Jacquelyn Lynn, Business Writer, Ghostwriter

Farewell to Greg Dawson's Last Resort

I’m going to miss Greg Dawson’s Last Resort column. As a consumer, I appreciated the education it offered—and I can’t count the number of times I realized that I had made the same mistakes people who turned to Dawson for help did, but I was fortunate enough to be dealing with reliable companies that delivered what they promised.

As a business writer, I admire Dawson’s talent and style. Many times, I used examples from his column to illustrate what a business should not do. In fact, one time when I did that, the company he wrote about sued me for blogging about what they did—and Dawson again took up the cause of the “little guy” (me) and did his best to help resolve the situation. His column about that caught the eye of Attorney Dan Perry, who was successful in getting the case dismissed and who became a source of ideas and opportunities for me. (It’s a long story, but if you want to know more, look under the “lawsuit” category on my blog, you’ll see the full series of posts about what happened.)

As much as I’ll miss the Last Resort, however, I’m even more looking forward to seeing how Greg Dawson is going to tackle workplace issues. As he says, it’s a rich source of material, and a perfect topic (or would that be target?) for Dawson’s keen wit.

By the way, if you haven’t read Dawson’s book, Hiding in the Spotlight: A Musical Prodigy’s Story of Survival, I highly recommend it.

6 Ways to Motivate Part-time Employees

Part-time employees are an essential segment of the workforce for many businesses, especially seasonal operations, but it’s not always easy to keep them motivated. They often do low-level work, may not have much of an opportunity for advancement within the company, and are frequently ignored (or worse) by full-timers.

While it’s understandable that part-timers may not be the most enthusiastic members of your team, as an employer, you are entitled to get the maximum benefit of the time people are on the job—regardless of how many hours someone works each week. Try these tips for keeping part-timers enthused and productive:

1. Introduce and orient new part-timers. Set the foundation for part-time employees just as you do for full-timers. Give them a tour of the facility, a good explanation of what the company does, what its goals are, what the vision is. There should be an orientation for part-time employees just as there is for full-time people.

2. Provide benefits. Make part-time employees eligible for the same benefit programs full-timers receive, such as insurance, vacation, sick leave, and even tuition reimbursement. Pro-rate the benefits so what part-timers receive is comparable to full-timers based on hours worked.

3. Train. Everyone needs to be adequately trained on how to do their job, no matter how many hours they work. Beyond basic job knowledge, provide ongoing training to enhance and expand skills, and groom part-timers for eventual full-time positions.

4. Create an inclusive environment. The atmosphere should make the part-time people feel that they are as worthwhile and valued for the time they’re there as is a full-time employee. If you give gifts at holidays or recognize birthdays for full-timers, do so for part-timers as well. Invite part-timers to participate in company social events, sports teams, and incentive programs. They should also participate in safety and quality programs, as well as be included in recognition efforts.

5. Develop career paths. Though many part-time employees choose to work on a temporary basis because it suits their needs, a significant number of them are looking for advancement opportunities. Take the time to find out what their skills and goals are, and if possible, develop a plan for growth within your company that will let them use their skills and meet their own goals. For example, you may have people who choose to work part-time when their children are young but who want to go full-time when the kids are older. Or you may pull your part-timers from a pool of college students. If you know a part-timer is eventually going to want a full-time position, it makes sense to see if you can keep them in your organization.

6. Give them meaningful work. Not every job is going to be exciting, challenging, and fulfilling, and mundane, boring chores have to be done. But you can avoid burnout and reduce turnover if you give part-timers a variety of tasks and not limit them to “grunt” work.

5 Tips to Market Effectively with Coupons

Do you use coupons to promote your business? In the first half of 2011, coupon redemption volume reached $1.75 billion despite a decline in coupon distribution, according to NCH Marketing Services, Inc. Today’s consumers, whether businesses or individuals, are value-oriented and looking for deals.

 

There are pros and cons to coupon marketing, but if you want to try it, or if you know coupons work for you, these tips will help maximize your coupon campaign:

 

1. Make a clear, attractive offer. Discounts (either a specific dollar amount or a percentage) are the most popular coupon offer, but you could also offer bonuses (“buy this, get that”) or even something for free (information or an inexpensive item for coming into your store or visiting your website).

 

2. Use brief, bold headlines. Readers should be able to know at a glance what you’re offering, or at least be teased enough that they want to read more.

