I had an interesting conversation the other day. I have a colleague who is a consultant, and he does some volunteer work with SCORE, an organization that provides mentoring and other services to small business owners. Recently a client asked if he knew anything about salesforce, and he asked if she was referring to the web-based CRM tool, www.SalesForce.com or to something else. Since he answered her question with another question she concluded that he would not be able to answer her question. That was an unfortunate assumption because my colleague probably did know the answer. As the conversation progressed, my friend continued to trying to figure out whether the questioner wanted to know about the software, CRM in general, or if she had some other specific questions. She was not sure. All she knew is that she wanted to know about salesforce.
This sort of miscommunication is not uncommon. In the accounting field, clients often want help with their “QuickBooks.” The difficult thing for people trying to help clients with questions about QuickBooks is that the questions do not address the real problem or problems. Is the problem that the books are not set up in a way that reflects the business? Are they too complex? Is there a specific question about how to bill clients or how to pay vendors? Is payroll a problem? Is there an issue with inventory? Without knowing what the client means when he or she says, “Can you help me with QuickBooks?” it is simply not possible to help. If it is a question about how to prepare an invoice or record a payment, then the answer may be short and simple. If the client has a lot of questions, the most satisfactory response might be to suggest a couple of hours of training or a formal class.
At one time in my life, I worked in financial services. The common client question in that industry was something along the lines of, “Can you help me with my investments?” There is no single answer to the question because it is not specific. I had no idea if the client wanted help setting up a savings program, understanding investments, planning for retirement, or figuring out a way to pay for a child’s college in 15 years. There were plenty of times that the client wanted help with everything I just mentioned and more.
The common element in each of these examples is that the questioner does not know what to ask, and it reduces the likelihood that he or she will find an answer. The solution to this problem depends on whether you are asking or answering.
If you are the person asking the question, take the time to think through what you want to know. If your question is very broad, break it into pieces. In the last example, from financial services, you are much more likely to find useful answers to your questions if you are specific. If you see a financial planner or investment advisor, taking the time to narrow your focus will help the person addressing your concerns tailor a response to your needs. If you really do need help with “everything,” or you do not know enough to be specific, then you can frame your question that way. If you have a lot of questions, make a list.
When you ask a question and the person you ask responds with more questions, do not assume that he or she is trying to avoid your question. It is more likely that he or she is trying to understand your question, or if the question contains many parts, is trying to understand your priorities and objectives.
If you are responding to a question, and the question is unclear, then your first goal should be to help the client clarify what he or she wants to know. If the client really does want an overview, then you should be able to establish that fairly quickly. If he or she has more specific concerns, then you may need to ask questions that will enable you to discern those concerns.
Monday, July 18, 2011
Sunday, June 12, 2011
Business lessons from a paper route: Managing growth
When I became a paperboy, I had between 30 and 40 customers on my route. That was a manageable number. I usually could put all of my papers in my bag or in my bicycle’s baskets. When the weather was good and the papers were small, I could finish my route in under an hour. Bigger papers required several trips, and on the days when the papers were larger, the route took longer. When the weather was bad, the route did not take longer, but it seemed longer.
One of the things I learned fairly quickly as a paperboy was that my income was limited by the number of papers that I delivered. I did my best to get the papers to customers on time and delivered where they wanted them. Paying attention to whether the paper went on the porch or behind the screen door or under the mat made a big difference in how big a tip customers added when I collected. However, I was still limited. It did not take me long to figure out how to make more money. I had to grow.
Now that I know something about business, I know that the two main ways to grow a business are:
As luck would have it, the next available route was the one adjacent to mine. I would be able to add 30 or so customers simply by agreeing to add them to my route. I had just learned my first lesson in growing a business. Acquisition is faster than organic growth. Unfortunately, that was not my only lesson in growth. I was about to learn about capacity, customer management, and ultimately failure.
As it turns out, one of the reasons that the older paperboys had larger routes is that they were bigger and stronger. They could carry more papers, and they could travel longer distances with heavier loads. Once I added extra customers, I could rarely finish the route without making two trips, and it often took me three. I was rarely able to finish the route in less than two hours. It took me so long to deliver the paper when I was collecting payments each week that I had to separate my collections into two days.
These problems with the route quickly became customer service problems. When I could deliver the paper in an hour, it was easy to deliver the paper on time. Once the delivery time crept up to two and three hours, the papers were late. Another thing that happened is that I began losing track of customers. It was easy to manage 30 or 40 customers. I had a simple card system, and since I saw each customer once a week when I collected, I could make notes about starting and stopping the paper or other requests. It was much more difficult to manage the process with 70 customers. I began learning ways to manage larger numbers of customers. Sadly, I did not do a very good job, so I also began learning how to work with unhappy customers.
Finally, I learned about failure. While I wanted to have a larger route so that I could earn more, I was not able to manage it. The result was unhappy customers. Unhappy customers meant fewer tips. Since tips were a large part of my income, I actually found myself working more than twice as hard and making just a little more money. The next thing to happen was that customers started complaining to the paper or canceling their subscriptions. In the end, I gave up most of my new customers, and it was not too very long before I gave up my paper route. (I started working a new route for a different paper, but that is another lesson.)
So what lessons about managing growth can a modern business person learn from a paperboy? The first is to have a clear understanding of your objectives and plan accordingly. What do you want to do? Do you want to grow slowly and steadily? Do you prefer rapid growth? Consider the two paths: Organic growth which builds an organization slowly or acquisition which can build an organization faster. I thought that acquiring an additional route would be faster and easier than growing by adding customers one at a time.
The next lesson is to understand capacity. Companies that grow organically generally increase their capacity as they increase the number of customers they serve. They may still be limited by capacity constraints, however. Companies that grow by acquisition should pay close attention to capacity. While they may think that systems are compatible, they may find that they have a larger customer base that they cannot serve because they are limited by their capacity.
Another lesson is to pay attention to logistics. While I was able to take over the route next to mine, part of the route was on the other side of a busy street. When I took over the new route, I had to figure out a way to make deliveries without crossing that street. I also had to figure out how to carry more papers over longer distances because my new customers were further away from the paper drop off.
What this means to you
If you are looking for ways to grow your business, take a moment to think about your objectives and how you might accomplish them. When you are planning, be sure to think about how you want to grow. Consider your capacity and logistics and how you might increase your capacity as you build your business.
It has been a long time since I was 14 and riding a bike with baskets full of newspapers or walking down the street with a canvas sack full of the day’s news. However, the more I learn about business the more I realize that I learned important lessons on that paper route. Who knows? Maybe the next time you hire someone to manage your business, instead of asking where they got their MBA, you should ask them about their paper route.
One of the things I learned fairly quickly as a paperboy was that my income was limited by the number of papers that I delivered. I did my best to get the papers to customers on time and delivered where they wanted them. Paying attention to whether the paper went on the porch or behind the screen door or under the mat made a big difference in how big a tip customers added when I collected. However, I was still limited. It did not take me long to figure out how to make more money. I had to grow.
Now that I know something about business, I know that the two main ways to grow a business are:
- Organic growth
- Acquisition
As luck would have it, the next available route was the one adjacent to mine. I would be able to add 30 or so customers simply by agreeing to add them to my route. I had just learned my first lesson in growing a business. Acquisition is faster than organic growth. Unfortunately, that was not my only lesson in growth. I was about to learn about capacity, customer management, and ultimately failure.
As it turns out, one of the reasons that the older paperboys had larger routes is that they were bigger and stronger. They could carry more papers, and they could travel longer distances with heavier loads. Once I added extra customers, I could rarely finish the route without making two trips, and it often took me three. I was rarely able to finish the route in less than two hours. It took me so long to deliver the paper when I was collecting payments each week that I had to separate my collections into two days.
These problems with the route quickly became customer service problems. When I could deliver the paper in an hour, it was easy to deliver the paper on time. Once the delivery time crept up to two and three hours, the papers were late. Another thing that happened is that I began losing track of customers. It was easy to manage 30 or 40 customers. I had a simple card system, and since I saw each customer once a week when I collected, I could make notes about starting and stopping the paper or other requests. It was much more difficult to manage the process with 70 customers. I began learning ways to manage larger numbers of customers. Sadly, I did not do a very good job, so I also began learning how to work with unhappy customers.
Finally, I learned about failure. While I wanted to have a larger route so that I could earn more, I was not able to manage it. The result was unhappy customers. Unhappy customers meant fewer tips. Since tips were a large part of my income, I actually found myself working more than twice as hard and making just a little more money. The next thing to happen was that customers started complaining to the paper or canceling their subscriptions. In the end, I gave up most of my new customers, and it was not too very long before I gave up my paper route. (I started working a new route for a different paper, but that is another lesson.)
So what lessons about managing growth can a modern business person learn from a paperboy? The first is to have a clear understanding of your objectives and plan accordingly. What do you want to do? Do you want to grow slowly and steadily? Do you prefer rapid growth? Consider the two paths: Organic growth which builds an organization slowly or acquisition which can build an organization faster. I thought that acquiring an additional route would be faster and easier than growing by adding customers one at a time.
The next lesson is to understand capacity. Companies that grow organically generally increase their capacity as they increase the number of customers they serve. They may still be limited by capacity constraints, however. Companies that grow by acquisition should pay close attention to capacity. While they may think that systems are compatible, they may find that they have a larger customer base that they cannot serve because they are limited by their capacity.
Another lesson is to pay attention to logistics. While I was able to take over the route next to mine, part of the route was on the other side of a busy street. When I took over the new route, I had to figure out a way to make deliveries without crossing that street. I also had to figure out how to carry more papers over longer distances because my new customers were further away from the paper drop off.
What this means to you
If you are looking for ways to grow your business, take a moment to think about your objectives and how you might accomplish them. When you are planning, be sure to think about how you want to grow. Consider your capacity and logistics and how you might increase your capacity as you build your business.
It has been a long time since I was 14 and riding a bike with baskets full of newspapers or walking down the street with a canvas sack full of the day’s news. However, the more I learn about business the more I realize that I learned important lessons on that paper route. Who knows? Maybe the next time you hire someone to manage your business, instead of asking where they got their MBA, you should ask them about their paper route.
Saturday, June 4, 2011
Because there is more to life than just work: Vacations are good for you
I learned an important lesson early in my career. Mike, my sales manager, told me that vacations are important. I did not believe him. It is counterintuitive that taking time off could increase your output and income. There are only so many hours in a day and the more of them that you use for work, the more successful you will be. That just makes sense doesn’t it?
Yes and no. All other things being equal, the more hours you work, the more you will produce. Checking your Facebook page when you should be working on a project will make you less productive. However, all other things are not equal, and production can be difficult to measure. I am a CPA, and in the simplest terms, I work (and bill) by time. Like many professionals, my productivity can be measured in terms of billable hours. Measuring my productivity becomes a little more complex when looking at the bigger picture. Consider the things that I do that are not billable. I study to keep abreast of changing regulations and to increase my knowledge. I take time to listen to my clients express their concerns in ways that may not relate directly to the work I do for them. I am an active participant in my professional association. None of these things add to the bottom line. However, they do make me a better accountant, and they help me do a better job for my clients. In the long run, this will increase my value to my clients and to my firm.
What about vacations though? Can they improve productivity? If you take time off from work, will you actually be better at work? My sales manager thought so, and he was the kind of person that thought that a 60 hour work week was taking it easy.
In college, I raced bicycles. We rode our bikes every day, and we pushed ourselves. I was always tired. One of the people I rode with was an incredible athlete, and she was invited to the Olympic Training Center. When she returned from the OTC, she shared her new training “secret.” It was simply that to be a better athlete, work harder. In order to work harder when you work, rest! We started taking rest days, and we began alternating hard riding days with easier days. The result was that I could ride faster and further.
This same concept applies to work. Time away from work gives you the opportunity to refresh your mind and body. It does not matter what you do for vacation. Whether you were sipping umbrella drinks on a beach, climbing a mountain, canoeing in the wilderness, visiting family, or simply staying home and hanging out around the house, when you return to work, it will seem easier, and you will be a better worker.
