Tag: Retain

  • 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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  • The Masculine Bag of Tricks

    The Masculine Bag of Tricks

    What males, of their egoism, consistently mistake for a deficiency of intelligence in girl is merely an incapacity for mastering that mass of small mental tips, that advanced of petty knowledges, that assortment of cerebral rubber stamps, which constitutes the chief psychological tools of the typical male. A person thinks that he’s extra clever than his spouse as a result of he can add up a column of figures extra precisely, and since he understands the imbecile jargon of the inventory market, and since he is ready to distinguish between the concepts of rival politicians, and since he’s aware about the trivialities of some sordid and degrading enterprise or occupation, say soap-selling or the legislation.

    But these empty abilities, of course, should not actually indicators of a profound intelligence; they’re, actually, merely superficial accomplishments, and their acquirement places little extra pressure on the psychological powers than a chimpanzee suffers in studying learn how to catch a penny or scratch a match. The entire bag of tips of the typical enterprise man, and even of the typical skilled man, is inordinately infantile.

    It takes no extra precise sagacity to hold on the on a regular basis hawking and haggling of the world, or to ladle out its regular doses of unhealthy drugs and worse legislation, than it takes to function a taxicab or fry a pan of fish. No observant particular person, certainly, can come into shut contact with the overall run of enterprise {and professional} males—I confine myself to those that appear to get on on the earth, and exclude the admitted failures—with out marvelling at their mental lethargy, their incurable ingenuousness, their appalling lack of bizarre sense.

    The late Charles Francis Adams, a grandson of one American President and a great-grandson of one other, after a protracted lifetime in intimate affiliation with some of the chief enterprise “geniuses” of that paradise of merchants and usurers, the United States, reported in his previous age that he had by no means heard a single one of them say something price listening to. These have been vigorous and masculine males, and in a person’s world they have been profitable males, however intellectually they have been all clean cartridges.

    There is, certainly, honest floor for arguing that, if males of that kidney have been genuinely clever, they might by no means succeed at their gross and driveling considerations—that their very capability to grasp and retain such balderdash as constitutes their inventory in commerce is proof of their inferior mentality. The notion is definitely supported by the acquainted incompetency of first fee males for what are referred to as sensible considerations. One couldn’t suppose of Aristotle or Beethoven multiplying 3,472,701 by 99,999 with out making a mistake, nor might one suppose of him remembering the vary of this or that railway share for 2 years, or the quantity of ten-penny nails in 100 weight, or the freight on lard from Galveston to Rotterdam. And by the identical token one couldn’t think about him professional at billiards, or at grouse-shooting, or at golf, or at another of the idiotic video games at which what are referred to as profitable males generally divert themselves. In his nice examine of British genius,

    Havelock Ellis discovered that an incapacity for such petty expertness was seen in virtually all first fee males. They are unhealthy at tying cravats. They don’t perceive the trendy card video games. They are puzzled by book-keeping. They know nothing of get together politics. In temporary, they’re inert and impotent within the very fields of endeavour that see the typical males’s highest performances, and are simply surpassed by males who, in precise intelligence, are about as far under them because the Simidae.

    This lack of talent at handbook and psychological tips of a trivial character—which should inevitably seem to a barber or a dentist as stupidity, and to a profitable haberdasher as downright imbecility—is a personality that males of the primary class share with girls of the primary, second and even third lessons. There is on the backside of it, in reality, one thing unmistakably female; its look in a person is sort of invariably accompanied by the opposite contact of femaleness that I’ve described. Nothing, certainly, may very well be plainer than the truth that girls, as a category, are sadly poor within the small expertness of males as a category.

    One seldom, if ever, hears of them succeeding within the occupations which carry out such expertness most lavishly—for instance, tuning pianos, repairing clocks, practising legislation, (ie., matching petty tips with another lawyer), portray portraits, retaining books, or managing factories—regardless of the circumstance that the good majority of such occupations are effectively inside their bodily powers, and that few of them supply any very formidable social boundaries to feminine entrance. There isn’t any exterior cause why girls should not succeed as operative surgeons; the best way is vast open, the rewards are massive, and there’s a particular demand for them on grounds of modesty. Nevertheless, not many ladies graduates in drugs undertake surgical procedure and it’s uncommon for one of them to make a hit of it.

