Hello.
I am very excited to start this blog. One of my favorite things is talking business with anyone interested in listening, so this blog will provide a great opportunity for me to do that with people I know and people I look forward to getting to know.
As an Account Manager at Geehan Group, I am privileged to participate in meetings where executive relationships are formed with key customers, consistently leading to tremendous results in regard to strategic direction for our clients. It's a very rewarding process to participate in, and I look forward to sharing some input from our clients on how valuable it is for them.
I hope that if you have an interest in discussing customer retention, marketing ROI, executive relationships or any other topic related to accelerating sales through customer initiatives, you will become an active participant in our Geehan Group blogs.
~ Betsy
I just read an article by Mike Mitchell, president of Mitchell Innovation and Research, discussing the advantages of "playing" when it comes to driving innovation. Given his permission, I would like to share some excerpts of his article with you:
"Imagine this: a group of business executives gather in the grand ball room of a posh resort to play a child's game of musical chairs. Boardroom demeanor soon turns to childlike scurrying as they rush to capture the few remaining chairs when the music stops. Laughter erupts as the VP of finance finds himself on the outs and has to take a seat on the sidelines. Victors congratulate each other with high fives while fierce competitors plot the next move that will guarantee them a chair when the music resumes.
"Is this another example of corporate types wasting time at shareholders' expense? Are these executives out of touch with the serious business of achieving sales and profit goals? Hardly.
"Perhaps they have discovered the value of play as a driver of creativity and innovation. Innovation will help maintain their organization's competitive edge and will push it into a successful future.
"Numerous studies have linked play to creativity and innovation. Playtime pays back big time in the game of innovation. It is rocket fuel for creativity. The value of play at work includes:
Play activates the right brain: The contribution of this type of thinking is critical to the imagination and thus the development of new ideas.
Play builds teamwork: Playtime can be practice ground for how to work together to come up with innovative ideas and putting those ideas into practice.
Play breaks down defenses: When defenses are down, ideas and solutions to vexing problems have the space to bubble up.
Play creates engagement: Doing nothing but work at work turns people into drones and machines - a dangerous recipe for creating boredom and disengagement. Having some fun at work keeps employees engaged. When people are engaged, they care. When people care about their organization, they naturally want to improve it. From their efforts to improve the organization come innovative new ideas and solutions.
I have not recently engaged in a conversation about innovation without Google coming into play, (no pun intended). In researching their culture, they clearly subscribe to the tenets mentioned above:
"Our corporate headquarters, fondly nicknamed the Googleplex, is located in Mountain View, California. Today it's one of our many offices around the globe. While our offices are not identical, they tend to share some essential elements. Here are a few things you might see in a Google workspace:
- Local expressions of each location, from a mural in Buenos Aires to ski gondolas in Zurich, showcasing each office's region and personality.
- Bicycles or scooters for efficient travel between meetings; dogs; lava lamps; massage chairs; large inflatable balls.
- Googlers sharing cubes, yurts and huddle rooms – and very few solo offices.
- Laptops everywhere – standard issue for mobile coding, email on the go and note-taking.
- Foosball, pool tables, volleyball courts, assorted video games, pianos, ping pong tables, and gyms that offer yoga and dance classes.
- Grassroots employee groups for all interests, like meditation, film, wine tasting and salsa dancing.
- Healthy lunches and dinners for all staff at a variety of cafés.
- Break rooms packed with a variety of snacks and drinks to keep Googlers going."
Hard to argue the point, eh?
What a fun day!
I just finished facilitating an online summit, and I'm all a-flutter based on one attendee's comment at the end of the event.
Let me back up a bit. This online webinar was no lunch hour, multitask-friendly event. This was a four-hour summit with a small break for lunch. In other words, it required a commitment of time and energy to attend.
The forum included a keynote speech by an industry leader, breakout sessions (complete with whiteboards that provided that
"as close to being there" experience as possible, a panel discussion with three more industry thought leaders and a lively Q&A session. Throughout the webinar, participants were encouraged to submit questions that the presenters could take on the fly. With the limitations of not actually being face-to-face with each other, it was a remarkably casual, comfortable and interactive engagement.
Upon the conclusion of the meeting, the hosts provided the opportunity for someone to win a brand new Apple iPad. The lucky winner's name was announced and her phone line was opened up so everyone could hear her celebrate her good fortune. Although she was quite excited about the iPad, she surprised us more by making the following comment:
"I am so excited to win the iPad, but really what I am excited about is that after listening to my industry peers, I am now looking at my constituents in a whole new way. I've had this all wrong."
