At least one of the misguided concept in business is not money but control. And a brand is something you as an owner of the business can’t control.
In the new age customers control your brand.
They have a choice to either build up your brand or let it perish. Do not make a mistake of confusing brand as your logo, companies color, building and intellectual properties.
That’s not a brand.
This is for you, if you’re interests is not in lame “get rich quick” schemes. You’re not trying to build a business with no work, no time, and no sense.
You’re not chasing after that magical silver bullet that will solve all your problems.
Mainly, you’d just like some solid, smart advice on building a business that actually works.
In other words, you know business development doesn’t have to be lame or downright complicated.
You know you don’t need to reinvent the wheel you just need to learn what has been working, the fundamentals of business building and take it from there.
We lastly talked about at its core a great service boils down to the ability of a service provider to be vulnerable – to embrace uncommon levels of humility, selflessness, and transparency for the good of the client.
Vulnerable service providers demonstrate nakedness by engaging in a variety of simple but powerful practices, all of which correspond to one or more of the three primary fears that underlie this principles.
As important as it is to understand the fears that underlie this principles, the specific actions that demonstrate naked service are what is required to achieve client loyalty.
To best practice the naked service and to achieve superior clients loyalty here are principal you can follow.
At it’s core great service boils down to the ability of a service provider to be vulnerable – to embrace uncommon levels of humility, selflessness, and transparency for the good of the client.
As obvious as that may sound, it is more difficult than it seems, because humility, selflessness, and transparency often involves suffering.
Most of us live our lives trying to avoid awkward and painful situations, which is why we are likely to fall pray to the three fears that prevent us from building trust and loyalty with our clients.
Technology have countless business owners on the run trying to get ahead, they have been like this for a lot other shine things introduced in our age, radio, tv, internet and many others but this is not the case with the prepared business owners and it’s for good reasons.
On July 28, 1999, drugstore.com—one of the first Internet pharmacies—sold shares of its stock to the public.
Within seconds of the opening bell, the stock multiplied nearly threefold to $65 per share. Four weeks later, the stock closed as high as $69, creating a market valuation of over $3.5 billion.
Not bad for an enterprise that had sold products for less than nine months, had fewer than 500 employees, offered no hope of investor dividends (a sum of money paid regularly typically quarterly by a company to its shareholders out of its profit) for years (if not decades), and deliberately planned to lose hundreds of millions of dollars before turning a single dollar of profit.
What rationale did people use to justify these rather extraordinary numbers?
This simple word of advice makes good business owners great. With it, you’re going to increase sales. Without it, you’re finished.
It’s deceptively plain, and easily ignored.
We already know it’s not people who are the most important asset in your business the right people are.
What is the 2nd most important element?
You want to grow your business right?
Then you have to know those who build great companies understand that the ultimate push on growth for any great company is not markets, or technology, or competition, or products.
It is one thing above all others: the ability to get and keep enough of the right people.
Now, you might be thinking, That’s just good management—the idea of getting the right people around you.
What’s new about that?
Businesses with a profound competitive advantage understands that business is more than knowing what should be done.
It’s also about rallying every single person to a common goal, getting total buy in from their people no matter the disagreement in the past, they understand they need their people to hold one another accountable and to put the goals of the team above their own agendas, departments, status or ego.
And the people will never be able to do this if in the team, still, there is: