NJLCA’S 4 CORE'S OF LANDSCAPE/SNOW BUSINESS SUCCESS

2

INTRODUCTION

Thefollowing15pagesareaseriesofarticlesbasedonourBootCampprogramdevelopedin2016.AllthearticlesinthiseBookareoriginalandcondensedinto5Chapters.TheinformationisthesolepropertyoftheGreenMarkConsultingGroupexceptforRavingFanswhichisthepropertyoftheKenBlanchardCompaniesofwhichIamaco-author.Ifyouwisetouseorrepublishthesearticles,wecanmaketheentiredocumentanditssupportmaterialsavailable.Pleasecontactusformoreoptions.

Oneofthemostaskedquestions“isthereasimpleandeasywaytogrowmybusiness?”Myanswer-thereisnotasinglepathbutrather3thingstheownermustgetrighttomakethejourneyeasierandfaster.

Firstisclarityontheendgame.Itanswersthequestionof“whattypeofbusinessdoIwanttocreate?”Thisisaboutmaximizingperformanceandexitingatthetop.Ifyouwanttostarthere,checkoutourHighImpactFirmSeriesbycontactingme@833.784.7336ext103(833.RUGREEN).

Secondisaboutbusinessoperations-“whatmustIbuildtoachievemyendgame?”ThatisthefocusofthisarticleandourBootCamps-the4CORESofBusinessLandscapeSuccess.Iwillletthearticlesspeakforitself.

Thethirdisaverytacticalquestion-“whendoIdowhat?”Answeringthatquestionhasbeenthefocusofoursmallbusinessresearchoverthelast15years.Wehavebuiltseveralsuccessfulcompaniesandhadafewfailureswhichbegsthequestion-why?Ifthisisyourcriticalquestion,itisthesubjectofournexteBook.Lookforitnextweek.

3

CHAPTER 1 - THE FOUR CORES OF LANDSCAPE BUSINESS SUCCESS

CORE1:GUIDINGTHEBUSINESS

Everybusinesshasapurpose,areasonforexistingbeyondjustmakingmoney.Theownerstartswithadreamaboutthebusinesstheywanttocreate-theirlegacy.Theproblemisthedreammustbetranslatedintoasenseofpurposesharedbyeveryoneanditbecomesitsculture.Hereistherealityoforganizations-youwillhaveaculture,eitheronpurposeorbydefault,andbydefaultisdangerous.Thefollowing3processesarerequiredtocreateandmakesuretheowner’sbeliefsbecomeareality.

• Purpose-theowner’sVisionistheWhy,theirMissionistheWhat,Who,When,andtheirValuesaretheHow.Anotherwayofviewingit-purposepullspeopletoafutureoutcomeandmanagement'sroleistopushitalong.

• Measurement-tomakePurposerealthebusinessmustmeasureandtrackjobsandpeople.Iamsureyouhaveheardtheoldcliche“youcannotmanagewhatyoudon’tmeasure”.Typicallyyoumeasure3generalareas:purpose,progress,andresults.Aclosingthought,youcannotcreateandoperateaneffectiveReward&Recognitionprocesswithoutclearmetrics.

• Reward&Recognition-howtoinstallthe‘LawoftheGoodDeal’.Oneoftheunspokenbutdesiredgoalsinanyorganizationisself-management.Themoreindividualscangovernthemselvestheleaneryoucanrun.Howeverthatplacesaconsiderableburdenonhavingtheculturerightandwhatyourewardorpunish.RecognitionishowpeoplearehonoredfordoingtherightthingwhileRewardisprovidingtangibleslikedaysofforpromotions.

CORE2:RUNNINGTHEBUSINESS

Thisistheinvisiblepartofthebusinessthatcustomersdonotseebutexperience.Mostlandscapeownersspendtheirtimeinthefield,notinthebackoffice.IftheowneristofindthetimetoworkONthebusiness,theymustberelievedfromworkingINit.Thefollowing4processesarerequiredforsmoothinternaloperations.

