Tuesday, April 12, 2016
The formula is simple and time tested. In the air conditioning industry, profitable replacement sales are the fruit of a strong service agreement program. Service agreements grow from the seeds of tune-ups. Spring is the perfect time to seed your business with tune-ups.
Empirical research has long shown that tune-ups are beneficial for homeowners. They restore efficiency, lowering operating costs. Though it is hard to isolate, the operating cost savings alone exceed the cost of a tune-up. In addition, tune-ups recover lost cooling capacity. They prevent break downs. They extend equipment life.
A cynic might ask why a contractor would want to do that. Isn’t there more money in repairs and replacements? Of course. But the real money comes from a broad, loyal customer base that turns to you again and again at higher margins. Tune-ups allow you to get your foot in the door, leading to service agreements, and then repair work and system replacements.
Around one out of every 15 systems will be replaced in a given year. When you tune-up older systems, the odds favor the least sales oriented technician stumbling across a few systems that should be replaced. This is why one out of every ten maintenance or service calls should result in a system replacement lead. If you do not perform the tune-ups, you will miss these opportunities.
The Real Value of a Tune-Up
Some contractors do not push tune-ups because they do not think they make enough money on them. If the tune-up is fully burdened with the same overhead as your service department, that’s probably true. However, service department and company overhead exist whether a company pursues maintenance work, or not. Thus, the maintenance department should only be burdened with overhead that would not exist without maintenance (plus direct costs, of course). The added revenue from maintenance should exceed the additional costs incurred by the program.
While you will not recognize this in your books, divide the value of a replacement lead by ten and add that to your tune-up revenue. That’s the real value of a tune-up.
Marketing Tune-Ups
Because they are necessary and affordable, tune-ups are great services to market. This is especially true in the spring when summer heat looms. Most people know they should get their air conditioner tuned up. If they have experienced a break down in the preceding year or two the awareness levels are greater.
You might need to compete with some guy performing a deeply discounted “kick and check.” If so, your marketing must be somewhat educational. Explain what is done, why it matters, and how it differs from an inspection only type kick and check.
The key benefits for consumers are breakdown prevention, restoration of lost cooling capacity (i.e., greater comfort), equipment life extension, and operating costs savings from restored efficiency that exceeds the cost of the tune-up. In other words, tune-ups are free.
The Service Agreement is a Marketing Program
If customers are convinced of the value of a tune-up, then it should be easy to persuade them to invest in a service agreement. After all, if you price your service agreements correctly, the service agreement costs less than two tune-ups and provides other benefits like priority service, discounted repair pricing, and so on.
You may wonder why you should discount maintenance with a service agreement, not to mention the other benefits. It’s simple. The service agreement binds the customer to you. It will keep the customer from calling a competitor for maintenance or service.
Service agreements also lower your marketing costs. It really is true that it costs around five times as much to get a new customer as it does to keep an existing one. Service agreements help you keep customers so you do not need to spend as much on marketing to attract new customers. Plain and simple, the service agreement is a customer retention program.
A service agreement program is also an employee retention program. Your super service techs may not want to perform tune-ups, but getting paid to do maintenance beats getting sent home when the call volume is slow. Getting paid keeps techs coming to work. Sending them home gives them time and incentive to see if your competitors do a better job than you do maintaining a steady call volume.
Since service agreements are pre-paid, they also help with cash flow. Just make sure you do not spend the cash before you pay your technicians to perform the work. A simple approach used by many contractors is to create a separate bank account for service agreement revenue. Each month, they draw 1/12th of the account’s balance and recognize it as income. The pure approach is to recognize half of the income at the time the first tune-up is performed and the balance when the second is performed.
Don’t Discount For Service Agreement Customers – Charge Everyone Else More
In reality, you should not discount your billable rate for service agreement customers. You should charge everyone else more. Since they cost you more to serve than your service agreement customers, they should pay more.
Calculate the billing rate you need to meet your targeted net profit. This becomes the rate you use with service agreement customers. Divide it by one minus your service agreement “discount” and you have the rate everyone else pays. For example, if you calculate a billable rate of $250 per hour and want to offer your service agreement customers a 20% discount, divide $250 by one minus 20%. $250/(1-20%) = $250/80% = $312.50.
You should use a similar approach with maintenance pricing, recognizing that while you want to at least break even on service agreements on a marginal revenue/marginal costs basis (i.e., charge enough to cover the added direct costs and additional overhead required), this is a marketing program. Set the final price of your service agreement and tune-ups for non-service agreement customers for marketing purposes. Make sure that the price of a pair of tune-ups exceeds the price of your service agreement.
