A Checklist for Buyers
of Hosting Services

Even though Web hosts offer many complicated options and service levels, you can use many of the basic rules you use in dealing with any out-sourced service to get your money's worth. But selecting the right Web host for your company is only the first step to success. Even if you select the perfect Web host for your company, you'll need to put time and effort into the relationship. Here are five areas worthy of special attention:
1. Do the due diligence. Don't forget the rules you use for any contract. Look at the company's financials-you want it to be around next year. Get references from customers. Get two or three competitive bids. You may find that the host with the package of software and services that closely fits would have to hire specialists or buy software to meet your requirements.
2. Look for back-end systems expertise. This is critical if you want your Web site to work in real time with your existing systems. Look for proven success in tying Web front-end services to back-end systems similar to your own.
3. Set checkpoints. If your company plans to handle the marketing while your host handles the technical implementation, make sure that the actual site development stays closely aligned with your needs. A developer might have your interests at heart when they add a cool new feature, but you're the one who really knows if it meets a customer need.
4. Control costs by prioritizing your company's servers. To get more for your money, restrict high-priority service levels to the most critical Web services. For example, identify which servers in your system must be up 24-by-7 without fail, and pay for redundancy on just those servers. Another method is to divvy up your site's content among hosts. You probably want to use a high-end, full-service Web host specialist for transaction processing, but you can easily rely on a fixed-cost, more generic provider for more static content such as company marketing materials.
5. Watch out for the cost of changing site content. Hosts typically combine your requirements for bandwidth, server environment, data storage, data retrieval, and applications such as audio, video, and e-commerce into a package. The service level you reach based on these criteria determines how much and when you can update your content. Hourly charges apply after you exceed your limit-and these charges can add up quickly! - Internet World

Winter Again
The weather has been so nice for so long that we forgot what Winter is like. The harsh reality has hit. Fortunately, we have been too busy to notice the cold and snow. With the holidays behind us, can Spring be far behind?
New clients include EOLAS Consultants-knowledge management experts; and Associates for Family Health in Lake County. Numerous workshops are scheduled during the Winter on both "High Impact Marketing", and "Fearless Prospecting-Cold Calling Made Easy".
Also, a series of our articles entitled "Marketing Matters" has been selected by the Tooling and Manufacturing Association as a regular monthly addition to their newsletter. See you in the Spring!

Cranky Customers:
Diagnosis and Treatment

Cranky customers are rare, but when they appear, they can bring out the worst in us. We naturally react by defending our position, perhaps becoming as cranky and intractable as they are. The secret to effectively dealing with difficult people is to pause at the stage of initial encounter and take a moment to analyze where they're coming from.
Crankies come in 8 basic varieties, de-pending on whether they are high or low in:
Self-confidence. If their self-confidence is high, they will appear cocky, assured, brash. If low, they will be quiet, reserved and hesitant.
Emotions. High emotions involve visible anger, sadness or appearing distraught. Low emotions mean they are cool and calm, but they may be simply holding their feelings under the surface.
Common sense. If high, they will respond to explanations and logical step-by-step discussions. If low, they will be irrational, either because they don't understand or they refuse to do so.
Emotions may be the first thing you notice in a cranky customer. That will be closely followed by self-confidence. Once these have been determined follow this three step approach.
1. Try common sense. Explain your position in a rational, logical sequence. If they are receptive, continue with your explanation. In any event, be sure to:
2. Dissipate emotions. Tell them you understand their feelings and would feel the same if you were in their position. If possible, relate a time when you felt just as they do. Then ask them to join with you in finding a solution.
3. Bolster self-confidence. Tell them you value them as a customer and appreciate their comments and their business. Express appreciation for bringing the matter to your attention.
Here are the 8 different types of cranky customers that can be diagnosed using the criteria of high or low self-confidence, emotions, and common sense.
The Aggressive Pusher - Cocky, confident, highly emotional, rational, logical but pushy. Be professional and thorough. Strongly agree with them when they're right and present a step-by-step explanation for your side. Always maintain strong eye contact.
Super Sensitive - Unsure, easily hurt, upset, distraught, open to explanations. You should be helpful and detailed. Compliment them right away. They're looking for a reasonable approach. Ask: "How does this sound to you?"
The Genuine Know-It-All. - Quiet, confident, proud, firm, cool, calm. You should be acknowledging and logical. Explain and listen. Compliment them on their competence.
The Sensible Wallflower - Shy, quiet, unemotional, reasonable, apologetic, quick to agree. You should listen and teach. Show them why. Be patient. Help them solve their problem.
The Temper Tantrum or Baby - Cocky, loud, rude, expressive, explosive, tricky, irrational. You should be understanding, but firm. Get them away from others. Break the tirade with a sudden, positive statement such as "Yes! or "Right!". Focus them on the problem. Demonstrate you take them seriously.
The Fake Know-It-All - Proud, self-focused, indifferent, irrational. You should be informed and appreciative. Deal with them alone. State alternatives and let them choose. Give them a way out.
The Whiner/Complainer - Disruptive, nervous, doesn't listen, whiny. You should be empathetic and calm. Pinpoint the problem and write it down in front of them. Be sure to identify with emotions. Ask them to repeat back to you their under-standing of what you've said.
The Silent Stone - Quiet, incomplete, blaming, snide, unresponsive. You should be honest and reliable. Draw them out with attentiveness and empathy.
Practicing these diagnostic and treatment steps won't win over every cranky customer. If it works with even a few, you'll have turned some antagonism into loyalty and appreciation. If your business is built on customer service, the long range payoff will be worth the effort.
DO UNTO OTHERS AS THEY
WOULD WISH IT TO BE DONE!
...By Carter Johnson:
Buying Time Seminars
630-910-1927

DID YOU KNOW

The Pythagorean Theorem contained 24 words.

