According to Makino, a global provider of advanced machining technology, companies doing things the same way they have been doing them for the last 10 to 15 years are probably in a “recurring uniform trap,” or “RUT,” while the global market is passing them by.

Why do something differently? Productivity is a big reason. A 21st century equation explains what productivity requirements will be for the future; the concept

being half the number of people, making twice as much money, but doing three times the amount of work.

In manufacturing, this concept is coming true today. Companies are looking under every rock for opportunities to improve productivity, increase efficiency and lower costs.

In many machine shops, machining centers sit idle while manual work is still being performed. By doing things this way, the companies are not getting the most out of their machine nor their personnel investment.

In today’s competitive environment, companies must identify if they are stuck in a RUT. In order to improve, they must be willing to step outside their comfort zones and create solutions.

Culture change takes place gradually, and everyone, especially the people who are out on the floor, must first have a high level of confidence that new technology will work and work reliably before they embrace it. Reliable, high-performance machines not only produce results but also eliminate your business RUT.

Let’s analyze this theory from purely a mathematical point of view using 6 variables A, B, C, D, E, & F.

1. Variable A: Secretary gets paid $12.00 per hour.
2. Variable B: Secretary works 8 hours per day.
3. Variable C: Secretary spends 40% of work day managing office work.
4. Variable D: Secretary spends 30% of work day managing inbound phone calls
5. Variable E: Secretary spends 12% of work day on lunch
6. Variable F: Secretary  spends 18% of work day remaining unproductive

Based on these variables, your secretary gets paid $96.00 a day.  With this figure broken down, they get paid $38.40 per day managing office work, $28.80 per day managing inbound phone calls, $12.00 for eating lunch (provided lunch is paid), and $17.28 per day for doing nothing.  For the purposes of proving this theory, lets analyze the variables based on a 1 month block (22 business days), secretaries will earn $844.80 for managing office work, $633.60 for managing inbound phone calls, $264 for lunch, and $380.16 for remaining unproductive.

So, if only 3.2 hours per day are spent managing office business, it doesn’t make sense for business owners to hire a secretary for an entire day when most of their duties can be outsourced to a call center.  Accounting for “free time” (i.e. coffee breaks, cigarette breaks, bathroom time, etc.) lets round up the 3.2 hour figure to 4 hours ($48.00 per day – $1056 per month). Also, lets take $250.00 as an average market price for utilizing an answering service for a one month period.  Also, take into account that with a part time employee (i.e. less than 4 hours per day), a lunch break is not required.

It’s time for the grand totals you have been waiting for.

- Case A: Using a secretary for every office duty costs a business owner $2112 per month.
- Case B: Utilizing a secretary part time while outsourcing phone management duties to an answering service costs a business owner $1306.00 per month.

Based on these figures, utilizing an answering service can save a business owner $816.00 per month ($9792.00 per year).  Keep in mind that this figure does not include the increase in business by having an after hours, 24/7 live operator presence managing your calls.  A live operator will strengthen customer relationships and project the image of a larger, more secure & dependable business to your customers (& potential customers). I suppose the title of this article should have been “Don’t Fire Your Secretary, Just Cut Their Hours”.

Customers Aren’t as Loyal as They Used to Be.

It used to be that customers would find one service that met their needs and stay with it for absolutely years. Now, though, customers are fickle, and can all-too-easily be tempted away by a competitor’s offer if they feel that it sounds cheaper or better than yours. So-called ‘loyalty management’ has become more of a science than it ever used to be, and it’s one that you need to make use of if you don’t want to be constantly failing to retain your customers.

Offer Discounts for Repeat Business.

You will see some businesses who give people a ‘first-time’ discount, as a hook to get people to try their services. This is entirely the wrong way to do it. What you should be trying to do is reward loyalty by giving people a discount each time they use your services. Over time, this makes it so that moving to the competition looks like a ridiculous proposition for them — why would they when they get a 20% discount from you every time?

Keep Mailing Lists.

You should have at least two mailing lists: one for your prospects (people who might buy from you), and one for your customers (people who have bought from you). You should lavish attention on both lists, but especially on the existing customer one — and really lay it on thick for anyone who’s bought from you more than once.

You need to be in contact with your regular customers as much as you can, always understanding their needs and when they might need you again. Don’t worry about this costing masses in direct mail, as you can always do it by email. The secret is this: contact, contact, contact. Send your regulars Christmas cards, invite them to meet with you for lunch — anything you can think of. A good tip is to always use the techniques that your competitors are neglecting.