Although she invested a good chunk of her day, the ROI on that four hours was huge for her (iPad not withstanding). It's a testament to the power of engaging -- engaging with customers, engaging with peers, and engaging with suppliers.
While nothing compares to the benefits of face-to-face meetings, the technology we now have at our fingertips allows for interactive dialog that leads to such "A-ha!" moments. And other than her time, it didn't cost her a cent.
You've previously heard me talk about the benefits of Customer Advisory Panels from the vantage point of the host company. Among the many benefits is that these panels often create advocates, the power of which is undeniable.
Springer, a publisher of Science, Medical and Technology (STM) content just released their quarterly eNewsletter to members of their Global Library Advisory Board (LAB) program. In it were not one, but two articles penned by members of their councils. Not only is this significant because of what they had to say, but these members are influential within their industry and respective geographic regions, and people naturally pay attention to what they have to say.
Rob Haran, Electronic Resources Manager at Shire in the UK and a veteran LAB member had this to say about the benefits of collaborating with Springer via the advisory council:
"This innovative interaction with a major supplier benefits Shire and the other customers in two principal ways: Firstly, we (the customers) have an early insight into future Springer developments which is essential if we are to develop our own information resources to to take advantage of these developments. Secondly, industry has a chance to communicate directly with the supplier experts and collectively influence Springer strategy."
Another LAB member, Houeida Kammourie-Charara from Lebanon noted the importance of having direct access to the leadership team at Springer.
"Springer spirit was a major factor in the sucess of the LAB. The presence of Presidents and VPs and their interaction with other colleagues is a model that, in my opinion, should be followed by other companies." She continued, "One of the LAB objectives was to improve the strategic partnership between Springer and their customers. I think Springer attained this objective in a bright way."
So if you have customers who will advocate on your behalf and who clearly recognize the value of engaging in high-level strategic discussions, why would any company make a conscious decision not to take the same course of action?
After recently attending a webinar about
Building a Thought Leadership Platform presented by Scott Ginsberg (the guy who always wears a nametag and author of "The Approachable Leader"), I thought it might be fun to throw out some little nuggets of information and insight he shared:
- Consistency is far better than rare moments of greatness.
- Ideas are free but execution is priceless.
- Nobody notices normal. Nobody buys boring. Nobody pays for average.
- Create a strategy for staying constantly relevant.
- Thoughts are local; messages are global.
- Hustle while you wait.
- Make the mundane memorable.
And finally I leave you with this thought to ponder:
If everyone did what you said, what would the world look like?If you want more where that came from, go to
www.hellomynameisScott.comHave a great week!
~Betsy
One of my colleagues here at the Geehan Group is a whiz at engaging with people via LinkedIn, blogs, discussion groups, etc. I have learned several of the tricks of the trade from her, and am amazed at the amount of knowledge to be gained just by paying a little bit of attention to these social media sites.
This morning the thought ocurred to me -- What if you were able to get all your customers and prospects into one room, for an indefinite amount of time, and listen to and document every word they said. What if you told them they could discuss anything with you and with each other: the market, their challenges, your company, your products, your services, their vision of the future, their expectations of a trusted advisor vs. that of a vendor, and any other topics that were top of mind for them. How valuable would that information be to you as you plan your strategies? Yo
ur product portfolio? Your communications? I dare say it would be immeasurable.
Now translate that same experience to that which you can have by engaging the market through online media. Not only can you listen to what is going on "out there," you can also contribute and become a known entity to the most vocal and passionate among your targets. There's no better place to carve your niche as thought leaders in your space that these communities. But more importantly, there's an amazing opportunity to LISTEN to what's going on as well.
Let me be clear -- this is not to take the place of developing in-person relationships and engaging with the market on a face-to-face, consistent basis. But for added insight, try jumping in a conversation or two online. I think you may be surprised at what you will discover.
"Wow, this isn't as easy as you would think."
That was one of the comments I overhead many times last week when our client asked the members of their Advisory Council to participate in an Innovation Workshop at a recent global meeting in Mallorca, Spain.
Members were walked through the process of innovating new products and services using a series of notecards that contained the various building blocks needed to take a product from concept to completion. The building blocks included product specifications, business models, distribution, value proposition and marketing.