 

3. Include complete details. At best, an incomplete coupon won’t be effective; at worst, it will generate more headaches than new business. Keep in mind that not everyone will agree with what you think should be understood or assumed, so tell them everything they need to know. If applicable, be sure to include:

 

• Expiration date. Make it reasonable for both you and your customer. Give your customers sufficient time to take advantage of the offer within a timeframe that works for you. Expiration dates create a sense of urgency and also prevent someone from taking advantage of an old coupon that would be difficult or costly for you to honor.

• Quantity limits. Your customers should be able to buy enough to realize value, but not so much that you are cleaned out of the item or are forced to take an unacceptable loss.

• Availability restrictions. If the offer includes a special purchase and you don’t intend to restock, add language such as “while supplies last.”

• Location and contact information. Let people know where you are and how to reach you if they have questions.

• Other restrictions. Be clear on any other restrictions you wish to apply, such as “one to a customer” or, in the case of restaurants, “one coupon per table.” If the offer is a “buy one, get one at a discount” deal, be clear about which item will be discounted (generally, it’s a second item of equal or lesser value).

• Redemption instructions. Tell customers what they have to do to redeem the coupon. For example, restaurants may ask that coupons be presented at the time of order so the final check can be calculated correctly the first time. If customers will redeem the coupon on your website, tell them when and how to enter the coupon code.

 

4. Use good design elements. Your coupon is as important as any other graphic element in your marketing package. Be sure it includes your logo, appropriate images (such as a photo of the product), and presents the benefits of your offer clearly. Remember to use white space effectively; a cluttered coupon is hard to read and less likely to be used.

 

5. Capture customer information. Consider asking customers to provide their name, phone number, address, and/or email address on the coupon, then use that information for your ongoing marketing efforts.

 

Bonus tip: Before you send your coupon to the printer, proofread, proofread, proofread! If you change anything at all, check the entire coupon to make sure other copy wasn’t affected by the change. Don’t risk potential damage to your image, customer relations, or profits by distributing a coupon with mistakes.

It's Party Season - Are You Liable?

Let the Parties Begin

But protect yourself from liability during the holiday season

 

Once the holiday season is in full swing, along with the fun, the parties, and the gift exchanging comes some increased exposure to personal and business liability. While you don’t want to turn into a Scrooge when it comes to holiday celebrations, you still need to reduce your potential risk. For example, it’s not unusual for hosts to be sued when a guest drives while intoxicated and is involved in a crash. And drunk driving is not your only concern. As alcohol consumption increases, inhibitions tend to decrease. If you’re hosting a company-sponsored party, you’re at risk for claims related to sexual harassment, sexual assault, and milder forms of misconduct, including inappropriate behavior, off-color comments, and even physical altercations.

These tips will help reduce your risk of liability during the holidays and the rest of the year:

• When you’re hosting an event, limit how much you drink yourself; be sure you’re always in a state that will allow you to monitor the activity.

• Keep an eye on alcohol consumption at parties, and be prepared to take steps to stop people from driving if they are impaired. Encourage designated drivers and arrange for taxis if necessary.

• Pay attention to who is drinking and don’t serve alcohol to minors. Doing so could not only expose you to financial liability, you could face criminal charges as well.

• Hire a professional bartender. Don’t let employees—especially supervisors or managers—serve drinks or even pour their own. Be sure the bartender knows to alert you if someone needs to be cut off.

• Use strategies designed to reduce alcohol consumption, such as serving only beer and wine rather than hard liquor; have a cash bar or ticket system rather than an open bar; bring the alcohol out in intervals rather than putting it all out at the same time; and set a cutoff time for serving alcohol, such as the last hour of the party, and switch to coffee and other non-alcoholic beverages.

• Consider holding your holiday parties in a restaurant or other location away from your work premises where someone else is responsible for serving drinks and monitoring sobriety. This does not completely relieve you of liability, but it does add an extra layer of protection that you don’t have when the party is at your place of business.

• For company parties, remind employees that while the party is voluntary and you want them to have a good time, your company’s normal workplace standards of conduct will be in force and misconduct at or after the party could result in disciplinary action.

• Serve plenty of food and make it comfortable for people to eat. If you’re serving buffet style, be sure the food is easily accessible and there is plenty of seating.

• Be sure holiday decorations don’t create hazards. For example, be sure items such as trees are secure and won’t fall over and that wires are hidden so no one will trip on them.

• Be pro-active with potential environmental hazards. Clear snow and ice from walkways, and warn your guests of any hazardous conditions. Some states and cities have ordinances that require landlords to clear walkways; check with your local city hall or state attorney general’s office to find out if you are subject to such laws and exactly what you have to do to be in compliance.

