If you are in the service business, then you know a little bit about change. Just about everything to do with field service has been impacted by technology; and it has changed the way we do business. Technology is also having a revolutionary impact on the relative importance of soft skills.

Technology has allowed us to improve efficiencies. It has enabled us to get a more accurate picture of the effectiveness of our business practices. And it has allowed us to empower our field personnel. Most of these changes have been good for the customer, for us and for our field teams.

Closing the Competency Gap

As the pace of technology increases, we can see the shift it is having on the relative importance of soft skills. And it truly is revolutionary. Emerging technologies in the field service business are reducing the competency gap between top service professionals and less skilled service providers. The result is that it is becoming harder to differentiate on technical skills. With remote diagnostics, artificial intelligence, visual reality and embedded information in the serviced equipment, the field service professionals rely more on their tools to troubleshoot and repair and less on their experience and technical expertise. This opens up the door for less “qualified” individuals who use these same tools to give comparable levels of technical service.

This means that, even though it is highly competitive now, it will become even more so in the future. Customers will have an even more difficult time distinguishing between service providers. Service professionals and service organizations alike will have to rely more on the service experience that they create when interacting with a customer to differentiate them from their competitors. The basis of competition will shift from who is doing the best job of servicing the equipment; to who can create the best service experience while doing the job.

It’s All About The Brand

This is not to say that technical competence will go by the wayside. Obviously, it won’t. Technical competence will remain important. But as technology levels the playing field between service professionals of different capabilities, technical competence of the individual and the organizations that employ them will no longer be a factor of differentiation. The winning service organizations of the future will be the ones that create a service “brand.” They will clearly define the service experience they want to create and invest in the processes and soft skills training of their field service team to achieve it.

As always, I welcome your comments and questions. You can connect with me via telephone or email or leave a comment right here on the site. If you are reading this blog post via email, you will need to locate this post on my website by clicking here. Scroll down to the bottom of the page where you will find the comment section.

Jim Baston

“You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete.”

– Buckminster Fuller

The post Technology’s Revolutionary Impact on the Relative Importance of Soft Skills appeared first on jimbaston.com.

If you have encouraged your technicians to promote your services, you may be considering ways to recognize their efforts.  Perhaps one of the most obvious approaches is to pay them a commission based on the number of opportunities identified or on the value of the resulting order.  If you are thinking of paying your technicians a commission for new business consider these 5 key points.

Like all initiatives, there are pros and cons to paying technicians a commission.  On the positive side, commission programs can be relatively easy to set up and awarding payments based on sales certainly demonstrates that we value their efforts and provides a “thank you” for their initiative.  However, my experience in speaking with managers, technicians and their customers, has led me to the conclusion that directly paying technicians a commission for new business generated on a percentage of sales or on a pay per opportunity basis has many more negatives than positives.  Here are five reasons why you might consider a different form of recognition.

1. Commission programs are difficult to maintain. Although easy to set up, commission programs can be difficult to manage and maintain.  It is important that commission programs be:

• Clear in terms of which activities generate which rewards.
• Consistently applied.
• Perceived as being transparent.

All of this takes time and focus on the part of service management and, since service management frequently have other demands on their time, these programs usually do not get the attention they require.  Poorly managed systems rarely live up to these basic requirements and often have the opposite impact than the one they were designed to achieve.  I have spoken with many technicians who are frustrated with the program that is in place because management has not taken the time to properly administer it.  Some are so frustrated that they simply don’t bother to participate.

2. Commission programs might not be perceived as fair. Under a program where a technician is rewarded a commission directly for new business development, there is a possibility that some techs can and will benefit disproportionately compared to others.  For example, those technicians who maintain full coverage or comprehensive contracts may have less of an opportunity to benefit from new business development than those technicians who are mainly engaged in inspection-only contracts or who respond to emergency service calls.

3. Commission programs can confuse the message of business development as a sale rather than a service. This is a big one for me.  As a reader of my blogs you know that I see the business development efforts of technicians as an added service to the customer.  Any time the technician can advise the customer on actions that they can take that will improve their business in some way is a service and not a sale.  If we have encouraged our technicians to embrace this concept of business development as a service, then why are we compensating the activity as if it were a sale?  The more skeptical techs on our team may be put off by this apparent contradiction.

