This website requires certain cookies to work and uses other cookies to help you have the best experience. By visiting this website, certain cookies have already been set, which you may delete and block. By closing this message or continuing to use our site, you agree to the use of cookies. Visit our updated privacy and cookie policy to learn more.
This Website Uses Cookies By closing this message or continuing to use our site, you agree to our cookie policy. Learn MoreThis website requires certain cookies to work and uses other cookies to help you have the best experience. By visiting this website, certain cookies have already been set, which you may delete and block. By closing this message or continuing to use our site, you agree to the use of cookies. Visit our updated privacy and cookie policy to learn more.
As many of you know in December 2016 we sold Atrion, a $156 million integrator, and I planned to retire. However, I found out I wasn’t ready for the sunset quite yet. I continued my active engagement with organizations like PSA Security, NSCA, CompTIA and Channel Partners. I was also able to spend time consulting with some amazing leaders.
Last month I shared with you a story about an experience I had visiting a hotel and the impact it left on me. The experience provided me with an important perspective about what the “ultimate client experience” is and how companies who live it, can achieve it.
You have heard the old adage, “Treat people the way you want to be treated.” That isn’t the ultimate client experience; it needs to be, “Treat people the way they want to be treated.”
Conflict is an unwelcome disruption, and in a team or department it can quickly spread, causing damaged relationships, lower productivity, lower morale and even business failure.
What once was clearly defined as separate market segments, products and services is now a blurred line that requires solution providers to think differently as they prepare to take on the challenges of being more than what they are prepared to be.
Implementing a marketing strategy is a long-term play. It takes two years to really see the full return of the investment and as business leaders we need to stay the course. You will see a major impact on sales over time, but it will start slowly.
Subscribe