Members were divided into small groups and began by defining the problem that needed to be solved. They were then given time to address the various components critical to developing a product/solution that they would then "pitch" to the remaining members as well as the host team. After the pitch, each team would allocate their play money to the newly-developed product that they felt would provide them with the most value in their respective organizations. Based on the total dollars allocated per product, the host team annointed the winners and presented them with lovely gift baskets.
Some comments from members included:
"Wow, I have a whole new appreciation for what goes into developing a new solution."
"This wasn't as easy as I thought it would be."
"There is so much more that goes into this - no wonder these things take time."
Most of the time, these meetings are about assuring that the host team leaves with market insight. But every now and then, it's not so bad when the council members leave with a little insight of their own.
Today I read an article from Business Week about the recently released IBM study, "
What Chief Executives Really Want."
http://finance.yahoo.com/career-work/article/109596/what-chief-executives-really-want?mod=career-leadership
The part that jumped out to me the most after reading the entire study, (no doubt a testimonial to my frame of reference), is the following:
"The most successful orgnizations co-create products and services with customers and integrate customers into core processes."
It goes on to say, "
They are adopting new channels to engage and stay in tune with customers. By drawing more insight from the available data, successful CEOs make customer intimacy their Number One priority."It's very exciting to see this priority come to life in the Customer Programs we implement with our clients. Syed Hasan, President of Sales - Americas at Springer had this to say with regard to the co-creation of products:
"Having pre-validated ideas from our Advisory Council members helps accelerate acceptance within our organization, and that in turn, helps us go to market faster. Beating out the competition can be seen as a direct result of getting market insight at a very early stage."
The IBM study further confirms the priority noted by CEOs of reinventing customer relationships.
"CEOs said that ongoing engagement and co-creation with customers produce differentiation. They consider the information explosion to be their greatest opportunity in developing deep customer insights."
The sheer power of engaging customers is obvious. Working with those who actually commit to it is nothing short of inspiring.
I just returned from an inaugural meeting with a well-known tech company that engaged select CIOs and CTOs from the large enterprise customer segment of their organization. It was a hugely successful start to their Advisory Council initiative and the feedback from both the client execs and customers was among the best we have ever seen with regard to first meetings.
The overwhelming feedback from the CxO's was that the host organization did a phenomenal job of listening to their input. But more specifically, council members commented that not only did they listen, the host team reiteriated many times that they wanted open, honest feedback and despite some things that were probably not what they wanted to hear, it was received without any defensiveness or counter points.
Members also commented that it was a sign of true commitment that the leadership team was there, fully engaged and really open to honest feedback. When asked on a post-meeting survey what the members valued most about the advisory council meeting, comments included:
"The open dialogue and the genuine openness to listening to our inputs and feedback."
"This gave me the insight to undersand their direction with services and future strategy, which I will consider for the future."
"I believe that they really cared about the feedback and that they will consider
the suggested changes."
The key, however, is to make sure that what the host execs heard is considered, and then any resulting actions are communicated back to the council members in a timely fashion. That will be the proof in the pudding.
I just returned home from the "Buying and Selling eContent" conference held this week in Phoenix. I had the opportunity to partner on a presentation regarding Customer Engagement with George Scotti, Director of Channel Marketing for Springer, one of the largest publishers in the areas of Science, Technology and Medical.
What was so much fun about this presentation was that the presentation itself was a classic example of what we were preaching, so to speak. George had asked us to join him in this event, giving us a tremendous opportunity to engage with our customer on a national platform. Additionally, three Springer customers also presented with us, validating Springer and speaking on their behalf.
This event was a great opportunity for all of us to tell the story of how Springer has benefitted from their customer engagement initiatives, including their global advisory boards and summit series. In addition to aligning to the market, validating their product pipeline, exploring business models and other key strategic objectives, through their advisory boards Springer has created a large base of customer advocates who regularly participate in activities such as this conference presentation.
"I can't overstate the value we receive by engaging our customers outside the board room," George stated. "Through our advisory boards, we now have trusted industry leaders telling our story for us. That has a huge impact, particularly as we introduce new product innovations. "
I want to thank George for affording us the opportunity to participate in this event, and I look forward to more opportunities to partner with Springer in similar forums.
A little over a year ago, I attended a Customer Advisory Board meeting in another country. It was the inaugural meeting of this board, which required an added focus on developing relationships and trust.
