Tag: Loyalty

  • Selecting the Character's Emotion

    Selecting the Character's Emotion

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    The last article covered the process used in selecting and portraying the character's objective. Many of the same principles also apply to the selection of the emotions. As with the objective, the ability to choose and convey strong emotions is a valuable tool for the actor. Many performances work mainly because of the powerful emotional portrayals.

    In a dramatic sense, what are emotions and how do they affect the audience? Emotions, together with intentions and obstacles, are the forces that move the characters through the story. They are feelings so powerful that they can change the character's life or destroy it. And by destroy, I mean decimate one's inner powers, beliefs, even one's life. For the actor, such feelings must be larger than life. They must also be readable to stir and lead the audience in the desired story direction.

    Emotions affect the audience in many ways. Most important is the empathy they create causing the audience to care about certain characters and follow their struggles. They likewise, create a for or against polarity for each main character as the audience observes, evaluates, judges, and even takes sides. As part of the behavior, emotions create deeper awareness of the character, often justifying their actions. In addition, emotions can change the audience perspective and the way they feel or think about a given issue. They are instrumental in leading the audience in the desired story direction

    Like the intention, the emotion can intensify the conflict within or between characters. It can likewise, establish sympathetic or antagonistic roles, ones that make the audience root for the hero and boo the villain.

    In choosing the emotion, the guidelines are similar to those used in selecting the objective. First read and study the entire play. Look for clues in the dialogue, the action, the stage directions, and in the resolution of the story. Select choices that result in the story line making sense.

    Like the intent of the character, the emotion is derived from the character's viewpoint, what the character knows and feels up to that point in the story.

    No one lives in a realistic world. We occupy a space of our own creation – bits and pieces of actuality mixed together with our internal perceptions, our hopes, our fears, our memories, and our anticipations. This "reality" we live in – half fact, half fantasy – is as much the product of our emotions as our rationality. Thus, in any given situation, what might be an acceptable intention and emotion for one character might be a contradiction for another character. Knowing the character's goals, flaws, and inclinations in context of the total story will aid in determining these choices.

    Next, we need to answer the question, does the character's emotion assist the intention or does the emotion create an obstacle? Placing the objective, what the character wants, in conflict with what he or she feels will likely shift the focus of the scene to the character with the greater internal struggle.

    Let's use the example where a man is at a dance and sees the women of his dreams sitting alone. His intention might be: To get to know her. But his emotion, fear of being rejected, would be in conflict with his intention. Thus the focus of the scene would be primarily on his internal struggle and the purpose of the scene might be to show the man overcoming his fear.

    But let's say her intention, to marry rich, is assisted by the emotion, ambition. And the scene resolves when the women walks away when she discovers the man is dirt poor. If his initial emotion of fear were replaced by desire and his intention remained to get to know her then the focus of the scene would center more on the relationship and the impending discovery. The purpose of the scene could be to introduce his major obstacle in the story, the women, along with his over all goal: To win her love.

    The initial choices for each character might look like this:

    MAN

    Objective: To get to know her

    Emotion: Fear / Desire

    WOMAN

    Objective: To marry rich

    Emotion: Ambition

    The above choices set up confrontations, the inner doubts of the man, and then, his desire for her is countered by the revelation that he's not rich enough for her. After the woman learns this, her emotion changes to contempt for the man and she walks away. The characters' choices would now change to:

    MAN

    Objective: To win her love

    Emotion: Determination

    WOMAN

    Objective: To marry rich

    Emotion: Contempt (for the man)

    These choices place the focus of the scene on the major conflict that is resolved later in the story when he wins her love. It, likewise, centers on what's important, the relationship.

    As with the intention of the characters, the emotion need not follow the logic of the dialogue and action. Modern plays and movies do not always express the thoughts and emotions of the characters clearly, nakedly, up front. Today, we have to play the duality of people; playing what they appear to want against what they really want. And sometimes the two may have no connection what so ever.

    In modern plays, every character has two behaviors. What is really going on and what they are willing to show to the world? So many emotions, to be played properly, need to be partially masked or repressed.

    Using the man and woman from our earlier example, let's set up a scene later in the story, one that demonstrates the duality of the characters and uses of partially masked or repressed emotions. At a shopping mall, they meet by chance and their dialogue is mainly small talk. The scene ends with each alluding to errands undone. The only hint about what is really going on is found in the following script action lines:

    He rarely looks directly at her.

