Mistakes Are Better Than Regrets – Sales eXecution 2430

By Tibor Shanto - tibor.shanto@sellbetter.ca

Crossed Fingers

If I had a dollar for every time I heard a sales person say “I should have …”, I could start working a three day week. And for all the coulda shmoudas, the risk for not acting was not that much greater than not acting, but the rewards always measurably bigger. I have never understood how some can live better with the regret of not having gotten a sale because they did not act, versus worrying about not getting an account because of a mistake they made attempting.

We worry about making mistakes when it comes to accounts, or meetings, usually unnecessarily so, and usually due to a lack of a proper pursuit plan, or process. Process here refers to a set of necessary and common-sense activities required to move the sale to close, executed in a logical and sequential stages, not something overly complex just for the sake of being complex, or more expensive. But the ‘process’ is not the end all and be all, as many mistakenly believe, it is the jumping point, the platform that allows you to act and measure progress and recalibrate when needed, but none of that matters till you act. It is when you act and make mistakes that you can correct, vary, and act again. Mistakes can be corrected, regrets you just carry around like so much luggage.

This unfolds with meetings as well, I often hear sales people say after the fact “I should have asked…” So why don’t they? One simple reason, they didn’t write their questions down in advance, and simply forgot, they didn’t want to look amateurish, but many buyers tell me they just see that as being prepared. More often sellers tell me they didn’t want to sound foolish asking such a simple question. What’s the old question: “do you want to be rich or look cool?”

Many sales people tell me that they don’t want to act “until they have it right”. They practice and rehearse – a good thing – till they feel they have it “perfect” – not a good thing, because no one is ever perfect. Selling is not like figure skating at the Olympics where you get a score for “artistic merit”, more like speed skating, successive qualifying rounds, semi-finals, and finally the big race. Perfect is not as pretty as success, and success is not always pretty.

While the intent of doing your best is a good one, and I have always said that intents go a long way, buyers are very much in tune with your intent, and are very forgiving when they know your intent was good, despite questionable execution. But without action on your part, there is no way for the buyer to see or gauge your intent. It’s a lot like not leaving a voice mail because “no one ever calls back”, how could they if you don’t leave a message or number?

If you’re going to err, err on the side of acting and dealing with the outcome, not on the side of staying on the sidelines and rationalizing the might-have-beens. In sales, it is about execution – everything else is just talk!

What’s in Your Pipeline?
Tibor Shanto 

Join me - Return On Objectives #Webinar

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Self-Serve or Full Service? – Sales eXecution 2422

By Tibor Shanto - tibor.shanto@sellbetter.ca

stake and wine

I overheard an interesting discussion recently at the airport. Two guys talking about eating out a lot, could even have been road warrior sales types. One was waxing poetic about how is sick and tired of seeing tipping jars at staff cafeterias, or fast food places. When his buddy asked why, his reply was that the people in those place do not do anything that merits a tip. They stand at the cash, ring you out, and sometimes even muster a “thank you”. Even at a place like Starbucks, the baristas are nothing more than a short version of a short order cook.

He felt waiters deserve a tip because they create and add to the dining experience, and are often the difference between a great night out experience, and a meal eaten outside the home. He felt that waiters are with you from start to finish, making recommendations, the good ones take time to understand your preference and what you are hoping to get out of the experience and more. They also sell and upsell you from wine to desert and everything between, helping their restaurant sell more profitable items, increasing the size of the bill, their tip, and your experience. In other words earning their tips. To quote “WTF does the guy behind the counter at Starbucks add to the experience?”

This got me to think about some of the current discussions in sales, and how people are confusing roles and outcomes, sometime innocently, sometimes intentionally to drive their own agenda, even at the expense of their buyers and facts. When I read that “buyers are over 60% of the way through their buying process before they reach out to sales person”, I get confused. Sales person, really? I think not, more accurately, the person they call when they are 2/3 of the way through their “buying” process is an order taker, there is no selling taking place here, there is just taking an order the buyer by definition arrived at on their own. Looking at that experience as a sale, is like confusing a sandwich off a stand outside Penn Station with a dinner at Carbone.