Perpetual Agreements
More and more contracting companies are charging for service agreements by the month, dinging customer credit cards. This lowers the apparent price to the homeowner.
Affinity Agreements
An affinity agreement is customized for an organization or charity that a large number of people support. The organization receives your standard sales spiff or commission for every affinity agreement sold and marketing the agreement to their patrons is their responsibility.
Use Modern Collateral
The service agreement was introduced to the industry in the 1980s and many contractors haven’t upgraded their printed collateral material since then. Make the service agreement sales oriented. Stress the benefits of the program, not just a checklist of tasks the consumer doesn’t understand.
Involve Everyone
Make sure the entire company understands the importance of service agreements, owns one if they own a home, and can collect a spiff for selling one. Each employee should feel no qualms about offering their family and friends such a beneficial product.
© 2016 Matt Michel
Friday, January 8, 2016
Let’s Make Some Business
Resolutions
It’s a new year.
It’s a time for new beginnings.
It’s a time for you to take your business to new heights. Here’s how.
We always make resolutions for ourselves. We resolve to lose weight, to start
exercising, to eat less, etc. Let’s make
some resolutions for our businesses.
Here’s a checklist to help you get started…
This year, I resolve to:
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Calculate what I need to charge for a double
digit net profit and raise prices.
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Read a new, business related book each month.
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Set goals for the company and share them with
the team.
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Get on top of my financial statements each
month.
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Identify my key performance indicators and spend
one afternoon each week analyzing them.
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Wrap my white trucks in a bold design.
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Join the Service Roundtable and concentrate your
purchases from the 100+ Roundtable Rewards partners to more than pay for your
membership with cash rebates.
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Hire for attitude and train for skills.
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Get out of the truck and stay out.
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Create and document processes for the business.
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Improve the weekly service/training meetings.
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Train more frequently.
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Leave something behind on every service call
(e.g., magnets, jar openers, valve tags, etc.)
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Focus on building your brand.
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Update your company’s Google Plus page.
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Attend a training/development event each
quarter.
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Attend the brand new Service World Expo in Las
Vegas, October 26-28.
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Join a service/civic club.
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Start an affinity marketing program.
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Find something to be thankful for at the end of
every business day.
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Mail or email your customers a quarterly
newsletter.
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Review and enhance your service agreement
program.
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Offer one new product each quarter.
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Hold one employee appreciate event each quarter.
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Enter the company into one or more contests.
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Get involved with social media for the business.
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Learn something new every week.
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Use a marketing calendar.
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Pay as much attention to your field service
team’s grooming as you do to your trucks.
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Each quarter call the owner of a service
business in a different industry and buy lunch to talk about business.
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Get involved with your local trade association.
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Read one trade magazine a week.
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Create a YouTube video for the company each
month (it doesn’t have to be perfect).
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Create a unique selling proposition.
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Complement someone on your team every day.
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Consider joining the Service Nation Alliance
best practices group.
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Have fun (it’s a decision).
More important than making resolutions is executing. The first week in January is the most crowded
week of the year at the gym because everyone makes New Year’s resolutions about
fitness and weight. By February, it’s
back to normal. Don’t let that happen to
you and your business. Execute. And if you need support and accountability,
consider the Service Nation Alliance. I don’t
want to make this a commercial, but the cost is about the same as a truck payment
and the returns are easily ten times that much.
Monday, November 23, 2015
14 Techniques to Improve CSR Performance
14 Techniques to Improve CSR
Performance
The first point of human contact between your company and
your prospects and customers is your customer service representative
(CSR). The CSR sets the tone for
everything that happens. Good CSRs close
more calls while bad CSRs drive away business.
Here are 14 actions your CSR can take to improve performance.
1. Give Choices
Giving customers choices between something and something,
instead of something and nothing is not new.
It is effective. Instead of
asking if Monday is good, ask whether Monday or Tuesday would be better. Instead of asking if the customer is
interested in a service agreement, ask if the customer would rather pay regular
prices or the discounted prices service agreement customers pay.
2. Assume Yes
As Charlie Greer likes to say, people do not call just to
chat someone up. They call because they
have a need or problem they believe the company can solve. Assume a serviceperson will be dispatched and
proceed accordingly.
3. Say What You Can Do
CSRs should banish the words, “no,” “can’t,” and “won’t”
from their vocabulary. Tell people what
can be done, not what cannot. Instead of
saying, “We can’t/don’t/won’t do that,” say “Here’s what we can do.” Or better yet, “We can do X or Y. Which would you prefer?”