    There is, once more, no exterior cause why girls shouldn’t prosper on the bar, or as editors of newspapers, or as managers of the lesser kind of factories, or within the wholesale commerce, or as hotel-keepers. The taboos that stand in the best way are of very small power; numerous adventurous girls have defied them with impunity; as soon as the door is entered there stays no particular handicap inside. But, as each one is aware of, the quantity of girls truly practising these trades and professions may be very small, and few of them have attained to any distinction in competitors with males.

    Extract from IN DEFENSE OF WOMEN by H. L. Mencken

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  • Building a House E-mail List

    Within any type of online business creating and building an effective e-mail list is a necessary business practice in order for a company to retain information surrounding consumers in specific markets. With an effective e-mail list, it is possible to properly implement an e-mail marketing campaign which is both measurable and successful. But how do you create a good list? Well list building, a lot like other forms of information capture, carry their own little tricks of the trade and here today in this article we are going to look at some excellent tips which will help you on your way to creating fantastic e-mail marketing lists…

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    http://www.associationofmarketing.org/articles/view.php?article_id=6947

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  • Oil Benchmark Slashed To $30 Per Barrel By Nigerian Government

    Oil Benchmark Slashed To $30 Per Barrel By Nigerian Government

    Oil Benchmark Slashed To $30 Per Barrel By Nigerian Government 1

    Oil Benchmark Slashed To $30 Per Barrel By Nigerian Government 2


     

    The Nigerian Government on Wednesday proposed $30 per barrel of oil so as to work the 2020 national budget around that.

    The announcement was made by the Minister of Finance, Zainab Ahmed, in Abuja.

    Ahmed advised a review of the 2020 budget using a $30 per barrel price benchmark in favour of the previous $57.

    She also said, “The privatisation proceeds will be cut by 50 per cent, based on the adverse economic outlook on sales of the Independent Power Projects and other assets.

    “The Federal Government is working on Fiscal Stimulus Measures to provide fiscal relief for taxpayers and key economic sectors.

    “We will incentivise employers to retain and recruit staff during the economic downturn.

    “We will stimulate investment in critical infrastructure; review non-essential tax waivers to optimise revenues, and compliment monetary and trade interventions to respond to the crisis.”

     

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    Oil Benchmark Slashed To $30 Per Barrel By Nigerian Government
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    http://saharareporters.com/2020/03/25/oil-benchmark-slashed-30-barrel-nigerian-government

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  • Effective Restaurant Training Techniques: Jump-Start Your Training Program Today

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    I have seen different types of training techniques for restaurant staff. Some restaurants send new hires to their corporate training school; others hire experienced staff thinking they already know how to work that position. I think all new staff members should receive quality training regardless of previous experience.

    Each role in a restaurant is important for the restaurant’s success!

    Management must be able to work in every position. Their knowledge of each job is vital. Managers must step into those other roles to maintain customer service. Some reasons could be if there is a call-out, or if the sales are higher than projected.

    If people tell you that managing a restaurant is easy, they are dead wrong. In-fact it is the most difficult position in the restaurant. Running a restaurant is challenging; management needs to be able to multitask, give direction, and follow-up on that direction. Managers must be able to retain large amounts of information and make quick decisions and be ready to step into any position.

    Managers are not born to run a restaurant; they are developed into that position. The same goes for the rest of the staff. Train the management staff, then the trainers. Management will oversee the trainers as they train the rest of the staff.

