I just waited 35 minutes to be seated at my favorite breakfast restaurant, the Pancake House in Redondo Beach (not IHOP!). The server came quickly to the table, asked if we’d like coffee and sped away to return with a pot of Joe. Within five minutes she’d taken our order, given us coffee and placed our order in the kitchen. I reflected on the situation, it was clear to me that management at this establishment is ‘customer centric’ in its focus and understanding of what patrons want. Minutes after taking and submitting our order, the server returned with the condiments for hubby’s meal, and a beaker of syrup –warm syrup– for my pancakes. I was so appreciative of the warm syrup. Not cold, not gross and dripping with other patrons fingerprints all over it. But, clean, warm and sitting there ready for me to use before the hot meal was delivered. I’ve been to this restaurant a hundred times, however it struck me how their consistent high quality customer service keeps me coming back, and makes me a huge advocate of this business. It’s really not that complicated; it is consistency and quality of service (and product) that make the difference, sets a company apart from its competitors and keeps customers coming back for more.

If taken to heart, it can propel you to the next level of business – give you the courage to step forward, say what you mean, go against common thinking and actions.

I know how it feels — and when you let yourself move forward (even when it’s scary) great things happen.

There are four key elements to creating iconic brands (Holt 2004): 1. “Necessary conditions” - The performance of the product must at least be ok preferably with a reputation of having good quality. 2. “Myth-making” - A meaningful story-telling fabricated by cultural “insiders”. These must be seen as legitimate and respected by consumers for stories to be accepted. 3. “Cultural contradictions” - Some kind of mismatch between prevailing ideology and emergent undercurrents in society. In other words a difference with the way consumers are and how they some times wish they were. 4. “The cultural brand management process” - Actively engaging in the myth-making process making sure the brand maintains its position as an icon.

Seven Strategies for Surpassing Sales Stress

Even with the economy ostensibly on the mend, we’re well aware this isn’t the easiest time to be making a living in sales. But before you go reaching for the Maalox, you may want to peruse the following seven tips from Lou Schachter, co-author of “The Mind of the Customer.” Schachter helps Fortune 500 clients achieve their desired results through sales training.

1. Tempting as it may be to cut your losses, don’t write off every player in an afflicted industry. Opportunity may still be lurking.

2. Now may be a perfect time to revisit prospects who previously wouldn’t give you the time of day. Things may be quite a bit different for them today.

3. Forget about your own numbers for a moment and focus on what you can do to boost your customer’s revenue.

4. Establish the value of your offerings first—then talk price. Avoid the discounting trap.

5. Now’s the time to leverage the rapport you have with your current customers. You may well be able to sell them on products and services they weren’t necessarily aware you offered.

6. Your sales managers need to spend more time coaching and less time in the field. Both in terms of directing the action and maintaining morale, it’s imperative they embrace a leadership role.

7. Turn your competitors’ folly into your gain. If they’ve been scrimping on product updates and customer support, opportunity may be knocking. 

Looking for more great sales strategies? Check out “Win/Loss Analysis: A Proven Program for Winning More Business.”