4. Take an Acting Class
Once we hired an unemployed professional actor to work in
our call center. Rejection never
bothered him. Angry or abusive customers
never bothered him. He was nonplused no
matter what the customer said or did. I
finally figured it out. He didn’t see
himself making calls. He saw himself
playing a role.
Take an acting class from a local community theater. The skills and techniques used in acting will
serve you well when you are on the phone.
Moreover, it makes it more fun.
5. Stay Calm
When a caller seems upset, the CSR is not the reason for
the rage, only the recipient. This is
why acting classes can help. Let the
anger wash over you without taking it personally. While CSRs should not make light of any situation
that has a customer upset, it’s okay to see the humor in it, especially if that
helps in keeping calm.
6. Install a Smile Mirror
People can hear a smile through the phone. CSRs should put a small mirror next to the phone
and tape the word, “smile” at the top to serve as a reminder.
7. Be Prompt
The CSR’s role is critical. The whole day breaks down when the CSR is not
on station and ready to go when the phones go live. CSRs should plan on arriving a little early,
every day.
8. Take Breaks
Let’s face it.
Managing the phones and dealing with customers can be a beat down. It’s important to take breaks, to decompress. If the company only has one CSR, someone else
in the office should be cross trained to provide back up and be able to spot
the CSR several times during the day.
9. Ask Questions
The art of customer service starts with asking the right
questions. When someone calls and asks
for a price, ask questions. Probe. Find out more about the prospect’s situation
and the reason for the call. Then, ask
the customer what day or time would be better to send someone out.
10. Take Good Notes
Hopefully, the computer system allows CSRs to add notes
to each customer’s file. Write lots of
notes. The more the better. Capture details (especially the address) and
make relationship notes. For example, if
a customer says something about the dog, write it down. The next time the customer calls, the CSR or
another CSR can scan the notes and ask about the dog, making the relationship
between the customer and the company feel more personal.
11. Repeat For Accuracy
Especially when it involves and address, contact
information, or a problem, record what the customer says and repeat it to
ensure you have accurately captured the information.
When the phone isn’t ringing, be proactive. Make happy calls. Call customers who rejected a serviceperson’s
recommendation in the last three months to see how they are doing and if they
have rethought the need to proceed. Call
customers nearing the end of their warranty to ask if everything is performing
well and reminding them that the warranty will soon expire. Often, this leads to more work.
13. Set Performance Goals
Even if the company has performance goals for CSRs, CSRs
can set their own. Theirs can be
higher. Or, they can be different and
more detailed. Make it a game. Make it fun.
Track your performance, whether it’s service calls booked, inbound calls
taken, outbound calls made, percentage of calls converted, or some other
measure. Your performance will
inevitably improve.
14. Remind Yourself Every Caller is
a Person
Every person who calls is a wife or husband, mother or
father, son or daughter. Everyone who
calls is a person with hopes and dreams, fears and anxieties. The CSR is in a position to calm at least
some of the fears and to sooth some of the anxieties. The CSR is in a position to make a difference
for the person calling and for the company.
Do it. Make a
difference today.
©2015 Matt
Michel
Thursday, September 24, 2015
Should You Share a Brand?
One morning you are catching up on the news online and
stare open mouthed at a headline on Drudge accusing your company of refusing to
serve police officers. Within minutes the phone starts ringing with angry
customers. What is happening? It is a nightmare.
You fight down the panic long enough to plunge into the
story. You hit Google to find other stories. The story is spreading
like wildfire across the Internet. As you dig in, you realize that the
story is not about your company per se. It is about your brand. It
was the action of a knucklehead employee of a fellow franchisee.
If you think it is bad enough riding herd on your
employees, imagine getting tarnished by people who do not even work for
you. This is exactly what happened to a local fast food franchise.
This is the risk of sharing a brand with other contractors. No matter how
stellar you and your team act, in only takes one knucklehead across the
franchise system to stain everyone.
It could be much worse than a knucklehead. Imagine
a guy showing up in a brightly logoed company truck and murdering a pair of
coeds in their apartment. It happened.
Fortunately, murder and violent crimes are rare.
Bad service experiences, however, are far more common. According to the
Census, 40 million Americans move annually. Nearly half move to a
different county or state. Newcomers who arrive in your market bring the
biases from their past experiences, which admittedly can be good or bad.
Nevertheless, by sharing a brand you are giving up part of your ability to
shape public perception.
The problem of shared brands is broader than franchise
organizations. A growing trend among local churches is to stand
independent of the denominational brands, which can be affected by events
beyond the local church’s control. For example, 16 of the 20 largest
churches in the Southern Baptist Convention do not use the word, “Baptist” in
their name. These churches are not running from their denomination, only
from the shared brand.