    The most effective restaurant training techniques are:

    • Show-Do-Review: The trainer shows the staff member how to do the task. Then the trainer observes the trainee actually doing the task. After completion, they review the task together and the trainer gives feedback to the new hire. The Show-Do-Review technique is especially effective in learning recipes, kitchen duties, cleaning tasks, or service tasks.
    • The Memory Game: Once the new hire has some understanding of their new job, the trainer shadows the staff member and helps the new hire remember different key components of the job. Periodically the trainer will ask the trainee a question. If the trainee does not answer the question correctly, then the trainer will provide the answer. The trainer will continually repeat the question all throughout the day or night until the trainee answers it correctly. The purpose of the exercise is getting the staff member to retain the information. The Memory Game can be used to remember important food time and temperature, menu and recipe knowledge, service steps, or even manager responsibilities.
    • Role-Playing: Role-playing is one of the most effective training techniques to use in creating top-notch performers. Existing staff members and new hires experience real life situations and “learn by doing”. The trainees will experience “real life” situations in a simulated and controlled environment. This technique allows the trainer to evaluate the trainee’s strengths and areas to improve. This also helps to develop an action plan so that the trainee can overcome any obstacles to their success. “Practice make perfect.” This technique allows the employees to see different perspectives, build confidence, and form good habits. The trainer will observe the role-playing and my correct the staff members periodically to ensure they on the right path. Role-playing is a great technique for service staff and managers to learn the proper way to handle customer questions or complaints, how to approach a table, and the steps of service.
    • Shadowing: The trainee shadows the trainer, and the trainer shows the trainee the correct procedures in completing the assigned task. The trainer should ask open-ended questions in reference to the task. Once the trainee is more comfortable, then the trainer will shadow the employee. Communication between the staff members is crucial in developing the trainees. Shadowing could be used for nearly any role, especially on the first days and last days of training.

    Once the trainer evaluates the staff member and determines that the employee has mastered that position, then that person is ready to work independently.

    Management should observe or be involved in the training process to ensure that employee is receiving quality training. The general manager/owner oversees the managers. The general manager/owner may have the final say in whether a new employee is ready to work solo.

    Utilize any tool available to help achieve the training goals. During the training process using feedback or assessment forms can help track the quality of the training. Documenting the progress of the training and reviewing it with the employee will help the employee to know your expectations. It also gives you a paper trail of that particular employees training.

    Using a variety of training techniques for your restaurant is useful in getting all your staff on the same page. It also is more interesting than sitting down with someone and reading a scripted presentation. It will help you retain staff, because too many people are thrown into their jobs without the proper training and get frustrated and quit. Having a training program that is easy and effective is important in your restaurant’s success.

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    Source by Jeffrey Schim

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  • Ten Ways to Offer Better Customer Service

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    Today’s savvy customers not only want excellent service, they often expect it. Customer service was the main quality focus of growth and improvement for companies in the last few decades, which is why many now expect it. Companies can lose customers over bad customer service and may retain customers who feel treated respectfully. How well customer service works depends greatly on the attitude and training of company human resources, even those not in the service areas. Below are a few ways everyone can improve their customer service skills and attitudes. 

    1. Always smile when speaking with the customer, whether in person or on the phone. Smiling lifts your attitude and the positive ness can be heard in your voice. 
    2. Greet customers by saying hello, giving them your name, and asking them how you can help.
    3. Whenever possible, be empathetic. Let the customer know you understand their feelings and want to be of help in solving their problem.
    4. Be sure to ask for their name so you can call them by it when responding. This makes the conversation seem more one-on-one friendly rather than combative. If you are on the phone, get their phone number too in case you become disconnected or need to do research. With their phone number, you can call them back if necessary.
    5. If you must put a phone customer on hold or your computers are down, let them know how long the hold or downtime might be. If it will be more than a couple of minutes, you should give them the option of holding or having you calling them back when you have completed your research or when the computers come back up. The customer may choose to call you back, but never tell them that is what they must do. Be sure to call them back in the stated timeframe even if it is only to say you still do not have an answer. Lack of communication is often more frustrating for a customer than having to wait a little longer for results.
    6. If the customer is angry or determined to complain, stay calm and don’t take their criticism personally. Ask questions so you can get to the root of the problem or issue. However, do consider their criticism as suggestions for future improvement of your company processes and services.
    7. If you do not have an answer for the customer, do not make something up. Instead find someone who can give you the correct answer. Customers don’t like being lied to or patronized.
    8. Find the best way to resolve the problem and satisfy your customer without having to go through multiple levels of approval or breaking any rules. Multiple levels of approval only slow the process down and do not help the customer, so avoid them whenever possible. However, if you must get an approval, let the customer know the process and how long it may take and exactly when they can expect a result. You can often go the extra mile for the customer without breaking any rules or going against written policies. 
    9. Once the customer’s problem is resolved, ask if you can be of any help with anything else. Be sure to thank the customer before saying goodbye. 
    10. Always remember the golden rule is the best rule of thumb for customer service “Do unto others as you would have them do unto you.” 

