Tag Archives: Jim Blasingame

Freedom is not free

My friends, I hope we never forget thoseContemplating the blessing of freedom, wherever it may be found, one prime truth is evident: Freedom is not free. And for those of us who are the beneficiaries of those who paid the ultimate price for our freedom, the only method of repayment — the only way we can ever be worthy of their sacrifice — is if we do all we can to maintain the freedom that has been paid for and given to us.

In honor of all of our veterans, past and present, I’d like to offer this poem written by Commander Kelly Strong, USCG (Ret.) in 1981 when he was a high school senior (JROTC cadet) at Homestead High School, Homestead, FL. It is a tribute to his father, a career marine who served two tours in Vietnam.

Freedom Isn’t Free

I watched the flag pass by one day.

It fluttered in the breeze.

A young Marine saluted it,

And then he stood at ease.

I looked at him in uniform

So young, so tall, so proud,

With hair cut square and eyes alert

He’d stand out in any crowd.

I thought how many men like him

Had fallen through the years.

How many died on foreign soil?

How many mothers’ tears?

How many pilots’ planes shot down?

How many died at sea?

How many foxholes were soldiers’ graves?

No, freedom isn’t free.

I heard the sound of taps one night,

When everything was still

I listened to the bugler play

And felt a sudden chill.

I wondered just how many times

That taps had meant “Amen,”

When a flag had draped a coffin

Of a brother or a friend.

I thought of all the children,

Of the mothers and the wives,

Of fathers, sons and husbands

With interrupted lives.

I thought about a graveyard

At the bottom of the sea

Of unmarked graves in Arlington.

No, freedom isn’t free.

 

My friends, I pray that we never forget those who paid so dearly for our freedom.  Have a safe, happy and respectful Veterans Day.

Thanks for being part of my community. I’ll see you on the radio and the Internet.

Small business brand value is more than the Q factor

Have you noticed that every new on-air person hired by a TV network looks like a soap opera actor? They’re all young and pretty. We’re left to think that non-beautiful people need not apply. That is, unless you’re familiar with a certain marketing measurement.

Marketing Evaluations Inc. is the proprietor of a marketing metric used extensively to hire on-air talent.  It’s called the Q Score, and it’s as rude as it is simple.

A prospective anchor is presented to an audience who is asked to give one of two answers: I like or I don’t like. Responses are graded based on the numeric Q Score.  Above 19 means you’ve “got Q.”

Never mind credentials, if you can read a teleprompter and have Q, you’re hired.  Below 19—fuggedaboutit.

Could the Q factor be involved in perpetuating the marketplace myth that owning a brand is the exclusive domain of big business?  After all, if only the young and beautiful possess the best TV journalism credentials, why wouldn’t we believe you can only have a brand if you have a sexy national television campaign?

Since most of us would be guilty of giving an “I like” score to a pretty face, it follows that we would also be foreclosed from thinking a dowdy small business could actually own a real brand.  But here’s the truth about branding, and it’s good news for small business: Owning a brand is more than having Q.

Most experts will testify that a brand is established when a product delivers a desirable feeling.  Pleasure, happiness, security and yes, even pretty are examples of how a brand might make us feel. A brand’s value and power are established when it consistently delivers on our feelings and, increasingly in the Age of the Customer, on our expectations.

If people were influenced only by things that have Q, churchgoers would only attend big, beautiful churches, and yet tiny churches abound. Like religion, brand loyalty is also a very personal thing, which is more good news for small business. Getting close enough to customers to discover their individual expectations is one of the many things small businesses do better than big businesses.

So it’s resolved: Owning a brand is not the exclusive domain of big business. And when it comes to actually building brand value, small businesses have the edge.

Big businesses may be good at brand Q, but small businesses are better at what really counts: building brand value. Our challenge is in believing this truth about ourselves.

Write this on a rock… Your small business’s Q is measured in brand value as defined by customer expectations.

It’s yours.

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VIDEO: Your future and customer paradigms

 

 

 

Award-winning author Jim Blasingame lists the top three primary shifts of the new age that a small business must monitor constantly in order to be successful in the Age of the Customer. You can purchase his new book The Age of the Customer here .

Click the image to start the video.

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Celebrate your customers this week

This week is National Customer Service Week.  It’s always the first full week of October, which this year is October 6 – 10. Started by the International Customer Service Association (ICSA) in 1988, it has become a national event as proclaimed by the U.S. Congress.
Photo courtesy of Lifecare-Edinburgh       According to the ICSA, the purpose of National Customer Service Week is “to create a positive message that lasts all year long and to provide a productive opportunity to generate an even stronger commitment to customer service excellence.”
      This week, I challenge all small businesses — including my own — to rededicate our businesses, our thinking, our training, and especially the execution of our business activity, to focusing on delivering customer service excellence.
      As we strive for this noble goal, let’s not forget that you and I don’t get to be the judges of how effective we are at customer service excellence. Only our customers can have that role.
      And if your customers aren’t telling you that you’re doing an excellent job, either you aren’t, or you aren’t asking. If this is the case, perhaps we’ve just identified a good place to start in your quest for customer service excellence.