    They shake hands, each holding on longer than necessary, and then each goes their way.

    In view of the story's final outcome, this is likely a scene where her objective, to marry rich, is weakening, and that she has some attraction for the man. Based on how their first meeting resolved, their selections might be as follows:

    MAN

    Objective: To not upset her / To win her love

    Emotion: Desire / Determination

    WOMAN

    Objective: To show him I don't care / To make him want me

    Emotion: Determination / Curiosity

    This would be a scene where the characters are not open with each other, yet the audience (or camera) is aware of the inner conflicts and what's really happening. The behavior could best be reflected through masked and / or repressed emotions.

    If the man were to play his emotion of desire openly, he would surely upset her. So he has to repress it or use a mask technique and unleash his desire when she is not looking at him. The woman is determined to show the man she doesn't care about him, but now he appears to have no desire for her. From her point of view, something has come to change the relationship and as a result, she alters both her objective and emotion.

    His apparent disinterest makes her curious and her objective in now: To make him want me, like all men do. Her actions might be to get his attention, to entice him. But the problem is, he's not looking at her. How can she obtain what she wants? She uses the lingering handshake.

    You can see where these choices create conflict both within and between the characters. They also create subtle shifts in behavior that move the story forward. Interest in the relationship is likewise increased because the audience is aware of something the characters are not. And as the scene ends, the audience has a pressing question: "What will happen the next time they meet?"

    The foregoing example demonstrates one answer to the character's choices. These are, by no means, the best or only selections. In fact, the type of actor you are is also a consideration. If you were Jack Nicholson, your emotions might be different than if Arnold Schwarzenegger were he playing the same role. Each actor brings to the scene his or her own perspective and emotional latitudes. Furthermore, a scene played as a comedy versus one being played as a drama might result in different sets of emotions for the characters.

    Here are some other factors that should be considered: Who are you in the story? What is the situation, and what is the relationship? For instance, if you were playing a love scene as a character that had little experience with the opposite sex, your emotion might be fear (fear of the unknown) rather than the expected desire or lust.

    Now change the situation to your having a good dinner with your loving spouse. Your emotion would change to maybe contentment or joy. Now change the relationship to your having dinner with an important client. Your emotion might range from apprehension to ambition to greed. Who you are, the relationships, and the situation, all have a bearing on the emotion selected.

    How many emotions can you use in a scene and how long do you play an emotion? As a general rule, work with only one dominant emotion in a scene – until something occurs to change it. These occurrences could be a change in the relationship, the situation, who you are, new information, overcoming obstacles, new obstacles, and succeeding or failing at one's intention. Any one of these events could have enough impact to motivate a change.

    Most scenes have one dominant emotion running through them and while the actor may use subtle shadings of other emotions, that one feeling prevails – until something occurs to change it. If the actor were to change the emotion at each minor occurrence, the audience would question the character's integrity and loyalty to the cause for which he is fighting.

    Too many changes cause the character to lose part of his identity. We become uncertain about who he is, what he's attempted in the past, or what he's after now. Credible characters are made up of consistent behavioral patterns. By that I mean, what has happened before will likely happen again should the same situation occur. There will, of course, be a few surprises, but for the most part, certain emotions will dominate each character's behavior as he or she progresses through the story.

    So when you research and study the entire play, you will likely find certain emotions and emotional patterns repeated to reinforce the identity and commitment of the character. For instance, the repeated pattern of mischief – embarrassment – fear might be the dominant emotions for a small overly rambunctious boy. A young executive struggling with business ethics might have an emotion pattern of ambition – determination – greed – guilt. A woman in jeopardy might follow a curiosity-suspicion – fear – terror progression.

    As you can see, certain emotions and their progressions make up a portion of the character. Also look for surprises where the emotion swings 180 degrees, ie, contentment to fear, desire to contempt, revenge to compassion.

    When working on a play or scene, write down in the margin of the script your choices in objectives and emotions, where the changes occur, and the motivation for making the change. Beginning actors tend to be non-committal while experienced actors, however, take dramatic risks and commit themselves to their choices. By writing them down, you've made a major step to that commitment.