If your service is one that the customer will need at regular intervals or a certain time of year, make sure you keep track of this in your customer database and send something out then. There’s nothing worse than losing out on a customer’s business just because they didn’t have your phone number to hand and had a little extra time to see an offer from a competitor.

Another good thing to send to your mailing list is a newsletter, either by email or post. Take a few hours each month to write something with useful information about your industry that your customers are likely to keep and find useful, and put your logo on the top so that they can be reminded of you when they see it. As a bonus, you can keep this material archived on your website too, so it can be found by people searching for related words in search engines.

Be Crazy About Feedback.

You need to phone up as many customers as you can to get their feedback after they deal with you. Make sure they were satisfied with what you provided, offer to fix anything that they’re not happy with, and ask them if they can think of any way you could improve. Customers will appreciate this — and they’ll like it even more if you actually implement their suggestions.

Provide a Personal Service.

Go the extra mile to make your customer feel like they’re your friend, and not just a tracking number in your database. Tailor everything you do to their needs, and make everything easy for them — don’t leave them to do legwork that you could be doing. After all, they’re the customer.

Finally, cheesy as it might sound, customers really appreciate a little thank you note when you’ve received their payment. For an extra personal touch, you could handwrite it.

Audiences suffering from information overload will give very clear signals that they are ready for a break. Their eyes start to glaze over, they slump in their seats and when you ask them questions, it is as though you are rousing them from a deep sleep. Bladders may be straining, nicotine and caffeine cravings may be kicking in and vibrating text messages are surreptitiously being viewed. It’s time to declare an unofficial break! If you push on regardless you may lose your audience completely.

This situation can often happen on hot, humid days when the air-conditioning is underperforming or in windowless rooms where the lack of outside views can have a profound psychological effect on your delegates.

A ten minute unscheduled break in these circumstances can make the difference between success and failure for your event.

Manage the coffee and meal breaks rigidly as a few 5 or 10 minute overruns can soon lose you half an hour from the program.

Managing early departures

It is a fairly frequent occurrence that a proportion of your audience will be unable to stay for the entire event. This is understandable in these times of full schedules and instant communication. The more polite amongst them will forewarn you of this and tender their apologies. Some will make a dash for the door with their heads down and others will mumble an excuse as they walk sideways past the presenter towards the exit.

If you have prior warning, try and sit your early leavers close to the exit even if they have been sitting elsewhere during the event. That way, when they have to take their leave, they can do it with minimum fuss and interruption.

Whichever exit routine your early leavers use, make sure that they have an opportunity to give you some instant feedback before they leave and take the time to thank them for however much time they have been able to spend with you. Their early exit is unlikely to be an insult to your organizational or presentational skills. More likely they have a plane or train to catch, so treat them respectfully.

Stuart was so relieved when one of the seminar administrators approached him during a coffee break to ask if there was a problem. She listened and, promising to book him on the next seminar, helped him organize a taxi.

1. Talk to them!  By involving, including, empowering and trusting your secretary, she will become more proactive and motivated.

2. Share your expertise and knowledge.  This way she will have a greater understanding of your work, your pressures and your objectives, and so be able to contribute more to the team.

3. Ask for her thoughts on the working practices that just aren’t working efficiently: her experience and knowledge will probably save you hours of your valuable time.

4. Introduce her to your clients and colleagues.  The more they are known and seen to be part of your team, the fewer routine requests and tasks you will have to handle.

6. Don’t ask people to contact “your secretary” in correspondence.  Use their full name!  This will build relationships and trust – with your clients and with your secretary.

5. Consider your work objectives: what could they help you with?

7.  Ask your peers how they work with their secretaries: you might be surprised at the range of responsibilities of other people’s secretaries.

8. Buy her a subscription to one of the professional secretarial magazines as an “anniversary” present or simply as a thank you.

9. Find out which areas of your own role your secretary would like to become more involved with. Work with her on these, and aim to delegate at least two new tasks a year.

10. If you can’t work efficiently with your secretary consider your options: do nothing, or develop them.  Doing nothing is the easy option.  Developing your secretary needs your commitment, your time and your energy: the rewards are well worth the investment.

1) You can accept anything without agreeing with it. Thus, acknowledge amazing requests and outrageous statements with responses such as:

“That’s an interesting idea.”

“That’s a novel request.”

“What an intriguing question.”

