Do you know about - How Can a company Grow in Today's Economy?
Restaurant Week Nyc! Again, for I know. Ready to share new things that are useful. You and your friends.When I visit local businesses as a buyer and ask, "How's business?" The rejoinder I hear a lot is, "It's slow. But what are ya gonna do? How can a firm grow in this economy?"
What I said. It is not outcome that the true about Restaurant Week Nyc. You see this article for information on anyone need to know is Restaurant Week Nyc.How is How Can a company Grow in Today's Economy?
It's a fair query because these are undoubtedly tough, scary times. The cheaper is unpredictable, seemingly unstable and mostly unfriendly when it comes to owning and operating a small or medium-sized business.
Honestly though, I'm utterly shocked at just how unpredictable, seemingly unstable and mostly unfriendly Many firm owners are to their customers, clients and patients. It's one of the few things in this world that leaves me completely speechless.
During the past 12 months, I have driven over 15,000 miles on various cross-country road trips across the United States. I've spent weeks in Seattle, Washington, D.C., Vermont, Philadelphia, New York City, and anywhere in between. All along the way I've stopped at a bazillion distinct businesses.
To my amazement, the thing 80% of those businesses had in tasteless was that they proved to me just how slight they cared about me as a customer. As far as they knew, I was a local resident who was a potential, life-long buyer of theirs. It didn't matter. They just didn't care about me. The more the firm appeared to rely upon location and foot traffic, the more they seemed to treat their customers with disdain and contempt.
Think about it...you've had similar experiences in your own community...perhaps even today. Sadly, those kinds of businesses are the norm these days.
In many cases, I left without purchasing anything...even though I'd gone with the intent (and money!) to buy.
As a firm growth strategist who has dedicated myself to helping to grow businesses, obviously I'm more hyper-vigilant and sensitive as a customer. Regardless, behavior and attitudes that are blatant and obvious to me still register with your customers...at least at an unconscious level.
"To him that watches, all is revealed." (Italian proverb) Start watching more closely when you're visiting other firm as a customer. You'll see what I'm talking about.
But, if you're undoubtedly brave, you'll look just as closely at your own business. Watch your staff as they interact with your customers (and each other). Consideration any subtle "attitude" or general unhelpfulness. Consideration any laziness in their lack of resourcefulness and lack of proactivity. Count how many times they say "no" or "sorry, we can't/don't do that" during a day and a week. Try to contemplate it all as your customers would. You'll learn tons!
Amusingly, these businesses all shared one other thing in common. When asked how their firm was doing...almost all of them blamed the cheaper for how bad things were. I guess they also blame the cheaper for their hostility, rudeness and stinginess towards their customers. They can't expect to grow their firm when their attitude towards their customers drives those customers away.
The episode here is...until you are willing to do the very best with what slight you have now (especially in the way you treat your customers), anything and all else you do to grow your firm is just going to accelerate the rate at which you drive your firm into the ground.
In a culture where citizen blame everybody and all for their troubles (sometimes warranted, but very often Not), those firm owners who take responsibility for themselves and do the most and best with what they have stick out like a sore thumb. In a good way!
So, how can a firm grow in today's economy?
Here are a few things firm owners can do immediately to turn things colse to (without spending one dime):
1) Make it super easy to do firm with you.
Don't miss the power and simplicity of this step.
This week alone...while in Nyc...I've had some encounters with firm owners (as a customer) where I left determined Never to return. They just made it way too hard to do firm with them!
What do I mean? Well, they only take credit cards if you order a obvious amount; they only deliver up to the street directly adjacent to mine; they only give a fortune cookie when you order an entrée; they treat you like dirt when you try to redeem your Groupon purchase; they take 5 days to reply to your urgent email and then don't even rejoinder the exact and clear questions you asked; they charge your credit card and then take 13 days to ship your container (and never reply to your inquiries); etc.
Do you see how ridiculously easy and easy every singular one of these would be to fix? Yet this happens in every industry, all the time. Some of these infractions seem small and petty. But, all of them are meaningful to prospects and customers.
Why turn down a buyer who would likely order from you three times a week just because he's one block outside of your arbitrary delivery zone...especially when you already charge a delivery fee?
Why allow customers to think you are the cheapest restaurant in town for refusing to give a $.03 fortune cookie because you ordered an app instead of an entrée? Why put an offer on Groupon and then allow your staff to treat everybody who responds to it with contempt...ensuring they Never return...and ensuring that they tell everybody they know about their horrible experience? Why knowingly wait forever to reply to an urgent email and then fail to even rejoinder the questions (or apologize!)?