Does this seem too good to be true? Consider the French. With short work weeks and a lot of vacation, the French are often derided unproductive, and whenever the French economy slows, many people are quick to say that the French should work more. However, a 2004 report by the National Bureau of Economic Research pointed out:
Over the past 30 years, productivity growth has been higher in France than in the United States. Moreover, productivity levels are about the same between the two countries . . . France's GDP per person stands at 71 percent of GDP per person in the United States, largely due to the French working two-thirds as many hours as their American counterparts.
That suggests that the French produce nearly three-quarters of the output of the US even though they only put in two-thirds of the work. Part of the difference is that the French assign a higher value to leisure while Americans assign a higher value to income.
Do you encourage your employees to take time off to refresh? Are you planning a vacation this year?
Wednesday, March 16, 2011
Business lessons from a paper route: Getting paid – a paperboy’s guide to Accounts Receivable and collections.
In an earlier post, I wrote about delivering papers and how I learned that getting the job done lead to happy customers. Getting the job done meant delivering the paper on time and in a readable condition. We did not realize it at the time, but we were actually running our own small businesses. Paperboys were responsible for delivering papers, for collecting from customers, and even for sales and marketing. Picking the paper bundles up at the train station, assembling the paper, and delivering it to doorsteps across town was only part of the job.
My paper route was my first experience with accounts receivable and collections. In my town, paperboys delivered the paper and personally collected from customers. The paper cost seventy five cents each week. A small percentage of customers only took the Sunday paper, and they paid a quarter. Thursday was collection day. I would sling the bag I used to carry papers over my shoulder and start my route in the usual manner. However on collection day I would ring the bell at each house and let the customer know that I was collecting for the week’s paper. I kept track of what each customer paid with a set of cards on a ring. Each card had the customer’s and any special delivery instructions in the middle, and a box for each week around the outside of the card. When the customer paid me, I marked the box.
Cash flow is one of the biggest problems facing small businesses, and one of the keys to managing cash flow is to do a better job of managing accounts receivable. Leita Hart, a CPA based in Austin, Texas who provides excellent training programs to businesses, to government agencies, and to other accountants has written a simple yet effective book on the topic of cash flow, The Four Principles of Happy Cash Flow
. One of her principles is getting money in the door faster. If your eyes glaze over when you hear terms such as cash conversion cycle, you need to read her short book.
Some of the things I learned as a paperboy can help you manage your receivables. The first five items will help you improve your collections, the last item will help you improve the quality of your service and increase your sales.
Once you have a collection schedule, stick to it. Do not be late. When I missed my Thursday collection, my customers were confused. By Friday or Saturday, the money they had set by the door had gone to some other use.
Always expect to be paid, and expect to be paid on time. You have made an agreement to provide a good or service, and your customer has agreed to pay you something in return. Keep your side of the agreement, and be clear that you expect your customers to keep to the agreement. One of my first lessons as a paperboy was that if customers did not have change, or left their purse or wallet in the car, it was the beginning of a bad relationship. I learned not to walk away from the door until I was paid. There are several reasons that customers may not want to pay you. They may manage their cash flow by delaying payables. Similarly, they may not have the money to pay you. However, withholding payment could also be an indication of customer dissatisfaction. Whatever the reason, you need to figure it out and address it.
Don’t neglect late payments. Two things happen when customers do not pay on time. The first is that as the time between the purchase and the payment grows longer, customers stop associating the value they received with the payment you are asking them to give you. They become less and less likely to pay you. Another thing that happens, particularly if the bill continues to grow, is that the customer becomes very aware of the amount of money and begins to question the size of the bill. As a paperboy, it was easy to collect a buck and a half if I missed a week. It was much harder to collect $2.25 or $3.00 or more.
When you collect, you should always remind customers why they are paying you. When I was a paperboy, I gave the customer the paper when I asked for payment for the week. You can do the same thing by providing detail in your billing statements.
Take advantage of your contact with customers when you collect. If all you do is ask for money, then you are missing great opportunities to get feedback from your customers that you can use to improve the quality of your product. You are also missing opportunities to find out if your customers have other needs that you can address.
Whatever your business, you can improve your cash flow by improving your collections. Hopefully, these simple things I learned as a paperboy will give you some ideas about how you can improve collections in your business.
My paper route was my first experience with accounts receivable and collections. In my town, paperboys delivered the paper and personally collected from customers. The paper cost seventy five cents each week. A small percentage of customers only took the Sunday paper, and they paid a quarter. Thursday was collection day. I would sling the bag I used to carry papers over my shoulder and start my route in the usual manner. However on collection day I would ring the bell at each house and let the customer know that I was collecting for the week’s paper. I kept track of what each customer paid with a set of cards on a ring. Each card had the customer’s and any special delivery instructions in the middle, and a box for each week around the outside of the card. When the customer paid me, I marked the box.
Cash flow is one of the biggest problems facing small businesses, and one of the keys to managing cash flow is to do a better job of managing accounts receivable. Leita Hart, a CPA based in Austin, Texas who provides excellent training programs to businesses, to government agencies, and to other accountants has written a simple yet effective book on the topic of cash flow, The Four Principles of Happy Cash Flow
. One of her principles is getting money in the door faster. If your eyes glaze over when you hear terms such as cash conversion cycle, you need to read her short book.Some of the things I learned as a paperboy can help you manage your receivables. The first five items will help you improve your collections, the last item will help you improve the quality of your service and increase your sales.
- Collect regularly
- Collect on time
- Expect timely payment
- Do not let past due accounts linger
- Tie collection to something that reminds what they are getting for their money
- Take advantage of the customer contact
Once you have a collection schedule, stick to it. Do not be late. When I missed my Thursday collection, my customers were confused. By Friday or Saturday, the money they had set by the door had gone to some other use.
Always expect to be paid, and expect to be paid on time. You have made an agreement to provide a good or service, and your customer has agreed to pay you something in return. Keep your side of the agreement, and be clear that you expect your customers to keep to the agreement. One of my first lessons as a paperboy was that if customers did not have change, or left their purse or wallet in the car, it was the beginning of a bad relationship. I learned not to walk away from the door until I was paid. There are several reasons that customers may not want to pay you. They may manage their cash flow by delaying payables. Similarly, they may not have the money to pay you. However, withholding payment could also be an indication of customer dissatisfaction. Whatever the reason, you need to figure it out and address it.
Don’t neglect late payments. Two things happen when customers do not pay on time. The first is that as the time between the purchase and the payment grows longer, customers stop associating the value they received with the payment you are asking them to give you. They become less and less likely to pay you. Another thing that happens, particularly if the bill continues to grow, is that the customer becomes very aware of the amount of money and begins to question the size of the bill. As a paperboy, it was easy to collect a buck and a half if I missed a week. It was much harder to collect $2.25 or $3.00 or more.
When you collect, you should always remind customers why they are paying you. When I was a paperboy, I gave the customer the paper when I asked for payment for the week. You can do the same thing by providing detail in your billing statements.
Take advantage of your contact with customers when you collect. If all you do is ask for money, then you are missing great opportunities to get feedback from your customers that you can use to improve the quality of your product. You are also missing opportunities to find out if your customers have other needs that you can address.
Whatever your business, you can improve your cash flow by improving your collections. Hopefully, these simple things I learned as a paperboy will give you some ideas about how you can improve collections in your business.
Friday, March 11, 2011
Business lessons from a paper route: Getting the job done and keeping the customers happy
I was a paperboy. I had about 35 customers in a suburban town in New Jersey. After school each day, I stopped by the train station where the truck from the Bergen Record dropped off bundles of papers for the five or six boys that delivered in my part of town. I would either load the papers into baskets on my bicycle, or I would carry them in a big canvas bag.
The papers had to be delivered in time before all of the fathers arrived home from their jobs in New York City so they could read the paper before dinner. That usually was not very difficult. School was out by 3:15. If I started my route by 4:00, I could finish by 5:00 on a good day. Saturday and Sunday papers had to be delivered by 8:00. The Sunday paper took longer because it was always delivered in several sections, and it took extra time to assemble the paper before we delivered it.
All of this was a great experience for a not yet teenage boy, especially when the papers were small and the weather was good. The US Postal Service may not have adopted the words inscribed on the New York post office, “Neither snow nor rain nor heat nor gloom of night stays these couriers from the swift completion of their appointed rounds,” as a motto, but they surely applied to the paper boys in Glen Rock, NJ. The papers were not always very small either. Large papers were difficult because they took extra time to assemble and because paperboys had limited carrying capacity. Large papers frequently meant that a route that could be walked or biked in half an hour could take as long as an hour and a half or more because the carriers had to make several trips.
You should be getting the idea that there were days that it just was not fun to be a paperboy. It always seemed as if it rained or snowed on the days when the paper was the largest. Those were the days that as I walked in the door after finishing the route, hungry because I was later for dinner, my mother would say, “Mrs. C called, and the paper was wet,” or “The Mr. M called and wanted to know why his paper was late.” I did not realize it at the time, but this was an important lesson, and it was good experience for later in life. I might have been cold and wet and hungry because I was late, but that did not matter. The papers were also wet and late. My customers expected me to deliver their papers on time and in readable condition. The weather did not matter. The size of the paper did not matter. Nothing mattered except that the paper was delivered as promised.
I hope it does not sound as if I had unbearable customers. My customers were fabulous, and they liked having me as their paperboy. They were generous with tips when I collected, and when they saw me in town, they always had a kind word for me.
The lesson from the paper route was simple. When I began my route, I agreed to deliver papers. My customers, who paid me for my service, expected me to deliver. It was not always easy, but that was our agreement. If that lesson seems too simple consider how many times service providers don’t deliver. The idea that getting job done means happy customers was a big lesson for a young businessman. It was a lesson from my paper route that I remember today.
The papers had to be delivered in time before all of the fathers arrived home from their jobs in New York City so they could read the paper before dinner. That usually was not very difficult. School was out by 3:15. If I started my route by 4:00, I could finish by 5:00 on a good day. Saturday and Sunday papers had to be delivered by 8:00. The Sunday paper took longer because it was always delivered in several sections, and it took extra time to assemble the paper before we delivered it.
All of this was a great experience for a not yet teenage boy, especially when the papers were small and the weather was good. The US Postal Service may not have adopted the words inscribed on the New York post office, “Neither snow nor rain nor heat nor gloom of night stays these couriers from the swift completion of their appointed rounds,” as a motto, but they surely applied to the paper boys in Glen Rock, NJ. The papers were not always very small either. Large papers were difficult because they took extra time to assemble and because paperboys had limited carrying capacity. Large papers frequently meant that a route that could be walked or biked in half an hour could take as long as an hour and a half or more because the carriers had to make several trips.
You should be getting the idea that there were days that it just was not fun to be a paperboy. It always seemed as if it rained or snowed on the days when the paper was the largest. Those were the days that as I walked in the door after finishing the route, hungry because I was later for dinner, my mother would say, “Mrs. C called, and the paper was wet,” or “The Mr. M called and wanted to know why his paper was late.” I did not realize it at the time, but this was an important lesson, and it was good experience for later in life. I might have been cold and wet and hungry because I was late, but that did not matter. The papers were also wet and late. My customers expected me to deliver their papers on time and in readable condition. The weather did not matter. The size of the paper did not matter. Nothing mattered except that the paper was delivered as promised.
I hope it does not sound as if I had unbearable customers. My customers were fabulous, and they liked having me as their paperboy. They were generous with tips when I collected, and when they saw me in town, they always had a kind word for me.
The lesson from the paper route was simple. When I began my route, I agreed to deliver papers. My customers, who paid me for my service, expected me to deliver. It was not always easy, but that was our agreement. If that lesson seems too simple consider how many times service providers don’t deliver. The idea that getting job done means happy customers was a big lesson for a young businessman. It was a lesson from my paper route that I remember today.
Tuesday, February 8, 2011
Reconsidering who is important
Have you ever thought about the people around you and the work they do? In the context of your own business, have you ever tried to evaluate the relative importance of different jobs?
There are all sorts of ways to measure employees’ worth. The easiest and most common way is by looking at position and salary. An organization chart is a good way to tell what a company values. Generally pay, power, and prestige increase as positions go from the bottom of the chart to the top. It makes sense that the people at the top of an organization chart are the most important. Or does it?
