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INCREASING  CUSTOMERS  LOYALTY

 0  Customers are not revolutionaries. They are attracted to be the certainty of knowing that

00  what they buy it will be good value for money or will perform a particular task effectively.

34  They are cautious but their loyalty , without once achieved , is the key to business success.

35  Brands can help to create customer loyalty by providing us a signpost to certainty and

36  safety . Ideally , when a customer sees off a product , it leads to a range of positive thoughts

37  so that the product is being bought . Unfortunately , only a small number of products have

38  reached to this level . While everyone in business is aware of the need to attract and

39  retain customers , that they often overlook the second , more important , half of the

40  equation . In the excitement of beating against the competition and securing orders,

41  managers often fail to ensure that the customer remains a customer . It has been

42  estimated that since the average company loses between 10 to 30% of its customers

43  every year and this only recently have organizations started to wake up to these lost

44  opportunities and to calculate the financial implications . Established customers often

45  buy more and, in the addition , they may also provide free word-of-mouth advertising.

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THE  ART  OF  DELEGATION 

 0  Are you one of these people who don’t trust anyone else to do what needs to be

00  done ? Some managers they can’t bear anyone else to help them in any way . They

34  don’t believe that anyone can do such a job as well as they can . It is not surprising

35  that they get overwhelmed by work and complain that they have so far too much

36  to do, but it could be argued that it is by their own fault. If they learnt to delegate,

37  they would have much more time available. Besides the saving time and freeing

38  them to concentrate on tasks that are important, delegating also benefits to the

39  company. As if managers delegate effectively, their staff will become more skilled and

40  committed. Asking staff to take those decisions improves their efficiency and

41  morale. This will contribute it not only to the success of the team, but to the success

42  of the company as a whole. More importantly, it will also show how good that a

43  person’s managerial skills are, which is useful when candidates are considered for

44  promotion. Trusting other people to do a job properly and in providing them with the

45  opportunity to do so is therefore an essential management skill in all the workplace

    of today.

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BUSINESS    MANAGEMENT

 0  Many organizations are seeking to take advantage of flatter management

00  structures by moving through to self-managed teams. In our experience, these

34  teams produce us very impressive results. However, as the companies

35  we work with can tell to you, they are neither a ‘soft option ’ nor a ‘quick fix’.

36  self-managed teams operate in dramatically different ways from the other

37  teams and they can only succeed in if the organizational culture, along with a

38  number of systems and procedures, are been re-shaped. Thus, changing to

39  self-managed teams requires not only most top level support but a clear

40  understanding of the concept which at all levels. Often staff who find themselves

41  at the lower levels of a traditional structure imagine that by operating in self-

42  managed teams simply means by that they will be free to do what they want

43  without having to be obey the orders of upper management and this simply is

44  not the case. One of the most important areas we address with our clients

45  is the need to re-educate staff with a regard to the practical meaning of the

    Word ‘team’. Such re-education is required from shop floor to board level.