Sales people seek out and engage with people who have not started the buying process, had not intention on doing anything different when they went to work that morning. That is why it is a “sales process”, not a “buying process”. Sales people are not standing at the checkout counter waiting for the next buyer to walk up. They study their territory, understand who potentially will benefit from their offering. They segment and prioritize, and develop a pursuit plan based on where they are most likely to engage with potential buyers, buyers who without the seller’s initiative would remain on the sideline, and unnoticed by sales people waiting for a call from someone who has completed 2/3 of their decision. Not to mention the pundits who promote this type of lazy order taking; how can one present an entire “sales” methodology predicated on taking orders rather than making a sale? I am with my man at the airport, let’s not call the combo meal at the local sub shop a four course dinner. Now shut down the browser, and go out and sell, the incoming orders will come anyways, look at them as you bonus, not your goal.

What’s in Your Pipeline?
Tibor Shanto 

Join me - Return On Objectives #Webinar

Using Content Marketing to Drive Sales1

cc feb 14

The Pipeline Guest Post - Megan Totka 

Using content marketing to drive sales will certainly only continue to grow exponentially in 2014. Nearly every company, small or large, will use this tactic to increase their sales.

If you look back on content marketing, you’ll come across examples that predate the Internet. Content marketing is certainly not a new strategy, but it is one that has been made easier by technology. Several hundred years ago, content marketing was possible, but it was certainly a little tougher to get your sales message out there. A few of the examples offered were John Deere, who published a magazine offering farming tips, and the Jell-O company, who distributed free cookbooks full of recipes using their product. Both companies have obviously done quite well for themselves.

So what should you do to effectively use content marketing to drive sales in 2014? Here are a few things to consider:

Visual content – infographics, which gained lots of popularity in 2013, will continue to be on the rise in 2014. People love getting their information in a visual manner – less reading, more colors. Infographics were used by 51% of B2B content marketers in 2013.

In-person events still rule – a survey of B2B marketers showed that people still think that in-person events are the most effective way to market and sell to potential customers. While most of the time, the Internet is king, in person marketing is still very much an effective strategy.

Strategy vs. no strategy – while we can argue that anyone who is involved in marketing has needed to devise a strategy, not everyone actually records a concrete marketing plan to follow. However, the same survey as mentioned above shows that companies who have a documented content strategy think that they are successful about 66 percent of the time, compared to companies that don’t have a recorded strategy thinking that they are successful only 11 percent.

Content marketing still poses some challenges – the B2B marketing group reported that there are definitely still some challenges to be overcome when it comes to content marketing. Some of the top concerns are not having enough time to produce quality content, a budget shortfall, and a lack of vision.

We all know that sales and marketing need a delicate balance in order to work well without overwhelming your customers. Content marketing is a way to build your brand while offering useful information at the same time.

(Photo Source)

About Megan Totka

Megan Totka is the Chief Editor for ChamberofCommerce.com. She specializes on the topic of small business tips and resources. ChamberofCommerce.com helps small businesses grow their business on the web and facilitates connectivity between local businesses and more than 7,000 Chambers of Commerce worldwide.

Can You Sell Your Competitor’s Product?0

By Tibor Shanto - tibor.shanto@sellbetter.ca

Compete

Given today’s buying climate, chances are your buyer is talking to a range of potential providers, usually after having carried out some “independent” research. I say “independent” because one is susceptible to the echo chamber group think risk presented in an information overload, knowledge under-load world. For many companies, this is only made worse by the “be found” silliness being peddled by many pundits their sales people are being enticed by. In the past I have written about the power of “Land Mine Questions”, but if you are looking to win more sales this year, you need to go further.

One way to ensure that you are covering all angels to help your buyer make the right choice – you, is to be able to not only view the world through the buyer’s eyes, but also through the eyes of your competitors. While many sales people are familiar with their competitor’s product, strengths and Achilles Heel, great sales people go further to the point where they could sell the competitor’s product, better than the competitor rep can.

I was talking to an IT rep last week who is big on visualizing. He, like many I know, use a practice I use and recommend, which to visualize a sales meeting the day before, go through how you will open, If you know the people, visualize them sitting in the board room. Go through all the questions they may have, and think about how you may answer; picture yourself asking what you want to know, and go through the various answers they may give. Do the same for objections, what will they be, hear how you would answer them; all this allows you to not hear most things the first time during the actual meeting.

I suggested to him that he can take things one step further, by running through a meeting as though he was selling his competitor’s product, how would it be different, where would he feel exposed vs. the other vendor, what are strengths he can exploit. He asked if we could practice that, which we did the next day, his task overnight was to get into the head of is competitor. He jumped on the phone, and called their call centre, he asked them all the questions he hated, to see how they would respond. He then went on to ask questions around where he felt his product was a clear leader, to see how they managed things, and did so around a number of areas.