4. Commission programs can drive the wrong type of behaviour. This is related to the last point.  As a service, business development by our technicians by definition must be selective.  We simply want our technicians to keep their eyes and ears open for opportunities to help the customer.  Only when they see that a customer can benefit from a particular product or service do we want them to speak to the customer about it.  We want to discourage our technicians from “pushing” every product and service that we have in the hopes of making a sale because, when technicians act in this way, they look like salespeople to the customer and they lose the customer’s trust and confidence.  However, by rewarding all business development efforts, we may be encouraging exactly this type of indiscriminate business promotion that we want to avoid.

5. Commission programs may cause concern for your customer. How do you think your customers would feel if they knew that the technician who made the recommendation to replace the existing equipment was getting a commission for that recommendation over and above his/her normal compensation?  If you are not sure of your answer, ask yourself how you would feel if the auto mechanic where you get your car serviced is paid a commission for extra parts sold?   I suspect that you would feel a bit uncomfortable about the situation and may even be wondering if the latest repair was necessary.

You might conclude from this blog that I am against paying any form of compensation as recognition for the effort of technicians to promote products or services.  I am not.  I am simply saying that one of the more common means of compensation – paying sales commissions – can have a negative impact on your efforts and you may wish to consider other forms of compensation and recognition.  I will look at introducing some other forms of recognition in a future blog.  If you still plan to go the commission route, ensure that you consider and address the concerns I have identified above.

As always, I welcome your comments and questions. You can connect with me via telephone or email or leave a comment right here on the site. And as always, please feel free to leave a link back to your own blog if you have one via the commentluv feature here on the site. If you are reading this blog post via email, you will need to locate this post on my website by clicking here. Scroll down to the bottom of the page where you will find the comment section.

Jim Baston

“If people like you, they’ll listen to you, but if they trust you, they’ll do business with you.”

– Zig Ziglar     

The post 5 Things to Consider When Paying Technicians Commission appeared first on jimbaston.com.

While visiting family in the UK, we decided to take a brief break in a part of the country we had not been before.  We headed for Cambridge and the wonderful colleges and booked a small inn in a village not far from the city.  It was an old stone building that had recently been converted.  We found it on the internet and were impressed with the descriptions previous patrons had written about it.  Quaint, attentive, old-world character, friendly staff.  Perfect.

We drove out to Cambridge full of anticipation and, by early evening, we found this small, quaint “post card” inn situated on the quiet main street of the village.  There was a newly constructed glassed-in dining area at the back and a large parking lot which was almost full.  Must be a popular spot!  As we walked past the dining room to the entrance, we noticed that it too was full.  It turns out that there was a wedding that evening.

Check-in was friendly but not exceptional.  The room was small, clean and functional.  It overlooked the glassed-in dining area – we could look down and see the wedding party having dinner.  We went out to dinner ourselves.  We returned about 9:30, both tired and ready for bed.  However, sleep was not to come easy.

By the time we returned, the wedding was in full swing.  The music was loud – very loud.  Too loud!  Our little room literally shock to the beat.  We called the front desk to ask for another room and were informed that they were fully booked.  There was nothing else available.  We were stuck.  The music continued until almost midnight.  We decided to grin and bear it.

At check out we expressed our disappointment.  We explained that we had expected a quiet, relaxing stay as promised on their website but we experienced just the opposite.  We felt that we should have been told about the wedding at the time of booking and advised about the noise problem associated with the room we were given.  We then could have made an informed decision about whether to stay there.  The inn should have been prepared to turn us away but instead chose to fall terribly short on their promise.  Instead of more raving fans, they created raving detractors.  We certainly won’t recommend this place and will avoid it on any future visit.

I think the lesson has direct applicability to the service business and yes we sometimes take on work or make commitments for which we have a low likelihood of fulfilling.  Usually the commitments come with the best of intentions and are often made in the heat of the moment.  Sometimes we think we are doing it simply because we don’t want to let the customer down.  Regardless of the intentions, whenever we make promises we can’t keep, it ends in the same result.  Disappointed customers and possibly raving detractors.

I’d love your feedback on this. And as always, please feel free to leave a link back to your own blog if you have one via the commentluv feature here on the site. If you are reading this blog post via email, you will need to locate this post on my website by clicking here. Scroll down to the bottom of the page where you will find the comment section.

Jim

“Life is like photography, we develop from the negatives.”

-Unknown

The post Don’t Make Promises you Can’t Keep – Especially in Business appeared first on jimbaston.com.

