Rothacker Reviews

Swiss Spirit Massage and the Value of a Customer

Marlen Caduff, owner of Swiss Spirit Massage, and I were at the Oxford Exchange yesterday talking about her journey to America, career and business. Since the first day I met Marlen in 2009, I've wanted to write about her. Back then I wasn't sure why other than the little voice in my head telling me that we simply must. But as time went by I kept getting the feeling to hold off just a little bit longer and a little longer and a little longer. Then last month, just like that, the time felt right.

I am going to publish Marlen's story at a new site I've been working on about Tampa Bay entrepreneurs. One of the things I intend to focus on about Marlen is how inspiring the road she's traveled so far, has been. Ironically, I got an adrenaline shot of it yesterday as we spoke.

Marlen's business phone rang in the middle of our conversation. It was a prospective client trying to score a last minute massage. With two phones in hand and a flurry of calls, texts and more calls, Marlen redefined my definition of trying to accommodate a customer. 

Picture how I felt here as she completed her business:

It's the final game of the 2014 FIFA World Cup. Argentina is playing Brazil in Brazil and I'm a Brazillian. 89 minutes and 40 seconds have gone by in the 90 minute match. The score is 0 to 0. Suddenly Brazil breaks away and scores a goal as time expires. Brazil wins! 

The smile on her face demanded a fist-bump from me.

Okay, now you're probably thinking; "Davo, dude, business people try to accommodate customers every single hour of every single day. What's the big deal?" 

I get that. Heck, if I wasn't sitting right in front of Marlen watching her, this would hardly be a story. As a matter of fact, she's gone above and beyond in accommodating my schedule a handful of times over the years. 

What made the diffence yesterday? Well, let's go back to sports for an analogy. What do they usually say about an athlete who hustles more than others and never gives up? They say she's got heart, right? It's not a matter of the athlete running faster or longer than the others. It's about the effort she puts in. And unless you are physically watching that person live or on TV, you can't feel her effort by reading about it.

I saw Marlen's heart yesterday. It was in her facial expression and body language. But I didn't just see it, I felt and heard it too. I was in awe of the emotion laced effort that she put into trying to accommodate this prospective customer.

This business transaction however, didn't have a happy ending. The prospective customer called back later and cancelled. The disappointment in Marlen's eyes told me the value she places on customers. It's priceless.

Feel like making a comment about this or Marlen? Either go to Marlen's Facebook page or visit my Google+ page.

David Sandler Sales & Dan Pink's To Sell is Human

I wrote this for the Service Roundtable, the largest private contractor group of its kind in the country. I will talk below about the unbelievable pre-order value of Dan's book. But if you're a contractor and want to talk about unbelievable value, check out the Service Roundtable. The value you receive as a member is relentless and at first, a little overwhelming - because you've never experienced anything like it before.

You know how your salesmen are always trying to get on the good side of your install, service or ops manager? I had worked for and with one gentleman for eighteen years when I came to the conclusion that I must quit the company and industry and force myself to find another vocation. I spent the summer and our savings trying to figure it out. I couldn't. So, mentally defeated, I came back to the A/C business and to work as a service manager for a guy who was trying incredibly hard to succeed. I was naive; I was gullible; I was burnt to a crisp; and I was the perfect victim. 

Within the first six weeks of working there I was Sandlerized by the company's two salesmen...so brutally that I couldn't sit for a year. These two cats were so adept in the submarine, they could disassemble it and put everyone of its nuts and bolts back together - blindfolded. Actually, they were two really good guys who worked really, really hard at honing their craft. If I wanted to survive I needed to know the David Sandler sales system. One of the two actually gave me the sixteen CD instructional set. I devoured it. But you know, for some reason it just didn't feel right to me. It did however, allow me to maintain personal dignity for the duration of my stay with this company; translation - I sat with comfort thereafter.

If you've ever encountered a sales process or system that just didn't sit right with you (every pun intended), I might have something of interest. Dan Pink has written a book titled To Sell Is Human. It's release date is in one month.

Quick side rabbit trail: Authors today are responsible for promoting their own books. I know, duh! This is one reason for all the pre-sale opportunities we are seeing. Thing is, this pre-sale stuff continues to become more mind-blowing. It makes us wonder how they can afford to do what they are doing. Dan is no different, which I will soon explain. But think about YOUR business. The authors are targeting their own tribes. You most likely have a tribe. I know there is a more politically correct term (been outta the loop for a bit), we used to call them service contract customers. You'll need to get out of your comfort zone in coming up with ideas. Start with hype surrounding something you will provide. Include your ESA (is that it?) clients (you're gittin there dave) and make them feel special. Give them and their friends an in on what you're doing. And then give them something that blows their minds, making them wonder how YOU can afford it, if they buy in to your deal.  