When we meet the next day, he not only felt that he was in a better position to accentuate his offering’s strength, but felt that he was equipped well enough to sell the other product, which helped him set a flow that would continue to differentiate and elevate his product over the other. As we rehearsed, we also made sure that he aligned the talk track to the buyer’s objectives, giving him the further ability to ensure that the buyer would see his product in a better light given their own objectives, more so than just on the basis of the products.

We’ll know next week how well he did. He felt his meeting went well, and if he does close the deal, it will put him a head of goal for the quarter, now, and ahead of the competition for some time to come.

What’s in Your Pipeline?
Tibor Shanto 

Best time to Prospect – Sales eXecution 2391

By Tibor Shanto - tibor.shanto@sellbetter.ca

time management

One question I am asked regularly is what is the best time to prospect, be that of day, time of week, etc. While trying to avoid the word depends, there are some variables that will impact the answer.  But what many are really looking for for is that secret answer, “call them at 4:33 on a the third Tuesday of the month, except I. A leap year, then it’s 4:36″.

While with some potential prospects there may be times that will yield more results, I believe it is not a good idea to look for one time over another, especially when that time is selected anecdotally, based on superstition, or as a means of avoiding the activity altogether.  I say this not to be cynical, but because I have seen people target a specific time, and then refuse to make calls at any other time.

Some sellers tell me emphatically that “you can’t prospect on Monday mornings, no way no how”.  Their rationale is that people are just getting back to work after the weekend and “have their minds on other important things”.  But when is that not the case given all the things the average business person has to juggle?  As with many things, there two side to every coin, I find my target audience uses the weekend to decompress, and on Monday are open to the right suggestion(s) as to how to move sales and salespeople forward, for me Monday mornings have proven to be productive.  I have also had just as many people swear that Friday afternoons are the best, as those who tell me its the worst.  

Some struggle to strike a balance between their own habits and those of their targets.  Many sales pundits will insist that you should prospect first thing in the day, giving a bounce to your day, allowing you to spend the rest of  it selling. The theory is sound, in practice it is not alway so.  I worked with an industrial supply company, they had a great work ethic, their manager instilled a prospecting discipline, on the phone from 7:45 am to 9:00 am, every day.  Their conversion rate from conversation to appointment was great, but they were finding it difficult to connect to have the conversations. When I got involved we stepped back and focused on the work habits of their target group, senior people in plant management and operations. What surfaced was that many of these people were either out on the “shop floor”, or in operations meetings first thing in the morning, around the same time my client’s team was diligently calling. Further, we learned that many of the targets were back in their office around 10:00 am, filling out reports, etc.

As a result of this I had them switch their “calling time” to 10:00 am; their conversion of conversation to appointment continued to be great, but their call to conversation rate tripled.  This increased the number of appointments to record levels, but had the added benefit of reducing the amount of time they actually had to spend on the activity. Think of it as a “double double” of prospecting.  As with all things sales, it is so much better to view the world through the buyer’s eyes.

Given that there are more ways to communicate with buyers than ever, there less reason than ever to think of “best times” to prospect. Given that you can send an e-mail or LiknkedIn inmail any time, or that you can schedule e-mail to go out at a pre-scheduled time, you are no longer tied to time,  A well placed voicemail in off hours can yield great returns, without it impacting your “selling time”.  Rather than spending energy to pinpoint the ultimate time to call, use that energy to create quality talking points for when you connect.

Unless you are doing something specific and measurable to realize revenue, (a retweet does not count), the best time to prospect is now.

What’s in Your Pipeline?
Tibor Shanto 

Unavoidable – Sales eXecution 2380

By Tibor Shanto - tibor.shanto@sellbetter.ca

change

One of the most frequent questions I am asked all start with “How do I avoid…?” Many are surprised when I respond “Why do you want to avoid it?” The answer is obvious, they either don’t know how to deal with something, so they look for ways to avoid it. Or the know how to avoid it, but don’t want to do what it takes for number of reasons.

The former is easily fixed, they can be taught, they put things into practice, and over time they don’t even remember that they were trying to avoid it, and now speak like experts. The latter is a bit of a challenge, all too common challenge.

