Rule One of Business: Get Paid

To get paid, just as you would imagine is vitally the point at your business because if you are not paid, what are you doing in business?

You may be surprised at the amount of business people who have their customers to make payment when and if they get on with it. I am acquainted with a tradesman who always makes bad debts like trophies. How is that? Most likely because he won’t bring himself to request the cash and lets people take advantage of him.

If you allow somebody credit, only do it when they have proved consistency to you by paying cash on delivery (COD) for some period of time. Moreover, you must check whether they have the funds to pay you – otherwise do not do business with them. Don’t push yourself into thinking “I need the work” or “I need the sales”. It’s pointless to do the work or providing the goods for nada if you do not get paid.

If you are the sort of person who can’t ask for the payment even when the service has been finished, try these ideas:
Tell your customer that when the service is done, you will need cash or cheque. They should likely have it on them at the point of sale and you don’t need to demand your payment.

When you send out the initial quote, be sure your payment terms are visible.

Do up an invoice including your terms of payment plainly listed and give the customer the invoice when the service is done. They should take the invoice and reactively realise they can pay you now without you being required to say a word. Make up an “evil boss” who may torture you alive if you don’t go back with the money for the service.

Arrange with your bank branch to set you up with Merchant facilities so you can have credit cards such as Mastercard and Visa. Most people utilize credit cards and it should prevent the problem of the customer not having a cheque account or not having the right cash on hand.

Otherwise, don’t be afraid to hand over the promised goods till you’ve been paid. Remember, until they’re paid for, they remain to be yours.

If you choose to allow somebody credit, make sure you take the following contact details about them at a time BEFORE you let them credit.

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

When you know all this information, contact the bank and make for certain that they do have an account with them. Then, call every trade reference and find out if they pay their fees on time or if there have been any problems 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

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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