The Value of Time

In the past year, I have met quite a number of Business Owners, who, first, were complaining about the recession and how difficult it was to get by and business was slow and that nobody was buying; and then, once they got tired of complaining and loss of business (those that were lucky to survive), decided to get busy and get some business.

Well... I think what they meant by “business” was “busy-ness”... I have been watching their progress with great curiosity and here are some of my observations.

The Language of Sales: Will Your Customers Keep Buying From You?

Despite a shift in customer attitudes and behaviours, companies are still "talking down" to their clientele by telling them what to do in the hope to persuade them to buy their services or products.

When it comes to sales, those days are long gone. All it takes is a subtle change in your marketing language to produce noticeable results. A change in customer attitudes over the past couple of decades means that they have switched from needing external direction to deciding for themselves whether to buy or not to buy. They compare offers to each other in search for a better deal. In other words, they've gone from "compliant" to "decisive" — they no longer want to be told what to do and they are in control. But while many companies understand this shift on an intuitive level, they have yet to adopt the right language and approach with their customers.

Organisations that invest in research to understand exactly what makes a customer buy have had great success. They use the information to create their branding, design advertising campaigns and to train their staff on the exact language to use (or avoid) with customers — and they reap astonishing results.

So, what could businesses do differently to influence their customer decisions?

• Rethink your message: how you address your customers will affect your sales. Some companies are still touting themselves as "the best" or "the right choice". These firms essentially tell customers what to think and what to do, which is no longer an effective strategy.
• Put yourself in your customers' shoes: notice how you react when told what to do. What's your response when you're presented with claims that don't "hold water"? Don't you trust those organisation that keep on insisting how much they care about you through their TV adverts? How would you like to be approached instead and what message would strike accord with you?
• Review your language: apart from checking your spelling and grammar (and I've seen a few corporate blunders), review your marketing materials and look for examples of commanding and suggestive language.
• Fine-tune your sales approach
• Invest in staff training: once you have streamlined your language and your message, invest in staff training to ensure that you manage customer expectations versus your promise to them.
• Test and measure: listen to your salespeople as they talk to customers. Do they make suggestions or assertions? There is a big difference between "This is what I think is best for you" and "Here's what I would suggest/recommend for you to consider." The first is a statement and implies a command to the customer, whilst the second is a suggestion to consider.

Of course, customers' attitudes are constantly changing in many ways and the change from being told what to buy to being offered a suggestion or consideration is just one of them. It is still a call to action but in the way where customers come to a decision themselves (with your help). And even if you only address this one change, your customers will notice and appreciate the difference in your approach.

Selecting the right Franchise Development Consultant

All businesses must continue to grow in order to stay in the game as otherwise they run a risk of stagnating and, eventually, ceasing trading. Those businesses that survive the start-up period inevitably arrive at the point where they need to get to the next level in their life cycle.

As one of growth strategies, franchising allows smaller companies to effectively compete with larger businesses. Franchising provides businesses with the ability to gain market share by increasing their points of distribution. Franchises are generally able to grow and expand their businesses faster than conventional businesses and franchise expansion requires minimal capital as the initial investment at the unit level is covered by franchisees. Franchise brand’s growth is not limited to one or two locations; franchising offers the opportunity to have multiple units throughout the country and the world. Usually, the success of a business depends upon its location and/or the staff. The fundamental principal for the success of a franchise is its ability to replicate its success.

Many business owners make countless regrettable decisions along the way. The decision of expanding a business through franchising is never an easy one and requires careful analysis and assessment of the business and its potential, thorough research and planning. Business owners could achieve the lifestyle they desire in much shorter timeframe whilst retaining that unique feel in their business as it grows and expands nation- and worldwide.

Developing a successful concept and business model is one thing, but franchising a business, developing a much larger network can be a daunting and complex process. Building a franchise is like constructing a building – get the foundation wrong and the results could be disastrous. Understanding franchising in all its aspects is essential before committing resources to its development. Taking professional advice can save a considerable amount of headache, time and money through the various stages of franchise development. An independent third party advisor who has many years of experience can bring great benefits to any individual or company considering franchising.

Selecting the right Franchise Development Consultant for your business should be no different to a selection process of any other supplier. A couple of other things to consider are:

• Experience: a good and established franchise specialist would have not only an in-depth knowledge of the franchise industry, but also a great deal of experience in developing businesses and should be able to demonstrate a comprehensively professional approach to advising their clients. After all, apart from working on taking your business to franchise, the core business needs to be developed in parallel with the franchise in order to minimise risks and ensure success.
• Continuity: consider whether your adviser is a stand-alone consultant or a part of a larger organisation or network. Businesses that use services of Business Advisers who are a part of larger networks are more secure in thought that their businesses are well looked after.

One thing I’ve learned over the years is that a step-by-step approach is vital.