• Administration-generalissueslikeansweringthephone,payingthebills,beingpaidontime.Manytimesthecustomer’sfirstimpressionishandledbythelowestpaidandleasttrainedindividuals.Everybodybehindthescenesmustunderstandtheyareinsales.

• Finance-stayinginbusinessrequiresmanagingcashflow,margins,andprofit.Inordertomakethathappenyouneedtocutthedeckofcardstwice.Thefirstisforthebanksandthegovernment-calledfinancialaccounting.Itworkswellforkeepingyououtoftroubleandgivingaroughlocationofthebusiness.Thesecondcutofthedeckiscalledmanagerialaccounting.Ittakesthesamenumbersandassignitactivities.Theresultisyouhaveanexactaccountingofcosts,margins,andprofitability.

• HumanResources-deliveringonpromiserequiresfindingtherightpeople.Justlikesales,youwanttoowntheentirecustomerlifecycle.Itisnodifferenthere-owntheemployeecyclefrom

4

recruiting,employeetraining&development,compensationtoseparation.Thisalsoincludesallthecomplianceareas.

• InformationTechnology-runningthebusinessrequirestyingeverythingtogethersopeopleenterinformationonceanditisavailablewhenneeded.Thefundamentaldecisionintoday’sworldissoftwareorcloud-doweinstallitonourmachinesoruseanonlineplatform?

CORE3:GETTINGTHEBUSINESS

SimilartoRunningtheBusiness,theownermustfindtimetofocusontheirkeyrole-bringinginnewcustomers.ThechallengeofsmallbusinesseswithoutatrackrecordistheproblemofRisk/Trust.Youngandsmallcompaniesareaskingcustomerstotakeariskwhentheybuy,onethatonlytheownerhasthecredibilitytoreduce-customersonlytrustafterajobisdone.Thefollowing3processesareessentialforproducingprofitablesales.

• Branding&Strategy-toavoidcompetingonprice,abusinessneedstocreateauniqueimageandaplanformakingtheimagereal.Alleffectivebrandsare3Dimensionaltomakeanemotional,rational,andpersonalconnectionwithcustomers.

• Marketing-oncethebrandiscreatedandhasastrategy,thetaskistohelpcustomersseeyourbrandasyouseeitbysurroundingthemwithinformation.Thebestcompaniesspendbetween3and13%ofsalesonmarketingtoachieve2results-greaterawarenessofthecompanyandbringingqualifiedleadstothesalesfunnel.

• Sales-howqualifiedleadsmovethroughthefunnelfromfirstcontacttoclosingthedealquicklyandreducingthecostofsales.TheessenceofSalesManagementisspeedthroughthesalesfunnelandmarginpersale.

CORE4:DoingtheBusiness

Thisiswheremostlandscapebusinessownersexcelbecauseitisintheirbones.ThechallengebecomesthatifDesignBuild,orMaintenance,orTurfServicesaredeliveredbecauseoftheownersdirectinvolvement,workingINthebusinesswillconsumealloftheirtime.TheneedforStandardOperatingProceduresandJobDescriptionsinthefollowing2processesareessentialforownerstoworkONthebusinesswiththeknowledgethejobisbeingdonerightandcustomersaresatisfied.

• ProjectManagement-schedulingjobsandmanagingtheprocesstomakesureeverythingpromisedisdeliveredon-time,on-budget.Yourmargininthelandscapingbusinessisbasedon3functions-scheduling,budget,andwaste.Schedulingisamanagementresponsibility,budgetisaforemanresponsibility,andwasteisanemployeeresponsibility.

• CustomerService-traditionallythisisseenasbeingnicetounhappycustomersinsteadofasalesfunction.Rememberitcosts5timesmoretobringinanewcustomerthanitdoestoupsellasatisfiedone.

5

SUMMARY

First,everysuccessfullandscapecompanywehaveworkedwithhavebuiltthe4CORE’sandsecond,theyaremanagingitefficiently.Thegoalbehindthe4CORE’sistoallowownerstoreplicatethemselvesandmanagetheirtimetoimpactthebusiness.