Technicians who seem naturally gifted at selling their company’s products or services do not see their efforts as selling at all – they recognize their recommendations as the valuable service that they are.  To them it is a service activity.

Many service managers, however, treat business development efforts as a selling activity and this subtly undermines their efforts in three ways.

1. It puts the focus on what more the service company can “get” out of their customers.  We may look at the opportunity in terms of “… let’s leverage our customer relationships to win more business.”  There is nothing inherently wrong with this and of course, it is the objective of every business development activity.  However, this is a short term, tactical approach, which can obscure the much larger opportunities to build a differentiated service offering.
2. It positions the technician as a salesperson.  I don’t know about you, but I have not met many service technicians who appreciate being called a salesperson.  In fact, most are insulted by the title.  To be successful we need our technicians engaged and enthusiastic and this is pretty hard to do when the technician doesn’t see it as his or her job and is insulted by the expectation.
3. It adversely impacts the relationship with the customer.  If the technicians do take the “selling” role to heart, we risk alienating our customers.  The harder the technician tries to sell to the customer, the less effective they will be in building new business.  The reason is that, the moment the service tech starts to “sell”, he/she transcends that bond of trust that has been forged with the customer.  Regardless of how genuine the service technician is, the very reason the customer trusted the tech in the first place – the fact that they aren’t out to sell them anything – is suddenly no longer the basis of the relationship.

The preferred approach is to treat business development as a service.  Like the technicians on our team who seem to create an endless stream of opportunities, we need to get all of our technicians to recognize that identifying ways for the customer to run their facilities more effectively is a critical and valued service and not a sale.  There is a subtle difference here, but an important one.  When the technician understands that using their heads as well as their hands to help the customer is a service, they will approach the role with more enthusiasm and focus.  And customers, when they see that the technician is providing valuable suggestions aimed at helping them operate more effectively, will recognize and welcome this as the valuable service it is.  Certainly some technicians will be uncomfortable in engaging the customer in conversation so may have some difficulty in executing the plan as effectively as we might like, but that can be overcome by skills development like our Proactive Service® workshops, mentoring and support systems.

Maintain focus on this approach to business development by using every opportunity to repeat the mantra to the techs that identifying opportunities and bringing them to the attention of the customer is a valuable service.  Let them know that if they don’t think it is “right” for the customer, then they should not have the conversation.  Make it clear that you are not interested in sales for sales sake but simply want to ensure that each customer receives the benefit of having someone of their caliber in their facility.  Take this approach and the sales will take care of themselves.

I’d love your feedback! And as always, please feel free to leave a link back to your own blog if you have one via the commentluv feature here on the site. If you are reading this blog post via email, you will need to locate this post on my website by clicking here. Scroll down to the bottom of the page where you will find the comment section.

Jim

“Service to others is the rent you pay for your room here on earth.”

– Muhammad Ali

The post 1st Step in Creating Proactive Service® – Focus on Service, Not Selling appeared first on jimbaston.com.

As it turned out, my branch was closed by the time I arrived.  Fortunately, another bank on the other side of the plaza was open.  By coincidence, I used to have all of my accounts with the open bank until about three years ago and I still had a Visa card with their name on it.

I waited my turn for the lone teller.  When I got to the wicket, I explained that I would like to purchase some pounds sterling.

“Certainly sir, how much would you like?” came the very pleasant reply.

“£200 should do it, thanks.”

“No problem, just put your bank card in the slot.” she directed.

“I don’t have a bank card.” I explained.

“Don’t you have an account with us sir?”

“Not any more, no.”

“Then I am sorry, I cannot give you your sterling.”

“No problem, I can give you the cash equivalent.” I suggested.

“No, I am sorry, but I cannot accept cash.”

Now this was getting interesting.  I was dealing with a bank after all.  Wasn’t “cash” a day-to-day transaction in a bank? I asked “Why not?”

“Because you don’t have an account and we cannot be sure about the source of the cash.”

“Pardon?” I asked, hoping for some reasonable clarification.  Perhaps I heard wrong.  She repeated her explanation.  I was becoming quite incredulous.  “If you are concerned about the source of the cash, then why don’t you accompany me to your bank machine over there (there was a bank machine just inside the doors) and you can look over my shoulder as I remove the necessary amount to cover the transaction”.

By this time the teller’s manager joined in the conversation and moved me along the counter so that the line-up, which was steadily growing behind me, could be served.