Use this as an opportunity to understand what the other person is saying. And then move on to other topics without attempting to argue.

2) People judge others by their actions. This means you are being judged by the perceptions you create with your words and actions. For example, if you act angry, even though you feel otherwise, you will be judged as being hostile. If you sound helpless, even though you feel otherwise, you will be judged as being ineffective. Thus, choose actions and words that convey the impression you want to make.

3) People judge themselves by their intentions. Thus, acknowledge that the other person’s actions or words are correct and proper (as seen by that other person). Even when someone’s behavior appears completely absurd, that person most likely believes it is justified.

4) Everyone deserves courtesy and respect. Diplomacy gains more than hostility. It is always the best way to begin a dialogue. After all, no one has ever had to apologize for being courteous. When you treat others with respect, you set the standard for how you want to be treated.

5) Everyone has valuable ideas. Everyone is an expert in some area. Everyone has unique talents. Effective leaders helps other people excel at expressing their ideas. They ask questions. They show interest. They make the other person a star in their conversation.

6) Realize that you can always learn more about the other person’s needs, priorities, and situation. Ask questions. Seek solutions. Think positive. Quick reactions often lead to apologies. Start by being thoughtful and seeking to understand fully.

If you drop the ball with customers at the Moment of Truth , but rebound with a quick customer recovery, research shows that the customer will tell up to 17 people about your service recovery. Did you get that? Customers will tell 5 people if you WOW them, BUT if there’s a problem and you quickly fix it, they will tell more than 3 times as many people as they would if no problem had occurred at all.

One of the fastest and easiest ways to grow your bottom line is to equip your front line employees with skills to respond to complaints and problems in such a way that they completely regain goodwill and restore the customer’s confidence.

Read on to find out exactly how to do this.

1. Resolve problems as quickly as possible. The faster the resolution, the better the chances for maintaining loyalty. TARP, Inc. found that ninety-five percent of complaining customers would remain loyal if their complaint was resolved on the first contact. That number dropped to seventy percent when the complaint was not immediately resolved. In fact, the speed of resolution has a greater impact on future loyalty than the resolution itself. Strive to resolve complaints on the first contact and when that isn’t possible, final resolution should occur within 5 – 10 business days in order to maintain and build loyalty.

2. Give Them Something. Coupons, product samples, and other freebies have a definite impact on loyalty after a service failure has occurred. Years ago American Airlines gave me 7000 frequent flyer miles after I experienced a gruesome delay. And that gift of miles, was enough to make me come back. But don’t take my word for it: A study conducted for the Society of Consumer Affairs Professionals (SOCAP) found that 58% of complaining consumers who received something in the mail following their contact with consumer affairs departments were delighted, versus only 40% of those who did not receive anything. Giving customers token items, such as coupons or product samples, after a service failure both increases the perception of value and serves to maintain loyalty.

3. Only allow the friendliest, most helpful, and diplomatic employees to talk to customers. Employee courtesy and attitude are critical factors in regaining the goodwill of customers who have experienced a problem. Customers contacting a company with a problem want to talk to a person who is courteous, professional sympathetic and understanding. Additionally, employees must be skilled in communicating with diplomacy, expressing empathy, and representing the company credibly and convincingly during times of consumer distress. The attitudes and behaviors of frontline professionals form powerful lasting impressions with customers whether these impressions are positive or negative.

4. Encourage your people to “Be Gumby”. You remember Gumby don’t you—the green rubbery figure that Eddie Murphy portrayed so hilariously on Saturday Night Live? In my seminars I teach employees to “Be Gumby” when it comes to dealing with customers. By being Gumby, I mean do whatever it takes to service customers. This includes being flexible, bending over backwards, making a 180 degree turn when you were heading another direction on a non customer-impacting task. It might even mean standing on your head. The idea is to be completely customer focused. Being Gumby guarantees you’ll always make customers happy.

Myth #1) Structure spoils spontaneity.

I once attended a two-day long disaster that easily cost over $40,000. Thirty people spent the first hour seeking an issue to discuss, then spent the next 15 hours arguing over insolvable problems. When I asked the manager who called the meeting, “Where’s the agenda?” the reply was, “I didn’t want to spoil the spontaneity by imposing a structure.”

Reality: If spontaneity were a universally sound business practice we would build buildings without blueprints. Of course, no smart business leader works without a plan.

The Fix: Set a goal and then prepare an agenda. Ideally, this agenda should be so clear, complete, and specific that someone else could use it to lead the meeting to obtain the accomplish the goal.

