How to Win Potential Customer Trust

Reduce fear by eliminating doubt
Buyers buy when you've reduced the threat of buying.

Be gracious and caring vs. hungry and uncouth.
Never let yourself be in a situation in which you need business in order to survive--buyers smell this and run.

Focus on what the buyer finds interesting about your product.
There may be 22 key features of your service, but be sensitive enough to notice which 1 or 2 that the buyer indicates -- even subtly - interest in.

Ask questions which get you enough information to understand the buyer, what they need and how you can help them.
Don't be bashful, but don't be a machine gun, either-- take an interest in the buyer and bring them out.

Be a walking example of the benefits of your product or service.
Credibility can be instantly established when what you have and how you relate exudes the quality and power of your product or service.

Help the buyer to identify and feel something they hadn't felt before or for a while.
Most people buy on emotion, then validate/justify this via information/facts.

Point out what your product will do and won't do.
Always stress, highlight and be excited about, the positive but do mention what your product doesn't do or won't do for them.

Find a way to let the person know that you know who they are and what they're looking for.
Have a well-phrased label to describe their situation so that they get that you get them and it.

Be an expert both in your product, and...
...also in who your customers/user are, what they need, how they use the product, what problems are solved by the product and how a new buyer can flatten the learning curve to leverage value from the product/service.

Don't make cold calls -- always get referred to prospective clients.
If you're not being referred by your current clients, then you're probably not doing as great a job as you need to be doing with them, but that's fixable!

How to Manage Change Effectively

1. Start with the end in mind.

We know that navigating successfully in a world that is changing as fast as ours can be tricky at times. In fact, if we allow it to overwhelm us, change can feel extremely stressful and downright frustrating. If we're smart, however, we've learned that although we can't alter the fact of constant change, we can learn to manage our response to it. Here's a sample of how I coach my clients on managing change in their lives:

1. Accept change as a fact of life.

As human beings we are constantly in process. We never get there, our in-box is never empty, and we can't catch up with technology. Our world is changing at a pace never experienced beforeג€¦indeed, change is our only constantג€¦.accept it!

2. Commit yourself to lifelong learning.

If change is constant, then learning must also be continual. As long as we are learning we're on the road to an exciting, fulfilling, meaningful life. Learning helps us feel as though we're moving with the ever-changing world. This helps to relieve our anxiety of feeling left behind. We feel better because when we're learning we are moving with the world.

3. Get healthy then stay healthy

Change, even positive change, is stressful. To keep stress from getting us, we must stay physically healthy with proper nutrition, enough rest and regular exercise.

4. Look at change as an opportunity.

Changing our attitude about change is one of our best management tools. Look for opportunities in every change in your life. Rather than digging in your heels and resisting change, allow yourself to flow with it and see where it takes you.

5. Develop and maintain a strong network and support team.

Many changes in our lives require us to lean on others for emotional support and/or advice. Have your team in placeג€¦ready to see you through the inevitable significant changes in your life.

6. Develop your spirituality.

God is the only aspect of our lives that is constant. She is the same today, tomorrow, and into infinity. This is a comforting and stabilizing thought in today's world. To have a friend, a confidante, a love who will never outgrow us, leave us, or change her behavior toward us is surely one of the greatest gifts of life.

7. Engage in rituals.

Performing a task or celebration in the same way week after week or year after year gives us a sense of stability, a feeling of being grounded, a sense of security. Even the ritual of pouring a cup of coffee before settling down to work, eating dinner as a family, having lunch at a special restaurant on Fridays, or writing daily in a journal can be significant in dealing with change. Performing rituals and celebrating holidays in a certain way, gives us the satisfaction that not everything is changing.

8. Eliminate the tolerations in your life.

Get rid of the little irritations (and sometimes big ones) that drain your energyג€¦energy you need to manage change. A toleration can be something as simple as a missing button or as significant as a toxic person.

9. Keep a daily journal.

When change is viewed over a period of time there is more sense to it. Seeing this historical perspective of past change in our life can give us more objectivity to meet the current changes that are facing us.

10. Engage in meditation.

Being centered within yourself grounds you for the changes you're required to face every day. Take a moment to quiet your mind, your body, your soul. You'll reap the rewards of this gift you give yourself.