At the end of the day-and-a-half long meeting, each member was asked to speak for a few minutes on what they got out of the meeting, where they would like to see improvements, and what was the single most important thing that our client needed to keep in mind moving forward. Without exception, the members said that our client needed to follow through. For this group, history has proven that organizations in the same industry as our client have come in, done a dog-and-pony show, promised the moon and the stars and then disappeared, never to be heard from again. Although the members were not implying that this advisory board meeting was anything of that ilk, they were understandably skeptical. The meeting had gone extremely well, bonds were formed and they were very excited to keep the dialogue going. They just wanted to be sure that a letdown was not in their future.
So fast forward to this week. Twenty-three members of this board from six different Latin American countries are converging in New York City for the second meeting of the board. At the beginning of the meeting, they will hear of all the actions our client has completed as a result of the meeting last year. Members will see first-hand how much our client listened, acted upon and valued their feedback. They will see that the previous meeting was not a one-off and that they are committed to a long-term relationship with each of the attending members as well as the region as a whole.
I am very much looking forward to boarding the plane this week for New York and seeing the further development of these relationships and the strategic insight that will help our client further penetrate this market.
For the second time in the past 10 months, I had the tremendous opportunity to attend an advisory board meeting in the Middle East. For our client, this is a newly developing market that is reaping significant rewards.
Our first meeting last year in Dubai was an eye-opening experience to say the least. For our client to learn first-hand of cultural issues, business model expectations, level of technological adoption, etc. was of great value as they enter this geographic region. Although the board members, for the most part, had not met the leadership team of our client or for that
matter, each other, they were amazingly open with their feedback. The follow-up meeting in Amman, Jordan took this to the next level. The members were now happy to reconnect with each other and our client, knew what to expect from the meeting, came very prepared and delivered feedback that was even more significant than what they provided in the first meeting. The discussions were lively, solution-focused and relevant. The list of action items that resulted will keep our client very busy in the coming months.
It often strikes me that so many organizations enter a new market with perhaps some market research, but without the true voice of the customer as foundation for their strategy development. Using the approach described above, and then sprinkling in the development of relationships that lead to loyalty, a little bit of inside info and the actual market insight itself, you have everything you need to enter the market successfully and efficiently. There is no lost time on misguided strategies or product development miscues - just solid footing for increased revenue and market share.
I recently participated in an interview with a CEO who had taken over after the company's Board of Directors ousted the previous guy. Apparently indifference to the customers and short-sightedness were not attributes the board had hoped for in their chief visionary.
This company had not seen growth nor profitability since its inception through year six. There were a lot of reasons for this, but one of the biggest problems was a complete disregard for the importance of engaging their customers. According to the current CEO, their customers had been alienated and had no interest in falling into the category of "strategic customers." He added that the previous company philosophy was based on a "Build it and they will come" mentality.
According to the current CEO -
"Mapping out a strategy for ongoing partnerships is the key. Engaging our customers at a strategic level would be the core philosophy for successfully transforming the business."
The results have been phenomenal, and more details on that will follow. But suffice it to say, that in June of 2009, a D&B survey of customers rated this company higher than all of its competitors in
EACH of the following
NINE categories:
- How reliably this company follows through on its commitments
- How closely final total costs correspond to expectations at the beginning of the transaction
- How well the service matched specifications and quality
- Satisfaction with timeliness of the service
- Satisfaction with the quality of the service provided by this company
- How easy this company is to do business with
- Satisfaction based on attitude, courtesy and professionalism of this company’s staff
- Satisfactory customer support received from this company
- How responsive this company was to information requests, issues or problems that arose.
None of the above can be successfully executed without having an effective means for engaging the customers and understanding their needs and expecations. Clearly, listening to the voice of the customer now allows the company to reap the rewards.
I wanted to extend an invitation to our readers to attend an event sponsored by the Northern California chapter of the Business Marketing Association featuring our Vice President of Client Services, Rob Urbanowicz.
Transformational B2B Success - Aligning your organization for growth and profitability through revolutionary customer engagement programs.
How do you plan to hold your top line sales and bottom line results in these challenging times?
