The Slagosphere

Getting paid, you would realise is fundamentally important in your business because if you do not get paid, why are you in business?

You will be laughing at the heaps of business people who permit their clientele to pay them when and if they get on with it. I know a trader who always gets bad debts like trophies. How is that possible? Very possibly because he doesn’t bring himself to ask for the payment and allows people to take advantage of him.

If you give someone credit, do it only because they have proved themselves to you by paying cash on delivery (COD) for a time. Furthermore, you should find whether they have the cash to pay you - if they don’t then do not do business with them. Don’t trick yourself into the line of “I need the work” or “I need the sales”. It’s ultimately to do the service or providing the goods for free if you are not getting paid.

If you are the kind of person who can’t demand the payment after the work has been finished, try these tips:
Tell your client that when the work is done with, you need cash or cheque. They should probably have it ready at at the finish date and you do not have to demand your money.

When sending out the initial quote, make sure your payment terms are understandable.

Complete an invoice that has the terms of payment plainly listed and give the customer the invoice when the job is completed. They should look at the invoice and generally realise they will pay the money now without you going to say a thing. Fabricate a “nasty boss” who will burn you alive if you don’t return with the fee for the service.

Organise your banking institution to set you up with Merchant facilities so you can use credit cards such as Mastercard and Visa. Most people utilize credit cards and it will stop the issue of the customer not holding a cheque book or not having the right amount of cash in their wallet.

Alternatively, don’t be persuaded against to keep hold on the goods till after they have been paid for. Know, until the goods have been paid for, the goods still are yours.

If you choose to allow somebody credit, be sure you take the following contact details of them at a point BEFORE you give them credit.

• Name
• Address
• Phone number
• Bank name and address
• Account no.
• 3 trade references with their names, addresses and phone numbers

Once you take all this information, call the bank branch and make certain that they do have an account with them. Then, call every trade reference and find out if they pay their fees on time or if there have been any difficulties with them.

Most people will be willing to tell you if the person is troublesome. If everything is OK, allow them a moderate level of debt, say no more than $500 (depending on your business). Monitor the operation of the account for a few months before allowing this amount to be exceeded.

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As a customer service concept, relationship marketing is not new. For decades, business-to-business marketers have employed account managers who have the responsibility to dedicate themselves to key clients. In the financial world, `relationship banking’, whereby high-yield customers are assigned a personal manager, has been practised for many years.

When direct marketing is embraced to establish connections or relations between the marketer and the consumer, it is too easy to suggest that all forms of direct marketing communications achieve a closer relationship, a closer bond between the two parties. Such a conclusion exaggerates what generally happens in the marketplace.

Direct marketing is all about generating a direct response from the consumer and about direct communications to the consumer. A direct response is needed to generate better understanding of the advertising message or to motivate transactions. Direct communication is simply about media reach efficiency. Relationship marketing is a concept that transcends these pragmatic direct marketing objectives.

Kotler appropriately positions the concept of relationship marketing as one which applies principally to business-to-business situations:

Smart marketers try to build up long-term, trusting, `win—win’ relationships with customers, distributors, dealers and suppliers. That is accomplished by promising and delivering high quality, good service, and fair prices to the other party over time.

It is accomplished by strengthening the economic, technical, and social ties between members of the two organizations. The two parties grow more trusting, more knowledgeable, and more interested in helping each other. Relationship marketing cuts down on transaction costs and time; in the best cases, transactions move from being negotiated each time to being routinized.

Outside of `membership’ or `continuity’ programs, there are two basic ways to approach consumers. The first is with a product and price combination considered to be `the standard’. That is, the proposition is essentially of long standing and relies on the features and benefits being competitive. The second way, normally of short-term duration, is a `special offer’. Direct marketing textbooks are full of the theory, practice and case histories relating to `the offer’.

The choice of basic propositions or selection of special offers depends on the circumstances of the individual firm and its competitive environment. The right proposition or offer can make a world of difference to response cost-effectiveness.

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