“I am terribly sorry sir, but you must have a bank account with us if you want to buy foreign currency.  There is a place in the mall that sells currency.  Why don’t you go there?” (The “mall” that the manager referred to was at least a 20-minute drive away).

“I have a Visa from your bank.  Can I use this?” I asked, brandishing the card.

“I am sorry sir, you must have a bank account with our bank.”

My options were decidedly limited.  “Okay, sign me up for an account.”

The manager tried to be helpful.  “It would probably be easier to just go to the mall.”

“No, you convinced me.  I will open an account”.

I was shunted over to a chair to wait. In just a few minutes another courteous and friendly bank employee met me and guided me to a small office.  She started to ask the necessary questions to open an account – name, address, etc.  Suddenly she exclaimed, “But you do have an account with us!  You have a line of credit.”

Apparently when I cancelled my accounts with the bank, the line of credit remained in place and, although I had not used it for years, it was still available to me.

“Does that mean I can buy the sterling?”

“I think so.  Let me check.”  She went to speak to the manager and returned with a big grin.  “Yes sir. No problem”.

So I went back to the line and waited my turn.  By this time the teller was informed of the happy news and was able to make the transaction in just a few short moments.  She gave me the money and a receipt for the amount borrowed from my line of credit and I went directly to the bank machine in the lobby and took out the equivalent amount in Canadian dollars.  I returned to the teller and gave her the cash to clear my line of credit.

As I walked out of the bank it dawned on me that the transaction involved three people (four including me) and took about 30 minutes of time – some of that time holding up other customers and negatively impacting their experience.  The cost to the bank would far outweigh the commissions made on the transaction and they did, in a convoluted way, end up doing exactly what I asked for in the beginning – giving me the foreign currency in exchange for cash.  The only difference was it was cleared through my line of credit.

The bank employees were constrained by a bank policy that prevented them from delivering the quality of service they were capable of.  Despite the fact that the bank staff was polite and professional, the experience was frustrating and time wasting and completely unnecessary.  Now, there may be a good reason for this particular policy, but the branch employees were unable to explain it.

What about your policies?  Do they help your employees deliver an exceptional service experience or do they force them down a path that causes frustration for your customers and ultimately cost you money?  Have a close look.  You might be surprised with what you find.

I’d love your feedback! And as always, please feel free to leave a link back to your own blog if you have one via the commentluv feature here on the site. If you are reading this blog post via email, you will need to locate this post on my website by clicking here. Scroll down to the bottom of the page where you will find the comment section.

Jim

“When I go into a bank I get rattled. The clerks rattle me;
the wickets rattle me; the sight of the money rattles me;? everything rattles me.”

– Stephen Leacock, “My Financial Career”.

The post Are Your Employees Empowered to Deliver Exceptional Customer Service? appeared first on jimbaston.com.

Recall that the name RATER[1] is an acronym with each letter representing the first letter of one of the five key dimensions of service quality.  They are:

R eliability: Our ability to provide what is promised, dependably and accurately

A ssurance: Our knowledge and courtesy, and our ability to convey trust and confidence

T angibles:  Our physical facilities and equipment, and our appearance

E mpathy:    The degree of caring and individual attention we provide to customers

Responsiveness:  Our willingness to help customers and provide prompt service

To demonstrate responsiveness, consider what your team can do to demonstrate responsiveness through every customer touch point.  For example, does everyone on your team know that responsiveness means being accessible?  Do they understand the importance of getting back to the customer in a reasonable amount of time?  Are they aware of what accounts for “reasonable” when getting back to customers, colleagues and suppliers?

Think about the other aspects of your business that signals your level of responsiveness.  For example, does your team keep their voice mail greetings current?  It’s pretty hard to be responsive if we are on vacation but our voice mail greeting says that we will get back to the caller “as soon as we can”.  Does your website clearly indicate the various ways that the customer can contact you and set the expectation of when they can expect a response if they don’t connect directly to a real person?  Does your voice mail system allow the caller to “zero out” to a live receptionist who can provide accurate information and transfer the call appropriately if needed?  Does the equipment you service provide clear information on how to contact you in an emergency?  When responding to requests, does your team use phrases like “I would be happy to do that” and thank the requestor for calling?  Does your after-hours service communicate interest and compassion?