You may have heard the term, “brand equity.”
According to BusinessDictionary.com, this is “a brand's power derived from the
goodwill and name recognition that it has earned over time, which translates
into higher sales volume and higher profit margins against competing brands.”
If you build equity in a brand you own, you can enjoy the
benefits forever, such as higher margins and ultimately, a higher sale price
for your business. Building equity in a brand you do not own is like
depositing money in someone else’s bank account. It may not be there when
you want to withdraw it.
So what’s the lesson? Simple. Build your
brand and no one else’s. Do not rent a brand. Do not license a
brand. Do not share a brand. Own a brand. Own and build a
brand that is yours exclusively. Make it valuable and enjoy the benefits.
© 2015 Matt Michel
Thursday, August 6, 2015
Make Yours Outrageous
You would think that delivering great customer service would
be top of mind for anyone who needs to make a living. You would think. But you would be wrong.
You might also think that the guy who has spent a lifetime
preaching Positively Outrageous Service would be hypersensitive to the nuances
of loving on customers. You would
think. And again you would be wrong!
Yesterday I called the dentist who we had been seeing for
years and canceled an appointment. My
wife asked, “What made you decide to do that?”
Rather than answering her question,
I have a few questions for you. The answers might help you in two ways. First,
you might pick up more customers than ever through positive word of mouth. Second you might lose fewer customers like me
who without thinking had just canceled a long term customer relationship almost
without conscious consideration.
Here are your questions:
- Are you confident that everyone in your company will deliver a Positively Outrageous Service experience when left on their own and do you know when they don’t?
- Do you know what your customers really want and are the people you hire capable of delivering?
I’m looking forward to keynoting
Service Roundtable where we’re going to answer those questions and more! See you in St. Louis!
- T. Scott Gross, Author and upcoming Service World Keynote
Service Roundtable members get the lowest rate available anywhere. Call us today at 877.262.3341 to join. Or click here.
Monday, June 22, 2015
Please Don’t Leave Me!
When the heat is on in the HVAC industry and the phones
are ringing non-stop, nobody cares about the need for leads. Contractors have more leads than they can
handle. They care about getting the work
done and keeping their people theirs. In
other words, they worry about competitors poaching technicians and
installers. Here’s how to stop them.
Pay Well
If you are not paying top wages for your market, expect
to lose good people to companies who are compensating people at the top of the
market. And yes, paying well means
pricing at a level that supports your payroll.
Offer Good Benefits
Young, single technicians are immortal and
invincible. They care about pay, not
benefits. Older, married technicians are
a different story. Being a little
generous in benefits can have more impact than added pay. What is the difference per hour between 100%
and 80% company paid healthcare? Spread
it by hour and it’s not much, yet it’s perceived to be incredibly
generous. If you do not offer them,
consider dental and low cost term life insurance.
Acknowledge the Spouse’s
Sacrifice
Long summer hours do not affect the technicians
alone. They also affect wives and
kids. There may not be an option to work
less, but you can show the family you understand the toll they pay and find
ways to lessen it. Send a note or thank
you card expressing your understanding of the added burden the summer places on
the family and your appreciation of their support. Include a gift card for a nice restaurant,
movie tickets, water park passes, and/or a spa treatment. Send one in June and another in July.
Pack a Lunch
Your technicians may prefer their own lunch choices, but
consider packing lunches for them in the summer with a choice of drinks in a
cooler. Work an arrangement with a local
deli to prepare the sandwiches and a competitive price.
Visit Your Installers
Sometime during the day, take some water or sports drinks
to your installers. If gives you a
chance to check on the job, ask how things are going, and show how much you
appreciate them.
Stock a Refrigerator
Keep cold drinks and frozen snacks in a refrigerator in
the shop for your technicians. It’s an
inexpensive thank you and something to look forward to at the end of the day.
Have Fun
How can you make work fun? When Service Nation Alliance Vice President
of Programs, Bob Viering worked for a Dallas air conditioning contractor he
created a contest that involved everyone in the company. Office staff were teamed with field personnel
to offer support, encouragement, and all-around cheerleading. Bob produced a daily “sportscast” of how the
teams were doing with the score and statistics measured by team sales, average
ticket, and other measures. Everyone had
fun and it got the competitive juices flowing.
Plus, when the contest concluded, the winning team was treated to a
steak dinner at a nice restaurant, while everyone else was served baked
beans. Members can download a copy of
“The Great Steak and Beans Contest” from the Service Roundtable if they want to
create their own contest.
Give Random Rewards
Get to know your people personally so that you know what
some of their personal desires are. One
Service Nation Alliance Member surprised a technician with basketball playoff
tickets. Other technicians might be
given weekend use of a lake-house and boat.
