Ron Rosenberg

Ron Rosenberg http://www.connectingdirectors.com/members/connectdirectors/blog/VIEW+00000079 Articles by Marketing and Customer Service expert Ron Rosenberg en Copyright 2009, Connecting Directors Tue, 03 Mar 2009 21:04:29 GMT Tue, 03 Mar 2009 21:04:29 GMT "Welcome to My Universe!" http://www.connectingdirectors.com/members/connectdirectors/blog/VIEW+00000079+00000519#00000519 <img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/blog/00000519.jpg" border=0 vspace=5 hspace=5 align=left> There are times when a company’s ability to accommodate the need of the customer is impressive.  However, there are many more times when the process seems to serve just the opposite purpose. There are times when I'm totally impressed with a company's ability to accommodate the needs of its customers.  Unfortunately, there are many more times when a company's process seems to serve just the opposite purpose.   Since I'm on the road a lot, the accuracy of my travel arrangements is extremely important.  A canceled flight or a problem with my hotel or car reservation can complicate a trip and distract me from my work.  Even though Lisa, our Office Manager, double-checks all of my reservations, problems still do occur. Here's a portion of a conversation that Lisa had with a hotel: Lisa:     I'd like to confirm a reservation for Ron Rosenberg for October 3, please. Them:  You'll need to speak with the Reservations department. Lisa:     Okay, can you transfer me? Them:  I'm sorry, they're out to lunch right now; can Central Reservations help you? Lisa:    Are you saying that the entire Reservations department is out to lunch? Them:  Yes, ma'am, we've recently had to cut staff and it has created a shortage in reservations, especially during lunchtime.  Lisa:     That's incredible - in my universe, staff is not allowed to take lunch at the same time because someone needs to be available to speak with customers. Later that afternoon, Lisa spoke with the general manager of the hotel to suggest that she review the scheduling practices in her Reservations department.  Actually, the manager offered to look into the situation and she offered to confirm my reservation. To provide better service, customer contact groups must be aware of how they are meeting their customers' needs.  For instance, bank tellers typically take lunch late so they can help customers during the standard lunch hour.  At airline check-in counters, more staff is available at peak times to ensure faster check-in.  On the day of your departure, hotels typically slip your bill under the door to speed the check-out process. Take a minute and look at your own job.  Do the services you provide accommodate the needs of your customers?  Let's make it a goal to create a "universe" of great customer service! Ron Rosenberg helps organizations get more customers than they know what to do with and keep them for life. For a Free Special Report with 44 Proven Customer Service tips, visit <a href="http://www.qualitytalk.com/tips" target="_blank">www.qualitytalk.com/tips</a>.   Blog Sponsors: <a href="http://www.funeralone.com" target="_blank"><img title="funeralone.jpg" src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/hp/admin/funeralone.jpg" border="0" alt="funeralone.jpg" /></a> <a href="http://www.funeralhomeaccounting.com" target="_blank"><img title="cooperschoffcpa400x75.gif" src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/hp/admin/cooperschoffcpa400x75.gif" border="0" alt="cooperschoffcpa400x75.gif" /></a> <a href="http://www.farnsworthgowns.com" target="_blank"><img title="farnsworthgowns375x75.gif" src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/hp/admin/farnsworthgowns375x75.gif" border="0" alt="farnsworthgowns375x75.gif" /></a> funeralcustomer serviceron rosenberg Wed, 25 Feb 2009 13:24:18 GMT Team Scrabble http://www.connectingdirectors.com/members/connectdirectors/blog/VIEW+00000079+00000508#00000508 <img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/blog/00000508.jpg" border=0 vspace=5 hspace=5 align=left> It has been awhile since we have heard from Mr. Rosenberg, but he has hit us with a great post on building a team and accomplishing goals through teamwork. Wether you work in a family owned funeral home or for a large corporation, working as a team is a neccesity to serving each and every family to the best of our abilities. Enjoy!   Team Scrabble: A subtle change to the rules of this game provides some insight into how we can enhance teamwork in our organization. With all the talk about working in teams, a quick examination of most compensation and recognition systems reveals that it is still individual effort—not teamwork—that gets recognized and rewarded. With a slight adjustment in attitude, teams could turn this around. A few months ago, I wrote an article about a former colleague who adapted his company’s traditional review process to focus on team versus individual results.  I received several interesting replies to this.  The most interesting of these was not related to work, but was centered around a family situation at home. This person wrote about how his family spent time together playing different types of board games.  Of course, most board games are designed to be competitive—with one person winning and the others fighting for second, third, or fourth place. The game of Scrabble is no exception.  This family, however, added an interesting twist to the scoring:  instead of each person trying to maximize his or her individual score, the goal was to place the letters on the board in such a way that the family—working as a team—would get the highest possible total score. What a great way to learn about the value of teamwork—while having fun! Instead of trying to accomplish everything on your own, try to find opportunities in your organization to leverage the capabilities of your team.  In most cases, you’ll accomplish more—and do it more effectively—working in teams than you will working individually. Ron Rosenberg helps organizations get more customers than they know what to do with and keep them for life. For a Free Special Report with 44 Proven Customer Service tips, visit <a href="http://www.qualitytalk.com/tips" target="_blank">www.qualitytalk.com/tips</a>.     