    These are simple ideas to improve customer service skills and attitudes in employees. It is important to always remember that customers today expect excellent customer service and will go where they can find it. Companies lose customers over bad service. So offer great service instead to help retain customers.

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    Source by Shirley Lee

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  • Which Walking Liberty Half Dollar Collecting Strategy Is Best for You?

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    Walking Liberty half dollars are one of the most beautiful of American coins. They age gracefully, and are a far less expensive to collect than the more popular Morgan silver dollar.

    Their key date 1921-S, in MS-65 condition will sell for around $100,000. The 1893-S Morgan in MS-65 condition will bring nearly $700,000. In MS-60 they are about $20,000 compared to the 1893-S for $130,000.

    The Walking Liberty isn’t quite the same bargain in AU however. The 1921-S goes for around $7,000 and the 1893-S Morgan goes for around $21,000. Instead of a 1 to 7 ratio in the MS categories, it’s only a 1 to 3 ratio in AU.

    As you get into the late date Walkers the cost of mint state coins goes down considerably. Mint state examples are plentiful and cheap after 1935.

    A complete date/mint set of MS-65 Walking Liberties would cost somewhere in the half million dollar range. So, the entire collection would cost less than one 1893-S Morgan in MS-65 condition.

    I see four fundamental strategies for collecting Walking Liberties:

    1. US half dollar type set

    2. Walking Liberty year set

    3. Walking Liberty complete date/mint set

    4. Walking Liberty proof set

    1. The US half dollar short, type set could include each of the following:

    · Flowing Hair half

    · Draped Bust half

    · Capped bust

    · Seated Liberty half

    · Barber half

    · Walking Liberty

    · Franklin Kennedy

    If you’re willing to accept lower mint state for the Flowing Hair and Draped Bust designs, this collection could be obtained for around $150,000.

    2. The Walking Liberty year set would contain 25 coins for an example of one from each year this issue was minted. An example of this would be:

    · 1916-P to 1921-P

    · 1923-S

    · 1927-S

    · 1928-S

    · 1929-D

    · 1933-S

    · 1934-P to 1947-P

    This strategy allows you to assemble each year of issue in mint condition without breaking the bank. It would be acceptable to have the rare dates in MS-64 alongside the common dates in MS-65. You’re looking at something under $40,000 for a collection like this.

    3. A complete date/mint set would require 65 coins. A set like this could also use MS-65 examples for the common later date coins and MS-64 for the more expensive dates. Depending how you organize a collection like this, it might cost around $350,000 to complete.

    4. Here’s the surprise. If you go for a proof set, there are only 7 coins minted as proofs for this series. Proofs are surprisingly inexpensive and even more beautiful than the circulation issue. There is only one key date in the proof series, and that’s 1936. A set of PF-65 Walking Liberty coins will cost just under $10,000.

    I price mint state coins here because the mint state coins have the most demand and collector value. They will retain their prices better and increase more than their circulated versions.

    As discussed in my article on Pivotal Grading Points, the greatest profit potential is to buy the coin just under the pivotal grade. That is often, but not always MS-64.

    If you were to accept MS-64 as your grade standard, you could complete these set examples for considerably less money than described here. As demonstrated above a complete set is considerably less expensive than a complete date/mint Morgan set.

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    Source by Paul St. Julien

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  • Internal Customer Service: Guidelines for Suppliers and Contractors

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    Change management and organization development experts talk about ‘creating alignment’ – aligning organizational strategy with daily business needs. And a big part of this is creating alignment between customer needs and employee actions as customer service providers. But we also have to take note of internal customers – those people within the organization that service us – as internal customers and who we service as internal customers. “There is a remarkably close and consistent link between how internal customers are treated and how external customers perceive the quality of your organization’s services. It is almost impossible to provide good external service if your organization is not providing good internal service.” R. Zemke and K. Anderson, Delivering Knock Your Socks Off Service, 1981.