Say Thanks – Say It A Lot
Every employee survey shows that people leave over a lack
of appreciation more than any other reason.
For those who are money motivated or task driven, it’s hard to imagine
the need for, and power of a little heartfelt appreciation. Say thank you. Often.
Applaud good work. Complement
people in front of others. This may be
more powerful than anything else you do.
© 2015 Matt Michel
Friday, May 8, 2015
Climbing to the Top
Recently, I had the opportunity to climb Camelback
Mountain in Phoenix. I couldn't help but
notice the parallels between making the climb and building a business.
At the foot of Camelback, it doesn't look too
difficult. The trail only ascends 1280
feet. It starts with a well-maintained,
graded path that is steep, but not too strenuous. Nevertheless, I felt it. I was slightly out-of-breath and sweating by
the second switchback. Pretending to
enjoy the view, I stopped to catch my breath.
After ascending 240 feet, a sign on Echo Saddle warns
climbers against proceeding further. The
trail rating so far was moderate. After
the sign, the trail rating to the summit was given two black diamonds and
declared to be “extremely strenuous.” Climbers were warned about the potential
for “broken bones, heat stroke, heart attack, or even death.”
No worries, I thought.
I can handle it. I couldn't
imagine stopping only a short way into the climb and imagined few did.
The trail did change after that. The climb became less walking along a trail
and more, scrambling over boulders, and steep climbs. At a couple of the steepest points, handrails
were present. I wasn't ashamed to use
them.
I wasn't always sure where the trail went. I watched other hikers, paying special
attention to the climbers who looked like they climbed the mountain regularly.
When viewed from a distance, Camelback looks barren. While climbing it, I noticed lots of
flowering vegetation and wildlife, ranging from lizards to birds to chipmunks. And of course, bees. More on the bees later.
As I climbed, I found I needed to stop and rest more
frequently. It was irritating that far
younger and older climbers seemed to fly effortless past me, up the mountain. My irritation felt shameful when some of
these same climbers offered me words of encouragement.
When I stopped, I would look down to see how far I’d
come. Each time it seemed amazing how
much progress I’d made and the last time I stopped and what had seemed incredibly
high a few minutes before, no longer seemed high at all.
Several times, it looked like I was about to crest the
summit. I’d push a little harder only to
find the trail continued up, but I couldn't see the next rise from below. Finally, I crested the top and gasped at the
view. Well, I gasped in general. It was a remarkable view of the Valley of the
Sun.
Then, the bees arrived.
A sign at the bottom of the trail warned of bees. Okay, I thought, there are a few bees
around. Why the sign? At the top, we found out. A swarm swept across the peak of Camelback
and I discovered I had a lot more energy than I thought as I rushed down the
mountain to get out of their way.
Going down the mountain proved more difficult for me than
climbing up. I had to be careful not to
slip. The handrails were even more
helpful on the climb down.
So why is this like building a business?
·
Like climbing a mountain, building a business
seems a lot easier before you start.
·
Like the sign on Camelback warning you of the dangers
of proceeding, there are always naysayers who will tell you why you will fail
and why you should give up. The only
sure way to fail is by listening to them.
·
On a mountain and in business, there are times
that are far more strenuous than others.
There are times when you need to take a break, catch your breath, and
pause so that you can climb even faster.
Stephen Covey called this “sharpening your saw.”
·
The path up a mountain or in business is not
always clear. There is often more than
one way up.
·
Like watching other climbers for clues about a
faster way to the top, it helps in business if you can learn the easier path
from other business owners and avoid mistakes they made in the past.
Matt Michel at the top. |
·
If other climbers scaled Camelback faster than I
did, it didn't hurt me. It also doesn't
hurt you when other businesses around you, grow faster. I climbed at a pace I could manage. Likewise, you grow a business at a pace you
can manage.
·
Like climbers seem to feel a camaraderie,
business owners relate to each other.
They encourage each other. They
know what you are going through.
·
Like Camelback, the opportunities for your
business may seem barren, but if you look, you will notice rich opportunities
others cannot see. Even for you to see
them, you need to pause from your struggle for a minute or two and take a look
around. It’s amazing what abundance
surround every industry and business.
·
The view from the top is always better and more
satisfying, and at each stage of your business’ growth, your earlier milestones
seem almost trivial.
·
It’s also a lot more fun climbing up a mountain
than going down. Similarly, running a
growing business is more fun than a shrinking one.
·
If you’re climbing Camelback, you need to watch
out for the bees. If you’re running a
contracting company, watch out for the stings.
© 2015 Matt Michel
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