Some things you can avoid, in Renbor’s Objection Handling Handbook, I talk about specific way to present things to prospects, especially while prospecting that allows us to steer the discussion in a certain direction, or better yet, initiate the conversation in a way that eliminates a specific objection. For example, (and there are others in the book), when you follow up on information you sent a prospect, and they say “Haven’t gotten around to reading it yet, give me a call next week”, you can take that away and avoid the objection by starting your call like this:

“Bob, it’s Susie, I am following up on the information I sent you as you requested last week, you probably haven’t had a chance to read it yet, have you?” Just the nervous laughter is worth the call alone, but you have avoided the response by taking it away.

But there will be things in sales, unpleasant things, which not only you can’t avoid, but should not want to avoid. People want to find a way to avoid the most common objections while telephone prospecting. I can understand why, but I would argue that there is more upside in learning how to deal with it, and benefit from that, and benefit in a much more profitable way than if you were able to avoid the objections.

For the sake of full disclosure, there is one proven sure proof way to avoid objections faced in telephone prospect, works every time, but it does have big risk associated with it, really big risk. The method is not to make the call. Works every time, and oddly the chosen method of many. One just needs to look at some of the “be found” stuff being offered as practical ways to generate engagement and prospects.

The side effects, are fewer opportunities, and missed quotas, in my view, infinitely worse than any punishment faced while prospecting. Just today I got a note in my inbox from CSO Insight, that only 58.2% of reps attained quota. Give me a stern “not interested”, or “I am good, all set”. That I can deal with, take away the objection and drive engagement.

The other dark side of trying to avoid things, is that you fail to set in to motion other practical elements of a sale. Sure you avoid the discomfort of one thing, but that prevents you from getting to what is behind it. Does the old expression, “you need to crack a few eggs”, remind you of anything? You need to hit that first domino

The biggest down and dark side, is that failure at times is the cost of growth. None of us learned to ride a bike, play hockey, or ask someone on a date without falling a few times. You may succeed in avoiding some unpleasantries, but mostly you’ll avoid success.

Note – someone pointed out that I have been deliver the Sales eXchange for the last 200 plus weeks, and while there is information exchanged, the topics and the themes are more around sales execution. And with their input I have introduced a slight change to the series, and moving forward it will be called Sales eXecution! Because after all in sales, it is about Execution – everything else is just talk!

What’s in Your Pipeline?
Tibor Shanto

 

Customers, Employees and Influencers as High Performing Sales and Marketing Channels1

Beedon Headshot

The Pipeline Guest Post – Dick Beedon

Although brand advocacy has always been important, it is critical today. The path to purchase has changed forever. Because there is so much data available, and because communication is so easy, today’s buyer almost always seeks advice from a trusted friend or consumer source before making a purchase. Brands are now starting to realize that what others say and write about them defines who they are.

Smart brands know they must build strategies and systems to generate, track and manage brand advocacy. They know they must encourage and enable the people that know and trust them – their customers, employees and 3rd party influencers – to advocate on behalf of the brand.

And it works. By encouraging and empowering these customers, employees and influencers, they will drive peer-to-peer referrals, forward content, share information about new products and promotions, and write testimonials. And they can do it at scale and more efficiently than traditional channels.

The Benefits of New Channels are Compelling (examples)

  1. They Build Brand Awareness – when a customer shares something about the brand with a friend, there is no better way of building the brand.
  2. They Generate Leads – those friends that respond and go to the brand for more information become the best leads a brand can get. There are few people on earth who will argue that leads generated from referrals are the best leads. 
  3. They Drive New Customer Acquisition – Leads from referrals close faster, they buy more and they stay longer. 

Other reasons customers, employees and influencers make good sales and marketing channels;

1.  Identify Brand Advocates and Build a Rich “Social” Data Set

Brand Advocates are identified when they register for or engage with your programs. By using technology systems, brands know who “opts-in” and advocates, how often they do it, what their sharing preferences are and how big their network is. We learn who they know and how influential they are. Brands are able to now get a deeper 360 view of their customer’s network value.