CHAPTER 2 - CORE 1: GUIDING THE BUSINESS

INTRODUCTION

UltimatelyGuidingtheBusinessisaboutcreatingadirection,amindset,acultureonpurpose.Whatismeantbyacompanyculture?Justlikeacountryorregiontherearedistinctvariationsindialect,dress,andhabits,etc.,companiesalsoshowsimilardifferences.Corporateculturereferstothebeliefsandbehaviorsthatdeterminehowemployeesandmanagementinteractandhandlebusiness–insideandout.Andmostcritical–thisisverymuchaboutwhattheownerbelievesandtheexampletheyset.

WHAT YOU NEED TO KNOW

The3ElementsofCreatingaCultureonPurpose:

1. TheNecessityofaVision,Mission,andValuesStatement

2. YouCannotManageWhatYouDon’tMeasure

3. WhatYouStrokeisWhatYouGet–Rewards&Recognition

1.TheNecessityofaVision,Mission,andValuesStatement.Everyoneneedscontextforwork,thelongtermaimforthecompany-theWHY.Giventhatobjective,whatvaluedotheyprovidetoWHOM,andWHENshouldthishappen?Theyalsowanttoknowtherulesofthegame-whataretheprinciplesthatcontrolHOWthejobshouldbeperformed.

2.YouCannotManageWhatYouDon’tMeasure.Mostconsultantswilltellyouthatcreatingorchangingculturetakes3to5years,wedisagree.IfyouareclearonVision,Mission,andValues,andmeasure–itcanhappenquickly.Thechallengeisdesigningtherightmetricsandthenactingontheinformationthatmakesyourdesiredcultureareality.

3.WhatYouStrokeisWhatYouGet–Rewards&Recognition.Thisisallaboutactingoninformationanddecidingwhoreceivesattention–formallikeawardsandbonuses,andinformallikepraise.Whatyourewardandpunishcommunicatestoemployeestheboundariesofacceptablebehavior.Ifyouwanttoshapethecultureofacompanyitstartswithasetofoperatingprinciplesorvaluesandmakingsureitisagooddealfordoingtherightthing.

6

WHAT YOU NEED TO DO

1.TheNecessityofaVision,Mission,andValuesStatement.YourCompany'sCulture-OnPurposeorbyDefault?WhatarethedesigncomponentsofanyCulturedevelopedonpurpose?

• Vision-provideacompellingpictureofthefuturethatwilldrawpeopletoitthroughanemotionalconnection;

• Mission-itoutlinesyouroffer–theproductsandservicesPLUStheexperienceofdoingbusinesswithyou,itistherationalconnectionbetweentheofferandthebenefitscustomersreceive;

• Values-conveystocustomers,suppliers,investors,andespeciallyemployeesthathowtheyperformmatters,itdefinestheboundarybetweenacceptableandunacceptablebehavior-itisapersonalconnecttothebusiness.

2.YouCannotManageWhatYouDon’tMeasure.Theeasiestwaytobuildmetricsistousethefollowingformula-Customer'sdemandProductionbuiltbyTalentthatcreatesFinancialPerformance(C+P+T=F):

• Customers–vision,mission,valuesdirectedatthecustomer'sexperience;

• Production–vision,mission,valuesdirectedathowworkisperformed;

• Talent–vision,mission,valuesdirectedathowemployeesaretreated;

• Finance–vision,mission,valuesdirectedatcompensationforsuccess.

3.WhatYouStrokeisWhatYouGet–Rewards&Recognition.Onceclarityisprovidedonthedirection,rulesofthecompany,andhowitismeasured–actusingthefollowing3conceptstocreateareward&recognitionstructurethatensuresdoingtherightthingisagooddeal:

• FormalvsInformal–formalrewardsarecompanywideandprovidetangibles(money,timeoff,giftcertificates,etc.)forbehavior,informalrecognitionispraiseforindividualorteambehaviorandprovidedbyimmediatesupervision;

• PublicvsPrivate–useapublicforumforrewardsandprivateforpunishment,partofthisisunderstandingtheindividual–whatisarewardorpunishmenttothem?