I guarantee that if you take advantage of Dan's offer you will feel good about your decision, sit comfortable thereafter and even recommend it to your friends! You only have a few weeks to move on this. Go here for the freebies.

Btw, can you guys please help me out? What IS the proper term today for service contracts and service contract customers?

Btw #2, I HATE reading material where authors reference bizarre stuff you've never heard of and expect you to understand. Greek mythology always hangs me up on this point. I apologize if I've done this very thing in reference to David Sandler and his submarine. It's just that I've been around it to some degree for a very long time and consider it industry pervasive. I do not endorse it but to learn more go here.

 

Note: I am part of a ninety-six member team whose mission it is to help promote Dan's book. Although I purchased (pre-order) a copy of the book, I also have been given a reviewer's galley copy. 

How to Become a Better Manager

Back in the day I was frequently asked, how can I become a better manager? I'd say, read Marcus Buckingham and Rosa Say. Do what they say. It's no more complicated than that. If the person really looked hungry I'd add Tom Peters and Peter Drucker to that short list. 

Nowadays I only write about management and leadership as it pertains to youth career development...and I'm not talking for managers in this respective field, I'm talking about for youth. But I recently read a book where a lesson stopped me in my tracks. I had no option but to write about it.

The book is titled A Foot in The Door: Networking Your Way Into The Hidden Job Market by Kathy Hansen. At first glance this book appears to yield no lesson for managers. But I learned a technique a few years ago I call the Law of Inversion that has since opened my mind to allow lesson penetration from all sources. Here's an example using a book titled Brazen Careerist by Penelope Trunk. The most powerful case of implementing the Law of Inversion happened to me when I used the section on interviewing from Dick Bolles' book What Color is Your Parachute? years ago, to increase my managerial interviewing skills. 

To be real, there is a macro lesson for managers in the whole of Kathy's book. While the book teaches people to network for jobs, the hungry manager simply has to substitute network for information, wisdom and knowledge of their particular field. The technique is identical and results will be similar. But that's not what I came here to talk about today.

You can become a better manager by knowing the answers to a list of one-hundred questions that Kathy provides to help the networker. Here's a few:

• What skills or personal characteristics do you feel contribute most to success in this industry?
• What is the most important thing that someone planning to enter this career should know?
• What do you do when you can't solve a problem on your own?
• What organizations are you expected to join?
• Is there a great deal of turnover in this job?
• How does your company differ from its competitors?
• What is the company's mission statement?
• What is a typical career path in this field or organization?
• What do you wish you'd known before you entered this field?

 A good manager should know the answers to all of Kathy's questions stone cold.

A really good manager will allow these questions to lead her down rabbit holes of possibility. For instance, the turnover question. The sharp manager knows she has turnover. She probably even knows why. But perhaps she's been bogged down by upper management's focus on month-end numbers and has allowed implemented solutions to stagnate. Maybe it's time to refocus.

Now here's the best part on your journey through these questions. You know how biz gurus talk about how a business plan is fine and dandy, but the true value falls in the process of building the plan. To know the answers to these questions is essential, but the process of answering them will open up brand new horizons of opportunity.

Okay, that's the Cracker Jacks. Now here's the prize inside. If your company is too focused on month-end numbers and external minutia instead of customers who are satisfied by a well taken care of employee meaning YOU, use Kathy's book to help you find a company that cares.

Come to Expect

So I'm waiting in line at Wal-Mart the other day.

Actually, it was nine o'clock in the morning and there was just one lady in front of me in the pharmacy line. We stood there for seven or eight minutes before I spotted a person working behind the counter. But she was about sixty feet away on the other side of the department and I'm not sure she saw us standing there. Another ten minutes went by and the pharmacist called out, "she'll be right with you."

I said to the lady in front of me (in a friendly tone), "it's Wal-Mart, what do you expect?"

She shook her head and then it dawned on me, she expected some other type of service than what we were getting.

Prior to losing my job, I bought my medications at Publix. Co-pay allowed me the luxury of friendly, competent service. One of their pharmacy assistants even called me by name.

Without insurance, we had no choice but to start using Wal-Mart's pharmacy. That was two years ago. Since then, I've had six or seven problems/hassles, with getting my prescriptions filled. That doesn't include standing in line or unfriendly service.