2. You’ll Know when Potential Customers are “In-Market”
Social channels provide insights and information not previously available. At the most basic level, social channels extend a brand’s sales force (with zero overhead) and they solve one of the biggest challenges brand’s face: knowing when a potential buyer is in-market. Only your current customers know when the people they know are ready to buy.
3. The cost of acquisition is lower.
This channel is always on and continually active – making referrals, amplifying products and promotions, and posting positive information about your brand. Brand advocates do this for a brand because they trust the brand and they want do it. Therefore, the time and cost invested into this channel is significantly less than other channels.
4. New customers that are referred by someone in your Social Channel are Valuable.
Research has consistently shown that consumers who convert as a result of a referral from a friend, are more loyal to a brand, spend more and stay longer.

Who are your Potential Channels and how Well can they Perform?

Customers, partners and employees are the fastest growing sales and marketing channel today. By utilizing the latest in social marketing software and technology, business leaders can mobilize these social relationships to generate new customers, and they can track and manage social behavior that is critical to the success of their company.

Customers recommend your products because they have first-hand, positive experience with them.

Today’s truly successful companies understand the importance of leveraging their customers into sales and marketing channels that drive corporate productivity. Creating and cultivating a large group of advocates can: pay huge dividends in the growth of your brand, increase subscribers, and boost profits. The financial investment to create this channel is minimal when you compare it to the long-term payoff for the brand.

About Richard Beedon

Richard Beedon is a founder and CEO of Amplifinity.  Beedon has led the acquisition of both Entyre Doc Prep (by Wolters Kluwer) and University Netcasting, who merged with Student Advantage (now collegesports.com) and was acquired by CBS. Dick’s thought leadership and early adaption of SaaS based technologies that allow brands to manage advocacy marketing has been instrumental in the success and growth of Amplifinity.

Sales Leaders – You Get What You Ask For – Sales eXchange 2372

By Tibor Shanto - tibor.shanto@sellbetter.ca

Money on scale

Price is a ‘big’ subject for all in sales, right from those developing product, to marketing, all in the sales organisation, and as important as any, the customer. We all have an economic and emotional involvement in it, yet it often continues to be a challenge for all in the chain.

I think one reason is the message many sales leaders send their teams, and their peers in the revenue generation process. I think in some terms, it is the mixed messages they send that confuses and leads to undesired results.

One obvious factor and lever is incentive. I keep hearing, as I have heard throughout my sales career, that incentive drives behaviour, if so why do so many companies (senior sales executives), continue to reward sales people on the price they get, rather than the profit that sales person contributes? I used to work with someone who kept insisting that companies go out of business due to lack of sales. He would never accept that in fact businesses go under due to a lack of profits. Even when I showed him that many businesses had their best revenue days when the bankruptcy trustees were holding liquidation sales.

I have fund that companies who incent their sales people based on gross profits are consistently better aligned with their reps, and achieve mutually better results. But many continue to base incentives on top line gross revenues, others on some proxy for revenue or some model of potential residual revenue stream to materialize in the future, even when the incentive is paid out now.

Sellers who are paid on revenues only, are more likely to discount, and advocate for the buyer, rather than drive mutual value. As we all know, a $500 discount on a $10,000 piece of equipment, can have little impact on what the reps gets paid, but could be a huge part of the gross or net margin.

One has to wonder why in today’s economy anyone would pay out based on top line vs. GP. One company I worked with couldn’t really tell you what their margins were, as a result they went with paying on the top line, which only compounded the issue, as they didn’t know if commissions were wiping out the last bit of profit, or… At the end of the quarter they were either profitable or not, but either way not by design. This may be an extreme example, but I don’t think it is rare.

It is not just about the company’s profits, but many who pay on GP, are able to attract and develop better sales people. Sales people who want to and sell at full value, a true win-win-win situation. The same instincts that allow sales people to choose a discount when paid on top line, drive sale reps paid on margin to deliver value for all three key parties. No value for the client, no sale, no commission; no discounts offered, because those come as much out of the seller’s pocket as the company’s. Clients don’t get gouged, because there would be no sales, no commission.

There is no doubt that switching from top line to margin payouts cause reverberations, and push back from sellers. But I am willing to bet that only from those who can’t survive on the crumbs they leave in any given deal. Sometimes you need to shake things up, thin the herd to make room for those who want to feast along with the customers and their employers.

Please, New Is So Old Now – Sales eXchange 2361

By Tibor Shanto - tibor.shanto@sellbetter.ca

Future

I got a note from one of the pundits in my inbox telling me things I should do for sales success in the New Year. You may expect these type of things mid-way through December till maybe January 10th, but after that it is just an indicator that they don’t really understand B2B sales at all, and the customers they get as a result, they deserve.