    To aid in selecting the emotion, I've compiled discussions of root emotions , the primary forces in most scenes. These discussions explore the physical sensations, sources, forms, and dynamics of the most common root emotions. They will serve as a guide in stretching the clarity, strength, and polarity of your emotional repertoire.

    This article has covered the basic skills used in the selection of dramatic emotions. Use these skills as tools to nurture and release the character's true feelings, to foster the isolation and control of emotional behaviors, and to achieve the desired strength (story importance), clarity (audience knowing / feeling it) and polarity (protagonist-antagonist orientations ).

    Implementation of your selections is addressed in another article. This article will cover the various methods used to generate credible emotions.

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    Source by Erik Sean McGiven

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  • Successfully Resolve Customer Service Problems to Retain Customer Loyalty

    Successfully Resolve Customer Service Problems to Retain Customer Loyalty

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    It seems that as our technology improves, the business/customer relationship is declining. With online technical and sales support, the personal side of customer relations is not as prevalent. There is no longer any loyalty to a business and its products and services. This trend can cause a significant decrease in sales. One way to counteract this trend is to resolve customer service problems successfully and efficiently in order to retain customer loyalty.

    The following list outlines simple but effective methods of successfully resolving customer service problems:

    Create a Customer Complaint Department: The best way to deal with customer complaints effectively and efficiently is to have experts who are able to manage irate customers with their problems

    Be Polite and Courteous: If a customer walks into a business or calls, it is important that the customer service representative takes the time to show that they care and are willing to listen and help. Empathize with the customer’s problem. An angry customer will calm down if they feel they are valued and respected. Be positive.

    Record the Problem: Writing the complaint down and the actions that will be taken helps avoid any misunderstandings. It also shows the customer that the matter is important to the business.

    Provide Solutions or Methods of Resolving the Problem: Don’t list business policies and practices. This will only infuriate the customer. Work with the customer to come up with a solution that will satisfy the customer. If possible, don’t pass the problem off to another representative or transfer the call to someone else. If you do, make sure the new representative has all of the pertinent information so the customer does not have to repeat himself.

    Empathize, Don’t Apologize: A direct apology will assign blame to the company. It is better to empathize using such phrases as: ‘I am sorry you have had such a difficult time with our product.’ It will show that you care about the customer’s situation. Try to understand the customer’s feelings and point of view. Understanding will go a long way in satisfying the customer.

    Keep Your Promises: Make sure that you don’t make promises that you can’t keep. It will reflect badly on the company and make you look incompetent. The customer will also appreciate reliable service.

    Produce Positive Results: Always follow through with your plan to resolve the problem. Bad or poor quality service will cause you to lose customers. The key to maintaining customers is to always follow through with your promise.

    Offer loyalty Incentives: If the problem cannot be adequately resolved, offer a customer an incentive so they will continue being a loyal customer. This can include giving them a replacement product or service along with a gift or discount on their next purchase. Everyone loves free things. It will make the customer feel appreciated.

    Think of customer complaints as lessons for improving customer care. The solution to great customer service is being able to identify the type of customer you are dealing with. To reap the rewards of customer loyalty, the customer needs to be put first when there is a problem. Showing the customer you care and are willing to resolve the problem efficiently and effectively will go a long way in retaining customer loyalty. Customer loyalty cannot be established immediately, but the investment is well worth it. A happy and satisfied customer is essential to achieving a successful and long term business.

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    Source by Amy Nutt

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  • Nigerian Army Redeploys Senior Officers In Major Shake-up

    Nigerian Army Redeploys Senior Officers In Major Shake-up

    Nigerian Army Redeploys Senior Officers In Major Shake-up 1

    Nigerian Army Redeploys Senior Officers In Major Shake-up 2


     

    As earlier reported by SaharaReporters, the Nigerian Army has announced the redeployment of senior officers, claiming that the move was in a bid to add freshness into the war against terrorism in the country.

    The posting, which was approved by the Chief of Army Staff, Lt Gen Tukur Yusuf Buratai, led to the removal of Maj. Gen. Olusegun Adeniyi as Theatre Command Operation LAFIYA DOLE, the group fighting Boko Haram terrorists in the North-East region of the country.