I'm not mad however. This is Wal-Mart. This is what I expect out of Wal-Mart. There are reasons other than Wal-Mart's strangle-their-vendors-until-they-bleed-buy low tactics and superior logistics's systems that they are so low priced.

I really didn't mean for this to turn into a rant on Wally-Mart, but my fingers simply wouldn't let me tell you what I really wanted to say until we got that out.

You, me, the guy selling hot dogs down on the corner, the 7-11 girl, Publix and Wal-Mart all condition people on how they want to be treated. People are going to come to expect something out of you, good or bad. Make it good, you have that power.

So, after picking up a few other items at Wal-Mart that day, I wheel the cart up to the store greeter and take my bags. He looks up at me, smiles and says, "thanks for making my job so easy!"

"No problem brother, no problem."

United (Airlines) Breaks Guitars, Bullies and Indifference

United Airline's employees broke Dave Carroll's Taylor $3,500 guitar. Dave spent nearly one year trying to get United to repair his guitar, to no avail. They said no. This is old news, but when I saw the video that Dave and his band, Sons of Maxwell, composed to chronicle this customer-lack-of-service nightmare, the hair on the back of my neck came to attention, stood on end and then sent an internal message to my stomach which in turn sent a message to my brain which sent a message to my feet that then propelled me right straight to the bathroom.

Of course I'll place United Airlines on the last-airline-I'd-fly-on-list. But this company just symbolizes how corporations can act as bullies and how an atmosphere of indifference can rot away a company's foundation. Kind of like "I'm a bully, I'm a bully, I'm a bully," as the bully's body begins to slowly disappear starting at its feet.

It's all about people. I am sure that there is a United Airlines crew in one airport, somewhere, that rocks. But as consumers, once we buy a Pinto, it's highly unlikely we'd ever buy another. Lack of customer service aside, what is of interest to me is the culture of companies like UA and how it influences Generation Y. Would they base an employment decision on how the company treated Dave Carroll? Or would tough times influence them to place those feelings on the back burner and take the job if they had the opportunity? And if so, how do they cope with corporate bully-ness and indifference - once they are immersed in it?

Oh well. Sit back, warm up those facial muscles responsible for smiling and enjoy Dave and his band.

Retail Business: We are really busy!

As a retailer, did you ever think about the message that you send to your customer when you tell them how busy you are? We've had two businesses in the last three days tell us how busy they were. One in person and the other over the phone.

Business in person - Best Buy, Wesley Chapel, Florida. Rosemary and I took our vehicle in to have a stereo installed. There was one person working in the mobile installation department. This fellow had to answer phones, wait on customers and in between he was installing audio gear in a car. He acknowledged our presence and got to us as soon as he could. While we were filling out a form he dashed back to the car for a couple minutes of work.

I don't recall this gentleman's exact words, but he said they were busy. Stevie Wonder could see this guy was busier than a one arm paper hanger, but he maintained a pleasant tone with us. When I asked if he could get to the car before closing, he said he'd be finished with it even if it meant staying.

So, what do you suppose Rosemary and I, two people with a combined fifty plus years in management think of this situation? From where we stood this dude is an outstanding employee. Secondly, we question management. To have one person answering phones, waiting on customers and installing gear, is bad business. Of course we were exposed to a ten minute window in this operation. Perhaps they normally have two people working in this department. A pleasant employee who acted as if he wanted to be there and acted as if he wanted us to be there, overcame this slip in operations. And speaking of operations, the smart and clean way the installation shop was kept speaks volumes for this business.

Business over the phone - I am going to be a little critical here. Basically this person was pleasant and maybe what she said would not effect most people. We called to have service performed at our house. She said, "I guess everyone waited till the holidays to call. We are very busy."

To Dave-the-former-manager, this comment neon signs these sentiments: 

• We are a poorly run company
• We are short of help
• We can't keep competent help
• Dispatcher: I'm stressed
• Dispatcher: I don't like my job

Unless you are able to overcome your we are so busy comment like the Best Buy guy did, it's better if you do not mention how busy you are to your customer.

Tampa Plumbers: Chuck's Plumbing

I had been out running some errands when I returned home and was immediately overwhelmed by three forces of nature: My daughter, my wife and raw sewage. Two were in a panic and the other was advancing on all fronts.

We needed a plumber - like yesterday. It was 4:30 p.m. and we had to be somewhere by 7:00 p.m. We didn't have time to phone friends for referrals. Rosemary got on the computer and came up with three choices. She explained our predicament to the first contractor that she called. She ended up speaking to the owner, who when hearing our story, said he would come out himself.