Blog Sponsors: <a href="http://www.funeralhomeaccounting.com" target="_blank"><img title="cooperschoffcpa400x75.gif" src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/hp/admin/cooperschoffcpa400x75.gif" border="0" alt="cooperschoffcpa400x75.gif" /></a> <a href="http://www.farnsworthgowns.com" target="_blank"><img title="farnsworthgowns375x75.gif" src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/hp/admin/farnsworthgowns375x75.gif" border="0" alt="farnsworthgowns375x75.gif" /></a> <a href="http://www.funeralone.com" target="_blank"><img title="funeralone.jpg" src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/hp/admin/funeralone.jpg" border="0" alt="funeralone.jpg" /></a> funeal hometeam scrabbleteamwork Fri, 13 Feb 2009 20:14:53 GMT Nightmare at 2:00 A.M. http://www.connectingdirectors.com/members/connectdirectors/blog/VIEW+00000079+00000419#00000419 <img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/blog/00000419.jpg" border=0 vspace=5 hspace=5 align=left> As you work with your customers, always keep the mission, vision and values of your organization in the front of your mind: Of all the problems that organizations face when serving their customers, the simple truth is that most simply do not understand what business they’re in.  They lack a clear view of the type of services that will meet their customers’ particular needs and expectations.  An experience I had in Atlanta very late one night is a prime example of how this lack of understanding can have a dramatic impact on how a customer views a particular organization.   Funeral Industry: Nightmare at 2:00 A.M. By: Ron Rosenberg My client base includes businesses, associations, government agencies, and educational institutions all across North America.  Sometimes, two clients may book programs on successive dates that are on opposite sides of the country.  Normally I try to reschedule these situations, but on this occasion, it was unavoidable. So at a little past noon, after having spoken to about 400 people at the American Society for Quality’s annual convention, I began the long trip to Atlanta where I would speak the following morning.  My flight was scheduled to arrive in Atlanta at 11:30 p.m.  With time to pick up my rental car and drive north out of the city, I would arrive at the hotel sometime around 12:30 a.m. I should note here that my office always confirms my travel plans during the day of travel, making sure that the hotel, in particular, has my room preference and my arrival time noted.  This case was no exception – they had called the property directly and confirmed that my room would be waiting for me. To my complete dismay, when I arrived at the hotel, at 12:30 a.m., I received some sobering news from the front desk clerk.  They didn’t have a room for me.  “You mean you don’t have a non-smoking king?” I asked.  “No, I mean we don’t have any rooms left.”  I offered to have them upgrade me to one of their deluxe suites.  They said there were none of these available either. Needless to say, I wasn’t happy, and anyone who knows me can imagine the conversation that followed.  I won’t bore you with the details, but it did involve the manager, the fact that I stay with that hotel chain frequently, and that I present customer satisfaction programs to thousands of business professionals annually and use real-life stories to illustrate my points. The manager spent a few minutes on the computer and said that they had a hospitality suite I could use.  What is a hospitality suite?  A large room used to hold meetings and host small receptions.  “Where do I sleep?”  “On the fold-out couch.”  Not a very exciting prospect after having traveled cross-country for most of the day; but it was late, and I was tired. The front desk clerk and I went up to look at the room.  Big mistake.  This non-smoking room literally reeked of cigarette smoke, and the foldout couch had been folded out…and slept in! A trip back downstairs to meet with the manager finally yielded one last option: the Presidential Suite.  Now we were getting somewhere!  We went up to the top floor and entered the room.  Beautiful furniture.  Kitchen.  Dining room.  No bed. “There’s no bed in the Presidential Suite?” I asked.  “Where does the president sleep, on the floor?”  No, as it turned out, this was the “sitting room” of the Presidential Suite.  There were actually two adjoining rooms that were the “sleeping rooms.”  They would bring in a rollaway cot for me to sleep in.  Did I mention that this property was part of a major, well-respected hotel chain? After a long and heated discussion with the manager, he stated that it was perfectly appropriate for a frequent guest with a confirmed reservation who had been guaranteed a room that morning to sleep in a smoke-filled room on an unmade fold-out couch or on a rollaway cot. I ended up staying at a Fairfield Inn across the street.  It was 2:00 a.m. before I finally got to sleep. Needless to say, I will never stay at that property again, and I’ve written a long letter to the hotel’s CEO.  But just as disturbing as the experience was, what was more distressing was the fact that the hotel staff didn’t seem to understand what business they were in. One of the national chains recently ran an ad on television that shows a person giving a presentation and tripping over cables, dropping his material, and falling asleep.  The “tag line” is “Never underestimate the importance of a good night’s sleep.”  To a frequent traveler flying in from the opposite coast and arriving in the middle of the night, the most important thing is a “good night’s sleep.”  No one at that property grasped that idea. As you work with your customers, in normal situations and in difficult ones, always keep the mission, vision, and values of your organization in the front of your mind.  Remember why you are in business and understand in each situation which one of your customer’s needs you are addressing.  This will help ensure that your customers’ needs are met and maybe even let you rest a little easier. Ron Rosenberg helps organizations get more customers than they know what to do with and keep them for life. For a Free Special Report with 44 Proven Customer Service tips, visit www.qualitytalk.com/tips.   © 2006 QualityTalk, Inc. All Rights Reserved   Blog Sponsored By: <a href="http://www.cooperschoffcpa.com" target="_blank"><img title="cooperschoffcpa400x75.gif" src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/hp/admin/cooperschoffcpa400x75.gif" border="0" alt="cooperschoffcpa400x75.gif" /></a> funeralindustryronrosenberg Wed, 19 Nov 2008 13:25:10 GMT Funeral Industry - We Only Hire Captains http://www.connectingdirectors.com/members/connectdirectors/blog/VIEW+00000079+00000335#00000335 <img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/blog/00000335.jpg" border=0 vspace=5 hspace=5 align=left> One of the most difficult challenges facing growing companies today is hiring the right people.  It’s not enough to hire a person with one particular position in mind.  You need to consider how you will be able to utilize this person’s skills as his or her position evolves.  One company that you’ll recognize immediately has a unique approach to meeting this challenge.   By Ron Rosenberg:  When you’re looking to hire the right employees, hire only “captains” and maybe yours can be a “high-flying” organization as well. Several pilots from American Airlines live in our neighborhood, partly because it’s a close commute to the airport, and partly because it’s far enough away to pretty much eliminate any noise from overhead air traffic.  At a recent neighborhood party, several of the pilots were discussing how their company hired and promoted within the system.  Essentially, their system is based on seniority.  Pilots who have been with the company the longest are promoted to captain and fly the largest equipment and receive the greatest pay.  The more junior pilots work as first officers or flight engineers on smaller equipment and at a lower rate of pay. This system seemed to make sense for newly hired pilots with limited experience.  But what happened when pilots joined the airline after 20 years of service in the military or after their previous employer went bankrupt, as was the case with Eastern airlines? I was speaking with one of my neighbors, an MD-80 captain, and asked him, “If you were a captain before joining American, would you be hired as a captain at American?”  His answer was brief and to the point, “American Airlines only hires captains.”  As I was looking a little puzzled, he went on to explain, “We do only hire captains, we just start them off as flight engineers or first officers.  Every pilot in the cockpit has to be capable of flying the plane; and in time, most will be eligible to fly as captains.” The hiring process at American Airlines is designed to select only those applicants that show the leadership qualities and personal traits that will serve them in the command of an airplane. Keep this in mind as you face the challenges of expanding your workforce.  The person you hire as a software engineer may end up as director of engineering.  The customer service representative may become vice president of marketing.  Looking at your applicants in terms of their long-term potential will help your organization be more responsive to growth opportunities. When you’re looking for new employees, hire only “captains” and maybe yours can be a “high-flying” organization as well. Ron Rosenberg helps organizations get more customers than they know what to do with and keep them for life. For a Free Special Report with 44 Proven Customer Service tips, visit www.qualitytalk.com/tips.   © 2006 QualityTalk, Inc. All Rights Reserved.   <a href="http://www.kickstartcart.com/app/?Clk=2535293" target="_blank"><img title="robinheppell.gif" src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/hp/admin/robinheppell.gif" border="0" alt="robinheppell.gif" /></a> funeral industryronrosenberghire Mon, 18 Aug 2008 13:26:58 GMT Funeral Industry: The Ball is Always Right http://www.connectingdirectors.com/members/connectdirectors/blog/VIEW+00000079+00000329#00000329 <img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/blog/00000329.jpg" border=0 vspace=5 hspace=5 align=left> Sometimes things don’t happen the way we expect them to, but we still have to learn how to deal with them.  See how a tennis instructor helped point out this important life lesson.   Funeral Industry: The Ball is Always Right By: Ron Rosenberg Life is always interesting because you can learn profound lessons in the most unlikely situations.  In this case, it was from a tennis lesson during a corporate retreat. My company offers a wide variety of programs to help organizations improve their performance and effectiveness.  By far, my favorite is the "Learning to Fly" corporate retreat, where we introduce leadership and customer skills in the morning and reinforce them in the afternoon on the flying trapeze at Club Med. During a program I held there a few weeks ago, I arrived a day early to make sure everything was set up properly for the attendees who would be arriving later in the day.  When that was done, I headed over for the tennis workshop to try and resurrect a tennis game that has seen very limited action for the last few years. As luck would have it, I was the only person there, so I got a 45-minute private lesson.  As fate would have it, the instructor was a tyrant.  No, really, he was!  He ran me all over the court because he claimed that I wasn't shuffling my feet enough when he hit the ball right to me; that I wasn't shifting my weight properly; and that I was off balance when I hit the ball. (I can assure you that none of these claims were true.) After a few minutes, I got with the program so he began hitting the balls closer to where I was standing so I could work on the mechanics of my stroke.  By mistake, he hit one ball farther away then the others, and I watched it go right by me. He got annoyed at this (remember, he was a tyrant) and asked me why I didn't go after the ball.  I told him that he didn't hit the ball where he was supposed to.  He laughed at this and said, "No matter where it's hit, the ball is always in the right place.  If it doesn't come where you expect it to, then you need to move to the ball, otherwise you'll lose the point!" And although he was only talking about tennis, his statement had implications that reached far beyond the game. How many times in life are we faced with a situation where things don't go the way we expect them to?  Where a situation at work unexpectedly complicates our jobs?  