Avoiding liability during holiday parties is not complicated or difficult—and you should be doing it anyway. However, accidents happen, so be sure you have appropriate insurance in place to protect you and your company. Your insurance policy should cover any damage awards up to the specified limits (consult with your insurance agent, attorney, and financial planner to determine what limits you need), as well as paying for your defense should you be sued. Be sure you understand the limits of your liability and umbrella policies and that your coverage is sufficient on both your personal and business properties.

Of course, the best insurance policy notwithstanding, the easiest lawsuit to deal with is the one that never happens. So combine adequate insurance with common sense, and enjoy the holidays.

Corporations, Politics, Money, and Influence

A few days ago, the writer of an op-ed piece in the local paper said that we needed to get "corporate money" out of politics and suggested that the way to do that was through legislation. I disagree. We've got plenty of laws. We don't need any more of them. (Although I wouldn't oppose a law shortening the presidential election cycle, but that's another issue.)

That statement prompted me to write this letter, which was published in the Orlando Sentinel on Oct. 24:

Government should stay out of businesses' way

To get corporate money out of politics, we need to get politics and government out of corporations. As long as politicians are interfering with the way companies operate, companies will try to influence politicians.

Basic laws to protect worker and consumer safety and prevent fraud are one thing; that is a valid role of government. But complicated, conflicting rules that are time-consuming and expensive to implement and enforce are altogether different.

If the government would get out of the way, businesses could focus on growth, job creation and economic recovery, instead of trying to protect themselves from politicians who have never had to make a payroll.

Note added on Oct. 26:

In a recent Gallup Poll, 22 percent of respondents said that complying with government regulations is the biggest problem facing small businesses today. Businesses are forced to be involved in politics because what politicians do has such a tremendous impact on them. I'm sure every business owner who contributes corporate money to political campaigns would rather spend those dollars elsewhere -- and imagine what the economy would do if they could!

What Language is Spoken in Your Company?

No, this isn't a rant about English-only or bilingual workplaces -- it's a rant about corporate jargon sparked when I read an article by Laura Vanderkam, "Why you should cool it with the corporate jargon."

I understand how internal jargon develops and why using acronyms can save time if everybody understands the code -- but that's a big if. When people don't speak the language, you can get into trouble.

My own work history is a classic example. We used the acronym CWC at the first two companies I worked for (way back, before the internet). But at the first (a telephone company), CWC meant "customer will call," indicating there was a pending issue that the customer was going to get back with us on. At the second (a newspaper), it meant "cash with copy," meaning that an advertisement had to be paid for before it could be submitted to production. At the newspaper, nobody told me what CWC meant until I was responsible for running several unpaid ads.

A more recent example: A client sent me an email, ending it with "NNTR". I didn't know what that meant, so I asked. His response: "no need to reply."

Corporate jargon can also have a negative impact on customer relations. Is there anyone who likes it when the people who are supposed to be providing a service speak in a code you don't understand?

The trouble corporate jargon can cause is rarely worth the time it saves -- if, indeed, it actually does save time in the final analysis. Start listening to the language being spoken in your organization and make sure it's one everybody can understand.

 

13 Tips to Build Customer Loyalty

Satisfying your customers is not enough to keep them—you need to make them loyal so they’ll keep coming back to you instead of another supplier who does enough to satisfy them. Here’s how to turn your satisfied customers into loyal advocates:

1. Find out what your customers want and provide it. Don’t guess; ask them through surveys, focus groups, and at other contact opportunities.

2. Innovate. In addition to doing what your customers say they want, come up with new ideas that will give them what they might not realize they want. Of course, be sure to get feedback and make adjustments as necessary.

3. Dazzle them with service they’ll want to tell their friends about. Be so remarkable they can’t help talking about you.

4. Create a sense of belonging. Form “customer clubs” that offer special benefits and status.

5. Be responsive. Don’t make your customers wait for service—not on the phone, not online, not in line in the store. Take care of their needs immediately.

6. Make customers feel welcome. Greet people enthusiastically when they walk through the door. When they call, make it clear that you’re delighted to hear from them.

7. Set yourself apart. Differentiate your company through the quality of your products and services.

8. Always tell the truth. Never, ever attempt to deceive your customers in any way—they’ll find out, and when they do, they’ll leave and never come back. And they’ll let other people know they don’t trust you.

9. Keep your facility sparkling. How well you care for your store, office, or plant is a sign of how well you care about your customers. Remember that your website and other online locations are part of your facility—make sure they are organized, user-friendly, and accurate.