As indicated throughout these recent blogs on the RATER model, the concept of transforming the service experience to one that is valued and creates a sustainable competitive advantage is surprisingly simple.  The difficulty, as in most things, is actually doing it.  This will prove challenging and will take time, effort and patience from everyone in the organization.  However, it will be worth the effort.  By helping our customers experience our Reliability, by acting in ways that creates Assurance, by supporting our professionalism through our Tangibles, by demonstrating our Empathy, and by establishing our Responsiveness to our customers, we create a service experience that is valued and that drives higher levels of customer loyalty and retention.  We will deliver a service experience that will differentiate us from our competitors.  We will ensure a service experience that is a win/win/win – higher level of service for our customers, a more interesting place for our employees to work and higher revenues and profitability for our company.

How responsive is your organization?  I’d love your feedback! And as always, please feel free to leave a link back to your own blog if you have one via the commentluv feature here on the site. If you are reading this blog post via email, you will need to locate this post on my website by clicking here. Scroll down to the bottom of the page where you will find the comment section.

Jim

It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.

– Charles Darwin

The post Transform the Service Experience through Responsiveness appeared first on jimbaston.com.

Recall that the name RATER is an acronym with each letter representing the first letter of one of the five key dimensions of service quality.  They are:

R eliability: Our ability to provide what is promised, dependably and accurately

A ssurance: Our knowledge and courtesy, and our ability to convey trust and confidence

T angibles:  Our physical facilities and equipment, and our appearance

E mpathy: The degree of caring and individual attention we provide to customers

R esponsiveness: Our willingness to help customers and provide prompt service

Empathy, in the RATER model, is defined as the degree of caring and individual attention that we provide our customers.  I assume that, if you are reading this, you truly care about your customers and about their needs and goals.  However, despite our good intentions, our customers may not feel that we do.  We may feel one way, but be doing things that suggest something else.

Empathy is another case where perception truly is reality.  Our customers will pick up clues about how much we care by the simple interactions that take place between them and our company.  Every interaction needs to consistently reinforce our empathy for the customer.

As you ponder this dimension of the RATER model, here are some questions to consider:

• How does your staff answer the phone?
  • Do they sound like they are happy to receive the call or do they sound more like they have just been interrupted?
  • Do they put people on hold and forget them?
  • Do they pass customers off to others without ensuring that the call has gone through?
  • How well does your field staff consider the needs of the customer?  For example:
    • Do they park in the “visitors” spaces without first establishing that this is acceptable?
    • Are they polite to everyone?
    • Do they respect the customer’s property?
    • Do they:
      • Clean up after themselves?
      • Cover desks and office equipment with plastic if they are disturbing the ceiling tiles?
      • Check in and check out?
      • Ask if there is anything else that needs doing?
      • Etc.
• Do they explain the work that has been done?
• Do they treat the customer’s property with evident respect?
• Do they take the time to understand the customer’s needs and goals so that they can make recommendations to help them achieve them?
• How does your staff deal with questions or issues that are outside of their responsibility?
  • Do they say it is “not my job”?
  • Do they try to find a solution and “stay” with the customer until they do?

Various studies have indicated that the reason most customers give for leaving a business and going their competitor is because they experienced indifferent customer service – in excess of 65% of the time.  I find it hard to believe that most companies truly don’t care about their customers, but I do believe it is true that most companies don’t communicate that they do by their actions.

How about you? How is your company doing with respect to empathy for your client base?  I’d love your feedback! And as always, please feel free to leave a link back to your own blog if you have one via the commentluv feature here on the site. If you are reading this blog post via email, you will need to locate this post on my website by clicking here. Scroll down to the bottom of the page where you will find the comment section.

Next time, we will wrap up by considering the second R of RATER – Responsiveness.

Jim

“You will get all you want in life, if you help enough other people get what they want.”

– Zig Ziglar

The post Transform the Service Experience through Empathy appeared first on jimbaston.com.