There is an entire theory of organizational dynamics that is based on informal chains of command. The idea is that regardless of the formal structure, people within organizations create their own structures. It is disconcerting how little correlation there is between some of the informal structures that researchers have found and formal hierarchical organization charts.
If the supervisors are not more important than the front line workers and the managers are not more important than the supervisors, and the division directors are not more important than the managers, then who is important? Is it the CEO? No. Here is a short list:
If you have ever been a customer, then you know how important the last person on the list can be. Receptionists and switchboard operators are the first people that the public meets. Interestingly, companies that will spend huge amounts on web sites and advertising will often become very tightfisted when it comes time to hire administrative assistants, receptionists and switchboard operators. It occurs to me that companies send a not so subtle message to their customers when they don’t allocate resources to the people that customers contact most frequently. A good example of this is the trend toward outsourcing customer service. Instead of recognizing the competitive advantage of high quality customer service, many companies outsource this function to save money. The predictable result when customers interact with disinterested, poorly trained people without authority is that customers become unhappy. The same thing happens when companies replace the receptionist in the lobby with a security kiosk and a contracted security person. Do you really think your customers and vendors would rather check in with a bored security guard putting in the hours on a 12-hour shift than a knowledgeable and personable receptionist? Was it really a good idea to replace the switchboard operator with an electronic system that frustrates customers?
I think a good case can be made that some of the most important people in a company are the ones near the bottom of the organization chart. Whatever your business, you need to put knowledgeable, well-trained, and personable people in front of your customers. You also need the people within the organization that know the organization’s history and ways of doing things, and you need the people that seem to know everybody. If you think of your business as if it were a car, then these employees are like the tread on the tires that keep the car on the road and the oil and grease that keep everything moving without friction.
Maybe it is time to reconsider who is really important in your company. The next time you walk past the receptionist in the lobby consider that you may be walking past the most important person in your company (unless you have outsourced the job). Stop and say hello.
There are all sorts of ways to measure employees’ worth. The easiest and most common way is by looking at position and salary. An organization chart is a good way to tell what a company values. Generally pay, power, and prestige increase as positions go from the bottom of the chart to the top. It makes sense that the people at the top of an organization chart are the most important. Or does it?
There is an entire theory of organizational dynamics that is based on informal chains of command. The idea is that regardless of the formal structure, people within organizations create their own structures. It is disconcerting how little correlation there is between some of the informal structures that researchers have found and formal hierarchical organization charts.
If the supervisors are not more important than the front line workers and the managers are not more important than the supervisors, and the division directors are not more important than the managers, then who is important? Is it the CEO? No. Here is a short list:
- The person that seems to know everybody, remembers a lot of company history, and knows how things work,
- The administrative assistant who knows how to find everything,
- The assistant who prepares all of the agendas for important meetings, and
- The receptionist or switchboard operator that knows everyone everybody.
If you have ever been a customer, then you know how important the last person on the list can be. Receptionists and switchboard operators are the first people that the public meets. Interestingly, companies that will spend huge amounts on web sites and advertising will often become very tightfisted when it comes time to hire administrative assistants, receptionists and switchboard operators. It occurs to me that companies send a not so subtle message to their customers when they don’t allocate resources to the people that customers contact most frequently. A good example of this is the trend toward outsourcing customer service. Instead of recognizing the competitive advantage of high quality customer service, many companies outsource this function to save money. The predictable result when customers interact with disinterested, poorly trained people without authority is that customers become unhappy. The same thing happens when companies replace the receptionist in the lobby with a security kiosk and a contracted security person. Do you really think your customers and vendors would rather check in with a bored security guard putting in the hours on a 12-hour shift than a knowledgeable and personable receptionist? Was it really a good idea to replace the switchboard operator with an electronic system that frustrates customers?
I think a good case can be made that some of the most important people in a company are the ones near the bottom of the organization chart. Whatever your business, you need to put knowledgeable, well-trained, and personable people in front of your customers. You also need the people within the organization that know the organization’s history and ways of doing things, and you need the people that seem to know everybody. If you think of your business as if it were a car, then these employees are like the tread on the tires that keep the car on the road and the oil and grease that keep everything moving without friction.
Maybe it is time to reconsider who is really important in your company. The next time you walk past the receptionist in the lobby consider that you may be walking past the most important person in your company (unless you have outsourced the job). Stop and say hello.
Saturday, February 5, 2011
Excellent Customer Service
I’ve been an examiner for a fairly well known quality award, the Texas Award for Performance Excellence by the Quality Texas Foundation. It is a Texas version of the Malcolm Baldrige National Quality Award. I also worked for a dozen years in the planning and research group for a major professional association. I’ve had a lot of experience trying to understand quality and what it means to deliver excellent customer service. I have decided that the thing that makes the “best in class” better than everybody else is the willingness to go beyond the expected.
I received an interesting letter in the mail today. It was from Ellis and Salazar, the body shop that repaired my car last year after I ran into a deer while driving home from work. I was not sure what to expect when I saw the letter in the mailbox. The letter turned out to be a reminder that the warranty period was about to expire. They were writing to ask me to go over my car thoroughly and to make sure that I was still satisfied with the work that they had done, and they were asking me to bring the car in if there were any unresolved issues. That was a surprise.
If you have ever been in a car accident of any type, then you know that getting a car repaired is not a pleasant experience. It starts bad, and it gets worse. You probably have heard the stories. Finding something to drive while your car is in the shop is a hassle. The shop is not able to do the work for what the insurance company will pay. It takes longer than promised. The paint does not match. The new windows leak. The list goes on and on.
I picked Ellis and Salazar because they were on my insurer’s list and because they had done satisfactory work for people I know. As I write this, there are 16 reviews on http://www.yelp.com/ and they have a good rating. That is probably a difficult accomplishment because most customers at a repair shop of any kind are already not happy with their situations. Taking a car to a body shop is not nearly as much fun as going to an ice cream shop. It is a challenge to provide customer value in this type of situation. It does not take much to push an already unhappy person into the category of very unhappy customer.
So what’s with the letter? I vaguely remember something about a warranty. I think it is probably going beyond what body shop customers expect to write a letter encouraging them to go over their cars and look for problems. Most people probably want to forget their accident and everything that went along with it. That includes the warranty. If something comes loose or the paint peels, most people figure that is just part of the game. This sort of follow up is not common. When I shop for goods or services, I expect things to work and for services to be performed as promised. I consider these things to be the minimum that a business should do.
Unfortunately, most businesses seem to be happy with the minimum. Maybe their customers don’t care. I do care, and I do business with firms that don’t do the minimum. Ellis and Salazar finished the job when they said they would, and my Prius looked like new. I expected that. Now a year later, they have taken the time to check on me. I did not expect that. I hope I never need body work done on a car again, but if I do, then I will take my car to Ellis and Salazar.
So what is the point? Am I simply writing an endorsement for a body shop? No. I’m trying to illustrate that excellent customer service is as simple as doing the expected and then just a little more. It does not even have to cost much. The reminder letter I received cost less than a dollar to mail, and it is probably done automatically. Even so, it made me feel important as a customer. That is willingness to go the extra step, and that is excellent customer service.
I received an interesting letter in the mail today. It was from Ellis and Salazar, the body shop that repaired my car last year after I ran into a deer while driving home from work. I was not sure what to expect when I saw the letter in the mailbox. The letter turned out to be a reminder that the warranty period was about to expire. They were writing to ask me to go over my car thoroughly and to make sure that I was still satisfied with the work that they had done, and they were asking me to bring the car in if there were any unresolved issues. That was a surprise.
If you have ever been in a car accident of any type, then you know that getting a car repaired is not a pleasant experience. It starts bad, and it gets worse. You probably have heard the stories. Finding something to drive while your car is in the shop is a hassle. The shop is not able to do the work for what the insurance company will pay. It takes longer than promised. The paint does not match. The new windows leak. The list goes on and on.
I picked Ellis and Salazar because they were on my insurer’s list and because they had done satisfactory work for people I know. As I write this, there are 16 reviews on http://www.yelp.com/ and they have a good rating. That is probably a difficult accomplishment because most customers at a repair shop of any kind are already not happy with their situations. Taking a car to a body shop is not nearly as much fun as going to an ice cream shop. It is a challenge to provide customer value in this type of situation. It does not take much to push an already unhappy person into the category of very unhappy customer.
So what’s with the letter? I vaguely remember something about a warranty. I think it is probably going beyond what body shop customers expect to write a letter encouraging them to go over their cars and look for problems. Most people probably want to forget their accident and everything that went along with it. That includes the warranty. If something comes loose or the paint peels, most people figure that is just part of the game. This sort of follow up is not common. When I shop for goods or services, I expect things to work and for services to be performed as promised. I consider these things to be the minimum that a business should do.
Unfortunately, most businesses seem to be happy with the minimum. Maybe their customers don’t care. I do care, and I do business with firms that don’t do the minimum. Ellis and Salazar finished the job when they said they would, and my Prius looked like new. I expected that. Now a year later, they have taken the time to check on me. I did not expect that. I hope I never need body work done on a car again, but if I do, then I will take my car to Ellis and Salazar.
So what is the point? Am I simply writing an endorsement for a body shop? No. I’m trying to illustrate that excellent customer service is as simple as doing the expected and then just a little more. It does not even have to cost much. The reminder letter I received cost less than a dollar to mail, and it is probably done automatically. Even so, it made me feel important as a customer. That is willingness to go the extra step, and that is excellent customer service.
Friday, February 4, 2011
Unsung Heros
I spent some time in Newark airport over the Christmas holidays. It was a desolate place. A snowstorm rearranged a lot of travel plans, and the people that would normally have been bustling about were still at home or in hotels waiting for the days to pass until they could board their rescheduled flights. Most of the people in the airport had nowhere else to go. A few people were hoping that their regularly scheduled flight would actually be able to take off, and some of us thought we might get lucky with standby.
Of course I’ve managed to leave out an unseen army of other people who were also at the airport. That is one of the points I hope to make with this post. I just spent a lot of time talking about the travelers, but said little the other people. The airport was also full of people helping stranded travelers, feeding people, keeping shops open. The TSA folks were there. So were the gate agents and the ground crew and who knows who else. It is easy to overlook all of those people. At the airport, we usually focus on our destination, and all of the people along the way fade into easily forgotten scenery, and we take them for granted.
We shouldn’t.
Organizations spend a lot of time and money trying to come up with ideas for new products or better ways of doing things. A lot of times they create special teams of senior staff or managers. However, ideas about how to run faster or jump higher in an organization can come from anywhere. There is no rule that says the best ideas come from management or from employees that have been around a while. Sometimes the best ideas come from the newest employees, and sometimes ideas come from people well removed from the executive suite. Ideas can come from all over the organization. I thought about this while I was wandering around Newark airport.
I don’t know how many have seen the TV show Undercover Boss. It is a reality show in which the CEO of a company goes undercover and takes entry level jobs. It is an attitude adjusting experience. I watched an episode where the CEO of Frontier Airlines worked all sorts of jobs. (He was not very good at any of them.) He made a few changes after listening to people on the front lines who sell tickets, clean airplanes, and pump out toilets.
If this seems surprising, we might need to think about things differently. It should make sense that the people closest to the customer or the people doing the heavy lifting will be the ones that think about new ways to do things. The CEOs on Undercover CEO are frequently surprised how little they know about the daily work of the people on the front lines of their business.
I think many of us have a tendency to assign people to categories. It is easy and convenient, and it lets us ignore them. If you want an interesting example of this, look up Bill Crawford. He was a janitor at the Air Force Academy. He was just a janitor.
I got a stern reminder of this tendency at Newark. With nothing better to do, I decided to get my shoes shined. We’ve all seen shoeshine people. We walk past them in airports or on the streets of large cities. As I settled into the chair and put my feet up, I remarked that I had not had my shoes shined since the Marine Corps sent me to the Army jump school at Fort Benning years ago. It turns out that the man doing my shine learned about shoe polish in the Navy. He retired after twenty plus years as a Chief and went to work handling logistics for a well known firm. When the recession hit, he lost his job. He started shining shoes because he just could not tolerate being idle. His son is stationed at Coronado Bay. That is three proud generations of Navy men. Except for the snow storm, I would have wandered past the shoeshine man, and I never would have heard his story or been reminded that everyone has something to contribute. I wonder how many executives struggling with supply chains or facilities issues sat in that shoeshine man’s chair and had no idea that the man shining their shoes probably had the solution to their logistics problems.