Myth #2: Since it’s my meeting I should do all the talking.

Some meetings are run like a medieval court. The chairperson sits on a verbal throne while the subjects sit in respectful silence. The big talker justifies this by thinking: if the other people in the meeting knew anything worthwhile, they’d be leading the meeting.

Reality: If you’re the only one talking, you’re working too hard. In addition, realize that most people protect themselves from extended monologues by sending their thoughts off on a holiday. That is, no one is paying attention to you: they’re busy daydreaming, doodling, or dreaming.

The Fix: Convey large amounts of information by a memo or email. Then call a meeting based on participant driven activities that test or reinforce comprehension.

Myth #3: Meetings are free.

Most meetings are paid for with soft money. That is, it’s money that has already been spent for wages. In addition, no purchase request is necessary. No budget needs to be approved. All someone has to do is call a meeting.

Reality: Meetings are very expensive. They use people’s time, and payroll is the largest part of running a business. When people hold bad meetings, they waste the most important resource in a business – the time people that spend working to earn a profit for the company.

The Fix: Design meetings to earn a profit. After all, a meeting is a business activity, not a company picnic

Lighting

Good lighting is a key aspect of the customer experience. Stores require lighting that allows customers to see what they are doing and to ensure that no area of the shop is dimly lit or dark, as this is where thefts or attacks could occur. This is particularly important in fitting room areas and in toilet and baby-change facilities where customers are out of the general flow of the shop and there is a reduced staff presence.

CCTV systems

Customers are comforted by the presence of CCTV systems in retail stores. They know that these systems are designed to prevent crime and automatically feel safer in an environment where cameras provide a deterrent to would-be criminals. A CCTV system also often means at least one member of staff dedicated to security and this also makes customers feel more at ease.

Space

The retail environment is one that’s constantly under threat from petty crime – from shoplifting items to pick-pocketing customers. This type of crime is easier to commit in small, crowded shops, where people are more tightly packed into a space and it is difficult for staff, security cameras or general shoppers to see what is going on. It’s easy for people to put goods in their bags without paying for them or to steal a handbag and be out of the shop before anyone’s realised. A key way to defeat this type of crime is by arranging your goods so that there’s more space in the store. This makes it immediately more obvious if someone is acting suspiciously, and customers are more likely to be aware if someone is too close to them or demonstrating threatening behaviour.

There are various other ways that you can make your customers feel safe, but lighting, space and visible CCTV security go a long way to reassuring customers that they are shopping in a safe environment. The safer and more confident your customers feel, the more likely they are to spend money in your store.

The trick to successful time management is setting up goals that work, while having an awareness of those goals and prioritizing your list of goals. When you set up an effective time management plan, you are growing and upholding a personal commitment to yourself, with the ability to be more flexible.

When you have a great time management plan, you are giving yourself an individual chance to, to generate a timetable that works to suit your busy caseload. When you create a good plan, you will soon find time to do all the things that matter most to you in life. In addition, when you have a good time management plan, you are saving your health.

Plans have a schedule timed, which includes all the activities you are responsible to handle. Your Master Timetable should include all the most important activities you are responsible to handle. It is important that you modify this schedule according to your time changes. When you set up a Master Timetable, you will need to list the priorities first, and work your way down to the least important tasks.

It is important that you follow as you write the tasks first listed. In other words, if you state on your Master Timetable that you need to write up some documents for your business, then do this task first and proceed to the next task. Try to avoid handling multitasking at once, unless it is your job and you are sufficient, and have laid out a time management plan.

You will also need to include meals, sleep, family, friends, yourself, and other tasks if you they are a part of your time management. By setting up a Master Timetable, you can work out your time scheme by working through the list on the time chart. Try to avoid skipping a scheduled task, or procrastinating, since this will only delay your plan.

It is important to keep in mind, that time is essential. When we waste time, we are wasting money. After you have laid out a suitable Schedule Timetable, you will soon learn that your motivation has increased, while your progress is moving ahead. In addition, you will soon find that your stress level is at a normal state. When you are not focused, or do not have a time management plan, you are only hurting yourself in the long run.

Most people without a time management plan often suffer with poor health, insomnia, and other discomforting issues. Some people even find themselves in court waiting for the judge to say “You are now divorced.” So you can see that time management is important since it affects everyone around you, but most of all, it affects you.

A final tip: Exercise and eating right plays an essential role to time management, since when you feel good, you work well under a management plan.