    Adeniyi, who spoke out against the lack of weapons and accurate intelligence to fight terrorists in the region in a video that went viral a few days ago, was moved to the Nigerian Army Resource Centre as Senior Research Fellow after his outburst embarrassed the military authorities. 

    See Also

    Nigerian Army Redeploys Senior Officers In Major Shake-up 3

    Breaking News

    BREAKING: Nigerian Army Removes General In Viral Video Asking For Weapons To Fight Boko Haram


    In a statement on Tuesday, Acting Director Army Public Relations, Col. Sagir Musa, said, “The major highlight of the posting includes the posting and appointment of Maj Gen ACC Agundu from Special Task Force, Operation SAFE HAVEN, Jos, to Nigerian Army Resource Centre (NARC), Abuja, as Senior Research Fellow, Major General HI Bature from Defence Headquarters (DHQ), Defence Liaison Office, National Assembly Abuja, to Army Headquarters, Department of Civil Military Affairs and appointed Chief of Civil-Military Affairs, Maj Gen UM Mohammed from Nigerian Army Property Limited (NAPL) to the Office of the Chief of Army Staff and appointed Special Adviser Nigerian Army University Biu/Deputy Chairman Board of Trustees NAPL, while the erstwhile Special Adviser Nigerian Army University Biu Maj Gen CC Okonkwo now redeployed to STF Operation SAFE HAVEN Jos  and appointed Commander, Maj Gen F Yahaya from Headquarters 1 Division Kaduna to Headquarters.

    “Theatre Command Operation LAFIYA DOLE (OPLD) Maiduguri and appointed Commander, while Maj Gen OG Adeniyi is redeployed from Headquarters Theatre Command OPLD Maiduguri to NARC as Senior Research Fellow, Maj Gen S Idris from Sector 2 OPLD Damaturu- Yobe State redeployed to DHQ Abuja and appointed Director Liaison. 

    “Others affected include – Maj General AA Adesope from Office of the Chief of Army Staff Directorate of Audit and Financial Management to NAPL and appointed Group Managing Director, Maj Gen MG Ali from Headquarters Theatre Command OPLD Maiduguri to Headquarters 4 Special Forces Command Doma, Nasarawa State as Commander while the erstwhile Chief of Civil-Military Affairs AHQ Abuja Maj Gen US Mohammed has been redeployed to 1 Division Kaduna and appointed General Officer Commanding. 

    “Similarly, Brig Gen HI Daniel from the Defunct  Army Special Forces Command Maiduguri to Headquarters Training and Doctrine Command Minna and appointed Director Army Training Support, Brig Gen BE Onyeuko is to remain in DHQ Abuja as Acting Director Defence Media Operation, Brig Gen NM Jega from Training and Doctrine Command Minna to Infantry Corps Centre Jaji and appointed Chief of Staff, Brig Gen LA Araba from Nigerian Army Welfare Limited by Guaranty Abuja now redeployed to Sector 2 OPLD Damaturu, Yobe State as Ag Commander, Brig Gen VO Ita from DHQ, Abuja to Headquarters 402 Special Forces Brigade Azare and appointed Commander while Brig Gen JAL Jimoh from Sector 3 Artillery Brigade OPLD Monguno to Headquarters 31 Brigade Minna and appointed Commander and Brig Gen GTO Ajetunmobi has been redeployed from 31 Brigade Minna to Nigeria Army Welfare Limited by Guaranty, Abuja as Executive Director Operation. 

    See Also

    Nigerian Army Redeploys Senior Officers In Major Shake-up 4

    Boko Haram

    How Boko Haram Terrorists Dealt Us Heavy Blow –Nigerian Army Commander


    “Others are – Brig Gen LG Lepdung from Headquarters Infantry Corps Centre Jaji to DHQ Abuja and appointed Deputy Director Procurement (Logistics), Brig Gen MO Ihanuwaze to remain in Office of the Chief of Army Staff Directorate of Audit and Financial Management as Acting Director, Brig Gen EC Obi – Osang from the defunct Headquarters 707 Special Forces’ Brigade Makurdi to Headquarters 401 Special Forces’ Brigade Makurdi as Commander while Brig Gen GM Mutkut is redeployed from the Defunct Nigerian Army Amphibious Command OPLD Baga to Headquarters 403 Amphibious Brigade Baga and appointed Commander and Brig Gen JR Lar from Nigerian Army School of Artillery Kachia to Sector 3 Artillery Brigade OPLD Monguno as Commander.