The simple message that I received loud and clear while getting my shoes shined in Newark is this, “Everybody has value, and everybody has something to contribute.” If you want to be a successful business, then every single employee of your company needs to know this simple message and understand it. It is not enough for the management team to know the words. The employees have to know that you know the words and mean them when you say them. You can’t fake it.
By the way, that janitor from the Air Force Academy earned the nation’s highest military decoration, the Medal of Honor.
Of course I’ve managed to leave out an unseen army of other people who were also at the airport. That is one of the points I hope to make with this post. I just spent a lot of time talking about the travelers, but said little the other people. The airport was also full of people helping stranded travelers, feeding people, keeping shops open. The TSA folks were there. So were the gate agents and the ground crew and who knows who else. It is easy to overlook all of those people. At the airport, we usually focus on our destination, and all of the people along the way fade into easily forgotten scenery, and we take them for granted.
We shouldn’t.
Organizations spend a lot of time and money trying to come up with ideas for new products or better ways of doing things. A lot of times they create special teams of senior staff or managers. However, ideas about how to run faster or jump higher in an organization can come from anywhere. There is no rule that says the best ideas come from management or from employees that have been around a while. Sometimes the best ideas come from the newest employees, and sometimes ideas come from people well removed from the executive suite. Ideas can come from all over the organization. I thought about this while I was wandering around Newark airport.
I don’t know how many have seen the TV show Undercover Boss. It is a reality show in which the CEO of a company goes undercover and takes entry level jobs. It is an attitude adjusting experience. I watched an episode where the CEO of Frontier Airlines worked all sorts of jobs. (He was not very good at any of them.) He made a few changes after listening to people on the front lines who sell tickets, clean airplanes, and pump out toilets.
If this seems surprising, we might need to think about things differently. It should make sense that the people closest to the customer or the people doing the heavy lifting will be the ones that think about new ways to do things. The CEOs on Undercover CEO are frequently surprised how little they know about the daily work of the people on the front lines of their business.
I think many of us have a tendency to assign people to categories. It is easy and convenient, and it lets us ignore them. If you want an interesting example of this, look up Bill Crawford. He was a janitor at the Air Force Academy. He was just a janitor.
I got a stern reminder of this tendency at Newark. With nothing better to do, I decided to get my shoes shined. We’ve all seen shoeshine people. We walk past them in airports or on the streets of large cities. As I settled into the chair and put my feet up, I remarked that I had not had my shoes shined since the Marine Corps sent me to the Army jump school at Fort Benning years ago. It turns out that the man doing my shine learned about shoe polish in the Navy. He retired after twenty plus years as a Chief and went to work handling logistics for a well known firm. When the recession hit, he lost his job. He started shining shoes because he just could not tolerate being idle. His son is stationed at Coronado Bay. That is three proud generations of Navy men. Except for the snow storm, I would have wandered past the shoeshine man, and I never would have heard his story or been reminded that everyone has something to contribute. I wonder how many executives struggling with supply chains or facilities issues sat in that shoeshine man’s chair and had no idea that the man shining their shoes probably had the solution to their logistics problems.
The simple message that I received loud and clear while getting my shoes shined in Newark is this, “Everybody has value, and everybody has something to contribute.” If you want to be a successful business, then every single employee of your company needs to know this simple message and understand it. It is not enough for the management team to know the words. The employees have to know that you know the words and mean them when you say them. You can’t fake it.
By the way, that janitor from the Air Force Academy earned the nation’s highest military decoration, the Medal of Honor.
Friday, December 17, 2010
Forest or the trees?
You have heard the expression, “can’t see the forest for the trees,” but what if the problem is really that you are too focused on the forest?
The business world is full of consultants that use buzz words such as visioning and terms like mission statement. The idea is to get business people to understand the big picture and to think long-term. If you have attended many workshops you have undoubtedly heard the story about the three stone masons.
That is a nice story, and it makes a good point. It emphasizes understanding the mission and working to achieve the vision. However, it ignores the simple truth that all three of the masons were doing the same thing. They were building a wall. Trainers using this story often add extra detail about how the first workman was unhappy. Then as they move to their descriptions of the second and then the third interview, the workers become happier. It is true that perspective matters, and it is true that having a sense of purpose is important. However the act of selecting stones, cutting them to fit, and building a wall is difficult and sometimes dangerous labor. Laborers, craftsman, and crew leaders finish the work day exhausted and sore. No amount of knowing that they were building a cathedral that would stand for the ages and glorify God is going to ease aching muscles and soothe calloused hands.
I’m not implying that moral of the story is wrong. However, I think it is time to refocus attention on activities. Paradoxically, the best way to accomplish the mission and achieve the vision may be to understand the activities of a business and to perform them well. We see this in sports. Consider baseball. As exciting as it is too see home runs or double and triple plays, those are not the things that win games. Teams win because they consistently get hits. Base hits put men on base and drive in runs. Football provides another good example. While the playing field is 100 yards long, the objective play after play is on moving the ball 10 yards in four plays for a first down. Teams that are able to do that over and over again win football games. Teams that focus on winning games or getting touchdowns lose. Teams that focus on moving the ball get first downs and win.
If you want to succeed in your business, you need to understand the activities that comprise your business. In the context of the story about the three masons, it does not really matter whether the mason is building a majestic cathedral that will stand for the ages if the stones are not selected with care and placed properly. While there may be glory in working to achieve the vision, success is dependent on the activities or tasks. While it is possible to get so bogged down with operational details that you forget the ultimate objective (not seeing the forest for the trees), it is also possible to become consumed by the big picture and the long-term objective. It is important to notice the trees. Without the trees, there would be no forest to see.
How to see the trees
Business owners have been thoroughly schooled in how to see the big picture and how to adopt a long-term view. They have participated in visioning exercises and learned to write mission statements. The idea of focusing on operations and activities may not be as exciting as strategic thinking, but it is time to return to basics.
One difficulty faced by companies trying to evaluate their operations is trying to find comparisons. Companies, particularly successful companies, tend to think that they are unique or that they have some sort of special recipe or secret sauce. While it is true that their success is probably due to some sort of competitive advantage, it is not true that they are unique. They may be faster or more efficient. They may be better. They may do some things differently, but they are probably not unique. The problem with believing that they are unique is it blinds them to the simple truth that most of the basic processes they use are similar to the basic processes of other businesses. This makes it nearly impossible for them to benchmark. Benchmarking is the process of comparing your processes to some sort of standard (or benchmark).
If you want to really understand your business, then understand the activities and details by figuring out the basic processes and then analyzing each step in the process. If you compare yourself to accepted benchmarks, you can evaluate how successful you are at each step. Consider sales. The typical sales cycle looks like this.
You can apply the same logic to your supply chain and fulfillment processes. The basic steps are similar for all businesses. How you handle details is what gives you a competitive advantage. How big an inventory do you maintain? How do you manage supplier relationships? How do you ship products?
You can deconstruct your processes even when they are not as obvious as sales or supply chain or fulfillment. Does your business rely on inbound calls? Do you have several people working phones? If so, then that activity can be compared to a call center. Does your business require a lot of transaction processing? Compare your business to other businesses with high volumes of transactions. Do you ship a lot of product? Measure yourself as a distribution center. Do you store and manage a lot of data? Benchmark yourself against data storage companies. Do you maintain a large physical inventory? The function to evaluate in this case would be warehousing.
Forests grow in natural cycles. The first things to grow on open land are fast growing grasses and other small leafy plants. The next things to grow are shrubs. The first trees are softwood trees, and in time the softwood trees give way to hardwoods. The types of plants and trees in a forest are also determined by climate, soil type and water. There are many things to see in a forest, and if you want to see them, you have to look at the trees.
The business world is full of consultants that use buzz words such as visioning and terms like mission statement. The idea is to get business people to understand the big picture and to think long-term. If you have attended many workshops you have undoubtedly heard the story about the three stone masons.
The building site did not look like much. The land had been excavated. Foundations had been prepared, and the first courses of stone had been placed. In several places the walls rose higher than a man’s head, and the building was beginning to take shape.The story is told to encourage people to value their work by the contribution that they are making to the ultimate goal of the organization. Each of the masons gave an accurate response. The first focused on the activity. The second took a broader view, and the third took a still broader long-term view. In the terms used by planners, the responses were about activity, mission, and vision, respectively.
One of the elders of the town visited the site, and he saw three masons working on different parts of the building. He asked one of them what he was doing. The mason replied that he was building a wall, and it was back breaking work. The elder asked another mason what he was doing, and he replied that he was building a wall that would become part of a grand building that would last for generations. The elder then approached the third mason and asked the same question. The third mason replied that he was building a magnificent and mighty cathedral to glorify God.
That is a nice story, and it makes a good point. It emphasizes understanding the mission and working to achieve the vision. However, it ignores the simple truth that all three of the masons were doing the same thing. They were building a wall. Trainers using this story often add extra detail about how the first workman was unhappy. Then as they move to their descriptions of the second and then the third interview, the workers become happier. It is true that perspective matters, and it is true that having a sense of purpose is important. However the act of selecting stones, cutting them to fit, and building a wall is difficult and sometimes dangerous labor. Laborers, craftsman, and crew leaders finish the work day exhausted and sore. No amount of knowing that they were building a cathedral that would stand for the ages and glorify God is going to ease aching muscles and soothe calloused hands.
I’m not implying that moral of the story is wrong. However, I think it is time to refocus attention on activities. Paradoxically, the best way to accomplish the mission and achieve the vision may be to understand the activities of a business and to perform them well. We see this in sports. Consider baseball. As exciting as it is too see home runs or double and triple plays, those are not the things that win games. Teams win because they consistently get hits. Base hits put men on base and drive in runs. Football provides another good example. While the playing field is 100 yards long, the objective play after play is on moving the ball 10 yards in four plays for a first down. Teams that are able to do that over and over again win football games. Teams that focus on winning games or getting touchdowns lose. Teams that focus on moving the ball get first downs and win.
If you want to succeed in your business, you need to understand the activities that comprise your business. In the context of the story about the three masons, it does not really matter whether the mason is building a majestic cathedral that will stand for the ages if the stones are not selected with care and placed properly. While there may be glory in working to achieve the vision, success is dependent on the activities or tasks. While it is possible to get so bogged down with operational details that you forget the ultimate objective (not seeing the forest for the trees), it is also possible to become consumed by the big picture and the long-term objective. It is important to notice the trees. Without the trees, there would be no forest to see.
How to see the trees
Business owners have been thoroughly schooled in how to see the big picture and how to adopt a long-term view. They have participated in visioning exercises and learned to write mission statements. The idea of focusing on operations and activities may not be as exciting as strategic thinking, but it is time to return to basics.
One difficulty faced by companies trying to evaluate their operations is trying to find comparisons. Companies, particularly successful companies, tend to think that they are unique or that they have some sort of special recipe or secret sauce. While it is true that their success is probably due to some sort of competitive advantage, it is not true that they are unique. They may be faster or more efficient. They may be better. They may do some things differently, but they are probably not unique. The problem with believing that they are unique is it blinds them to the simple truth that most of the basic processes they use are similar to the basic processes of other businesses. This makes it nearly impossible for them to benchmark. Benchmarking is the process of comparing your processes to some sort of standard (or benchmark).
If you want to really understand your business, then understand the activities and details by figuring out the basic processes and then analyzing each step in the process. If you compare yourself to accepted benchmarks, you can evaluate how successful you are at each step. Consider sales. The typical sales cycle looks like this.
- Prospect: Identify likely customers.
- Contact: Approach customers and connect with them in some way.
- Qualify: Evaluate how likely a customer is to purchase your product.
- Present: Offer your product to the customer.
- Close: Complete the deal. Deliver the product, and get paid.
- Referral: Ask your customer for referrals.
You can apply the same logic to your supply chain and fulfillment processes. The basic steps are similar for all businesses. How you handle details is what gives you a competitive advantage. How big an inventory do you maintain? How do you manage supplier relationships? How do you ship products?