Recall that the name RATER[1] is an acronym with each letter representing the first letter of one of the five key dimensions of service quality.  They are:

R eliability: Our ability to provide what is promised, dependably and accurately

A ssurance: Our knowledge and courtesy, and our ability to convey trust and confidence

T angibles:  Our physical facilities and equipment, and our appearance

E mpathy:    The degree of caring and individual attention we provide to customers

R esponsiveness:     Our willingness to help customers and provide prompt service

The challenge for us when considering tangibles, is to define how we can contribute to the service experience through the tangible clues that our customers see.  Everything that the customer observes says something about the quality of our service.  Therefore, every tangible aspect of our work must be consistent with the image that we want to portray to the customer about our service.  For example, if we promote ourselves as providing a premium level of service, then our technicians must be dressed in a neat and professional manner, their truck must be clean, free of rust and dents and well organized, and the tools they use must be in tiptop condition and of recent vintage.  Anything less will cause the customer to question whether they are really getting the quality of service that they have been promised.

Other things to consider include all areas of our business such as:

• The quality of our written reports
• The content and appearance of our literature and our proposals
• The condition of the work area before, during and after service is provided
• The appearance of the equipment after it has been serviced
• The use of appropriate safety equipment during the performance of the work

The list can be extensive but the effort is worth it.  Next time we will consider how we can help the customer experience our empathy – the E in RATER.

What tangible clues are you providing your customers? I’d love your feedback! And as always, please feel free to leave a link back to your own blog if you have one via the commentluv feature here on the site. If you are reading this blog post via email, you will need to locate this post on my website by clicking here. Scroll down to the bottom of the page where you will find the comment section.

Until next time,

Jim

“Costumes are the first impression that you have of the character before they open their mouth 
– it really does establish who they are.”

Colleen Atwood

The post Transform the Service Experience through Tangibles appeared first on jimbaston.com.

Our field service technicians represent a huge opportunity to generate revenues. They have a special relationship with our customers based on a high level of trust. Through that relationship, they have gained a unique understanding of our customers’ goals. They have a practical understanding of the latest in technology and they know our company’s capabilities. Who better than them to recognize and explore opportunities for your company to add more value through more services?

Despite this truth, we have found that most service firms are not fully capitalizing on the unique relationships that their service people have. This is unfortunate for both the service firm and the customer. When we do not fully leverage the special relationships that our service technicians have, we are missing a tremendous opportunity to grow our business, reduce competition and increase customer satisfaction levels. But there is more to it than that. The customer is being denied the opportunity to run their plant or facility better. The customer is not benefiting fully from the knowledge and expertise of our service technicians.

Many firms have considered teaching their service technicians to become part time salespeople. Unfortunately, those firms that we have worked with who have taken this approach report mixed results and any improvement in business development appeared to be short lived.

One of the main reasons that turning technicians into part time salespeople does not work as well as we might hope is because customers trust the service technician to give them objective advice based on their knowledge and experience.  Unlike salespeople who are compensated for what they sell, service people are compensated for what they know and using that knowledge to do their job well – installing, fixing or maintaining things.  They are viewed as honest brokers – “telling it like it is” with no hidden agendas.  It would seem natural that, if they just put a little more effort in selling to those trusting customers, then they will be instrumental in building more revenues and profits.

Unfortunately, the harder the technician tries to “sell” to the customer, the less effective they will be in building new business.  The reason is that the moment the service technician starts to “sell”, he/she transcends that bond of trust that has been forged with the customer.  The technician’s focus changes from the needs of the customer to the interests of making the sale.  The very reason the customer trusted the service technician in the first place – the fact that they aren’t out to sell them anything – is suddenly no longer the basis of the relationship.   When the customer senses that they are being “sold”, they become confused.  To the customer, the technician has just changed from being a “trusted advisor” to just another “salesperson” and the relationship advantage is lost.

The solution is to provide the field service technician with training that ensures that any new business opportunities that are identified are based on solving the needs of the customer – not on the need to sell the services of our company.  This subtle change in approach directs the field service technicians to change their focus from our firm and our services – i.e. what we have or do that can be sold – to the needs of our customer – i.e. what our customer needs and how we can best address it.

When service technicians approach business development in this way, they offer a higher level of service altogether. They will be using their knowledge, skills and experience to help our customers realize how they can make improvements.  They will be giving our customers their heads as well as their hands.

I’d love your feedback. Feel free to leave a link back to your own blog as well via the commentluv feature here on the site.

Jim Baston

P.S. If you would like to explore the “Five Hurdles to Engaging Technicians in Business Development Activities“, I encourage you to download my article which you will by clicking here.

 “If you work just for money, you’ll never make it.
But if you love what you are doing,
and always put the customer first, success will be yours.”

-Ray Kroc

The post Increase Revenues Generated by Your Service Techs appeared first on jimbaston.com.