Where we're thrown a curve that dramatically impacts our personal lives? And when this happens, our initial reaction is to just stand and watch, dumbstruck, as it happens, complaining that this wasn't the way it was supposed to turn out, just as I stood and watched as the tennis ball passed by me just out of reach. Mistake or not; intentional or not; fair or not; when the ball is hit out of reach you have two choices: you can stand there and do nothing, or you can adapt your strategy to the situation and move to where the ball is and give it your best shot. Remember, the ball is always in the right place.  Whether you win or lose depends on how you meet the ball. Ron Rosenberg helps organizations get more customers than they know what to do with and keep them for life. For a Free Special Report with 44 Proven Customer Service tips, visit www.qualitytalk.com/tips.   © 2006 QualityTalk, Inc. All Rights Reserved. funeralindustryronrosenberg Wed, 06 Aug 2008 13:20:23 GMT Focusing on Team versus Individual Performance http://www.connectingdirectors.com/members/connectdirectors/blog/VIEW+00000079+00000316#00000316 <img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/blog/00000316.jpg" border=0 vspace=5 hspace=5 align=left> One common roadblock to change is that organizations reward individuals, often at the expense of team accomplishments—or team burnout. To overcome this situation, try to set the example from within your own group and let others follow your lead.  There are many different approaches to recognition that stress the work of the team over the contributions of the individual, and these can have a significant impact on group performance.   Funeral Industry: Focusing on Team versus Individual Performance By: Ron Rosenberg A former colleague of mine developed a novel approach to applying the organization’s employee evaluation process in his group. Instead of using it to set individual goals and measure individual performance, he used it to establish team goals and measure team performance. He still followed the guidelines and timetables established for the process, but he simply shifted the focus from the individual to the team. While somewhat frightening at first—for both his managers and his staff—there were some tangible benefits. Most notably, the team members started supporting each other. When one person was having problems completing his assignment, other members of the team would rally to help, instead of complaining to the manager. And, by the way, the team met its objectives for the year. If you preach the importance of teamwork, try to reflect this philosophy in your reward and recognition programs as well.  You will soon see the positive results this kind of approach can bring. Ron Rosenberg helps organizations get more customers than they know what to do with and keep them for life. For a Free Special Report with 44 Proven Customer Service tips, visit www.qualitytalk.com/tips.   © 2006 QualityTalk, Inc. All Rights Reserved. ronrosenbergleadershipfuneralindustry Mon, 21 Jul 2008 13:48:57 GMT The Safety Pin http://www.connectingdirectors.com/members/connectdirectors/blog/VIEW+00000079+00000304#00000304 <img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/blog/00000304.jpg" border=0 vspace=5 hspace=5 align=left> Motivated employees can be an integral part of your overall business strategy.  But when your recognition programs backfire, your employees can end up doing more harm than good. Many companies have extensive and sometimes expensive employee-recognition programs that go a long way towards maintaining an aligned and motivated workforce.  Other companies have similar programs that have no impact on performance whatsoever as you'll see in the example below. Several years ago, I was attending a conference in Charlotte, NC.  As I checked into the hotel, I noticed that the front-desk clerk was wearing what looked like a large gold safety pin with about 15 round metallic discs threaded along one side. After completing the registration process and receiving my room key, I asked the clerk about the interesting piece of jewelry she was wearing.  She explained that the safety pin was part of their employee-recognition program.  Each time the hotel received a positive comment card about an employee, that employee received one of the small discs to add to their safety pin. It wasn't surprising to me, then, that this particular clerk had so many discs; she had been very professional in her interaction with me during the check-in process and I mentioned this to her. I was a bit curious as to whether these discs motivated her to provide outstanding service.  When I asked her about this she looked around nervously, leaned over the counter and whispered, "No, not really. I'd be a lot more excited about this program if they offered some additional compensation or award for top performers like me." If you're going to make the effort to develop, deploy, communicate, and administer a program to recognize and reward excellent performance, then be certain that it will actually motivate your employees.  Otherwise, you might just get "stuck" yourself. Ron Rosenberg helps organizations get more customers than they know what to do with and keep them for life. For a Free Special Report with 44 Proven Customer Service tips, visit www.qualitytalk.com/tips.   © 2006 QualityTalk, Inc. All Rights Reserved. ronrosenburgsaftey Wed, 02 Jul 2008 13:19:49 GMT Funeral Industry: The "Team" Approach to Basketball http://www.connectingdirectors.com/members/connectdirectors/blog/VIEW+00000079+00000226#00000226 <img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/blog/00000226.jpg" border=0 vspace=5 hspace=5 align=left> From the title of this article, you might be wondering how it can relate to the funeral industry. I assure you that once you have read what Ron has to offer you will immediately start thinking about the funeral home you work for, and the "team" you are on. Are you and your "team" members put in the position to spend a majority of your time on what you do best?     A basketball great shows that by focusing the efforts of your team in their specific areas of expertise, you have a greater opportunity for success. The drive to succeed in business can be very similar to the drive to win in a competitive sport.  Many articles and books written on the subject describe how a particular team’s game strategy can be applied to business to help team members achieve greater performance and effectiveness.  