You can deconstruct your processes even when they are not as obvious as sales or supply chain or fulfillment. Does your business rely on inbound calls? Do you have several people working phones? If so, then that activity can be compared to a call center. Does your business require a lot of transaction processing? Compare your business to other businesses with high volumes of transactions. Do you ship a lot of product? Measure yourself as a distribution center. Do you store and manage a lot of data? Benchmark yourself against data storage companies. Do you maintain a large physical inventory? The function to evaluate in this case would be warehousing.
Forests grow in natural cycles. The first things to grow on open land are fast growing grasses and other small leafy plants. The next things to grow are shrubs. The first trees are softwood trees, and in time the softwood trees give way to hardwoods. The types of plants and trees in a forest are also determined by climate, soil type and water. There are many things to see in a forest, and if you want to see them, you have to look at the trees.
Wednesday, December 8, 2010
Do you need sales training?
I’m not sure what I expected when I left the relative security of a salaried position for a sales job that paid a commission. I had an idea that the life was not really the one Arthur Miller depicted in Death of a Salesman, but I did not know if it would be better, or worse. I was going to sell financial services. I read a few books about sales. Harvey Mackay’s Swim With the Sharks Without Being Eaten Alive helped, as did the concepts in Dale Carnegie’s How to Win Friends and Influence People. It was a strange new world for me. I wondered about taking some sort of training class, but any doubts that I had were quickly dispelled by my new boss who informed me that he would teach me everything I needed to know.
I set out to make my fortune. Under the tutelage of my boss and a few other sales people that pitied the new recruit, I began a new career in sales. I had no idea what I was doing. I learned great bits of wisdom such as, “If they aren’t saying no, they are saying yes.” I struggled to accept that every “no” got me one step closer to “yes.” I discovered the value of being a persistent, professional pest, and as much as I like to talk, I recognized the power of silence as a negotiating tool. My boss taught me to “up sell” and to direct prospects to products with higher commissions. I picked up the so called secrets of selling fairly easily and quickly. I was on my way to being a salesman. How could I go wrong? My boss would teach me everything I needed to know.
Unfortunately, I was not on my way to being a successful salesman. My boss was a fine man. He was thoughtful and kind. He did a good job of organizing the sales territory. He knew the customer base and the product, and he seemed a “natural” salesman. He was patiently encouraging. He learned his craft over many years, and he had many teachers. Unfortunately, as with many people who do something well, he had no idea why he was successful. (This happens in other fields also. Great athletes do not always make great coaches.) The reason this was unfortunate, is that there was no way that he could teach me everything I needed to know.
Ultimately, I did manage to learn to be a good salesman. I learned how to consult with clients and understand their needs so that I could provide a solution instead of simply pushing a product. I learned how to provide value to the customer. I learned the importance of developing long-term relationships so that I could continue providing solutions and customer value through repeat business. It took me three years, and I ultimately changed jobs. That was when I learned the value of sales training.
My first experience with sales training came about six months into the new job. A major shakeup of senior management resulted in a new CEO and some reorganization. The new CEO decided to hold a company-wide meeting. One day of the meeting was set aside for sales training. This was the first formal sales training experience for much of the sales team, and all of us were skeptical. I had finally become an excellent sales person after three years of on the job training, and I was certain that there was nothing new for me to learn. This sentiment was shared by many of the high performers. Fortunately we kept an open mind. We learned a lot, and as a result of that experience my perspective on sales changed.
No matter your experience or your sales teams’ ability, sales training can help. Like any skill, sales can be taught. The quality of instruction will make a big difference in how well or how quickly sales can learned. Good training and practice can help novice salespeople learn the basics. The same training helps experienced and successful salespeople by confirming that they are doing the right things and helping them make adjustments if necessary. Sales training can help build a common vocabulary for your sales team and it helps standardize processes. Common vocabulary and procedures make it possible for teams to function smoothly. Sales training also helps support the idea that selling is an activity that can be studied and practiced. Training helps reinforce the importance of planning, and it serves as an important reminder to pay attention to detail.
There are many different types of training programs. Whether you are an experienced salesperson or just learning the ropes, training may be able to improve your sales skills. Give it a try.
I set out to make my fortune. Under the tutelage of my boss and a few other sales people that pitied the new recruit, I began a new career in sales. I had no idea what I was doing. I learned great bits of wisdom such as, “If they aren’t saying no, they are saying yes.” I struggled to accept that every “no” got me one step closer to “yes.” I discovered the value of being a persistent, professional pest, and as much as I like to talk, I recognized the power of silence as a negotiating tool. My boss taught me to “up sell” and to direct prospects to products with higher commissions. I picked up the so called secrets of selling fairly easily and quickly. I was on my way to being a salesman. How could I go wrong? My boss would teach me everything I needed to know.
Unfortunately, I was not on my way to being a successful salesman. My boss was a fine man. He was thoughtful and kind. He did a good job of organizing the sales territory. He knew the customer base and the product, and he seemed a “natural” salesman. He was patiently encouraging. He learned his craft over many years, and he had many teachers. Unfortunately, as with many people who do something well, he had no idea why he was successful. (This happens in other fields also. Great athletes do not always make great coaches.) The reason this was unfortunate, is that there was no way that he could teach me everything I needed to know.
Ultimately, I did manage to learn to be a good salesman. I learned how to consult with clients and understand their needs so that I could provide a solution instead of simply pushing a product. I learned how to provide value to the customer. I learned the importance of developing long-term relationships so that I could continue providing solutions and customer value through repeat business. It took me three years, and I ultimately changed jobs. That was when I learned the value of sales training.
My first experience with sales training came about six months into the new job. A major shakeup of senior management resulted in a new CEO and some reorganization. The new CEO decided to hold a company-wide meeting. One day of the meeting was set aside for sales training. This was the first formal sales training experience for much of the sales team, and all of us were skeptical. I had finally become an excellent sales person after three years of on the job training, and I was certain that there was nothing new for me to learn. This sentiment was shared by many of the high performers. Fortunately we kept an open mind. We learned a lot, and as a result of that experience my perspective on sales changed.
No matter your experience or your sales teams’ ability, sales training can help. Like any skill, sales can be taught. The quality of instruction will make a big difference in how well or how quickly sales can learned. Good training and practice can help novice salespeople learn the basics. The same training helps experienced and successful salespeople by confirming that they are doing the right things and helping them make adjustments if necessary. Sales training can help build a common vocabulary for your sales team and it helps standardize processes. Common vocabulary and procedures make it possible for teams to function smoothly. Sales training also helps support the idea that selling is an activity that can be studied and practiced. Training helps reinforce the importance of planning, and it serves as an important reminder to pay attention to detail.
There are many different types of training programs. Whether you are an experienced salesperson or just learning the ropes, training may be able to improve your sales skills. Give it a try.
Bank Local
Bankers are not very popular these days. Neither are they considered very trustworthy. A quick search on Google or Bing brings up quite a collection of articles about declining trust. Here are two examples.
Many modern banks and financial institutions are primarily transaction processors and speculators, but those are new roles for bankers. Banks, especially in small town America, used to be the institutions that helped start small businesses and made it possible for people to buy homes. When little boys and girls saved their allowance or paper route or babysitting money, they dutifully took it downtown to the bank, and the friendly banker put it into an account and marked the deposit in a passbook. Banks encouraged people to put money away for a rainy day or to save for big purchases. Before the days of MasterCharge (now MasterCard) and BankAmericard (now Visa), banks encouraged customers to save for holiday shopping with Christmas Club Accounts. Now banks encourage customers to take on high interest rate debt. It is hard to say which came first, the rise of giant banks or the change in social mores from planning and saving to debt. In either case, too much debt is a huge part of the morass in which the world finds itself today. It turns out that easy credit had consequences.
The solution is to return to banking as it used to be. If you know where to look, you can still find a friendly banker. There are still places where children can deposit their allowance into passbook accounts. You can still find bankers that will discuss your business plan and work with you to help your business succeed, and there are still banks that will lend you money because the loan committee knows you personally, and they consider your character as important as your FICO score. A community bank in Central Texas runs an ad where the banker asks, “Who is your banker?” He’s not asking the name of the bank. He’s asking the name of the person at your bank that knows your name. Do you bank where someone knows your name?
Local and community banks in your town also support neighborhood business. They have a vested interest in the success of the local grocery or pharmacy or hardware store because they shop in those stores. When the banker lends money to someone to open a new restaurant, it is not simply another loan to generate profit for the bank. Instead it is a new business for the community and another place that families, including the banker's family, can go out to eat.
Neighborhood bankers don’t just want local business to make enough money to repay their loans. They want local businesses to be successful so that the community is prosperous. When local banks make a profit, the money stays in the community and supports local business.
If you long for the days of a friendly banker that knows your name and not just your account number, if you want to do business with someone that will take the time to learn your business and wants you to succeed, if you want to bank with someone that is part of your community and not just a branch of some giant corporation, then it is time for you to start banking with the locally owned banks in your community.
- What Banks are Still Missing: Trust, May 4, 2009
- Trust in Banks…gone! How to get it back? November 17, 2010
Banks have done more injury to the religion, morality, tranquility, prosperity, and even wealth of the nation than they can have done or ever will do good.Thomas Jefferson also had some scathing words.
I believe that banking institutions are more dangerous to our liberties than standing armies. If the American people ever allow private banks to control the issue of their currency, first by inflation, then by deflation, the banks and corporations that will grow up around [the banks] will deprive the people of all property until their children wake-up homeless on the continent their fathers conquered. The issuing power should be taken from the banks and restored to the people, to whom it properly belongs.The problem with the universal condemnation of banks and bankers is that it is misplaced. There are several banking systems. Adams and Jefferson were writing about a national bank. The recent financial meltdown was caused by another type of bank, the “too big to fail” banks and financial institutions. These are the banks that consumer guru Clark Howard calls “giant monster mega-banks.” However, locally owned and community based banks still deserve our trust and respect. If anything good comes out of the financial meltdown and the near collapse of the big banks, it may be a return to banking at locally owned and community based banks. If this happens, then it is part of a larger trend of doing business locally.
Many modern banks and financial institutions are primarily transaction processors and speculators, but those are new roles for bankers. Banks, especially in small town America, used to be the institutions that helped start small businesses and made it possible for people to buy homes. When little boys and girls saved their allowance or paper route or babysitting money, they dutifully took it downtown to the bank, and the friendly banker put it into an account and marked the deposit in a passbook. Banks encouraged people to put money away for a rainy day or to save for big purchases. Before the days of MasterCharge (now MasterCard) and BankAmericard (now Visa), banks encouraged customers to save for holiday shopping with Christmas Club Accounts. Now banks encourage customers to take on high interest rate debt. It is hard to say which came first, the rise of giant banks or the change in social mores from planning and saving to debt. In either case, too much debt is a huge part of the morass in which the world finds itself today. It turns out that easy credit had consequences.
The solution is to return to banking as it used to be. If you know where to look, you can still find a friendly banker. There are still places where children can deposit their allowance into passbook accounts. You can still find bankers that will discuss your business plan and work with you to help your business succeed, and there are still banks that will lend you money because the loan committee knows you personally, and they consider your character as important as your FICO score. A community bank in Central Texas runs an ad where the banker asks, “Who is your banker?” He’s not asking the name of the bank. He’s asking the name of the person at your bank that knows your name. Do you bank where someone knows your name?
Local and community banks in your town also support neighborhood business. They have a vested interest in the success of the local grocery or pharmacy or hardware store because they shop in those stores. When the banker lends money to someone to open a new restaurant, it is not simply another loan to generate profit for the bank. Instead it is a new business for the community and another place that families, including the banker's family, can go out to eat.
Neighborhood bankers don’t just want local business to make enough money to repay their loans. They want local businesses to be successful so that the community is prosperous. When local banks make a profit, the money stays in the community and supports local business.
If you long for the days of a friendly banker that knows your name and not just your account number, if you want to do business with someone that will take the time to learn your business and wants you to succeed, if you want to bank with someone that is part of your community and not just a branch of some giant corporation, then it is time for you to start banking with the locally owned banks in your community.