    “Also, Colonel DJ Abdullahi from the defunct Headquarters Nigerian Army Special Forces’ Command Maiduguri to Headquarters 4 Special Forces’ Command Doma Nasarawa State and appointed Acting Chief of Staff, Colonel EC Emere from Nigerian Army Archives to Nigerian Military School Zaria as Deputy Commandant and Col MO Agi is to remain in Headquarters Nigerian Army Armour Corps Bauchi as Acting Chief of Staff among others.

    “All the postings and appointments take effect from the 1st of April 2020. 

    “While wishing all the officers well in their respective appointments, the Chief of Army Staff enjoins them to take their new responsibilities/appointments seriously and discharge all duties professionally with utmost loyalty to the Nation and the Service.” 

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    http://saharareporters.com/2020/03/31/nigerian-army-redeploys-senior-officers-major-shake

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  • Marketing on Twitter Gets Better with Scheduled Tweets

    Marketing on Twitter Gets Better with Scheduled Tweets

    Today social media is not just restricted to making friends or catching up with people from different parts of the world. It is widely being used for marketing of different brands, products, and companies. Social media marketing has captured the interest of consumers and helped companies in building good relationships with their customers. They are even enjoying consumer loyalty thanks to social media marketing…
    Marketing on Twitter Gets Better with Scheduled Tweets
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    http://www.associationofmarketing.org/articles/view.php?article_id=14056

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  • New Additions in the Features of Facebook Graph Search

    Facebook has always been coming up with various new features to make sure that its millions of users worldwide do not switch their loyalty. Some of its updates have caught the attention of its users while some others just get criticized. But that does not stop Facebook from…

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    http://www.associationofmarketing.org/articles/view.php?article_id=13964

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  • Microsoft Dynamics CRM Receives Updates

    CRM (customer relationship management) can help customers by taking them through business processes in an organized and automated manner which will reduce costs, increase profits and maintain customer loyalty and satisfaction. Microsoft introduced Microsoft Dynamics CRM in 2011 which is a software package to assist customers with sales, marketing and service related information.

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    http://www.associationofmarketing.org/articles/view.php?article_id=14560

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  • Effortless Entrepreneur – Book Review

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    By: Nick Friedman & Omar Soliman (2010)

    ISBN 978-0-307-58799-2

    Book Price: $17.00

    Multimillion-dollar franchise

    Nick Friedman and Omar Soliman are founders of, “College Hunks Hauling Junk.” This company has become a multimillion-dollar franchise and the nation’s premier junk removal service. Nick and Omar have been named among the Top 30 Under 30 Entrepreneurs in America by Inc., and have been profiled in the New York Times.

    Entrepreneurial success

    Nick and Omar supply readers with 13 chapters leading to entrepreneurial success. They discuss the following topics; the making of an entrepreneur (Ch. 3); creating your business foundation (Ch. 4); building staff and client loyalty (Ch. 7); optimizing your ability to make the sale (Ch. 10); working smarter and playing harder (Ch. 13), etc.

    Passionate pursuit of business dreams

    Nick Friedman and Omar Soliman relate their journey with passion and energy. This book conveys more than a love for building a business; it also exhibits practical steps along the journey. Nick and Omar relay, “As we expanded and built systems that allowed our company to function more effectively, we discovered that we could spend less and less time doing the everyday grunt work… and more time doing the things we really enjoyed… “

    The crux of this book shows how anyone can convert a common serviced industry into a wealthy enterprise. The authors state, “… now we’re trash men. Of course, by trash men we mean we’re Gen Y entrepreneurs in our mid-twenties who understand that trash is cash and transformed a summer gig into a multimillion dollar business.”

    Nick and Omar use challenging words to arrest readers from inactivity saying, “To succeed as an entrepreneur, be prepared to act on your ideas. Otherwise, you’re just another dreamer who wishes and longs and prays to have a business but never gets further than sneezing… people who turn ideas into reality make the difference… “

    Vision motivates! Friedman and Soliman express this key to success through practical examples as they share, “… the more passionate you are about achieving goals, the greater your chance for growth. Our vision was clear when we started… we didn’t blink twice at spending $13,000 to buy our 1-800-Junk-USA phone number… “

    Shift into entrepreneurial breakthrough

    Nick Friedman and Omar Soliman energize readers to shift into Entrepreneurial breakthrough in business.