Why do some Business managers reach the profit target more often than others? They do it because they maintain their operation
pointed in that direction - management of profit earning. They never drop sight of the goal - to finish the year with a profit.

This manual Gives suggestions that should help an owner-manager to zero on profit making. It points out that you must stay
informed, make timely decisions, and take action. In effect you must control the actions of your organization rather than being
controlled by them.

Topnotch Performance in golfing, shootingfishing demands understanding, training, and endurance.

Similarly, in Small businesses, year-end profit comes to the owner-manager who tries for topnotch performance. You achieve profit
making goals by understanding your operation, by practicing the art of earning timely, balanced judgments and by controlling the
company's actions.

Adapt the Suggestions in this manual to your situation. They should help you call the shots to maintain your business headed in
the right direction - toward profit earning.

First Rule of Profit Making: Know Your Business. The Time-honored truth"Knowledge is power" is especially pertinent to the
owner-manager of a small business. To maintain your company pointed toward profit you need to keep yourself well informed about
it. You have to know how the company is doing before you can enhance its performance. You have to know its weak points before you
can correct them. Some of the information you require you pick up from daily personal observation, but records should be your main
source of information about profits, costs, and sales.

Know Your Profit. The gain and loss statement (or income Announcement ) prepared frequently each month or each quarter from your
accountant is among the most vital indicators of your business's worth and health. You need to make sure that this announcement
contains all the details you need for evaluating your profit. This statement must pinpoint each revenue and cost area. By way of
instance, it should show the gain and loss for all your products and product lines as well as the profit and loss for your entire
operation.

It's a great Idea to have your own profit and loss statement prepared that it reveals each item for the current period, for the
identical period this past year, and for your present year-to-date. For instance, a P&L statement for the month of November would
reveal income and expenses for the current month, for November last year, and prices for the eleven months of this present
calendar year. Many businesses publish their annual reports with several previous years therefore stockholders can compare
earnings.

Comparison is The trick to utilizing your P&L announcement. If your accountant isn't already supplying figures that you may
compare, you should talk about the possibility of getting them provided.

Financial Ratios from the balance sheet also allow you to understand if your profit is exactly what it ought to be. As an
instance, the ratio of net worth (return on investment ratio) shows what the company earned on the equity capital invested.

Know Your Costs. An owner-manager ought to know prices in detail. Following that, you can compare your price figures as a
proportion of earnings (operating ratio). Be sure your prices are itemized so you can set your fingers on those that seem to be
climbing or decreasing according to your expertise and the cost figures of your industry. When prices are itemized, you can spot
the offender once the general figure is higher than what you'd budgeted. Take advertising costs for example. You can grab the
offender should you split out your advertising expenses by product lines and by media. In addition, a comprehensive check of
inquiry returns from advertisements will help to avoid unproductive books.

In understanding your Costs, keep in mind that the formula for gain is: Profit equals Earnings minus Costs.

Know Your Product Markup. Be sure The pricing of your goods supplies a markup adequate to the sort of profit you expect to
achieve. You have to keep constantly informed on pricing since you have to adjust for rising costs and at precisely the exact same
time keep prices competitive. Knowledge on your markup also can help you to run workouts with your eyes open. Continuing to make
something that just a few clients want is a powerful merchandising tool just when you use it on goal - for example, to hold or
attract buyers to other high markup solutions. Don't be afraid to shed a loser from your line.

Garbage-In, Garbage-Out. An Owner-manager should not fudge the documents. The acronym GIGO the computer industry uses is true with
manually stored records as well as with machine-processed ones. When an owner-manager allows"garbage" to go into the records, the
accounts will contain"garbage." Reports do not need to be extensive but they need to be accurate.

Look For Trends. Try not to look at one month's sales or Profit picture alone. The figures on your operating statements are
significant only when you set the picture in the ideal frame - that is, look in the figures in the context of what has happened
and what's likely to take place. In that fashion, you catch a downward trend before it gets out of control.

You should also Concern yourself with all the figures behind the bucks - for instance, the amount Of units offered or the amount
of orders. Insist on cost-per-unit figures. The Fluctuation of the cost-per-unit can be more meaningful than just looking In the
dollar figures . Another idea would be to display these comparative Figures on graphs so that important trends can be viewed
readily.

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