How did it happen that a sustainable revenue model like services got bogged down in the organization after an enthusiastic reception by the entrepreneur?
Wednesday 1 July 2020
Growth in turnover, employees and business space is tangible. It caresses your ego, because what could be better than being visibly successful, right?
However, the happiness of growth is fleeting. Is your revenue model in line with your purpose?
"Discussions about services only distract the customer and raise too much resistance in the sales process, right?"
Ask ten entrepreneurs about service and they all say it is extremely important to keep their customers satisfied.
"But what do you mean by 'keeping satisfied'?"
Difficult customers do not exist, they are created. By you. Because how difficult do you become if your suppliers do not adequately respond to your questions?
Do you have any idea how much you invest annually to recruit people? And how effective is that? Could you approach it in another way?
Your Service department grows with your company. However, if you continue to provide services free of charge, you will suffer losses. Should you create an additional earnings model?
“My customer wants only my product and nothing more.” Does your customer really want nothing more than your product, or is this the image you have created?
Do you also provide a free service in addition to your product? Is the fee included in the price of the product? Are you, as an entrepreneur, constantly busy in keeping your customers satisfied?
Once your customers have bought your products you’d rather not have anything to do with it anymore. Each of their questions is a bother and costs money. You can only benefit if you sell your products to them. Right?
“The entire world wants something from me but my production company has a linear growth model. That has always been the case and will remain so”, the entrepreneur comments with slight frustration.
“Why do you think that is?”
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