as much as this every time I look back and realize how much further away from the target were you when the product first, and probably in the early stages of what we do just to check.

Make sure you write the answers in each column on the right, have a line with a product or service on the same line as the first column. To answer that question for each product or service.

The nextRight column reads: "Why buy from me?" In other words, if someone has already decided that only the product on the benefit in the second column has written to buy basic, and if there really is someone like me in every street corner, then give a reason why they should buy from you or better yet, why would you be noticed above that amount in every street corner. A quick advice: Before you go where everyone else - your answer should not be something to do with less expensive. IfYou can go there, you lose. Everyone else is already there. I'm like everyone else is trying in every way. Take your best shot at this, go back to get better later.

Well, the last column:

Make or both of the reasons to buy the product?

or Why buy from me?

or and measurable results.

Finding the right measurable outcome is where you get your chance to find the topthe crowd, when a statement that your company will find a magnet for customers.

I want to take a step back and truly look at all these answers. You have answered all the questions about what benefits the customer is really based on? Or was it even about the product / service, it was a bit 'dubious, wishy washy, weak?.

I use one of my corporate clients. He is a coach business. I coach the coaches, an adviser to management consultants.The product is business coaching, training, sales training.

Advantages:

Business increased by increasing the bottom line, easily lead to business. In my opinionwhich is still a bit 'weak. But we let up, so to pass the idea. And I suggest you do the same. The idea at first. Then, after the completion of all other columns back and look with new ideas that are generated.

Why buy from me?

It 'a little' too simple to say that their training, or is at a better price than others. If you dig deep enough, given their results rather than training. Where most companies offerTraining for a day, then ask the customer what he wants and dig deeper to answer, and then focus on results, not just training. Still not where I want. It 'still weak.

For measures:

The Small Business customers that generate the ideas together doubled their business in 3-4 weeks, and will guarantee a 2:1 ROI over its share of action.

Now, when I get back to why buy from me, and add ", which translates (and how do measurable, becomes a double-Company? A coach is really good.) And it does so in 3-4 weeks "instead of some 'time you started making statements that are very strong.

With what is in the measurable marketing, the elevator speech, you find people who remember him for a change. You begin to see marketing results go up 5-10 times. If you use this in a networking event you have arrived in the room for more.

Most of my customers very reluctant to start when talking"Make it measurable." They are usually afraid to commit to something. And many have never thought about what kind of results can be measured thought.

I take answers like "How do you measure them? I have so many different products. They are so different I can not give an answer." Or gee I do not feel comfortable committing to do.

I do not disappoint them away. Select a medium to get the best I've ever done, the worst you've ever done. Thisis a process of thought. And then let them have something to celebrate on the paper you are ready. We try to write something that says: "Most of our customers will get this ....." "The typical customer will receive this ....", and" I will absolutely guarantee that a client to get this ... "

First, many of my clients feel guilty of something with what you do not want. Well, guess what? This is what you have done differently. Pay particular attention to. These are the keyto push the business.

All other generic stuff they sell on every street corner. So make sure that your statement is true and deliverable.

Believe me it works. I have people who have approached me after the room to hear more presentations. Or to say sometimes: "You can not really be able to do ....You? "

Back to my coaching clients, for example, turnover has increased through the roof if he is willing to stand up and business people, or double-double performance of some specific part of a deal was, if only to turn ideas and then act in a guarantee against the tax ROI 02:01. What is measurable. This is very visible, clear definition of results.

Measurable results in a speech lift, advertisements, brochures, wherever you go out to see now soPowerful statement that your company will magnetically attract customers faster than you can imagine.

Catapult Your Business-How to get customers to you rather than vice versa Chase

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