SEO Training Australia

Getting paid, just as you would understand is essentially crucial at your business because if you are not getting paid, what’s the point in business?

You might be shocked at the amount of business people who have their customers to pay up when and if they feel like it. I know of a businessman who continuously makes bad debts like trophies. Why, do you think? Probably because he doesn’t bring himself to take the cash and allows people to use him.

If you allow someone credit, only do so if they cleared their worth to you by paying cash on delivery (COD) for a period. Furthermore, you need to gauge whether they have the cash to pay you – if they don’t then you shouldn’t do business with them. Don’t fool yourself into thinking “I need the work” or “I need the sales”. It’s pointless to do the work or providing the goods for free if you aren’t paid.

If you are the type of person who can’t demand the payment after the service has been finished, try these ideas:
Tell your client that when the job is done, you need cash or cheque. They should probably have it to hand over at at the finish date and you do not need to demand your fee.

When you hand out the initial quote, be sure your payment terms are understandable.

Form an invoice including your terms of payment evidently listed and hand the customer the invoice when the service is done. They can take the invoice and simply know they should pay you now without you needing to say a thing. Manufacture a “cruel boss” who would torture you alive if you can’t go back with the money for the work.

Arrange with your banking institution to hook you up with Merchant facilities so you can take credit cards such as Mastercard and Visa. Most people possess credit cards and it will prevent the problem of the client not having a cheque book or not having the right cash on hand.

Moreover, don’t be frightened to hold the goods until you have been paid. Remember, until the goods have been paid for, they remain to be yours.

If you decide to give someone credit, make sure you take the following contact information off them some time PREVIOUSLY you give them credit.

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

When you possess all this detail, call the branch and make sure that they use an account with them. Then, telephone every trade reference and inquire if they pay their fees correctly or if they have had any problems 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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