This kind of behavior occurs Every day in way too many businesses. It undoubtedly is baffling. Get this area under operate and you're way ahead of the curve!
2) Do the math before you try to save money in ways that drive away business.
An Asian restaurant near my apartment has the very best cold sesame noodles on the planet. I walk by there 2-3 times every day. They have a credit card minimum of . The noodles are . I don't like to carry cash and prefer to pay with credit. I currently stop by whenever I happen to have cash on me and get the noodles to go. (I rarely make a special trip to the Atm for such a purchase.) They've seen me enough times that they start punching in my order as soon as I cross the threshold. I've explained that I would likely stop by 3-5 times per week (instead of 1 or 2) if they would let me use my credit card. They refuse because it's "restaurant policy". It's insane.
The question is that they haven't done the math. Now I hear many firm owners protest, "But, you don't understand! The banks get a cut of every buy and that cuts into our margins!"
I understand completely. What they fail to consider is that if I spend on each of 4 isolate visits...and the bank charges 5% per transaction...95% of is more in their pocket than getting 100% of the or I've been spending due to their restrictions. In other words, in order to save a slight on their margins, they keep customers like me from buying more often. They make it harder to do firm with them.
Worse, they send me away to do firm with their competitors. If given a choice in the middle of an independent coffee shop which has a minimum (where I'd have to get cash every morning) and a chain (like Starbucks or Dunkin Donuts) who gleefully accepts my credit card for even a singular donut...guess which one I (and most of their customers) will pick every time?
I detest jumping through hoops to give them My money. Other customers do too!
Now, they can continue to make excuses about how their firm is distinct because they're not a chain. Blah, blah, blah. Or, they can ask their customers what they want and then sit down and do the math. In most cases, doing the math will prove that both the firm owner And their customers will benefit. More transactions (no matter how small) that come in because of ease of doing firm with them...adds up over time.
Side note: I know this is one area where firm owners think they're so savvy and smart. They think it's a clever way to force customers to buy more than they would have in order to meet the cc minimum. "If I can get them to spend instead of , then I've made an extra !!" And there may be a few fools who fall for this regularly. But, for the most part, these kinds of policies hurt a business. Customers see it as equivalent to the utter pettiness involved in being forced to buy a pack of gum or a newspaper at the 7-Eleven just to get turn for for the parking meter. It's not a smart move. all matters.
If they're convinced that they can't survive without a minimum...they should empower their staff to be accommodating to man like me who Obviously likes something they have to offer. Until they do...I assure you that their customers are walking a very fine line in the middle of loyalty to them...and eventual patronage and loyalty to their competitors. The very second I find other restaurant with yummy cold sesame noodles (and they don't even have to be as good), who will accept credit card without a fuss, the restaurant I frequent now will Never see me again. Think about it.
You can apply this principle to a hundred distinct areas in your firm immediately. We all have to watch our margins. Just don't cut them in ways that drive your firm away. Do the math!
3) Ask customers what you can do to get them to come in more often, give them a great experience, etc.
It costs you nothing to ask and it makes customers feel good to be asked. The feedback you'll get could transform your business.
But, be warned...it will do colossal harm to your firm to ask...but then fail to listen to and act upon the feedback.
If 5 out of 10 of your customers mention that they wish you had lunch specials or flavored coffee...and you don't originate some lunch specials or offer flavored coffee...go ahead and pick out a tombstone for your firm because it's just a matter of time. If you aren't listening in obvious areas, I assure you that you're guilty of not listening in many other areas as well. But, you can be sure that your customers are listening!
Time to Act!
Ok, now you know some answers to "how can a firm grow?" And these strategies won't cost you a singular dime. If you're honest about your business...you know that the steps above whole to doing the minimum of your job as a firm owner. Do that and I promise you'll be way, way, way ahead of 80% of the businesses in your market.
Just like we've all experienced unbelievably horrible buyer assistance from other firm owners, we've also experienced spectacular, buyer service. Customers don't forget great experiences. They return and give you more business.
You have a choice each and every time a buyer enters your establishment. Will they leave having had a great perceive with you and your staff...or will they walk away (with their money still in their wallet) determined to never return...or even worse, regretting they gave you their money? That power is something that economic changes can Never take away from you.
I hope you take this to heart because if you come to be one of the few businesses in your area who demonstrates how much you care for your customers, then you're bound to get noticed!
You're now ready for some "next level" marketing strategies (which are also reasonable and often free to implement). In a future article, I'll go into more detail. Until then, visit my website (see bio section) for more articles and free training.
Now go and grow your firm by doing the most with what you already have!!!
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