• ContinuousvsIntermittent–thereshouldbeaformal/continuousrewardprogramtoreinforcetherightbehaviorsandintermittentrewards&recognitiontodealwithbehaviorsonthespot.

WHERE YOU CAN GET HELP

7

1.TheNecessityofaVision,Mission,andValuesStatement.Theplacetostart,theownerneedstogobacktotheirdreamandcreateclarityanddirection–formoreinformationonVision,Mission,ValuesclickGreenMarkNJLCABootCamp.

2.YouCannotManageWhatYouDon’tMeasure.Usethesimpleformulaofmeasuringcustomers,production,andpeople,andthespecificmetricsofVision,Mission,Values–formoreinformationonMeasurementclickGreenMarkNJLCABootCamp.

3.WhatYouStrokeisWhatYouGet–Rewards&Recognition.ThisismoredifficulttotackleandwerecommendyouclickGreenMarkNJLCABootCampforhowtosetupeffectiveReward&Recognitionprocesses.

SUMMARY

CORE1isalongtermviewofthebusiness.Itanswersthequestionof“whoarewe”and“whatdowedo”.Tochangetherelationshipbetweentheemployerandtheemployed,itisnecessarytocreateahigherpurpose,somethingcompellingthatdrawspeopletoit.Whenthisisclear,managingitbecomeseasier.

CHAPTER 3 - CORE 2: RUNNING THE BUSINESS

INTRODUCTION

Ifyouarestartingfromscratchorthecompanyisintheearlystagesofgrowth,itiseasytocreateaSIMPLEorganizationalstructure.Infact,regardlessofsize,thegoalistostructurethebusinessusingthesimplestdesignpossible.Letusforeveralterhowyouthinkaboutbusinessstructure-“howdoIremovefrictionfromworkinginthecompanysoitiseasyforpeopletodotherightthing?”

WHAT YOU NEED TO KNOW

ThisExecutiveSummarywillcoverthe3ElementsofBusinessStructure:

1. FormMustEqualFunction

2. CoreProcessesaretheEssence

3. BeinginChargeofWhat

1.FormMustEqualFunction.Themistakemanybusinessesbothstart-upsandexistingoperationsmakeistheythinkfunctionfirst.IfyoutakeatraditionalviewthattheremustbeaFinance,aSales,aProductionfunction,etc.,youwillstructurebyfunction.FunctionalDepartmentsdonotreflecthow

8

workisperformedwhichkillsefficiencyandqualitybecausetasksmustmoveacrossthesesilos.InthisstructureProducingaProductorDeliveringaServicewillhavenoONEpersonresponsibleforitsexecution.Weofferadifferentapproach–whatifyoubuiltthecoreprocessesthatguaranteedthehighestqualityatlowestcostfirstandthendecidehowtostructure?MakeitSimple.

2.CoreProcessesaretheEssence.Startingwiththepremiseofhighestqualityatlowestinternalcost–identifyeachprocessthatdirectlycontributestomakinganddeliveringyouroffer.Thegoalistoalignprocesseswithcustomers-inLandscapingthatmeansSalesandProjectManagement.IfyoubuildaSalesprocess,youshouldincludeMarketingandServicebecauseitisonelongprocessofmanagingthecustomer'sexpectations,experience,andpreparingthegroundforfuturesales.Theessence-AlignProcesseswithCustomers.

3.BeinginChargeofWhat.Therearesimplerulesifviolatedwillcreatefrictioninthesystem–distractionsthatkeepitfromrunningefficiently.Firsteverybodyhasjustoneboss.Secondaclearstructureofwhoreportstowhomthatkeepspeoplefocusedontheirresponsibilities.Thirdispeopleoraworkgrouporadepartmenthavingclearresponsibilityforataskandtheauthoritytogetitdone.Theessence-AlignPeoplewithPurpose

WHAT YOU NEED TO DO

1.FormMustEqualFunction.Usingthisengineeringdesignphilosophy,focusyourenergyonbuildingthecoreprocessesfirst.Whetheryouproduceproductsordeliverservices,thesearethemostimportantprocessesinanybusiness.

