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Rule One of Business: Get Paid

To get paid, you would figure is fundamentally important in your business because if you aren’t getting paid, why are you in business?

You may be astounded at the heaps of business people who have their clients to pay up when and if they feel like it. I know such a business owner who habitually gets bad debts like accolades. Why is that? Very possibly because he won’t bring himself to request the payment and people overpower him.

If you let somebody credit, do so only after they have proven their integrity to you by paying cash on delivery (COD) for a time. Also, you can find whether they have the means to pay you - otherwise do not do business with them. Don’t trick yourself into the pattern of “I need the work” or “I need the sales”. It’s damaging in doing the service or providing the goods for zip if you do not get paid.

If you are the type of person who can’t ask for the payment even when the work has been finished, try these cheats:
Tell your client that when the job is done with, you will require cash or cheque. They should probably have it there at the transacation and you won’t have to request your fee.

When sending out the initial quote, be sure your payment terms are plain.

Form an invoice with your terms of payment plainly stated and send the client the invoice when the task is completed. They can take the invoice and immediately know they have to pay the fee now without you needing to say a thing. Manufacture a “nasty boss” who may torture you alive if you don’t leave with the money for the work.

Arrange with your banking institution to hook you up with Merchant facilities so you can use credit cards including Mastercard and Visa. The large part of people have credit cards and it could solve the dilemma of the client not holding a cheque account or not having the right amount of cash on hand.

Likewise, don’t be asked not to keep your goods until after they have been paid for. Don’t forget, until the goods have been paid for, they remain to be yours.

If you plan to let someone credit, make sure you have the following information about them some time 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

Once you have all this detail, telephone the bank branch and make sure that they have an account there. Then, ring each of the trade reference and inquire if they pay their debts correctly 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

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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