In team sports, no one exemplified this approach to teamwork better than the Boston Celtics great, Bill Russell.  A recent issue of Sports Illustrated called Russell “the greatest team player on the greatest team ever.”  The Celtics dynasty, which lasted from 1957 to 1969 and comprised 11 championships in 13 years, stands as a definitive example of how one team can completely dominate a sport. Bill Russell was the driving force behind his team’s success.  His goal for the team was to be the best in the world…not next year or the year after, but right then.  And his game approach to defense would often paralyze an opponent’s offense.  He commented,  “You don’t have to block every shot; you just need to make your opponent think you’re going to block every shot!” It was this attitude about teamwork that exemplified his brilliant career.  He felt that an individual can attempt to be their very best, but it’s far more satisfying when you can help your team be its very best, which is a much more difficult task.  “If I play well, that’s one thing.  But to make other people play better is great.” To Russell, successful team play involved encouraging each individual to do what he does best.  “Remember, each of us has a finite amount of energy, and things that you don’t do well take more concentration.  If you’re fatigued by that, then the things you do best are going to be adversely affected.” This same approach to teamwork can be applied to the workplace.  Try to ensure that members of your team spend the majority of their time on what they do best.  All employees bring to the team a unique set of skills and abilities.  Channeling their efforts in these areas will allow them to make their best contribution to the team. By focusing the efforts of your team in their specific areas of expertise, you not only give your team a winning approach, but also a greater opportunity for success. Ron Rosenberg helps organizations get more customers than they know what to do with and keep them for life. For a Free Special Report with 44 Proven Customer Service tips, visit www.qualitytalk.com/tips.    © 2006 QualityTalk, Inc. All Rights Reserved.   funeral industryron rosenburgconnectingdirectorsleadership Mon, 05 May 2008 18:24:17 GMT Customer Service: "Sorry, We Can't Pay Your Invoice" http://www.connectingdirectors.com/members/connectdirectors/blog/VIEW+00000079+00000213#00000213 <img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/blog/00000213.jpg" border=0 vspace=5 hspace=5 align=left> One of the challenges facing a small business is to maintain a healthy cash flow.  Unfortunately, the process of collecting overdue invoices can often turn into a lengthy process; in the instance below, it was even a bit comical.   Customer Service: "Sorry, We Can't Pay Your Invoice" By: Ron Rosenberg   We had an outstanding invoice from a branch of a major bookstore chain, which had been overdue since February of 1999.  They had “special ordered” a copy of my first book for one of their customers, which we had shipped out immediately to the store. The invoice was sent out the following week with our terms of 30 days payable.  We waited for payment.  And waited.  And waited some more.  After several months, we phoned to check on the payment, and they said they had not yet received the invoice.  We sent it out again and checked back with them several weeks later.  They assured us that the check was in the mail; however, we never received it. Naturally, this invoice wasn’t our top priority.  The amount due was only $19.90 and we had more pressing issues to deal with. However, it soon became a “matter of principle,” and we called the corporate office, sent letters, and generally became a bit more forceful. Finally, we received an envelope in the mail from the bookstore.  Thinking it was our check at last, we opened it only to find a letter.  The letter stated that the company had attempted to pay us, but they couldn’t send us the check because they didn’t have our address. Yes, you read that correctly, the bookstore sent us a letter to tell us that they didn’t have our address.  This is similar to a company that pays 33 cents in postage to mail a bill with an amount due of only 15 cents. In today’s competitive environment, customer loyalty is critical.  When your processes allow or even mandate these kinds of mistakes, it can cloud your customers’ opinions of your organization. Look at your processes, particularly those visible to your customers, and make sure that they are not impacting your ability to service your customers.  Being competent and well organized can go a long way to establishing long-term relationships with your customers. Ron Rosenberg helps organizations get more customers than they know what to do with and keep them for life. For a Free Special Report with 44 Proven Customer Service tips, visit www.qualitytalk.com/tips.    © 2006 QualityTalk, Inc. All Rights Reserved. ron rosenbergcustomer servicefuneral industry blog Wed, 23 Apr 2008 18:30:22 GMT Controlling The Menu http://www.connectingdirectors.com/members/connectdirectors/blog/VIEW+00000079+00000201#00000201 <img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/blog/00000201.jpg" border=0 vspace=5 hspace=5 align=left> Many times the situations we face at work can be frustrating because we often feel powerless to change them.  The following example shows how a bit of creativity in the scope of one’s job can help influence change in the workplace. Controlling The MenuBy: Ron Rosenberg  A waitress uses creativity in using the scope of her position to influence change in her work environment. Recently, my wife and I had dinner with some friends at a nearby restaurant where we dine regularly.  As we were looking over the menu, the waitress who usually serves us approached the table, greeted us warmly, and asked us if we had any questions about the dishes they were offering that evening. We asked her opinion about two of the dishes we were considering.  The first one she said was excellent, and she would highly recommend it.  When we asked about the second one, she wrinkled her nose, made a face, and said that she would strongly urge us not to order this dish.  “I won’t serve a dish if I don’t think it’s good…and I have a good reason for this,” she quickly replied as she looked around to see if the owner was anywhere nearby.  