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    Source by Dr. Steven J. Lynne

    Views: 1

  • Customer Trust and Loyalty

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    Customer trust is a precondition for prosperity. Yet, most businesses…

    o Act as if customer trust develops because the business believes it is honest.

    o Build only a shallow type of trust that does not lead to profitable relationships and loyalty.

    o Have no strategy to build the type of trust where customers increasingly value the relationship.

    Now is an excellent time to aggressively and systematically work at building customer trust. Virtually all businesses have been tainted by the general rise in societal distrust of companies.

    o A recent Datamonitor study of consumers in the USA and Europe found that 86% are less trusting of companies than they were five years ago.

    o 80% of people stop buying products or services from companies when their trustworthiness comes into question (Edelman 2005 Trust Barometer)

    o People spread distrust to friends and associates, the people we trust most.

    o Over 33% who lose trust in a company, openly campaign against that company on the Internet.

    The Datamonitor and Edelman research demonstrates that it goes beyond a few isolated cases. Furthermore, according to a Yankelovich study, more than two-thirds of people don’t believe advertisers and marketing. They see it as self-serving distortions.

    Customers want to do business with companies they trust but, don’t know who to trust. Therefore, companies that proactively demonstrate trustworthiness stand to gain a tremendous source of competitive differentiation.

    What is trust and why is it important to customer relationships? Webster gives two definitions of trust that help separate the wheat from the chaff.

    1. firm belief or confidence in the honesty, integrity, reliability, justice of another person or thing.

    2. confident expectation, anticipation, or hope; as in trust in the future.

    Most companies believe they are trustworthy but only measure up to the first definition. They want to be known as a company that is honest, reliable and fair. They expect their products live up to expectations and when they don’t they think they treat customers equitably.

    Do you think your company measures up? If you say yes, ask yourself what you proactively do to build this trust. Many companies have no deliberate strategy.

    If you have a deliberate strategy, now might be a good time to question how well it is working. As mentioned above, Yankelovich’s research shows that most customers don’t believe your marketing and advertising. And, the Edelman Trust Barometer concluded that when looking for a credible source of information on a company or product, CEO’s, employees, public relations people and celebrities rank in the bottom half.

    Measuring up to the first definition of trust is essential to sustainable and profitable customer relationships. However, even if customers believe your company is honest, reliable and fair, this is no guarantee they will be loyal and profitable. To garner commitment, profitability and high lifetime value, a company must measure up to Webster’s second definition as well.

    Businesses that meet the first definition but not the second, run into the Satisficing Trust Barrier. Satisficing trust is the trust that allows a customer to feel comfortable in buying products or services from a company. It is a sense of confidence that the company will stand behind the product. It is sufficient trust to purchase a well-defined product, a commodity. In a world of abundance and overwhelming choice, satisficing trust does not insure repeat business. Customers buy commodities that offer the best trade-off between satisficing trust, price and convenience. Some companies become complacent because they feel they offer the best combination of the three. Unfortunately for them, all it takes to lose customers is for a competitor to create the perception of a better deal. No real relationship value has been accrued by the company who wins business this way.

    The operative words in the second definition of trust are “hope” and “trust in the future.” Many purchases these days are not commodities; they are not well defined and may not have a track record. To make these types of purchases the customer must take a “leap-of-faith,” and this requires trust. In this type of trust the customer must believe that the vendor company is truly interested in a win-win relationship. That is, they are interested a long-term relationship where both parties benefit. This type of trust grows out of experience with a company demonstrating a real commitment to win-win. Since virtually all customers have been “burned,” companies often have to subjugate their short-term interests to stimulate the development of faithful trust.

    Customer want to build relationships that help them more confidently make “leap-of-faith” decisions. Being able to rely on this trust helps them simplify things in an increasingly complex world. When this happens, trust in the relationship becomes more important to customers than price and convenience. It starts with “hopeful trust.” Customers want the best for themselves. They want to adapt and to embrace change, and they will place extremely high value in relationships that help. Customers are on the lookout for signs from companies that their “hopeful trust” will be well placed. But this “hopeful trust” is just a test. If experience demonstrates that trust in the relationships is justified, faithful trust will emerge.

