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How good are you celebrating?

Swedish companies celebrate far too little – what's it like where you live? I'm
pretty useless myself when it comes to celebrating, but I will get better. A
few months ago I received an award from The Sales & Marketing Institute in
cooperation with the Sellers national organization (it was a prize presented to
our company because those people like what we do).
But I was in the middle of the writing of a book and couldn't even accept the award
in person. Scandal!
Make no doubt about it – it's important to celebrate for both you and me. We
work hard and the celebration itself makes you like to continue working hard,
so change - NOW!

This text is a reminder to you to celebrate both small and large successes as
often as possible.
What if you were to celebrate your successes as long as you grieve over your
misfortunes - what would that be like? Think about that for a while.

There's actually a reason why sports teams celebrate each goal. It lifts the
players spirits and makes them eager to celebrate again (simply put: Go on,
score another goal!)

This is what I wonder:
• Why is there a crisis meeting if you lose three customers when there will be
balloons , banners and cake when you win five new?
• Why is there sales targets, but not a particularly set way of celebrating a
success (“If we succeed there will be champagne for everyone and the boss will
be thrown into the hotel pool”).
• Why don't we celebrate newly acquired skills? Throw a party every time
someone has completed a course or received a certificate.
• Why doesn't the management treat successful employees and their spouses to a
meal in a nice restaurant?

Why are we so afraid to celebrate? Is it because it's stated in some sort of secret
corporate book that entrepreneurship is a serious business and that success
shouldn't be celebrated? I don't know, but I think it's about time we change now.
What do you think?

So, what are you celebrating this week?


fast do you have to be to retain your customers?

Everyone has a different pace of life. What's fast for one person is painfully
slow for another.
Most people are aware of this, but do you know that even the tempo of your
business may need to be revised to fit the customers better?

Tempo and profits are paired as follows:

1. The kind of pace your customers expect
If the customers expect speedy deliveries and you ship slowly, your profits
will suffer without you even realizing what you're missing. Say you are selling
a service and an impatient customer calls to ask something. If the customer has
to face a recorded message that tells him/her to”press one for this option and
press two, three, four and five for another option”, the customer may tire and
instead just leaves a message to the person who seems to be able to answer the
question. But this customer is not satisfied with an outcome like this. He/she
doesn't want to wait and calls another company where he/she might get an
instant reply – and that's also where he/she will make his/her purchase. Many
companies are so eager to automate everything these days that they miss lots of
business from impatient customers.

2. Changes in the market
If you have been accustomed to a leisurely pace in your market and changes
occur and customers start to expect greater speed (this usually happens when someone
spots and fills a gap on the market and a new business player appears) then you
have to keep up. New competitors with faster service, easier ways to buy products
and quicker methods to solve problems usually become a problem for more mature
companies that feel that they no longer have to prove themselves and take their
customers for granted. First, they deny the problem. Then they become depressed
and finally they get around to doing something about it – the only problem is
that by then, the competitor have already eaten half their lunch!

Four key questions:
1. Which is really your client's tempo?
Do they make typical consumer purchases where they really just want what you're
selling, but without any crisis involved, and are they fully satisfied as long
as there are no hassles? Or do you sell to customers who take a hundred years
to decide whether to buy or not, but once they have done that they want to have
everything NOW?

2. How big of a demand for quick service do your customers have?
Is it “Give it to me NOW!”or are they prepared to wait for a few days? To
satisfy today's NOW-customers is a huge gold mine as most companies now automate
more and it becomes more difficult to get hold of a real person.

3. What tempo does your competition keep?
Are there any new players who have seen that you can win by serving customers
faster? Do you dance waltz while the others are dancing tango?

4. Has your market changed recently?
Is there new technology, new tools, new systems or new ways of doing things
which you (come on, admit it now) think is a pain in the butt to start using?

Think about these things and take them seriously so that it becomes a matter of
tempo if an important client suddenly leaves you.

Now put the pedal to the metal (or take it easy - if that what suits you best
right at the moment).

About the author

Stefan Ekberg has worked in marketing for small business for 20 years and has written around 30 books on how small business owners can market themselves with limited resources. . In 2012 Stefan was nominated as Entrepreneur of the Year in Stockholm.

230 000 prescribes to his free newsletter "The 5 minute marketer"
Every week some 230,000 prescribers gets his free newsletter about 5 minute marketing.

"The 5 minute marketer" - the book
You run a small business and you want to get ahead of the competition, but how can you give resources to marketing when you're short on time and the budget is tight? The solution is here! The 5-Minute Marketer is packed with 395 tried-and-tested ways to market your business in 5 minutes or less.