    And it’s not just about internal customers within the walls of your organization, it’s also about those arms-length internal customers and customer service providers – suppliers and contractors – those people who either supply your organization directly or come into contact with your external customers, directly, as your representative. These suppliers and contractors should be considered an integral part of your organization and the service they provide should be measured as accurately and frequently as you measure the service level you provide.

    To my mind, servicing others, whether internal or external (customer, supplier, colleague, peer, supervisor, contractor), should reflect the values of your organization and the process to retain the best customers – again, whether internal or external – can be applied across any of these groups. Suppliers and contractors should be selected and retained based on their commitment to servicing your customers – and your employees – as you require them to be serviced. Although you do not ‘own’ these suppliers and contractors, you have the right to demand the equivalent level of service you provide to your customers. When selecting your suppliers and contractors, or measuring the ones you currently are associated with, the following guidelines may help ensure that internal service meets the standard.

    Recruit suppliers and contractors as you would your employees.

    You should be seeking out the best person for the job, the high performer who will be able to deliver on your business expectations and drive up results for your company. Why not utilize some of the recruiting tools you use when conducting a search for an employee? Think about it. You will be paying this supplier or contractor to perform services for you or your customers so you should expect them to be of the calibre you expect from a new employee. Consider requesting a resume of their qualifications and experience, customers they have serviced, certifications that may be required, and if available, customer testimonials. Interview them in a similar fashion to the way in which you interview for employees. Check their references and make sure you put in place a contractual arrangement that clearly documents what you expect from them and what they can expect from you (this is just another version of position profiles and expectations for the role).

    In these cases, you are seeking high performers capable of servicing both your customers and your employees. And you have a responsibility to provide them with the information, resources and possibly, tools, they will need to service both these groups accurately and professionally.

    Provide clear expectations of performance.

    Even if your suppliers and contractors have worked with your organization for a long period of time, it is critical to periodically review your expectations of their role and how you expect them to service your customers. Customers are retained because they have developed a good relationship with their supplier and any contractor or supplier who is dealing with your customer directly, is seen by the customer to be an employee of your company, and hence; representing your company.

    When I was a general manager for an energy distribution company, one of our contractor service technicians accidentally cut the customer’s phone line. The first issue for the customer was, of course, the cut phone line and the inconvenience associated. The second issue was that the contractor apologized but told the customer he would have to call our company to secure satisfaction regarding the cost and inconvenience of having the line repaired. The third issue was the response the customer received from the Branch Manager when he called our company office to complain. He was told we were not responsible since it was a contractor that had cut the line! Yes, I too, was shocked when the customer got through to me to complain and told me what the Branch Manager had said. Even more distressing was the fact that the Branch Manager defended his position when I called him about the complaint!

    No doubt we did not clearly identify to our contractor our customer service expectations. To me, they were simple. Apologize to the customer, call our office immediately to request a solution and then work with the customer to get the solution implemented. Simple to me but certainly not to our contractor or, I quickly discovered, to my Branch Manager.

    So my next step was to build a contractor customer service agreement and develop a customer service training program to implement with both our employees and our contractors. We then implemented it across my region. We still had customer service issues with both our contractors and our employees, periodically,but this was a great first step.

    Conduct frequent performance reviews.

    Providing your suppliers and contractors with regular, specific feedback will not only give you confidence that they are meeting your needs but will also provide opportunities for them to discuss any customer service challenges, issues, or problems with you before they result in lost customers. These regular reviews should be part of the contract between you and the contractor and they should be implemented on schedule. During these reviews you should include their primary employee contacts to ensure all partners are clear about the issues and able to participate in developing the solutions. This secures commitment to the solutions.

    Reward and recognize customer service excellence.

    At a minimum, providing them with a reference signifies that you are pleased with their customer service performance. But, without a doubt, the best reward for suppliers and contractors is securing more work from you.

    Following these guidelines will go a long way to ensuring alignment between your company, your employees and your suppliers and contractors – to the business goals and strategy. All sectors can then be focused on delivering the expected level of customer service to the customer base you want to retain.

