"You do a good job, you're passionate about what you do, you deliver services and you treat people well and you hustle, and the growth comes after that."
This is a quote form Lill & Sioin President Chuck Lill the #1 list on the Rochester Top 100 List. This quote basically sums up how to grow a business and if you can do these things you will be successful.
A favorite quote of David Neeleman (CEO of JetBlue) is a quote from Teddy Roosevelt, and reads: "It is not the critic who counts, not the man who points out how the strong man stumbled or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena...who - at the worst - if he fails, at least fails while daring greatly."
I agree. There is nothing like getting in there and getting your hands dirty and making something happen.
As I thinking about growing HMT's customer base I believe referrals will be a big component of that. Just like it seems he always does Jeffrey Gitomer has a great piece about referrals.
Sales Caffeine Issue 260 Highlights:
How to get Referrals:
Show up on time
Do what you say
Finish what you start
Say please and thank you.
These are certainly important but are not the only thing according to Gitomer. He says referrals are earned, not asked for. Referral's for customers are risky. That person is putting there relationship at risk if something goes wrong so they must trust you. Additional things you need to do to get referral's
The customer considers you an expert in your field
They trust you
You have a track record of performance
They consider you valuable - a resource, not a sale man
Make referrals risk free
Give your customer a referral First
Did you make the sale is the measuring stick.
Other Fringe thoughts from the newsletter
Impatience can have lots of unexpected consequences.
Learn to slow down -- it will increase your energy when you need it most
Would you marry someone after the first date...ask the same question when trying to get new customers
If you don't find a differential, it only forces you to be the lowest price.
Does your pricing structure warrant a higher price?