As a sales person your really do need to live in the future, and fulfill in the present. You need to live in the future for two simple (probably more) reasons. First, if you are going to deliver real and lasting value to your customers you need to leave “ahead of them. If you are going to deliver to and drive their objectives, you have to be where those objectives will unfold, and that is almost always in the future. Especially with business leaders, be they leading small or large global companies. If you speak to these folks and you should, (as well as speaking to everyone else in the organization, it is not one über the others), you will notice that their horizon is in the future, based on who they are it could be six, twelve, eighteen months or more in the future. The have delegated the present to others in their organization, in the case of small business, they have relegated it to a different part of their thinking.

So if you are going to align and sell to them today, you need to be thinking and talking to things they thinking about, which means they have been in 2014 for some time, cranking up you preparation now, like the pundit suggest, nay, scream to the buyer, “This guy is no for you”, as my fellow Tull freaks will say he is “Living In The Past”. If you are going to step in to the roll of thought leader for these buyers, you need to recognize that you need to lead from the front.

The other reason you need to live in the future, is driven by the realities of calendars, fiscal years, invoicing and the payable cycles of your buyer. Let’s say you have a three month sales cycle (handshake to close), and you get paid when the first invoice is paid, 30 days is acceptable period for an invoice to be paid, you are going to need four months of run way for a deal to count towards your number this year. Which means anything you start after September 2, will be next year’s number. If it counts and you get paid, when the contract is signed, then that date moves to October 2nd. So if you were going to look at doing things a new way for 2014, you will have need to start that process last September or October, not January 26.

This is not to say that you should not always be adding new elements to your selling, just look at that as an ongoing part of your personal development, not an event tied to the New Year. Yes, I know the pundit needs to sell too, but you don’t have to buy if it will not help you now, or in the “now future”.

I am going to keep this mail as I am certain it is the exact same one she sent last January, with dates changed. I am not sure if I remember because it irritated me last year, or the fact that they used a stock photo used by a million other sites.

What’s in Your Pipeline?
Tibor Shanto

Customer Information – Why Protection is So Important2

CC Jan 14

The Pipeline Guest Post - Megan Totka

In the sales business, we hold the key to tons of information from customers. While it may be something as simple as their name, address, and phone number, it’s amazing what can be done with that information if it gets in the wrong hands. Sales companies also often store all kinds of other information – credit or debit card numbers, social security numbers, and so much more.

By now, surely we’ve all heard about Target’s information compromise issue. If you tuned out of the news for the holidays, anyone who used a debit or credit card at Target from Black Friday until just before Christmas likely had their information gathered by hackers. Banks are cancelling and re-issuing cards by the millions, and Target is trying to do damage control by offering free credit monitoring for a year to anyone who was affected.

Now, could Target have done anything more to prevent this major breach from happening? Maybe. But there are some valuable lessons to be learned about keeping your customers’ data safe. If nothing else, the Target issue is helping us to see how exactly consumers are affected when their data is misused. It can cause problems in nearly every aspect of their lives.

Here are a few tips, courtesy of InformationWeek.com, that we can do better in the future when it comes to keeping our customers’ data safe:

  1. Data encryption – while I don’t purport to be an expert on data encryption, it does make sense that companies (particularly those who are selling) should be constantly re-evaluating their encryption process and see if it’s working. This is the best way to beat the hacker game. They also suggest using a whole-disk encryption method rather than file-level encryption.
  2. Make sure that outside vendors know how important it is to keep your customers’ info safe – most, if not all companies outsource some of their file storage or data encryption to another company or service. Places that hold information to consider are cloud storage services or CRM software. Making sure that these companies have your customers’ best interest in mind before agreeing to use them is pretty important.
  3. BYOD – lots of companies are moving toward letting employees bring their own devices to work. While this is convenient and can be cost-effective, consider that your employees’ devices are absolutely not as secure as they could be.

Protecting your customers’ information is just one of the things required to maintain a positive customer relationship. It certainly doesn’t have to be difficult or very costly – but it is definitely a part of the business process that needs constant evaluation in order to be successful.

(Photo Source)

About Megan Totka

Megan Totka is the Chief Editor for ChamberofCommerce.com. She specializes on the topic of small business tips and resources. ChamberofCommerce.com helps small businesses grow their business on the web and facilitates connectivity between local businesses and more than 7,000 Chambers of Commerce worldwide.

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