• IdentifyCoreProcesses–usuallycontainsSales,Production,andService;

• MaptheProcessestoseparatevalueadded(addsvaluetotheproductorservicethecustomerwouldpayfor)fromthenon-valueaddedsteps;

• Removenonvaluestepsandactivitiesandfreezethedesign(implementandimproveasyoureceivefeedback).

2.CoreProcessesaretheEssence.Eachindustryhasauniquesetofcoreprocesses,ourexperienceisyouwillalwaysfind:

CoreProcesses:

• ProductionorProjectManagement;

• Marketing>Sales>Service.

SupportProcesses:

• Ordering>Inventory>Invoicing;

• AccountsPayable>CashManagement>AccountsPayable;

• Hiring>Payroll>Benefits>Separation;

• Compliance(taxes,safety,HR,etc.).

9

3.BeinginChargeofWhat.Thisisaboutcreatinganorganizationalchartbyapplyingafewsimpleandtimetestedrules:

• SpanofControl–keepthenumberofdirectreports(peoplereportingtoyouorothers)between7and10otherwiseworkwillslowdownawaitingdirections;

• ChainofCommand–whoisincharge,whoisresponsibleforwhom-itislikelabelingswimminglanes–designedtokeeppeopleintheirlaneanddoingtheirjob;

• UnityofCommand–havingover1supervisorormanagerdestroysperformanceandaccountability,everybodyshouldanswertoonepersonandnomore.

WHERE YOU CAN GET HELP

1.FormMustEqualFunction.Startbackwardsfromthecustomerasyoubuildthecoreprocesses.Thenidentifywhatsupport(stepsoractivities)servicesareneededtomakethecorework-FormoreinformationonMakingItSimplecontactme@833.784.7336ext103(833.RUGREEN).

2.CoreProcessesaretheEssence.Thereisasimpletruthfororganizingyourbusiness-coreprocessesmustbealignedwithcustomers.FormoreinformationonbuildingprocessestogetyourCoreProcessesright–contactme@833.784.7336ext103(833.RUGREEN).

3.BeinginChargeofWhat.Makeitclearwhomisinchargeofwhoandwhataretheirpositionresponsibilitiestomakethestructurework.FormoreinformationonCommand&Control–contactme@833.784.7336ext103(833.RUGREEN).

SUMMARY

Insteadofdetailingeachoftheindividualprocesslikeadministrationorfinance,wepresentedthefundamentalprinciplesregardlessoftheprocess.Neverstartwithapreconceivedstructure.Mapyoucoreprocess,makeitassimpleaspossible,thenmapthesupportprocesses.Onceyouhavealignedprocesseswithcustomers,theorganizationalstructurewillbeobvious.Buildthatstructurewithpositiondescriptionsandgetitgoing.Don’toverthinkit.Makeitaboutrightandthenimprovebasedonfeedback.

CHAPTER 4 - CORE 3: GETTING THE BUSINESS

INTRODUCTION

Oneofthepositivetransitionsorganizationsmakesastheygrowismovingfrominfrequenttocontinuoussales.Theyhaveagroupdedicatedtomarketandsellwhileeveryoneelseareworking–withoneaim–tostoplivingafeastorfamineexistence.Itisverydifficulttogrowacompanywhenyouonlymarketwhenthereisnoworkandpeopleareavailable.

10

WHAT YOU NEED TO KNOW

The3ElementsneededtocreateContinuousRevenuefromMarketing:

1. OutsourceorHire

2. SurroundYourSweetSpot

3. AlwaysCampaigning

1.OutsourceorHire.Themajorreasonsmallbusinessesliveafeastorfamineexistenceisnomarketingduringbusyperiods.Wheneveryoneisengagedinservicingcloseddeals,nothingishappeningaboutthenextdownperiod.Thebestshort-termmoveistofindanexternalexpertwithmarketingexperience.Iftheyworkout,youhaveapotentialemployee.