    When trust morphs from “hopeful” to “faithful,” a very significant twist occurs. The main concern of customers shifts from price and utility to the seeking of advice and guidance. When price is an issue, customers withhold information. When they seek guidance, they openly share. “Faithful trust” enables this openness. It also enables both parties to prosper and builds a basis for co-adaptation, now and in the future.

    The trustworthy company gets the immediate sale, but they get much more. Snafus or mistakes that might have once terminated a relationship are now overlooked for the sake of the relationship. Customers become turbocharged advocates. They don’t merely tell others what you sell; they vouch for you and the relationship value you deliver. They come to depend on your business and, as a consequence, they want you to thrive.

    The real-life story of Billy Blue, a men’s clothier in San Francisco illustrates the power of fully trusting relationships. Billy Blue’s thriving business took a nose dive during the dot.com crash. The downturn was so severe its owner, Billy Bragman, considered closing his doors. Instead, he wrote his customers a letter explaining the situation and asked them to buy more clothes. Even though many of his customers had their own business “trial and tribulations,” they increased their clothes purchases. One guy sent a check for $2,500 with a note saying, “You know what I like; just send me some new clothes.” Billy Blue customers could easily have turned to other men’s stores but they chose to support Billy Blue. They valued their relationship with Billy Blue and didn’t want it to go out of business.

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    Source by John Todor

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  • Why Goodwill Is Vital to Success

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    When I originally got the idea for this blog entry, I was thinking in terms of success in business, as a result of three lackluster experiences I recently had with customer service at three different businesses. Then, when I sat down to write about it, I soon realized that goodwill is vital to all areas of life.

    Goodwill is similar to integrity in that in takes time to develop but can be lost in an instant. As my cousin says, “Goodwill is a byproduct of doing the right thing.” Webster’s dictionary defines goodwill as “a kindly feeling of approval and support: benevolent interest or concern.”

    This definition makes clear that whether it is with your business associates, teammates, coaches, or bosses, or in your interpersonal relationships, without goodwill it is difficult to get beyond a surface level with any of them.

    In today’s ultracompetitive world everything that gives you a leg up on the competition makes your success more likely. As successful businessman Marshall Field was fond of saying, “Goodwill is the only asset that competition cannot undersell or destroy.”

    Each of the three companies from whom I experienced poor customer service developed varying degrees of goodwill – mostly negative – from me. The one that earned the most goodwill eventually offered me an acceptable solution and I am still doing business with them (though on a more cautious basis now).

    One of the other two offered worthless suggestions, compounding my initial frustration. The last one had a website that failed repeatedly to send my complaints and was unresponsive to the ones that did go through. Needless to say, it would have taken a lot of goodwill to overcome these slights and I decided to close both of those accounts.

    One of the quickest ways to earn goodwill is to exceed expectations. Here’s a recent example of a business that engendered massive amounts of goodwill from me. I ordered a supplement and a few weeks after receiving my order I received another package from them with a new bottle of what I had previously ordered and the following note enclosed:

    “I want to take a moment to thank you for your recent purchase. As a token of our appreciation we sent you your next bottle free of charge. You will not be charged for this bottle and are not signed up to an auto-ship program of any kind. We just wanted to say a quick hello and thank you”

    -Greg, Founder of Weyland Brain Nutrition

    Not only did they send me my next bottle free of charge, they also enclosed a bottle of another product for me to try. I have since recommended them to several of my clients and am now a devoted customer.

    The same phenomenon happens in our interpersonal relationships. When you go the extra mile for a co-worker, boss, friend, lover, coach or teammate, you engender goodwill and strengthen your bond with them. This in turn will lead to greater trust and loyalty, thus opening the door to greater possibilities for the relationship.

    Most people want to stand out from the crowd and are frustrated when they don’t. I like to tell my clients that if you don’t like being stuck in the crowd, go the extra mile; it’s never crowded there. It’s a simple recipe for success that is often neglected by the masses and will also go a long way towards engendering plenty of goodwill from others.

    You can follow Sam on Twitter @SuperTaoInc

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    Source by Sam Obitz

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