Plan to join us as we explore innovative ideas that position sales and marketing to drive results. We will share real situations to demonstrate the impacts that innovative customer engagement programs can have on your B2B organization along with proven approaches to:
- Align your organization to the market to develop business strategies and galvanize sales and marketing relationships
- Engage your most valuable customers in highly relevant and meaningful ways that differentiate you from other providers and systematically build deeper relationships and sales penetration
- Link "Top Customer" programs with activities that drive retention and identify additional revenue opportunties
- Connect product leaders to foster defined innovation for successful product development and new porduct launches that achieve revenue and profitability goals.
Your session leaders:
Rob Urbanowicz, Principal, Geehan Group
Ben Kiker - Chief Marketing Officer, Jive Software
Lisa Campbell, Vice President and GM, Geospatial Solutions, Autodesk
September Evening Mixer
Tuesday, September 15, 2009
5:30 - 7:00 pm
Techmart
Santa Clara, California
For more information and to register, go to
norcalbma.org/programs/MixerHope to see you there!
We are just launching a Customer Advisory Board initiative for a new client. Of course, I enjoy having longstanding relationships with our clients, but there is also a lot of excitement in starting with new names and new faces.
Building a CAB doesn't happen overnight and it takes a lot of thought and a well-planned process to make sure you have the right people serving on the board. During the Discovery phase, we interview our client execs to get their insights on the following:
- key strategic objectives
- most value in the marketplace
- top initiatives in next 3-5 years
- largest challenges they face
- customer segment that can provide answers/information
- measures of success
Once we have the priority issues defined, we can then begin the process of recruiting the most strategic customers that can help drive the objectives forward and provide key market insights. This is when it really gets fun!
Finding t
hose people - the ones who not only
can, but
will, provide our clients with the insights they need is like working a puzzle. It requires looking at the big picture as well as making sure that each individual piece fits well together. And it requires patience. We don't want numbers -- we want the
right people.
We start our executive interviews today with this new client. It will be exciting to see this picture start to unfold.
Wow, what an exciting day!
A little background first - One of our clients has engaged us this year to develop and execute summits where people in their industry get together to discuss issues and opportunities in their respective arenas. We held a summit in Boston in March and one in New York City in May. This has been a very successful initiative that has posted an outstanding ROI. A large majority of the participants have moved through the sales funnel from prospects to leads, and some have closed business within 30 days of the summits.
From our client: "The ROI on this has been huge. Among others, we had one very significant deal close and it can be directly attributed to this summit."
The sales people are turning cartwheels at the opportunity to gather all their prospects, leads and customers in one room to have open, yet structured dialogue relating to the products and services they sell, yet this event is anything but a sales function. Rather, it is a chance for people to become more educated and interact with their peers. There is no sales pitch involved. None.
However, as is the case for most everyone on the planet, budgets are tight. The desire to conduct more of these summits is huge, but the funding for such get-togethers is not. So, on to Plan B.
Today with our client, we held their first "Virtual" summit via WebEx. In all but a few respects, this online summit very closely mirrored our Boston and New York summits. We had a Keynote speaker, a panel discussion and breakout sessions complete with white board functionality. Our client even had a box lunch delivered via FedEx to all of the 
participants! Of course there are things you do differently with this format, but at the end of the day, we had interactive dialogue, and the post-summit surveys completed by the attendees point out that it was another successful function. We will know more in 30 days as we complete the ROI analysis, but early indicators look good.
So I guess the bottom line is, you can't just say, "We don't have any money, so I guess we can't engage our customers." When the economy hands you lemons, find a way to make lemonade. At the end of the day, your customers need to hear from you and you need to hear from them, no matter what the financial constraints might be.
Oh, as a post script, an unforeseen but very cool thing also happened. During the summit, one of the attendees was Twittering about what a great conference she was attending. So she was pushing out to her audience what a great job our client was doing via this summit. You can't ask for a better customer advocate than one who takes it upon herself to tell your story live as it happens.
Let me know if you want more information about this. It really rocked!
~Betsy
When we conclude advisory board meetings, we distribute a survey to get feedback from the board members. Included in this survey is a question asking the members if they would be willing to participate in additional activities with our client. The question asks for members to indicate their interest in being involved in the following:
- Participating in a case study
- Sitting on a panel at an event
- Publishing an article in the company newsletter
- Co-authoring a white paper
- Speaking at an event
- Willingness to talk with peers regarding his/her relationship with (client).