She leaned closer to the table and continued, “If a dish isn’t selling very well, the chef removes it from the menu.  So if I don’t like a dish, I don’t serve it and it gets taken off the menu.  This way I can assure that all the dishes I serve my customers will be great and perhaps my tips will be better as well.” So even though this waitress wasn’t the chef or the owner, she was still able to influence the menu.  And since she eats dinner there herself when she comes on duty, she’ll be choosing from dishes she knows are good. This waitress’s primary job responsibility was to satisfy her customers by serving high-quality food in a timely fashion.  By recommending only the best dishes, she helps assure that her customers will be satisfied with their meals and she also keeps the best dishes on the menu. Are there similar situations at work where you feel you have no say and no influence?  Perhaps you can be as creative as our waitress and find a way to use the scope of your position to influence change in your work environment. Ron Rosenberg helps organizations get more customers than they know what to do with and keep them for life. For a Free Special Report with 44 Proven Customer Service tips, visit www.qualitytalk.com/tips.   © 2006 QualityTalk, Inc. All Rights Reserved. <a href="http://www.funeralstaff.com"><img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/hp/admin/bannerfuneralstaff468x60.gif" border="0" alt="bannerfuneralstaff468x60.gif" title="bannerfuneralstaff468x60.gif" /></a> funeral industryfuneral serviceron rosenbergconnecting directorscustomer service Mon, 14 Apr 2008 13:28:24 GMT Made Ya Smile! http://www.connectingdirectors.com/members/connectdirectors/blog/VIEW+00000079+00000184#00000184 <img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/blog/00000184.jpg" border=0 vspace=5 hspace=5 align=left> Some jobs offer a variety of challenges that make the day pass quickly, while others are very routine and monotonous so that the day seems to drag on forever.  If you can find a way to add a little excitement to your job, it can make all the difference in the world.    Made Ya Smile!By: Ron Rosenberg If you can find a way to add a little excitement to your job, it can make all the difference in the world. A few weeks ago, I had to make a trip to the airport to exchange some tickets.  The reason for their exchange is a long story, but suffice it to say that the trip was the culmination of a series of very frustrating phone calls and a trip to the city ticket office that unfortunately was closed that weekend. I know I need to remain calm with all of life’s little frustrations.  But having just wasted an incredible amount of time exchanging some tickets, needless to say, I was in a bad mood as I left the airport.  I stopped at the parking lot toll window and handed the clerk my ticket.  She put it in the slot to be read; and in a perfectly normal tone of voice said, “That will be $75 and you’ll have to give me your credit card too.” As I was just about to grab my credit card out of my wallet, her words finally registered.  “What?” my mind screamed.  “The fee should only be 75 cents!”   I got a puzzled look on my face, and as I turned back to look at her, I noticed that she had a huge grin on her face.  I started to smile too as she chuckled and said, “Made ya smile!” This had the pleasant effect of making me forget about the problems that had brought me to the airport in the first place. Here was a woman in a very tedious and somewhat boring job and yet, in the middle of her shift, she was still upbeat enough to joke with people leaving the parking lot. It really is essential to keep a positive attitude during work.  When you enjoy your work, this task is much, much easier.  With all the time you spend on the job and the time you spend driving to and from work, it is important that you bring some passion to what you do.  When you don’t, not only does your own attitude suffer, but your attitude will spread to your co-workers and eventually to your customers. Try to follow the example of the parking lot attendant who found a way to make a boring job more interesting and managed to transfer her positive attitude to her customers.  If you incorporate this idea in your own work, you’ll see the enormous impact you can have on others around you. Ron Rosenberg helps organizations get more customers than they know what to do with and keep them for life. For a Free Special Report with 44 Proven Customer Service tips, visit www.qualitytalk.com/tips.   © 2006 QualityTalk, Inc. All Rights Reserved. <a href="http://www.huppstiverson.com"><img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/hp/admin/huppad1psd.gif" border="0" alt="huppad1psd.gif" title="huppad1psd.gif" /></a> Fri, 28 Mar 2008 13:34:16 GMT Getting the Right People in the Right Position! http://www.connectingdirectors.com/members/connectdirectors/blog/VIEW+00000079+00000179#00000179 <img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/blog/00000179.jpg" border=0 vspace=5 hspace=5 align=left> If you have employees that are underperforming, it may be that they’re not capable of working effectively in the organization.  On the other hand, they may just be in the wrong position, or they may have been in the same position for too long.  Looking at mismatches in this way can help you protect the investment you’ve made in your people while still maintaining the integrity of the team. Getting the Right People in the Right Position!By: Ron Rosenberg  A disappointing co-op position during college provides a valuable lesson in job selection. How do you find your passion?  How do your employees find theirs?  Sometimes you find it by stumbling upon something you really love to do.  But sometimes you can find your passion by a process of elimination. When I was in college, I participated in a co-op program where we alternated quarters of school with quarters of actual work experience during the final two years of the curriculum. One quarter, I worked in the research lab of a large company, designing a computer system to analyze the data from their research.  It turned out to be quite different than I was led to believe during the interview. The work was very basic and lacked any significant challenge.  The environment was very theoretical with no real practical application in sight for any of the work being done.  I was very bored.  