The Lord's Prayer: 66 words.

Archimedes' Principle: 67 words.

The 10 Commandments: 179 words.

The Gettysburg Address: 286 words

The Declaration of Independence: 1,300 words.

U.S. Government regulations on the sale of cabbage: 26,911 words.

During Andrew Jackson's administration, the federal government consisted of 352 individuals (excluding Congress and the military), who served a population of 12.5 million.

Today there are 18.6 million government employees-one for every 17 people.

One out of three U.S. households acquired a hair dryer in the past year.

My best friend is the one who brings out the best in me…
Henry Ford

Management by Delegation
Do these scenarios sound familiar? You're walking to your office and an employee stops you to give you a rundown of what's happening: "I made a phone call to Bill. He says that we can't get the project done until July 7, so I'm going to work on the Smith account, and after lunch turn my attention to the Lion account. The newsletter project will be finished on June 17, and, by the way, the copy machine is broken. Should I call a repairman?"
As you get to your office, another employee stops you to give you a rundown of his situation. This lasts another three minutes.
Frustrating? You bet. And you wonder, why can't these employees take more responsibility and not drop every detail of every project in your lap?
Maybe it's not them, but you. Maybe you're not delegating effectively. Here are some key points to remember:

* Stress results, not details. Make it clear to your employees that you're more concerned about the final outcome of all projects, not the day-to-day details that accompany them.
* Don't be sucked in by giving solutions to employees' problems. When employees come to you with problems, they're probably looking for you to solve them. Don't. Teach them how to solve problems themselves. This, too, can be frustrating because it takes time. But in the long run, you'll save yourself time and money.
* Turn the questions around. If an employee comes to you with a problem, ask him or her for possible solutions. If an employee comes to you with a question, ask for possible answers.
* Establish measurable and concrete objectives. With all employees, make your objectives clear and specific. Once this is done, employees will feel more comfortable acting on their own. Think of this plan as a road map - and your employees will too.
* Develop reporting systems. Get your feedback from reporting systems: monthly reports, statistical data, or samplings. Or consider weekly meetings with employees.
* Give strict and realistic deadlines. If you don't give clear deadlines, employees won't feel accountable for the completion of their tasks.
* Keep a delegation log. When you delegate an assignment, jot it down. You'll be able to monitor the progress, and discipline employees when necessary.
* Recognize the talents and personalities of your employees. Being a good delegator is like being a good coach of a baseball team. You have to know what projects each employee can handle, and what projects they can't.

HOW OTHERS JUDGE YOU BY YOUR HANDSHAKE

Very often we're judged by how we shake hands - and we judge others the same way. Consider your style of grip: Is it palm down? That comes across as dominant. Palm up? You may be perceived as submissive. Offering to shake with your hand "face-to-face" with the other person's hand will make you seem open and cooperative.
...Gilda Carle, Interchange Communications Training, Inc.

7 KEY STRATEGIES TO CUSTOMER LOYALTY

What's the bottom line when it comes to inspiring and retaining customer loyalty? Excellent products, services and values.

1. Send a handwritten thank-you note to each customer who makes a major product or service purchase.

2. Offer "we appreciate your business" bonuses to valued customers, such as occasional free products or services.

3. Make your best customers feel like insiders by inviting them to low-key (no sales pressure) previews of new company offerings.

4. Invite well-established, prosperous customers to join you in underwriting community-service projects and in sharing the PR benefits.

5. State special sales events "for customers only", emphasizing exclusivity and hospitality.

6. Respond quickly and completely to customer inquiries and complaints.

7. Make sure all your order forms and invoices are printed carefully, and clearly communicate terms.

e.business
e.business2business
e.commerce

embainc.com

everything for marketing your
product or services, on-line and
off-line

e has always been our first name.

elliott m. black & associates, inc.
e-mail: eblack@embainc.com
website: www.embainc.com

From the Editor's Desk

Now that the mad rush of the holi-days is over, it is time to take inventory of your business. Is it growing? Are profits up? If you've answered "no" to either of these questions, perhaps you need our assistance in changing your answers to "yes". We CAN help!

MAXINE, Newsletter Editor c/o EMBA
2511 Windsor Lane
Northbrook, IL 60062
Tel. No. 847-272-2884
Fax No. 847-272-3551
E-mail: eblack@embainc.com
www.embainc.com

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