Flashback to earlier in the day. Rosemary and I met Donna Cutting for coffee to talk about her book The Celebrity Experience. Ironically, Donna spoke about the superb customer service exploits of a Boston plumber who she profiled in the book. She said this guy's technicians wore shoe covers and laid out a red carpet at the customer's front door...

At 5:15 p.m. that day I answer our front door. There stands Chuck, owner of Chuck's Plumbing. Chuck introduced himself, handed me his business card and laid down a red carpet. Chuck was wearing shoe covers.

Chuck repaired the problem and cleaned up in time for us to make our 7:00 p.m. engagement.

Discovering Chuck was like finding a needle in a hay stack. Getting him to our house within an hour was no less spectacular. That he was clean, courteous and knowledgeable was almost too much to believe.

Hopefully this message will spare you from the anxiety that grips one around the neck and chokes one's airways when trying to find a competent plumber in Tampa. Hopefully our good fortune will be yours too.

Chuck's Plumbing in Tampa Bay

Fast Company

Is it just me, or did Fast Company get its groove back?  This observation today is about perception.  Not critical acclaim, not depth, not analysis-paralysis.  It's just a gut feeling.

 I first began to read the magazine in the late nineties.  And I got addicted - real bad, or good depending upon your relationship with its writers.   I've paid a peripheral awareness to its change of ownership, publishers, editors and writers over the years, but I really couldn't tell you who was there when I first noticed a decline - a lack of interesting stories.  The only thing I can tell you about its people is, Alan Webber and Bill Taylor were there when it really rocked. 

What do you think?  Did FC get its groove back?

Tampa: Marketing Solutions

One more day at work for the MAN is one more day too many!  It's time to take your education and work experiences and put them to work - for You, Inc.  It's time to start your own business.

You hook up with your lawyer and accountant buddies.  They give you some good advice.  You launch.  You startup.  It's official.  It really is now You, Inc.  Cool!

The first day you hang out your shingle.  Boy did that feel good!  You get busy doing your thing.  It sure does feel good!  But then a stark reality begins to set in.  How am I going to get customers to my door?  You drive up and down Bruce B. Downs Boulevard and and a second cold, stark reality sets in.  There are four other businesses just like yours!  Yipes!  What do you do??

You call Jason and Jennelle.  That's what you do.  Right now. Jason Wilson and Jennelle Diaz Sherman own Full Circle Marketing Solutions.  Jason and Jennelle are two of the most passionate people I've ever met.  Their desire to help business owners just like you is off the charts. 

What I really like about these guys is that they're not going to storm into your business and tell you what to do.  No, they are going to sit down and talk with you.  They are going to learn what you and your business is all about.  They will ask questions.  You will sense their concern.  And you will feel their energy.  And you will begin to envision customers lining up at your door.  You will.  But they won't, if you don't contact them.  Contact them today!

 

 

Do You Matter?

Do You Matter? by Robert Brunner and Stewart Emery with Russ Hall

Why yes Virginia, you do!

Does your company matter?

Well Virginia, we're not sure about that!

Here is what this book is all about.  I've read the book twice and the authors do a nice, succinct job in describing it themselves.

I have already read somewhere someone whining about the author's excessive use of Apple as an example.  It did not bother me one bit.  As a matter of fact, it helps to enhance the book's main point. 

Here is a visual that I had twice through Do You Matter?  Robert and Stewart standing in front of an auditorium filled with CEO's from the world's top companies presenting a seminar on what the book is about.  The CEO's then leave the seminar, book in hand.  Back at their office, they shelve the book and go back to business as usual. 

It certainly is not that Robert and Stewart's message isn't compelling enough.  Delivered on the great white horse of Design powerhouse Pentagram, it's actually quite piercing.  The problem is that the CEO's minds are shelled in titanium.

If you work for a company that does not holistically embrace this concept of design, (read: titanium shelled cranium), I suggest you use this book as a What Color is Your Parachute? guide to escape.

The greatest value in my opinion, of Do You Matter? can be found in applying the question to You, Inc.  It could be You as a writer, You as a student, You as a worker, You as a sole proprietor or You as a mom.  In addition to the customer experience, do you matter to those with whom you interact?  Can you put yourself in their shoes?  Do you provide value?  If so, consistently?  In a consistent manner?

You can have a lot of fun using the complete, holistic design that the lads talk about here, to build a better sparkling You, Inc.  Tom would be most proud! 

This book was smoked-n-signed.  ...and I am recommending it to anyone who will listen!