Thursday, December 2, 2010
Why Groupon Succeeds
Have you ever used Groupon? Groupon is a service that sends out a daily email with coupons for local businesses. Most of the deals are pretty good. If you don’t have any idea what I am talking about, ask around. One of your friends probably subscribes to Groupon or has used it on Facebook. Business owners that have used Groupon to promote their business have reported that doing so resulted in a lot of sales. Groupon is a new company, and it appears to be successful. According to recent speculation, Google may even be considering purchasing Groupon.
The whole concept and implementation is innovative. Even so, there must be some secret to their success. Do you wonder what it is? Do they have some sort of super-efficient way to manage their vendor and customer relationships? Could it be cutting edge technology?
Well? The answers are no and no. The secret is their attention to detail and the quality of their writing. Groupon does not rely on business offering deals for ad copy. It has a writing staff. It may not be off-the-wall like this product description I’ve added to the end of this post for a wool coat from the J. Peterman Company, but according to CEO Andrew Mason,
. . . having well-written, engaging content is a key part of convincing users to keep reading about new shops that they might never have never heard of.Creative writing was a hallmark of J. Peterman whose ad copy was so well known that it even ended up as part of the plot line on the popular TV show Seinfeld.
Groupon works because Mason and his team understand the importance of branding and of articulating a value proposition to customers. Groupon recognizes that it has two customer groups: the vendor with the product and the customer looking for a deal, and it offers value to each group. Groupon’s brand represents good deals for consumers and an easy approach to product promotion using online coupons to for vendors, and the company avoids the trap of being another coupon clipping site.
Check out this blog article about Groupon. DEMO: The secret of Groupon’s success is … good writing?
J. Peterman Company product description:
North Woods Know-How
Men who wear jackets like this know things.- How to start a fire in the rain.
- Measure a cord of wood.
- Build empires.
Or J.R. Booth. Started out as a carpenter with $9 in his pocket. Worked well into his 90s and left a railway empire estimated at $33 million.
Clearly two men worth emulating.
Wool Zip Jacket (No. 2833). Both rugged and handsome, it’s made of a 90% Melton wool blend that’s brushed so the warp and welt yarns aren’t visible. 2-button adjustable cuffs. Side slits. Front and back yokes.
The front yoke is unique in that it covers the pockets, making them the perfect place to keep maps, a deed, or your GPS unit. Extremely warm but not bulky.
Every North Woods estate should come with one of these jackets and a black lab. Imported.
Men’s sizes: S, M, L, XL, XXL.
Colors: Navy, Red.
Tuesday, November 30, 2010
A different approach to business plans
I wrote a short note to an old Marine Corps buddy who is launching a new business. This is what I wrote.
Situation
Mission
Execution
Admin and Logistics
Command and Signal
The armed forces are large bureaucratic organizations, and it is easy to poke fun at them. However, two things that the military does better than most are organizing and planning. For example the basic administrative tasks of military units are divided into four parts: 1) Personnel, 2) Intelligence, 3) Training and Operations, and 4) Supply. Those four groupings are clear, concise and complete. One of the ways that the military accomplishes its organization and planning tasks so well is that it has developed consistent methods and proven them over time. The processes are also simple and easy to remember. For example, when troops need to report enemy intelligence, they simply remember the acronym SALUTE which stands for Size (of the enemy force), Activity (of the enemy), Location (of the enemy), Unit, Time, and Equipment (of the enemy). This is simple and easy to remember. It also provides all of the information necessary.
SMEAC is an easy to remember way to organize a plan. It will work with big projects and small projects. It is simple, and it contains all of the elements that would normally be included in a business plan. The following explanation is simplistic, but it will help you to understand the concept.
Situation
This section is exactly what it sounds like. It is the section where you will provide an overview of the relevant facts and provide background information. This is also the place where you would explain the business opportunity.
Mission
This section is where you will explain what you will do. You do not need to explain exactly how you plan to do it. You will explain how in the next section.
Execution
In the previous section, you described what you were planning to do. In this section, you will describe how you will do it.
Admin and Logistics
This section will include the details to support what you say you will do in the Mission section. It will tie to how you plan to do it as described in the Execution section.
Command and Signal
In this section you will describe your organization.
As you can see, the Five Paragraph Order is clear, concise and complete. I’m not suggesting that you use it instead of the business planning formats that you already use for two reasons. The first reason is that if you are already comfortable with a process that works, you should stick with it. (If what you are already doing does not work, that is another matter.) The second reason is that most of the other people that you show your plan will be more familiar with a more traditional format. Even so, it is useful for you to understand this way of organizing your plan. It will help you to write a more complete plan and to write it more quickly. SMEAC is also so simple that you may find that you are able to take the time to plan that you may have done without planning in the past.
Here are a few things for you to think about as you get rolling.If you have experience with business plans, most of this should be familiar, but what is SMEAC? If you have a military background, then you may recognize SMEAC as a Five Paragraph Order. The Five Paragraph Order, or some variation, is the format for virtually everything the military does. The initials stand for:
You need to develop a one sentence description of your venture that captures the essence of what you plan to do. If you want to dust off your old field manual and use SMEAC that will work. Just be sure you cover the Who, What, Where, When, Why, and How.
Be sure you have a clear vision of what you are trying to accomplish. In the business planning world, this is called a vision statement. Figure out something that helps share your vision that is memorable and short. KISS is the acronym to remember for this one. “Keep It Short and Simple.”
You also need to have a clear understanding of your mission. One way to do this is to take the time to write out a simple mission statement.
If all of this sounds like the beginning of a formal business plan, that is because it is. Here are the basic components of a plan.
Summary
Overview of the business
Analysis of the market
Description of products
Organization and management
Marketing and sales plan
Financial details
Situation
Mission
Execution
Admin and Logistics
Command and Signal
The armed forces are large bureaucratic organizations, and it is easy to poke fun at them. However, two things that the military does better than most are organizing and planning. For example the basic administrative tasks of military units are divided into four parts: 1) Personnel, 2) Intelligence, 3) Training and Operations, and 4) Supply. Those four groupings are clear, concise and complete. One of the ways that the military accomplishes its organization and planning tasks so well is that it has developed consistent methods and proven them over time. The processes are also simple and easy to remember. For example, when troops need to report enemy intelligence, they simply remember the acronym SALUTE which stands for Size (of the enemy force), Activity (of the enemy), Location (of the enemy), Unit, Time, and Equipment (of the enemy). This is simple and easy to remember. It also provides all of the information necessary.
SMEAC is an easy to remember way to organize a plan. It will work with big projects and small projects. It is simple, and it contains all of the elements that would normally be included in a business plan. The following explanation is simplistic, but it will help you to understand the concept.
Situation
This section is exactly what it sounds like. It is the section where you will provide an overview of the relevant facts and provide background information. This is also the place where you would explain the business opportunity.
Mission
This section is where you will explain what you will do. You do not need to explain exactly how you plan to do it. You will explain how in the next section.
Execution
In the previous section, you described what you were planning to do. In this section, you will describe how you will do it.
Admin and Logistics
This section will include the details to support what you say you will do in the Mission section. It will tie to how you plan to do it as described in the Execution section.
Command and Signal
In this section you will describe your organization.
As you can see, the Five Paragraph Order is clear, concise and complete. I’m not suggesting that you use it instead of the business planning formats that you already use for two reasons. The first reason is that if you are already comfortable with a process that works, you should stick with it. (If what you are already doing does not work, that is another matter.) The second reason is that most of the other people that you show your plan will be more familiar with a more traditional format. Even so, it is useful for you to understand this way of organizing your plan. It will help you to write a more complete plan and to write it more quickly. SMEAC is also so simple that you may find that you are able to take the time to plan that you may have done without planning in the past.
Sunday, November 28, 2010
Is tax deferred saving a bad idea?
The concept is appealing. Save money using pre-tax dollars in a special account. You can use the tax savings to put more money to work. The earnings in the account will not be taxed, and you will have bigger balance years from now than if you had saved after tax dollars in a taxable account. You will pay taxes on your withdrawals, but you may be subject to lower tax rates. You will be much better off than if you save after tax dollars in a taxable account. It sounds too good to be true.
I cannot tell you whether tax deferred accounts make sense for you. That decision should be based on your particular situation. However, before you automatically assume that it is a good idea to put money into tax deferred plan such as an IRA, SEP, 401(k), 403(b), or 457 plan, it makes sense to examine three basic assumptions.
Tax savings means a bigger balance
This may is true. However the tradeoff is that withdrawals will be taxable. Whether deferring tax will give you more after tax income is dependent on current and future tax rates. The biggest reason that balances are larger is that if a person was going to save $100, then he or she would have to earn $139 at a 28 percent tax rate to have $100 to save. The assumption is that people who would save $100 after tax dollars will save $139 pretax dollars. That assumption is not always true.
Tax deferred plans reduce your tax
This may also be true; however the statement is based on several assumptions. If the assumptions are false, which is possible, then tax deferred plans may not reduce your tax bill. They may even increase it. The blanket statement that tax deferred plans will reduce tax burdens is based on an assumption that tax rates will be lower when funds are withdrawn than when the income is deferred. There are several reasons that this might not be true.
One reason is that lifetime earnings follow a predictable pattern. People at the beginning of their careers tend to make less than people later in their careers. A healthy portion of the balance from a tax deferred savings plan is likely to have been set aside when income was relatively low. With progressive tax rates, lower income taxpayers pay tax at lower marginal rates. Of course the argument is that the money will be withdrawn at retirement and income will be necessarily lower. That argument is contrary to the reasons that people save for retirement. The income withdrawn from tax deferred plans will be taxable. If the taxable income is lower, then the plan did not accomplish the objective of accumulating a large enough balance to provide a replacement income.
Another reason that tax deferred plans may not reduce your tax is actually a collection of reasons under one heading: Tax is too complex a subject to make blanket assumptions. Here are just a few of the issues:
In addition to the two assumptions explored above, there is also the question of control. The implicit assumption whenever a person uses a tax deferred vehicle is that he or she remains in control of the investment. This is true even though nearly all people know about age limits for penalty free withdrawals. The withdrawal limitations are a reasonable tradeoff for the tax deferral.
Control of funds in tax deferred accounts is actually a much bigger question than withdrawal limitations. There are two. The first is related to age. Tax deferred plans typically have some sort of required minimum distribution. This means that you will be required to withdraw some portion of your account regardless of your need for funds, and you will be required to pay income tax on the amount you withdraw. This is a huge amount of control to cede in exchange for tax deferral, and it is much more significant than having to reach a minimum age.
The second control question relates to how tax deferred accounts fit into your estate planning. This is a complex topic well beyond the scope of this article. However, the time to find out that tax deferred accounts may not be the best instruments for your estate plan is before you start putting a lot of money into them.
Is tax deferred saving a bad idea?
The answer to this question is dependent on a variety of factors. Tax deferred plans are neither good nor bad. Instead, they are tools that work well in some situations and not so well in other situations. If you are contemplating a tax deferred plan, ask yourself some question such as these:
I cannot tell you whether tax deferred accounts make sense for you. That decision should be based on your particular situation. However, before you automatically assume that it is a good idea to put money into tax deferred plan such as an IRA, SEP, 401(k), 403(b), or 457 plan, it makes sense to examine three basic assumptions.
Tax savings means a bigger balance
This may is true. However the tradeoff is that withdrawals will be taxable. Whether deferring tax will give you more after tax income is dependent on current and future tax rates. The biggest reason that balances are larger is that if a person was going to save $100, then he or she would have to earn $139 at a 28 percent tax rate to have $100 to save. The assumption is that people who would save $100 after tax dollars will save $139 pretax dollars. That assumption is not always true.
Tax deferred plans reduce your tax
This may also be true; however the statement is based on several assumptions. If the assumptions are false, which is possible, then tax deferred plans may not reduce your tax bill. They may even increase it. The blanket statement that tax deferred plans will reduce tax burdens is based on an assumption that tax rates will be lower when funds are withdrawn than when the income is deferred. There are several reasons that this might not be true.
One reason is that lifetime earnings follow a predictable pattern. People at the beginning of their careers tend to make less than people later in their careers. A healthy portion of the balance from a tax deferred savings plan is likely to have been set aside when income was relatively low. With progressive tax rates, lower income taxpayers pay tax at lower marginal rates. Of course the argument is that the money will be withdrawn at retirement and income will be necessarily lower. That argument is contrary to the reasons that people save for retirement. The income withdrawn from tax deferred plans will be taxable. If the taxable income is lower, then the plan did not accomplish the objective of accumulating a large enough balance to provide a replacement income.