2.SurroundYourSweetSpot.Giventhecurrentenvironmentofpermissionbasedmarketing(andselling),startbydevisingamarketingstrategythatsurroundstheperfectcustomer.Thisisacovertapproachwhereyouarenotmarketingdirectlytothem,ratheryourinformationiseverywheretheyareandyoucanquicklymovethebrandfromanunknowntoahigherlevelofawarenessinthemarketplace.

3.AlwaysCampaigning.Thisistheovertpartofmarketing.Everyweekyouarereachingoutandtouchingyourperfectcustomerswithinformationthatprovidesvalue–notasalespitch.YouareeducatingtomakethemmoreinformedbuyersandthereforebetterconsumersofYOURproductsandservices.Italsoinoculates(preventsinfections)fromthemarketingmessagesofyourcompetitors.

WHAT YOU NEED TO DO

1.OutsourceorHire.StartwithseparatingBusinessfromConsumercustomers.SellingtoBusinessesisultimatelyaboutcompetitiveadvantage–howdoesyourofferimprovetheirs.SellingtoConsumersisallaboutlifestyle–howdoesyourofferenhancewhattheyandothersthink:

• Askforreferrals–youarealreadyaconsumerofovertmarketing,whoinyourareahasanimpressiveimage,acompanythathascreatedafavorableimpressionandyouhaveneverdonebusinesswiththem?Mostarebetteratmarketingtoconsumersorbusinesses–fewaregoodatboth;

• Havelocalmarketingconsultantsbid–createastatementofworkandasklocalconsultantstorespond.Itissmarttovisittheironlinepresence(ifitsucks–moveon)andofficestogetahandleonhowtheymanagetheirbusiness–neverhireconsultantsthatdon’teattheirowndogfood;

11

• Postbidsononlinefreelanceboards–althoughitisbettertohirelocallyandestablishaface-to-facerelationship,youcanfindexcellentresourcesvirtuallyandanchorthepricingfromlocalconsultants.

2.SurroundYourSweetSpot.Whenyouweredevelopingthebrandonecorerequirementwastoidentifytheidealorperfectcustomer.Youcanhaveoveronebutitisimperativetohaveaclearpictureofwhotheyare,whataretheirpreferencesandpriorities,andhowtheymakebuyingdecisions.Youwanttosurroundthemwithmessagingsowhentheyreceivethefirsttouch–theyknowwhoyouare.

• BusinesstoBusiness(B2B)–theessenceofyourofferishowitimpactscompetitiveadvantage–howdoesyourofferimpacttheirabilitytodobusinessorhelpthemhelptheircustomers?

• BusinesstoConsumer(B2C)–theessenceofyourofferishowitimpactslifestyle–howdoesyourofferimpacthowcustomersseethemselvesandhowothersseethem?

• PlottheirMolecule–wheredotheylive,howdotheygettotheoffice,wheredotheyshop,wheredotheyeat,whatdotheyreadorlistento,whatorganizationsaretheymembersof,etc.,whereshouldyouplacecovertmessagestosurroundthemwithoutabigbudget?

3.AlwaysCampaigning.Marketingistocreateawarenessforyourcompanyandoffer,andtogetthecustomertotakeaction.Whentheytakeadvantageofafreeofferorcallaboutsomeinformation–theyjustgavepermissiontoincludethemintheovertprocess.

• PublishonSchedule–determinewhichsocialmediaplatformsbestfityourperfectcustomer(s)anduseittohighlightarticlesonyourblog,theissueisconsistentpublishing;

• ListCuration–whetheryoubuyalist,createone,orboth,managingyourlistsareessentialtoidentifywhichmessagegoestowhom;

• A/BTesting–thesmartest(andcheapest)methodforrunningamarketingcampaignistoruntwoside-by-sidewithsomevariation,thisisusedtodeterminewhichapproachworksthebesttomaximizeyourmarketingspend.