In retrospect, of course, I realize there were many things I could have done to make the situation more exciting and the work more interesting, but I was only 19.  What did I know? When I finished this co-op block, I returned to school and met with my advisor to review the experience.  I complained that it was a complete waste of time.  I could have spent the three months doing something I liked—something more similar to what I wanted to do after graduation. He just smiled and told me that I’d probably just had the most beneficial co-op experience I would ever have—I found out in only three months what I didn’t want to do for a living.  Had I not had this experience, I could easily have accepted a full-time position doing this kind of work, moved to a new city, and been at least morally committed to staying there for a reasonable period of time. If you have employees that are underperforming, it may be that they’re not capable of working effectively in the organization.  On the other hand, they may just be in the wrong position, or they may have been in the same position for too long.  Looking at mismatches in this way can help you protect the investment you’ve made in your people while still maintaining the integrity of the team. Ron Rosenberg helps organizations get more customers than they know what to do with and keep them for life. For a Free Special Report with 44 Proven Customer Service tips, visit www.qualitytalk.com/tips.   © 2006 QualityTalk, Inc. All Rights Reserved. <a href="http://www.huppstiverson.com"><img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/hp/admin/huppad1psd.gif" border="0" alt="huppad1psd.gif" title="huppad1psd.gif" /></a> Mon, 24 Mar 2008 13:13:11 GMT The True Meaning of "Servant Leader" http://www.connectingdirectors.com/members/connectdirectors/blog/VIEW+00000079+00000173#00000173 <img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/blog/00000173.jpg" border=0 vspace=5 hspace=5 align=left> We have read about the “new” model of the servant leader, where the manager’s purpose is to create an empowering environment where members of the team can truly excel.  But the concept of the servant leader goes back more than 100 years.   The True Meaning of "Servant Leader"By: Ron Rosenberg  Find out how George Vanderbilt created a positive working environment for his employees that encouraged innovation and performance.I recently visited the Biltmore Estate in Asheville, NC, one of the largest homes in America.  Set in the beautiful hills of western North Carolina, it is truly an amazing sight.  The estate originally included over 125,000 acres; and the 250-room mansion, completed in 1895, featured 34 master bedrooms, 43 bathrooms, 65 fireplaces, three kitchens, and an indoor swimming pool. Its original owner, George Vanderbilt, personally oversaw the construction of the house and was responsible for many of the innovations that made it a truly state-of-the-art home.  When most houses in America had no indoor plumbing, this mansion had hot and cold running water.  When most homes still used outhouses, this house had modern-styled bathrooms.  At a time when electricity was still in its infancy, electrical outlets and appliances were visible throughout the house.  And while the telephone was still a novelty, the Vanderbilt estate had a fully integrated intercom system that connected the entire house. All of this information was described during the main tour of the house, but where I really began to appreciate Vanderbilt’s forward-thinking leadership was when I took the behind-the-scenes tour.  Not only did we visit the kitchen area, electrical power plant, laundry room, and boiler room (all extremely well conceived), but we also visited the servant’s quarters and learned about the procedures that kept this house operating smoothly. The tour guide explained that during the late 19th century, servants in these large homes were usually cramped three to a room in very tight quarters in remote parts of the house.  They had to use outbuildings to attend to their personal needs.  And they had to trudge up many flights of stairs to respond to the various requests from the owners and guests. On the other hand, servants at the Biltmore had private or semi-private rooms with windows offering amazing views of the mountains.  The state-of-the-art indoor plumbing installed in the main part of the house was also extended to the servants’ quarters.  And the internal phone system was designed so that calls were routed from central dispatch areas to the part of the house where the staff member was needed so that time, and more importantly, energy were not wasted running from one part of the house to another. Because of caring treatment of George Vanderbilt and his concern for the welfare of his guests and his employees, there was a long waiting list for employment at the Vanderbilt Estate, and the turnover rate was virtually zero. Today, with dwindling loyalty and the do-more-with-less mentality, isn’t it time to create a positive working environment that encourages innovation and performance and makes it easy for people to be productive?  As a servant leader, you’ll be amazed what an empowering environment can do to make your employees truly excel. Ron Rosenberg helps organizations get more customers than they know what to do with and keep them for life. For a Free Special Report with 44 Proven Customer Service tips, visit www.qualitytalk.com/tips.    © 2006 QualityTalk, Inc. All Rights Reserved. <a href="http://www.huppstiverson.com"><img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/hp/admin/huppad1psd.gif" border="0" alt="huppad1psd.gif" title="huppad1psd.gif" /></a> Tue, 18 Mar 2008 13:22:19 GMT Welcome to Our House http://www.connectingdirectors.com/members/connectdirectors/blog/VIEW+00000079+00000169#00000169 <img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/blog/00000169.jpg" border=0 vspace=5 hspace=5 align=left> When I asked about this curious greeting, she explained that the entire staff views the hotel as their home and anyone who stays there should be treated as a special guest.  During my stay, I witnessed this approach from everyone—the meeting services manager, the restaurant waiter, even the housekeeping staff.  