The strategic "no"
In reading certain publications, one will realize airlines are finally removing unprofitable routes. In effect, they're telling customers "no, we won't serve you in this fashion." Other businesses are finally catching on, too. Rolls Royce revamped one of their customer relations programs, cutting the number of members, focusing on a select few and raising prices... It became more profitable.
And so I was faced with a similar situation. Take a job offering decent experience (at least in the short term), but requiring a longer term commitment and less-than-optimal pay? Five minutes ago I apparently didn't think it was worth it and now there's no turning back. Knowing when to say "no" is just as, if not more, important as knowing when to say yes. You aren't obliged to take them, so choose your customers wisely. And your jobs.
And so I was faced with a similar situation. Take a job offering decent experience (at least in the short term), but requiring a longer term commitment and less-than-optimal pay? Five minutes ago I apparently didn't think it was worth it and now there's no turning back. Knowing when to say "no" is just as, if not more, important as knowing when to say yes. You aren't obliged to take them, so choose your customers wisely. And your jobs.
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1 Comments:
Check this out from back in 2003 - Those angel customers, the ones returning the greatest profit, need to be kept happy. Fidelity Investments, for example, told Selden its phone system uses technology that identifies the caller, and if the caller is a highly profitable customer he or she is automatically routed to service representatives with training in that customer's particular interests.
But the flip side also applies. If the caller is unprofitable, he or she may be put on hold while more profitable customers are served first. The delay serves as an incentive for the unprofitable customer to go online, where service costs are far cheaper.
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