10. Reinforce and reward your customers’ buying decisions. Look for ways to let them know how wise they are for being one of your loyal customers. Develop “frequent buyer” programs, offer volume discounts, or provide other incentives that show how much you appreciate each order.

11. If it’s wrong, make it right. When you make a mistake, apologize and correct it right away—whether it’s your fault or not.

12. Communicate with your customers. Newsletters, social media, advertisements, in-store signs, and direct mail are just a few ways you can let your customers know they are valued.

13. Be patient. Building loyalty takes time, and you’ve got to be in it for the long-term.

Communicate with Your Customers on their Terms

How many ways can your customers communicate with you?

Recently a friend of mine was evaluating two companies who were vying to provide a service to her church. One had a product with a pricing and service package that was clearly superior. But that salesperson would only communicate by phone -- he didn’t use email or text messaging. I suspect he probably didn’t even know what video conferencing is.

The other’s product was adequate, though not quite as good, but in addition to using the telephone, that salesperson responded to emails promptly and was easily reachable through a variety of other communication techniques.

When my friend presented the two options to her church, she recommended the company whose salesperson was easier to communicate with. And she was very honest about why. As the person who was going to coordinate the project, she didn’t want to have to waste her limited volunteer time being frustrated by communication challenges. It's likely that most business owners and managers would feel the same way about their own and their employees' time.

Certainly technology plays a major role in the tools we use to communicate, but this issue isn’t about technology, it’s about meeting your customers where they are. It’s about recognizing that your customers make their buying decisions on more than just the merits of your product or service. It’s also about the image you project -- is your image one of a forward-thinking, cutting-edge company or one of a company that just isn’t keeping up?

What it all comes down to is finding out how your customers want to communicate and then responding based on their preferences, even if it takes you out of your own comfort zone.

Paul Azinger and a High School Teacher: Why Your Company Needs a Social Media Policy

Recently a Florida high school teacher was suspended for controversial comments he made about same-sex marriage on his personal Facebook page. Pro golfer and ESPN analyst Paul Azinger caught some flak from ESPN for comments he made on Twitter about President Obama’s performance.

 

The high school teacher was reinstated and ESPN is handling the Azinger issue “internally” according to its social networking policy. However, both of these situations clearly illustrate why your company needs a social media policy and why it needs to be regularly reviewed and updated—and consistently enforced.

 

My article, “Does Your Company Have a Social Media Policy,” lists specific points your social media policy should address. It’s also a great idea to take advantage of news items such as these to remind your employees of your policy.

Five Tips for Choosing Domain Names that Work for You

If you’re in business today, you have a website. In fact, there’s an excellent chance you have multiple websites, or at least multiple domain names pointing to your primary website. Choosing those domain names must be done with care.

You can use different domain names as tracking devices to test your various advertising and promotion campaigns. The different names might point to the same site but they let you see where the traffic is coming from. Or you might set up sites for special campaigns or specific products, and those sites will need their own names. You might also want to own (whether you use or not) domain names that are variations of your company’s name to prevent competitors or detractors from using them.

Use these tips to choose domain names that are effective and will work for you:

1. Use simple words that are easy to remember and spell. Don’t make people have to work too hard to find your website, because they won’t.

2. Keep it short. The longer the name, the greater the risk of a mistake when it’s typed into a browser. Shorter URLs are easier to write when you are filling out a form by hand (that still happens!). They’re also easier to remember. And there’s less chance of a shorter URL breaking across a line in text when it’s published in a newspaper or magazine article, which may cause confusion for readers.

3. Make it something that’s easy to say out loud. Even if you expect that most of your traffic will be coming from links, you still should be able to say, “Visit our website at ‘our company dot com’ to sign up for our newsletter,” and be clearly understood the first time.

4. Avoid hyphens and underscores. First, these make it awkward to say the domain name out loud; second, they increase the chances people will make a mistake when typing the URL.

5. Use numbers with caution. You don’t have to exclude numbers from your domain name, but consider that they can cause confusion. For example, if your domain name is CompanyOne.com and you are saying it, listeners may not know if they should type “companyone.com” or “company1.com”.

Once you choose your primary domain name and secure it with one extension, consider purchasing that name with other extensions. For example, if you have the .com version, you may also want to get the .org, .cc, .biz, .mobi, and others, and have those URLs point to your primary website. Most domain registration services (such as GoDaddy) will suggest these options when you are buying your names.

Finally, consider what common typos or misspellings people are likely to use when trying to get to your site, purchase those domains and point them to your primary site.