You should never have “a customer from hell”

“This is one of those customers from hell.”

That’s what a small business owner said to me during one of my road trips across the country to check on how things are going out on Main Street.

“Ann” was responding to my query about her business. Her full quote was closer to, “Business is good. But right now I’ve got to spend most of the day dealing with this customer from hell.”

Photo courtesy of Blue Wolf Consulting

Photo courtesy of Blue Wolf Consulting

When I was a pup commission salesman right out of high school working in big ticket retail, I quickly realized all customers aren’t created equal; there are cool ones, high maintenance ones and impossible ones, like the one Ann was fuming about. My initial reaction was I didn’t like the latter two types and would try to avoid them. But upon more mature reflection I realized that if I was going to be successful selling on commission, I would have to do business with all kinds of customers, not just the easy ones. Honing this perspective over time, I developed the twin pillars of Blasingame’s Difficult Customer Strategy.

Pillar One: Make an extra effort to understand what troubles and/or motivates difficult customers and serve them within an inch of their lives. Most difficult customers will give you points for the effort and very likely their business in the bargain. And here’s an extra effort bonus: When a difficult customer likes you, you’ll have a customer for life, and the most valuable referral source.

Pillar Two: The hellish behavior of some customers typically manifests as excessive demands. When dealing with such people, charge them for their behavior. As I told Ann, charge difficult customers enough so that regardless of their level of maintenance, you hope they come back and ask for everything again. The key is to ask enough questions about their expectations before you set your price. Or at least remember the next time.

One former consulting client of mine could be difficult. Whenever we were face-to-face and he showed me his hellish side, I would exaggerate making a mark on my note pad, which he knew was to remind me to add a difficulty factor fee on his next invoice (he had a different name for it that can’t be used here). Eventually we joked about it, but he knew his behavior impacted his bill. He was a client for years and, difficult or not, I always liked his business.

Write this on a rock … You should never have a customer from hell.

Jim Blasingame is the author of the award-winning book, “The Age of the Customer: Prepare for the Moment of Relevance.”

Are your ducks in a row?

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Dispelling the myths of ownership

As the economy recovers, you’re likely to meet a starry-eyed human babbling on about becoming a business owner.

Probing for the object of this person’s entrepreneurial infatuation will precipitate the what, where, how and when questions and, finally, the most important question: Why do you want to own a business? Answers to this last question, unfortunately, often produce what I call “The Myths of Small Business Ownership.” Here are four:

Photo courtesy of Boast Capital

Myth 1: When I’m an owner, I’ll be my own boss.

That’s right; you won’t have an employer telling you what to do. But you’ll trade that one boss for many others: customers, landlords, bankers, the IRS, regulators, even employees.

Modern management is less “bossing” and more leading and inspiring. In a small business, everyone must wear several hats and the dominator management model doesn’t work well in this modern multi-tasking environment.

Myth 2: When I own my own business, I won’t have to work as hard as I do now.

This is actually true – you will work much harder.  Ramona Arnett, CEO of Ramona Enterprises, said it best, “Owning a business means working 80 hours a week so you can avoid working 40 hours for someone else.”

The irony is you’ll actually want to work harder when you understand everything in your business belongs to you.  Even the irritating, frustrating, and frightening challenges will take on a new perspective when you realize you also own theopportunities you turn them into. You’ll turn the lights on in the morning and off in the evening not because you want to work more, but because you won’t want to miss any part of your entrepreneurial dream coming true.

Myth 3: When I own my own business, I can take a day off whenever I want.

Well, maybe. However, you may find that your business has such a compelling attraction that you won’t want to take off. Indeed, it’s more likely that whatever interests you had as an employee will become jealous of your business.

Myth 4: When I own my own business, I’ll make a lot of money.

If the only reason you want to own a business is to get rich, you probably won’t be a happy owner. It’s true – you actually could get rich, but it’s more likely that you’ll just make a living.

Being a successful business owner first means loving what you do. Pursuing wealth should be secondary and ironically is actually more likely to happen when in this subordinate role.

Write this on a rock  … For maximum small business success, don’t fall prey to the myths of ownership.

Are you ready?

Branding

AUDIO: The cost of not converting to Age of the Customer practices

What does it cost to reject The Age of the Customer shift? Jim Blasingame reveals that the only thing that costs more than converting to Age of the Customer practices is not converting.

Click the image to begin the audio.

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