Another reason that tax deferred plans may not reduce your tax is actually a collection of reasons under one heading: Tax is too complex a subject to make blanket assumptions. Here are just a few of the issues:
- Future tax rates are unpredictable.
- Social Security taxation is tied to other taxable income.
- AMT is usually difficult to plan around.
- If you experience a windfall, then you are likely to have higher income later, and that may mean higher tax rates.
- If you save a lot, then you may have higher income later.
- You may be living in a state without an income tax and plan to retire to a state with an income tax.
- Tax deferred account earnings are taxed as ordinary income at withdrawal. This is true even if the earnings are the result of long-term capital gains or qualified dividends which may be taxed at lower rates.
- Tax rate comparisons assume that alternative investments are taxable investments. This ignores tax-free investments.
In addition to the two assumptions explored above, there is also the question of control. The implicit assumption whenever a person uses a tax deferred vehicle is that he or she remains in control of the investment. This is true even though nearly all people know about age limits for penalty free withdrawals. The withdrawal limitations are a reasonable tradeoff for the tax deferral.
Control of funds in tax deferred accounts is actually a much bigger question than withdrawal limitations. There are two. The first is related to age. Tax deferred plans typically have some sort of required minimum distribution. This means that you will be required to withdraw some portion of your account regardless of your need for funds, and you will be required to pay income tax on the amount you withdraw. This is a huge amount of control to cede in exchange for tax deferral, and it is much more significant than having to reach a minimum age.
The second control question relates to how tax deferred accounts fit into your estate planning. This is a complex topic well beyond the scope of this article. However, the time to find out that tax deferred accounts may not be the best instruments for your estate plan is before you start putting a lot of money into them.
Is tax deferred saving a bad idea?
The answer to this question is dependent on a variety of factors. Tax deferred plans are neither good nor bad. Instead, they are tools that work well in some situations and not so well in other situations. If you are contemplating a tax deferred plan, ask yourself some question such as these:
- What do you anticipate your income will be over your lifetime?
- When do you expect to earn more or earn less?
- What are your expectations about your future tax rates?
- What does your expectation about your earnings and tax rates mean to you?
- How important is it to you to be able to control your withdrawals in the future?
- Do you have estate planning concerns?
What should you do?
The first thing you should do is to consider your situation. Ask yourself what you are trying to accomplish. If your objective is to shift income and defer tax, then use a tax deferred plan. If your objective is simply to save for some purpose, explore all of your alternatives and weigh the pros and cons of each. If a tax deferred plan is your best option, the use it. You may find that investing after tax income in a taxable account is your best option. It is likely that you will determine that you need some combination of tax deferred and taxable accounts.
If you are not sure what to do, seek advice from a professional. A CPA or financial planner should be able to explain your options and help you decide. If you have estate planning questions, then be certain that you seek advice from an attorney skilled in that area. If your situation is complex, you may want to involve several advisors with different skill sets.
If you are not sure what to do, seek advice from a professional. A CPA or financial planner should be able to explain your options and help you decide. If you have estate planning questions, then be certain that you seek advice from an attorney skilled in that area. If your situation is complex, you may want to involve several advisors with different skill sets.
Tuesday, November 23, 2010
Do you need a zero balance account?
A zero balance account is an account that usually has a zero or extremely low balance. Businesses use zero balance accounts to manage cash by moving money into the account only when it is going to be needed for a specific purpose. For example, payroll accounts are often zero balance accounts. Businesses will move the funds necessary to cover payroll into the account right before issuing paychecks, and then as employees cash the checks, the balance will drop back to zero. Zero balance accounts let businesses keep cash invested until it is needed. Zero balance accounts also help reduce exposure to fraud because it limits the number of people who have access to other business accounts.
Zero balance accounts are useful whenever a business makes routine or predictable payments out of an account. The most common example of this is payroll, but other examples could include rent or vendor payments.
So the question is, “Do you need a zero balance account?” The short answer is that you do if a zero balance account will help you put idle cash to work. While it may seem to be a lot of extra effort, many banks that provide cash management services can help you automate the process.
There is another reason to consider a zero balance account, and this reason applies to all businesses. It also applies to people that do not own businesses. The reason is fraud. Do you bank or shop online or use a debit card? Have you set up automatic debit transactions with vendors? A zero balance account can protect you. Consumers have a measure of fraud protection when they use credit cards. Business credit cards may not have the same protections. Debit cards may offer fraud protections, but legal protections may be limited. There are also some issues with automatic debit transactions.
Here is how a zero balance account could work for you. First establish a new checking account. Use a checking account because savings or money market accounts often limit the number of withdrawals that you can make. Keep your existing checking account. You use the same financial institution where you normally bank. That will make it easy for you to make transfers as necessary, and it will limit your additional recordkeeping. Try to use an account that allows a zero or very low minimum balance and either no fees or small fees. Some financial institutions will combine the balances of all of your accounts for the purposes of calculating minimum balances. You should also choose an account that will let you set up automatic transfers.
Once you have the account established, link it to your debit cards and online banking. Use the new account for automated debits and other predictable transactions. If possible, unlink your debit card from your old account. You can set up automatic transactions that will transfer funds from your first account to your new low balance account to cover your routine transactions. When you know that you are going to be using your debit card transfer the funds to cover your anticipated transaction. The idea is to limit your exposure to risk by limiting the amount of money in your account. Another way that it works is that setting up a cash management process that requires regular attention also increases your awareness so that if you are a victim of fraud or theft, then you will be able to respond more quickly.
Does a zero balance account makes sense for you or your business?
Zero balance accounts are useful whenever a business makes routine or predictable payments out of an account. The most common example of this is payroll, but other examples could include rent or vendor payments.
So the question is, “Do you need a zero balance account?” The short answer is that you do if a zero balance account will help you put idle cash to work. While it may seem to be a lot of extra effort, many banks that provide cash management services can help you automate the process.
There is another reason to consider a zero balance account, and this reason applies to all businesses. It also applies to people that do not own businesses. The reason is fraud. Do you bank or shop online or use a debit card? Have you set up automatic debit transactions with vendors? A zero balance account can protect you. Consumers have a measure of fraud protection when they use credit cards. Business credit cards may not have the same protections. Debit cards may offer fraud protections, but legal protections may be limited. There are also some issues with automatic debit transactions.
Here is how a zero balance account could work for you. First establish a new checking account. Use a checking account because savings or money market accounts often limit the number of withdrawals that you can make. Keep your existing checking account. You use the same financial institution where you normally bank. That will make it easy for you to make transfers as necessary, and it will limit your additional recordkeeping. Try to use an account that allows a zero or very low minimum balance and either no fees or small fees. Some financial institutions will combine the balances of all of your accounts for the purposes of calculating minimum balances. You should also choose an account that will let you set up automatic transfers.
Once you have the account established, link it to your debit cards and online banking. Use the new account for automated debits and other predictable transactions. If possible, unlink your debit card from your old account. You can set up automatic transactions that will transfer funds from your first account to your new low balance account to cover your routine transactions. When you know that you are going to be using your debit card transfer the funds to cover your anticipated transaction. The idea is to limit your exposure to risk by limiting the amount of money in your account. Another way that it works is that setting up a cash management process that requires regular attention also increases your awareness so that if you are a victim of fraud or theft, then you will be able to respond more quickly.
Does a zero balance account makes sense for you or your business?
Sunday, November 21, 2010
Have you prepared your 2010 taxes yet?
Even though there is more than a month left in 2010 and tax deadlines are well in the future, it is not too soon to get started cleaning up your books and preparing to file your taxes. Getting started now can help you by reducing the amount that you spend on bookkeeping, accounting, and tax services, and it could reduce the size of your tax bill. If you begin reviewing your tax situation now, you will also have some time for last minute tax planning for 2010.
Getting started
The first thing you need to do is to get your books in order. Whether you have a full-time bookkeeper or simply save everything in a shoebox for your CPA, a little organizing can go a long way. If you need more guidance than this brief article provides, contact your bookkeeper or CPA. They will be happy to tell you how to improve the way you organize your records. What you pay for an hour or two of consulting will be more than offset by the money that you can save by being organized. Your CPA or bookkeeper might even provide the consultation for free. You may even decide that working more closely with your professional accountant will give you more time to spend on the rest of your business.
Separate business and personal
Make sure that your personal and business lives are separate. This seems obvious, but every year small business owners or employees with unreimbursed expenses turn over business records comingled with personal records. It may be too late for 2010, however you should make sure that you have different bank accounts and credit cards for your business and personal lives. You may not need special business accounts, but you should make certain that they are separate.
Get your books in order
There are a couple of important parts to this step. The first step is to organize your records the way that CPAs and bookkeepers do. Figure out all of your sources of income and group them into logical categories. Then organize all of your expense. Business owners tend to focus on expenses because they worry about cash flow. However most people used to working with money are accustomed to seeing revenue, then expense, then net income. It is not a bad idea for you to think in that order also. If you think about it, the success of your business depends on money coming in the door, not just your ability to control expenses. Income and expense groupings are not just for business. If you organize your personal records this way, you will find your personal record keeping easier. An added bonus to organizing your records this way is that bankers also expect to see your financial statements in this order. If you ever need to complete a credit application, it will be easier for you to find the information that you need.
Once you have grouped your records into the two large categories of income and expense, further categorize the records by type. How you do this will depend on the type of business you own. If you have W-2 income then keep that apart from business income. You will want to group business income by whether it was for services or goods. A quick note about employee business expenses is in order at this point. If you are organizing your records because you have employee business expenses, you will want to sort out any payments that you received for expenses by whether they were taxable or nontaxable. Your employer should be able to tell you this.
After you have categorized your income, do the same with your expenses. If you already have a bookkeeping system with a set of accounts, then simply use those accounts. This is a good time to review your chart of accounts for completeness and accuracy. If you do not already have a way to categorize your expenses, take a look at your previous tax returns and see how your CPA divided up your expenses. Your CPA may even have a tax organizer that you can use. Depending on the arrangement that you have with your bookkeeper of CPA, this process could be as simple as organizing your receipts and statements, or it could include entering the expenses into your bookkeeping system. If all of this is getting unwieldy for you, then this is a good time to talk to your CPA or bookkeeper about how they can help you manage your books.
What about records that you do not yet have?
You will not receive some statements or reports until the end of the year or even until January or February. No problem. Set up folders for the statements or reports that you expect to receive later. Then when you receive them, simply add them to the appropriate folder.
How this helps
This may seem like a lot of work that could just as easily wait until later. However, by beginning now, you will be more likely to have everything you need later when you take your files to your CPA. In addition, having complete and well organized records makes your CPA’s task easier so that he or she can work faster. That will save you money. In addition, complete and well organized records will make it less likely that your CPA will miss something, and in the event that your return is selected to be audited, good documentation will make the audit much easier for you.
Getting started
The first thing you need to do is to get your books in order. Whether you have a full-time bookkeeper or simply save everything in a shoebox for your CPA, a little organizing can go a long way. If you need more guidance than this brief article provides, contact your bookkeeper or CPA. They will be happy to tell you how to improve the way you organize your records. What you pay for an hour or two of consulting will be more than offset by the money that you can save by being organized. Your CPA or bookkeeper might even provide the consultation for free. You may even decide that working more closely with your professional accountant will give you more time to spend on the rest of your business.
Separate business and personal
Make sure that your personal and business lives are separate. This seems obvious, but every year small business owners or employees with unreimbursed expenses turn over business records comingled with personal records. It may be too late for 2010, however you should make sure that you have different bank accounts and credit cards for your business and personal lives. You may not need special business accounts, but you should make certain that they are separate.
Get your books in order
There are a couple of important parts to this step. The first step is to organize your records the way that CPAs and bookkeepers do. Figure out all of your sources of income and group them into logical categories. Then organize all of your expense. Business owners tend to focus on expenses because they worry about cash flow. However most people used to working with money are accustomed to seeing revenue, then expense, then net income. It is not a bad idea for you to think in that order also. If you think about it, the success of your business depends on money coming in the door, not just your ability to control expenses. Income and expense groupings are not just for business. If you organize your personal records this way, you will find your personal record keeping easier. An added bonus to organizing your records this way is that bankers also expect to see your financial statements in this order. If you ever need to complete a credit application, it will be easier for you to find the information that you need.
