Small Business Today Magazine DEC 2014 NOUN INVESTMENTS | Page 32

EDITORIALFEATURE

How Do Small Businesses
Get Big Business Results?

It’s Simple!
By Jason B. Montanez

I

one’s pulse at a medical vist’s a no brainer that GROWTH
So, how does a leader care for his/her taking
it; listening is critical to getting an
is the key to any business. The
subordinates? They associate, adapt, accurate assessment. They ask
growth that I’m referring to is
empathize, are there for their
key questions to uncover any ill
true growth not just top-line
feelings and make it a priority to
revenue growth that looks good
employees when they need them,
on a spreadsheet or a power
and show concern for the things that ensure that the primary focus is
always on the customer.
point for a quarterly review. So
matter to their employees as long
the question is,“In this ever-changas they are in line with the code
Unfortunately, it does not take
ing and competitive environment
of conduct and do not
much to exceed customer exthat we call today’s business clipectations nowadays. At times, I
mate, how do small businesses
compromise integrity.
find myself expecting mediocre
achieve this growth?” I’m referring
service at best where I would just
to the businesses with no multimillion dollar marketing campaigns, no multimillion dollar part- be satisfied and when treated like I am supposed to be treated
nership deals, and do not have the brand recognition of Fortune (as if my time and money are valued), I feel the service was great
when in actuality, I was served the way I ought to be served. After
100 companies.
all, I did patronize that location, spent my hard earned money, and
Small businesses must do something that big businesses struggle chose them over their competitors because I could have easily
to do and that is to focus on the fundamentals. Small businesses gone elsewhere. That said, I offer a couple of golden nuggets.
must have a laser-like focus on the intricate details of the core of Consistently Acknowledge and Resolve Efficiently (CARE) is an
business and that is the customer. The customer has been and will acronym that I developed to simplify the customer care dilemma
always be the cornerstone of business. Customers are not numbers that so many organizations face. People want service that is conand must be cared for individually because that is what they are, sistent; they want to be acknowledged (feel important); they want
individuals. Sure, general processes and procedures may be in place any issues resolved; and they want it done in a timely manner
to provide a guide on how to care for customers. However, each which exemplifies that you value their time. It’s just that simple.
customer interaction is unique and should be treated as such.
Lastly, there are four aspects that have to accompany the CARE
philosophy
to realize true growth in a disciplined environment:
When I refer to the customer, I’m talking about both internal and external customers. The equation is simple. Ensure that
there is leadership in place that motivates, inspires, empowers, 1. Answer the phone when the phone rings (be there when
clients need you).
and develops the internal customers (employees) that have everyday interactions (by phone or face to face) with clients so that 2. Do what you said you were going to do (set proper expectations and keep your word).
the external customers can be properly cared for. The leadership
must exemplify the way to properly care for the customer by car- 3. Resolve any issues with the same vigor as if it were your problem (have a sense of urgency).
ing for their employees. It is my contention that the employees
4.

Treat
every interaction as an opportunity to strengthen the
that are cared for will naturally know how to care for the customrelationship.
er because they have been cared for so well by their leadership.
So, how does a leader care for his/her subordinates? They associate, adapt, empathize, are there for their employees when they
need them, and show concern for the things that matter to their
employees as long as they are in line with the code of conduct
and do not compromise integrity. In H