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    Source by Donna Stevenson

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  • The Life of Ezra Pound by Noel Stock

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    A review of The Life of Ezra Pound by Noel Stock must begin by acknowledging the phenomenal achievement of its author. It is comprehensive, detailed, forensic, appreciative, critical and illuminating, a massive achievement of analysis, research and insight. At around 200,000 words it is also a commitment, not for the fainthearted or for anyone with only a passing interest in either poetry or the history of the twentieth century. But it is also something else, something that, despite the magnificence of its scholarship, provokes this reader to focus on issues that are external to the text, itself. But more of that later: first, the book.

    Ezra Pound was undeniably one of the greatest figures of twentieth century literature. Unlike his illustrious contemporaries and friends, however, Joyce, Eliot and Yeats among them, his name has seemed to slip from the mainstream since his death in 1972. I read his great achievement, the Cantos, when I was at college. I did not understand them. In some ways they feel less like a work of poetry than a lifetime achievement, a creatively conceived and sometimes over-presented commonplace book into which fell, in poetic form, a distillation, a reflection or sometimes mere mention of whatever disparate material that Pound obsessed over at the time. The Cantos were Pound’s creative life, but we must not forget the massive amount of other material, his journalism, music, prose and economics, for want of a more accurate word.

    Pound was one of the founders and movers of literary and artistic movements: Imagism and the Vorticism among them. They were perhaps not the most enduring of directions. He was American but seemed more at home in England and then Italy, neither of which chooses to honour his achievements on their soil. But what is strongly felt about this man from the start is his conviction of, perhaps his obsession with his own genius. He was utterly sure he would contribute to the arts and perhaps even change their direction. He seemed to consider his legacy immortal, even before it had been created. He felt he was something new, original and enduring. And all this when apparently no-one even wanted to read his material, or formally give him time of day. And not only did he seem to deny his failures, he didn’t even seem to register them. The limitations were always somewhere else. In the early years, he thus seemed like a self-publicist, with is achievements acknowledged before they were achieved, like a modern self-published author who writes five-star, best-seller reviews of his own work. Nowadays, that surely would never do!

    But eventually, perhaps by sheer dogged application alongside considerable talent, Pound received the recognition he thought he deserved, though perhaps never in our own contemporary, blunt instrument yardstick of success – sales. Certain academics loved him. Others did not. He himself had high hopes of a Nobel Prize.

    Noel Stock includes copious quotations from Pound’s verse, always with critical assessment, sometimes with criticism. The Cantos were so far reaching in their intellectual coverage that it may appear from the outside that no-one without the full gamut of requisite skills would understand them. And given that these skills comprise, amongst other things, a knowledge of Dante and medieval Italian poetry, Confucius, Mencius and Lao-Tze in the original Chinese, troubadour songs in their original langue d’oc, Noh theatre texts in Japanese, Pound’s own experimental English, besides knowledge of the Classics and their metres, one might presume that there might be few modern readers of his work. This is probably accurate. But there is more to the modern shunning of Pound’s work than its overtly elitist intellectual demands. And it is here that this review needs to diverge from literature, poetry and indeed Ezra Pound, himself, to address the related concepts of fascism and racism.

    The main reason why today Pound’s name remains passé is his espousal of fascist ideas and his overt antisemitism. He went to live in Italy. He regarded Mussolini as rather a good thing. In Italy at the time he was hardly alone in this belief. He adopted Hitler’s aggressive antisemitism because he was fundamentally opposed to capitalism, if it meant what he saw as a banking and economic system dominated by Jews, the foundation of this belief being a bank owned by the Rothchild family. He also took to broadcasting pro-fascist propaganda (in Italian and English) on radio during World War II.

    Normally, my reviews are consciously detached. I try to review the book, not myself. Likes and dislikes are, to me, wholly nebulous and indefinable and even passing whims that are always less significant than considerations of communication or achievement of ends. In the case of The Life of Ezra Pound, the subjective “I” must be included, since our appreciation or not of this poet’s writing now seems to depend wholly on our individual take on his politics, despite his being be neither analytical or pro-active in his views, as this biography clarifies. In some ways, his politics were as transient as his current interests, as expressed in the meanderings of the Cantos. But what now can we make of Pound? Should we even try to understand him? Is dismissal the preferred option? I would say that he is worth the effort. Not the use of “I”! And this is not because I think Pound is a particular genius, overlooked or even readable. And I certainly do not see his actions as pardonable! And here I beg your pardon for making this book review become something personal, something about me and not about the book, but I assure you it is relevant. Please exit here if you are wary of the personal.