Once you have grouped your records into the two large categories of income and expense, further categorize the records by type. How you do this will depend on the type of business you own. If you have W-2 income then keep that apart from business income. You will want to group business income by whether it was for services or goods. A quick note about employee business expenses is in order at this point. If you are organizing your records because you have employee business expenses, you will want to sort out any payments that you received for expenses by whether they were taxable or nontaxable. Your employer should be able to tell you this.
After you have categorized your income, do the same with your expenses. If you already have a bookkeeping system with a set of accounts, then simply use those accounts. This is a good time to review your chart of accounts for completeness and accuracy. If you do not already have a way to categorize your expenses, take a look at your previous tax returns and see how your CPA divided up your expenses. Your CPA may even have a tax organizer that you can use. Depending on the arrangement that you have with your bookkeeper of CPA, this process could be as simple as organizing your receipts and statements, or it could include entering the expenses into your bookkeeping system. If all of this is getting unwieldy for you, then this is a good time to talk to your CPA or bookkeeper about how they can help you manage your books.
What about records that you do not yet have?
You will not receive some statements or reports until the end of the year or even until January or February. No problem. Set up folders for the statements or reports that you expect to receive later. Then when you receive them, simply add them to the appropriate folder.
How this helps
This may seem like a lot of work that could just as easily wait until later. However, by beginning now, you will be more likely to have everything you need later when you take your files to your CPA. In addition, having complete and well organized records makes your CPA’s task easier so that he or she can work faster. That will save you money. In addition, complete and well organized records will make it less likely that your CPA will miss something, and in the event that your return is selected to be audited, good documentation will make the audit much easier for you.
Thursday, July 29, 2010
AICPA Supports Repeal of Burdensome Tax Information Reporting Measure
AICPA Supports Repeal of Burdensome Tax Information Reporting Measure
The American Institute of Certified Public Accountants told members of Congress recently they should repeal the section of the new health care law that requires businesses to report to the Internal Revenue Service any purchase from a vendor of goods or services worth $600 or more during the calendar year.
The AICPA said it will be burdensome and costly for small businesses to compile the data and prepare the Form 1099-MISC information return. Furthermore, the AICPA said the information collected on the 1099 forms will not be very helpful to the IRS in collecting any unpaid taxes that should have been paid by the vendor because it will be difficult to reconcile payments reported on the forms and income reported by the vendor.
The reporting requirement is included in the Patient Protection and Affordable Care Act and is effective for purchases made in 2012 that will be reported on 1099 forms filed in 2013.
A copy of the AICPA’s letter to members of the U.S. Senate is pasted below. An identical letter was sent to members of the U.S. House of Representatives.
If you would like to speak to someone about the AICPA’s letter, please contact Shirley Twillman, AICPA senior manager for media relations, at 202-434-9220 or stwillman@aicpa.org.
To read the entire article and the letter, please click on the link above.
The American Institute of Certified Public Accountants told members of Congress recently they should repeal the section of the new health care law that requires businesses to report to the Internal Revenue Service any purchase from a vendor of goods or services worth $600 or more during the calendar year.
The AICPA said it will be burdensome and costly for small businesses to compile the data and prepare the Form 1099-MISC information return. Furthermore, the AICPA said the information collected on the 1099 forms will not be very helpful to the IRS in collecting any unpaid taxes that should have been paid by the vendor because it will be difficult to reconcile payments reported on the forms and income reported by the vendor.
The reporting requirement is included in the Patient Protection and Affordable Care Act and is effective for purchases made in 2012 that will be reported on 1099 forms filed in 2013.
A copy of the AICPA’s letter to members of the U.S. Senate is pasted below. An identical letter was sent to members of the U.S. House of Representatives.
If you would like to speak to someone about the AICPA’s letter, please contact Shirley Twillman, AICPA senior manager for media relations, at 202-434-9220 or stwillman@aicpa.org.
To read the entire article and the letter, please click on the link above.
Sunday, July 11, 2010
Repost from CNN/Money.com: IRS starts mopping up Congress's tax-reporting mess
IRS starts mopping up Congress's tax-reporting mess
By Neil deMause, contributing writerJuly 9, 2010: 11:18 AM ET
NEW YORK (CNNMoney.com) -- With a new mandate looming that will require business owners to file millions more tax forms, the Internal Revenue Service has begun the daunting process of figuring out how to turn the law's sweeping demands into actual rules for taxpayers.
To read the rest of the article click here. IRS starts mopping up Congress's tax-reporting mess
By Neil deMause, contributing writerJuly 9, 2010: 11:18 AM ET
NEW YORK (CNNMoney.com) -- With a new mandate looming that will require business owners to file millions more tax forms, the Internal Revenue Service has begun the daunting process of figuring out how to turn the law's sweeping demands into actual rules for taxpayers.
To read the rest of the article click here. IRS starts mopping up Congress's tax-reporting mess
Friday, July 2, 2010
From Accounting Web: Collecting unpaid taxes four pennies at a time
The article below is reposted from AccountingWEB, a popular blog related to the accounting profession. It describes a collection effort by the IRS.
Collecting unpaid taxes four pennies at a time AccountingWEB.com
Aaron Zeff is the owner of Harv’s Metro Car Wash in Sacramento, California. Imagine his surprise when, one day last March, federal agents showed up at his business demanding payment of an amount owed from tax year 2006.Check out the article for the entire story.
Just how much did Zeff need to cough up? Four pennies.
Collecting unpaid taxes four pennies at a time AccountingWEB.com
Do you need a board of directors?
If you are not a corporation and required to have some sort of board, you may be wondering why anyone would even ask this question. After all, a board of directors represents the shareholders, and if you are a sole proprietor, you are the shareholder. If you are in a partnership, you and the other partners are the shareholders. It makes sense that you don’t need anyone else to look after shareholder (your) interests.
Or does it?
A board is . . .
A board is the governing body of a corporation. It is responsible to the owners of the corporation. It hires and fires the CEO and sometimes other officers. It sets policy and direction. Board members are supposed to be selected on the basis of their skills, experience, knowledge, or some other strength. No single board member is expected to be an expert in everything, but their strengths should complement each other. The board should be a moderating influence when necessary, and it should lead the corporation in new directions when necessary.
At this point, business owners are saying, “But that is my job!” They are right, and strictly speaking there is no need for a board to represent the owners and to direct management when the owners and management are the same. However, it might be good for business owners to learn the lesson that writers learn when they are first learning their craft. It is not a good idea to try to edit your own work. It is always a good idea to find a source of independent feedback so that you do not end up breathing your own exhaust. This is a term that refers to getting caught up in your own world view so that you lose sight of other ideas or approaches. The sad truth is that we are often not very honest critics. We either give ourselves a pass on opportunities for improvement, or we downplay our strengths. One approach that many businesses use to find an independent voice is to hire consultants. The consultant approach may be good for specific problems. However for ongoing advice, it makes sense to find a more permanent solution. That is where the a board comes into the picture.
While the role of the board may formally be all about policy and direction, effective boards are also advisory bodies. Wise CEOs take advantage of the accumulated expertise of their companies’ boards. Large partnerships are able to do the same thing because the partners often bring multiple skills and experiences to the firm. Not-for-profit organizations do the same thing. Sole proprietors and small partnerships however, do not typically have boards. Skill, knowledge, and expertise are limited to the owner or the partner or employees hired for certain tasks. What if something is missing? It is beginning to sound like a good idea to have a board or a team of advisors.
A board is not . . .
Having a board is not the same as hiring professionals to perform specific functions for your business. Your board will not take the place of your attorney or your CPA. Your board’s risk management advice will not be a substitute for a good relationship with a trusted insurance agent. However, your board may be able to help you in ways that these professionals cannot.
How to create a board
Your objective is to find a source of guidance, and you hope to be able to create a team of people willing to help you lead your business.
This is something more than just a group from the civic club or business networking group, but it does not have to be much more. Your objective is to find a group of people with skills or knowledge that are willing to help contribute to your success. It is easier to do this than you might think. The most anticipated hurdle to overcome is your own thinking that there is not anyone out there that would want to do this, or if there are people that want to do this, then they will charge dearly for their time. Good news. While there are people who make their living as consultants that will charge you dearly, there are just as many people that will help you without sending you a bill. The key is in understanding why they might want to help you build your business.
People will agree to help you for several reasons. The first is simple self interest. Your success will contribute to the economic growth of the entire local business community. If they help you, and your business grows, then their business will probably grow also. In addition, when you are ask other people for help because of their skills or expertise, they realize that you are likely to reciprocate. Another reason is altruism. Many people, particularly those who have been successful in life, enjoy helping other people become successful. One potent example of this is SCORE which has 12,400 volunteers with experience in over 600 business skills.. This is a group that shares its accumulated experience with small businesses. They do it simply because they can and because people need the help.
If you are trying to grow your business, seriously consider forming a board.
Or does it?
A board is . . .
A board is the governing body of a corporation. It is responsible to the owners of the corporation. It hires and fires the CEO and sometimes other officers. It sets policy and direction. Board members are supposed to be selected on the basis of their skills, experience, knowledge, or some other strength. No single board member is expected to be an expert in everything, but their strengths should complement each other. The board should be a moderating influence when necessary, and it should lead the corporation in new directions when necessary.
At this point, business owners are saying, “But that is my job!” They are right, and strictly speaking there is no need for a board to represent the owners and to direct management when the owners and management are the same. However, it might be good for business owners to learn the lesson that writers learn when they are first learning their craft. It is not a good idea to try to edit your own work. It is always a good idea to find a source of independent feedback so that you do not end up breathing your own exhaust. This is a term that refers to getting caught up in your own world view so that you lose sight of other ideas or approaches. The sad truth is that we are often not very honest critics. We either give ourselves a pass on opportunities for improvement, or we downplay our strengths. One approach that many businesses use to find an independent voice is to hire consultants. The consultant approach may be good for specific problems. However for ongoing advice, it makes sense to find a more permanent solution. That is where the a board comes into the picture.
While the role of the board may formally be all about policy and direction, effective boards are also advisory bodies. Wise CEOs take advantage of the accumulated expertise of their companies’ boards. Large partnerships are able to do the same thing because the partners often bring multiple skills and experiences to the firm. Not-for-profit organizations do the same thing. Sole proprietors and small partnerships however, do not typically have boards. Skill, knowledge, and expertise are limited to the owner or the partner or employees hired for certain tasks. What if something is missing? It is beginning to sound like a good idea to have a board or a team of advisors.
A board is not . . .
Having a board is not the same as hiring professionals to perform specific functions for your business. Your board will not take the place of your attorney or your CPA. Your board’s risk management advice will not be a substitute for a good relationship with a trusted insurance agent. However, your board may be able to help you in ways that these professionals cannot.
How to create a board
Your objective is to find a source of guidance, and you hope to be able to create a team of people willing to help you lead your business.
This is something more than just a group from the civic club or business networking group, but it does not have to be much more. Your objective is to find a group of people with skills or knowledge that are willing to help contribute to your success. It is easier to do this than you might think. The most anticipated hurdle to overcome is your own thinking that there is not anyone out there that would want to do this, or if there are people that want to do this, then they will charge dearly for their time. Good news. While there are people who make their living as consultants that will charge you dearly, there are just as many people that will help you without sending you a bill. The key is in understanding why they might want to help you build your business.
People will agree to help you for several reasons. The first is simple self interest. Your success will contribute to the economic growth of the entire local business community. If they help you, and your business grows, then their business will probably grow also. In addition, when you are ask other people for help because of their skills or expertise, they realize that you are likely to reciprocate. Another reason is altruism. Many people, particularly those who have been successful in life, enjoy helping other people become successful. One potent example of this is SCORE which has 12,400 volunteers with experience in over 600 business skills.. This is a group that shares its accumulated experience with small businesses. They do it simply because they can and because people need the help.
If you are trying to grow your business, seriously consider forming a board.
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