WHERE YOU CAN GET HELP

1.OutsourceorHire.Ifyouareanunder$1millioninrevenue,consideroutsourcingthemarketingfunction.Ahighqualityserviceshouldcostyouaround$1,000amonthandproduceatleast5timestherevenue.Drillingdownonhowtoscreenandhireisbeyondthisarticle.IfyouwantmoreinformationonOutsourcingorHiringforMarketing-contactme@833.784.7336ext103(833.RUGREEN).

2.SurroundYourSweetSpot.Thisassumesduringthebrandingprocessyouidentifiedthe“perfectcustomer(s)”.Youneedtocreateabuyingpersonaforeachcustomerwhichcomprisesdemographicinformation(age,sex,location,salary,etc.)andpsychographics(typeofhouse,neighborhood,car,etc.).OnceyouhaveareasonablycompletepictureofthiscustomerdeterminewheretheygettheirinformationwithanemphasisFormoreinformationonIdentifyingYourSweetSpotsMolecule–contactme@833.784.7336ext103(833.RUGREEN).

3.AlwaysCampaigning.Thisassumesyouhaveastep-by-stepprocessforcreatingqualifiedleads,turningthemintosuspectsandmovingthemthroughyoursalesfunnel.FormoreinformationonCreatingMarketingCampaignsthatWork–contactme@833.784.7336ext103(833.RUGREEN).

12

SUMMARY

Theessenceofmarketingisthis-ifyouarenotspendingtimeorbudgetonmarketing-everysalescallthatisnotareferralisacoldcall.Onaveragethecloseratecoldcallsareunder10%.Allocatingsomesalesbudgettomarketingwilldrive2things-whenyoucalloremailtheywillknowwhoyouareandevenbetter-thephonewillringwithsomebodylookingtobuy.

CHAPTER 5 - CORE 4: DOING THE BUSINESS

INTRODUCTION

CreatingaBetterClientExperienceisaboutanexpectationofhowcustomerswillreactwhendoingbusinesswithyou–creatingRavingFans.Althoughbusinessismoremundanethanasportingevent,theanalogyworks.Imagineastadiumofenthusiasticfans–allofthemthe“perfectcustomer”applaudingyourcompany,yourteam,andyouforbeingthebestinthebusiness.ThisexperienceandreputationmakesyourcompanyTopofMind–thecustomer'sfirstchoiceoverthecompetition.Onelastthought–thisisnotaboutgivingawaythings,thisisaboutdoingwhatyoupromisedandtheexperienceofbuyingandusingwhattheybought.

WHAT YOU NEED TO KNOW

The3SecretsofRavingFansService:

1. DecideWhatYouWant

2. DiscoverWhattheCustomerWants

3. DeliveratPLUS1

1.DecideWhatYouWant.Thisispartofanongoingconversationinthebusinessworld–doyoubrandandthentestthemarketordoyoutestthemarketandthenbrand?Allthegreatcompaniesstartedwithmakingastatementaboutwhotheyareandhowtheywillprovidevalue.BasedonyourBrand(Decidewhoyouareandwhatvalueyouprovidetowhom)–IfYouCouldCreatethePerfectCustomerExperience–whatdoesthatlooklike?

2.DiscoverWhattheCustomerWants.Onceyouhavedefinedyouruniqueoffer,itistimetoinvestigatehowthecustomerwillperceivetheofferandwhatneedswillitmeetorproblemswillitsolve.Remember,youcanblastwhatvalueyouprovide,butitistheperceptionyoumustmanage–WhatistheCustomer'sVisionofthePerfectExperience?