    I remember in the recent past a well-known British television presenter saying on-air that the music of Wagner was not played in her household because of the composer´s antisemitism. I remember another celebrity saying that antisemitism was the flavour of Wager´s age, and that rejection of the composer´s work on those grounds alone ought to prompt a similar rejection of everything artistic or otherwise that came out of mid-nineteenth century German culture.

    In the not too distant past I re-read Adam Smith´s Wealth of Nations. In my review I concentrated on those aspects of the analysis that might contradict the completely neo-liberal interpretation of the work. I was perhaps wrong to do so, but I wanted to challenge the idea that there is just one way to read Smith´s notion of free trade. Embedded within Smith´s thesis, however, are assumptions about human progress and worthiness. The Hindoo, the Mussulman and even the Catholic have their place in history and civilisation, but the heathen is judged to be a primitive sub-human. I do not recall Smith referring to ´The Buddhist´, but that may be my own failure of memory. In today´s politics, how many of the neo-liberal, perhaps neo-conservative supporters of their own notions of Smith´s concepts of free trade also regard those not associated with an organised great religion as both uncivilised and sub-human? And, given that the assumption appears to run throughout the work, should that alone disqualify Smith´s views on other subjects or his contribution to economics? Another position that almost dominates sections of The Wealth of Nations is that there is no economic activity that is or could be greater than the total that describes the state. How many of these same free marketeers would share Smith´s oft-stated revulsion of the very idea of a transnational corporation, which he regarded as necessarily market-distorting and almost automatically corrupt? This is recognized in antitrust and anti-monopoly legislation, but how often is this side of Smith´s work quoted? My point here is that we can choose to be selective, and usually do.

    I am tempted here to introduce the composer Anton Webern into the argument. A member of the second Viennese School, Webern espoused the atonalism of his associate, Schoenberg. Webern was perhaps the artistic opposite of Ezra Pound, being prone to destructive self-criticism and a desire for an extreme succinctness of expression. But Webern, like Pound, thought that fascism might be more sympathetic towards “high art” to which he aspired than the mechanisms of capitalism that concentrated on what it could sell. He thus initially espoused fascism, eventually to his own and his associates´ cost.

    After this considerable diversion, there is eventually a moral, and that is to beware anyone touting answers, especially those based on interpretations of the past in anything other than its own terms. Which brings me to Brexit! It might seem quite a jump, but it does follow. Trust me!

    I have recent personal experience, albeit apocryphal, that suggests the prime motivation among the British working class leave voters who surely swung the referendum result was “getting rid of all the foreigners.” I use quotes to emphasise that this was expressed to me personally and verbatim, with stress on the “all”. I had just finished The Life of Ezra Pound and I felt immediately a strange yet strong link with Pound´s antisemitism, which was founded on nothing less than trying to find someone to blame.

    Perhaps we should not judge Wagner, Adam Smith or even Ezra Pound using the moral perspective of our own time. For if we did that, and rejected any espousal of either racism or religious bigotry, how much of our human past would we retain? And, given the above Brexit opinion, is the moral perspective of our time significantly different from that of the 1930s, or even the 1850s, or 1770s or indeed any other time in our conflict-ridden blame game of history?

    The Life of Ezra Pound is a forensic biography of a poet. It describes a life lived in its historical and cultural context. Like all books committed to communicating its subject, it is a masterpiece that takes the reader way beyond the confines of its subject and thereby achieves a permanent relevance. Revisit this past. We must never deny it existed or forget its consequences. But it reminds us that as individuals, communities and societies, there is no rule that precludes the repetition of error. And neither is there any rule that insists that a current moral ground need be any higher than any other existing folly, contemporary or past.

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    Source by Philip Spires

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