Today I concluded a report for one of our clients that provides a consolidation of this information from members across the entire advisory board initiative. The results are astounding:
- 44 members indicated an interest in participating in a case study
- 31 members said they would sit on a panel at an event
- 15 would publish an article in the company newsletter
- 13 would co-author a white paper
- 26 would speak at an event
- 44 will talk with peers regarding our client.
The sheer power of this is mind-boggling. By simply asking the question, our client now has an extensive database of decision-makers who will work on their behalf. Think about the loyalty this creates and the additional strength that is added to these relationships. This is just gravy on top of the insight they received during the two-and-a-half days of the advisory board meeting. And to make it even better, gathering this information cost our client nothing in terms of additional time or money.
In my mind, this definitely falls in the category of "
no-brainer." Take a few minutes today to think about how you are leveraging your company's biggest fans.
Until next time,
Betsy~
This is a good thought:
"Statistics suggest that when customers complain, business owners and managers ought to get excited about it. The complaining customer represents a huge opportunity for more business."
Zig Ziglar I have always thought that complainers are an annoying breed and should be avoided at all costs. But, Zig Ziglar has a good point -- a "glass is half full" view.
Not that you want to give your customers a lot to complain about. That is certainly not the case. But actively listening, not getting defensive, and finding something actionable in their comments is a response that can help you gain a lot of ground.
In many of our advisory board meetings and executive summits, we do sessions on customer challenges. It gives
our clients a chance to hear from their customers on things that could make life better for them, and it provides
their customers with an opportunity to feel that their challenges are being heard and acted upon. That exercise alone is tremendous, not only for product and service improvements, but also for building a trusting and respected relationship.
While it's human nature to want to get defensive and provide too much information on why something is the way it is, we coach our clients to just listen. Taking customer input (in this case, that's a nice way of saying 'complaints') and finding solutions could pave the way toward innovation and growth. So next time you get a call from an unhappy customer, be sure to sincerely thank them for the time they took to let you know. It could translate into money in the bank.
Until next time,
Betsy
We've all heard it; we've all said it. A million times. "I just don't have the time."
In reality, we all know that everyone has 24 hours in their days. No one has more and no one has less. But some seem to find a way to prioritize in a way that makes them appear to have much more time in any given day than the average Joe.
In thinking about this, it seems that we all can get so busy "doing," that we often don't make the time to learn better ways to do what it is we do. Case in point: Like you, I'm swamped at work. It's very hard to take time out to do something that d
oesn't directly provide the opportunity to cross something off my list. But the other day, I forced myself to watch a webinar that, at least according to the invitation, would provide great value to me in what I do. It was very hard to a) stop doing the task at hand to participate; and b) give my full attention and not "multi-task" during the webinar.
Now to the obvious conclusion: The webinar did indeed provide great value and will make an upcoming client engagement much better, thanks to the knowledge I gained from this opportunity. It only took an hour, I didn't have to travel anywhere and it didn't cost a dime, yet the benefits to me, and more importantly to our clients, is very significant.
My point today is this: Don't forget about the softer side of customer relationships and customer retention. The better you do your job, and the more you can offer your customers, the more likely they will be to continue the relationship and depend on you for more and more. Make the time.
~Betsy
So, I hadn't actually planned on submitting a blog today, but I find myself a bit frustrated and thought I would share.
At the risk of sounding too much like Andy Rooney, have you ever wondered why people complain about not growing their businesses when a few simple things would make a world of difference?
Here's the story -- I work with this vendor. His work is adequate while his communications skills are lacking. But he runs a small local company and I like to throw business that way whenever possible. Whenever we talk, it's because I have initiated the conversation.
So I called him a couple of weeks ago to ask him to submit a proposal for additional work we need to have done. We set up a time to talk and he was to call me. I worked my schedule around it - never got the call. When I emailed him about it, no apology, just "can you talk in a couple of hours?"
I obliged, told him what we needed and asked for a proposal. That was exactly 9 days ago, and I have not heard a word since. This is not a very complicated request, and it's what they do every day, so not a lot of research is required.
As a result, I am asking myself these questions:
- Does he value me as a customer?
- Does he have time to work on our project?
- Is he still in business?
- Does he have a phone and an email account?
- Is he trying NOT to grow his business?
My confidence is shaken, my patience has run thin, my project is delayed and my likelihood of recommending this company is nil. And all of this could have been avoided with a simple phone call or email with an update.
What a missed opportunity!
Powered by Compendium Blogware