3.DeliveratPLUS1.Sincethemanagementofexpectationsiscriticalinservice,PLUS1issimple.Deliveronpromiseandthenmaketheexperienceofdoingbusinesswithyou1%betterateveryopportunity.Ifthecustomerdealswith5peopleinyourcompanyeverydayandeachpersonPLUS1’stheexperience,attheendoftheweekyouwillraisethebarby25%,theultimateobstacleforcompetitorstryingtostealthebusiness.

13

WHAT YOU NEED TO DO

1.DecideWhatYouWant.TheFirstSecretistoconvertyourvisionandmissionintoabrandthatcreatesauniqueexperiencefortheperfectcustomer:

• CreateaVisionandMissionStatement–whatvaluedoyouprovidetowhom;

• MakeyourBrand3Dimensional–thecompany,theproducts&services,andyou;

• CreateaPictureofPerfectionforallemployees,notjustthepeopleincustomerservice.

2.DiscoverWhattheCustomerWants.TheSecondSecretistounderstandhowyourperfectcustomerexperiencestheoffer:

• AssumedLevel–whatdoesthecustomerjustassumewillhappen,youdon’tgainfromprovidingit,youonlyloseifyoudon’t–thinkdirtyutensilsinarestaurant;

• ExpectedLevel–whatfeaturesarecustomersusingtomakebuyingdecisions,yougainfromprovidingitandlosewhenyoudon’t–thinkhavingthecertifiedAngusbeefyouadvertized;

• WOWLevel–thisisyourPLUS,whatdoesthecustomernotexpectthatwouldWOWthemifprovided–atouroftheagingroomtoselecttheirpersonalAngussteak.

3.DeliveratPLUS1.TheThirdSecretisyourcustomercontactpeoplecombiningSecrets1and2todeliverwhatthecustomerassumesandexpects,thenadding1%ateveryopportunity:

• Customercontactpeoplehavethetrainingandtheauthoritytofixtheproblemonthespot;

• HavingaRecoveryPlanthatisdeliveredimmediatelybycustomercontactpeoplewheneverthecompanyfailstodeliver–makingitawinforthecustomer.

WHERE YOU CAN GET HELP

1.DecideWhatYouWant.StartwithyourVisionandMissionStatement.DecideWhatYouWantasowner,wherewillthecompanybein5or10years,andwhatvaluewillitprovidetowhom?Usethistobrandthecompanyandmakeanemotionalconnection,brandyourproductsandservicestomakearationalconnection,andyou,theownertomakeapersonalconnection.FormoreinformationonVision,Mission,andBranding–clickGreenMarkNJLCABootCamp.

2.DiscoverWhattheCustomerWants.Spendthemoneyanddotheresearch.Understandyourmarketandwhatisdrivingthebuyingdecisionsofyourperfectcustomers,andhowyourcompetitorsarerespondingtothesameinformation.Goodmarketresearchisnotexpensiveandworththeinvestment.Usingthisinformation,buildamatrixforeachoffertoidentifytheassumed,expected,andwowlevels.FormoreinformationonMarketResearchandSecret2–clickGreenMarkNJLCABootCamp.

3.DeliveratPLUS1.Thisisthemostdifficulttoexecute.Itrequireshavingeverybodyonboardandenabledtomakeithappenforcustomers.Youmusthavecompetentpeopledealingwithcustomers

14

whohavetheauthoritytoprovideaPLUS1experienceandshowempathyandappreciationforthecustomer’sbusiness.FormoreinformationonRecoveryStrategiesandEmpowerment–clickGreenMarkNJLCABootCamp

SUMMARY

Thanx for reading The 4 CORE’s of Landscape Business Success. Given the constraints of publishing - our articles are a combination of highlights and a few “How - To’s”. If you want to explore any of these issues further and apply it to your business, the 2018 Green Industry Pros NJLCA Landscape Business Bootcamp is the place to start.

EachCORE’shas3segments:aSelf-Assessmentonwhereyourbusinessistoday,adiscussionontheBestPracticestohelpclosethegapsidentifiedintheself-assessment,andaToolKitthatwillhelpyouapplythelessonsbackhome.

Bill

WilliamEastman

833.784.7336ext103