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Rule One of Business: Get Paid

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To be paid, as you would imagine is essentially fundamental at your business because if you are not getting paid, what’s the point in business?

You will be astounded at the amount of business people who permit their clientele to simply pay when and if they remember it. I am acquainted with a trader who persistently holds bad debts like awards. Why? Just because he cannot bring himself to ask for the cash and people can just intimidate him.

If you give a customer credit, only do so if they have proved themselves to you by paying cash on delivery (COD) for a time. Furthermore, you need to find whether they have the cash to pay you - otherwise do not do business with them. Don’t kid yourself into saying “I need the work” or “I need the sales”. It’s fruitless in doing the job or providing the goods for nada if you are not paid.

If you are the kind of person who can’t ask for the payment when the job has been completed, try these cheats:
Tell your client that when all the work is finished, you will require cash or cheque. They will probably have it to hand over at the point of sale and you will not have to request your money.

When you send your quote, be sure your payment terms are simple.

Form an invoice with the terms of payment plainly stated and hand the client the invoice when the work is completed. They should review the invoice and immediately know they have to pay the money now without you needing to say a word. Fabricate a “cruel boss” who will flay you alive if you do not bring back the pay for the work.

Arrange with your bank branch to have you running with Merchant facilities so you can take credit cards for example Mastercard and Visa. Most people use credit cards and it should solve the problem of the customer not operating a cheque account or not having the right amount of cash at the time.

Otherwise, don’t be asked not to hand over the promised goods til after payment is paid. Remember, until they’re paid for, the goods remain to be yours.

If you decide to permit someone credit, make sure you have got the following information from them a week PREVIOUSLY you permit them credit.

• Name
• Address
• Phone number
• Bank name and address
• Account no.
• 3 trade references with their names, addresses and phone numbers

When you record all this detail, call the bank and make sure that they operate an account then. Then, ring every trade reference and inquire if they pay their fees consistently or if they have any difficulties with them.

Most people will be willing to tell you if the person is troublesome. If everything is OK, allow them a moderate level of debt, say no more than $500 (depending on your business). Monitor the operation of the account for a few months before allowing this amount to be exceeded.

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Relationship Marketing Fundamentals

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As a customer service concept, relationship marketing is not new. For decades, business-to-business marketers have employed account managers who have the responsibility to dedicate themselves to key clients. In the financial world, `relationship banking’, whereby high-yield customers are assigned a personal manager, has been practised for many years.

When direct marketing is embraced to establish connections or relations between the marketer and the consumer, it is too easy to suggest that all forms of direct marketing communications achieve a closer relationship, a closer bond between the two parties. Such a conclusion exaggerates what generally happens in the marketplace.

Direct marketing is all about generating a direct response from the consumer and about direct communications to the consumer. A direct response is needed to generate better understanding of the advertising message or to motivate transactions. Direct communication is simply about media reach efficiency. Relationship marketing is a concept that transcends these pragmatic direct marketing objectives.

Kotler appropriately positions the concept of relationship marketing as one which applies principally to business-to-business situations:

Smart marketers try to build up long-term, trusting, `win—win’ relationships with customers, distributors, dealers and suppliers. That is accomplished by promising and delivering high quality, good service, and fair prices to the other party over time.

It is accomplished by strengthening the economic, technical, and social ties between members of the two organizations. The two parties grow more trusting, more knowledgeable, and more interested in helping each other. Relationship marketing cuts down on transaction costs and time; in the best cases, transactions move from being negotiated each time to being routinized.

Outside of `membership’ or `continuity’ programs, there are two basic ways to approach consumers. The first is with a product and price combination considered to be `the standard’. That is, the proposition is essentially of long standing and relies on the features and benefits being competitive. The second way, normally of short-term duration, is a `special offer’. Direct marketing textbooks are full of the theory, practice and case histories relating to `the offer’.

The choice of basic propositions or selection of special offers depends on the circumstances of the individual firm and its competitive environment. The right proposition or offer can make a world of difference to response cost-effectiveness.

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