Welcome To Our House By: Ron Rosenberg   A warm, friendly greeting at a hotel makes guests feel right at home and helps build customer loyalty. The way you view your product can have a profound influence on how your customer perceives it.  A recent trip to Switzerland helped reinforce this concept for me. I was on the final leg of a long business trip that involved stops in Baltimore, Maryland; Northern Ireland; and Switzerland.  I was particularly tired at this point in my schedule because the earlier part of this trip had involved a delayed flight, a missed connection, a diversion to another airport and, finally lost luggage that didn’t reach me until 2:00 a.m. Needless to say, I was relieved when I finally arrived at the Hotel Panorama in Feusisberg, Switzerland, about an hour outside of Zurich.  Upon arriving at the hotel, I parked my car, dragged my luggage up the ramp, and trudged up to the front desk to register. A cheerful young woman greeted me with a big smile and said, "Welcome to our house!"  I should point out that this was not a matter of mistranslation, as her English (one of her four languages) was flawless. When I asked about this curious greeting, she explained that the entire staff views the hotel as their home and anyone who stays there should be treated as a special guest.  During my stay, I witnessed this approach from everyone—the meeting services manager, the restaurant waiter, even the housekeeping staff. Do you have this same view of your own company?  Look at the way you and your employees view the products and services you offer.  Do you offer a unique approach to meeting your customers’ needs?  Do you view your customers as guests in your own home?   Remember, the right approach can truly make a difference and can ensure that your customers are frequent guests of your business. Ron Rosenberg helps organizations get more customers than they know what to do with and keep them for life. For a Free Special Report with 44 Proven Customer Service tips, visit www.qualitytalk.com/tips.    © 2006 QualityTalk, Inc. All Rights Reserved. <a href="http://www.huppstiverson.com"><img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/hp/admin/huppad1psd.gif" border="0" alt="huppad1psd.gif" title="huppad1psd.gif" /></a> Thu, 13 Mar 2008 13:10:38 GMT Service by The Slice! http://www.connectingdirectors.com/members/connectdirectors/blog/VIEW+00000079+00000160#00000160 <img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/blog/00000160.jpg" border=0 vspace=5 hspace=5 align=left> We were walking around the city; it was late in the afternoon, and we wanted a quick snack to hold us over until we went out for dinner later.  It was getting colder out, and we were having difficulty deciding what we wanted to eat.  Finally, we saw a pizza place and figured a quick slice would do the trick. Service by The Slice!By: Ron Rosenberg   Superior customer service is served up on a cold day in the heart of downtown Boston. Our impressions of businesses and other organizations are formed by our perception of their patterns of behavior.  In some cases, a simple action can form a strong impression. A few weeks ago, my wife and I took a “getaway” weekend to Boston.  Our children were with family and friends, and we were ready to enjoy a short break from the pressures of business and life. We were walking around the city; it was late in the afternoon, and we wanted a quick snack to hold us over until we went out for dinner later.  It was getting colder out, and we were having difficulty deciding what we wanted to eat.  Finally, we saw a pizza place and figured a quick slice would do the trick. We decided to share a slice with mushrooms, but when we began eating it we noticed that it wasn’t very hot.  We took it up to the counter to ask if it could be heated up a bit more.  The manager took the slice, smiled, and threw it in the garbage.  He opened up the oven, which happened to have a fresh mushroom pizza cooking inside, cut us a large slice, and apologized for the problem. As we finished the slice, my wife and I talked about what a treat it was to have a situation like this handled properly considering all the difficulties with vendors we had been having lately. Imagine our complete surprise when the manager came over with a grin on his face and set down a plate with another hot slice of mushroom pizza!  “On the house!” he said. If customer loyalty is built by establishing patterns of exceptional service, then this guy had the right idea.  He had no idea if we lived in Boston (we don’t), if we would ever return to his shop (not likely), or if we would even tell anyone about this story (Sbarro’s on Washington Street, near the Boston Commons).  And yet he did the right thing when a problem arose and went beyond what was appropriate to ensure a great experience. Try to find opportunities to go “above and beyond” in dealing with your customers and see what these patterns of excellence do for your customer loyalty. Ron Rosenberg helps organizations get more customers than they know what to do with and keep them for life. For a Free Special Report with 44 Proven Customer Service tips, visit www.qualitytalk.com/tips.    © 2006 QualityTalk, Inc. All Rights Reserved. <a href="http://www.huppstiverson.com"><img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/hp/admin/huppad1psd.gif" border="0" alt="huppad1psd.gif" title="huppad1psd.gif" /></a> Thu, 06 Mar 2008 13:19:56 GMT A Tale of Two Bagels http://www.connectingdirectors.com/members/connectdirectors/blog/VIEW+00000079+00000155#00000155 <img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/blog/00000155.jpg" border=0 vspace=5 hspace=5 align=left> With the business environment intensifying in almost every area today, it’s essential to develop and maintain any edge you can over your competition. The way in which you treat your customers—and the way in which they perceive your company—will have a dramatic impact on your long-term viability as an organization.  A Tale of Two BagelsBy: Ron Rosenberg  The way in which you treat your customers—and the way in which they perceive your company—will have a dramatic impact on your long-term viability as an organization.Your attitude in dealing with customers can make a huge difference in your business. An inappropriate level of customer service will cause you to lose business. There are two national bagel store chains near my house, almost exactly the same distance away. They offer the same basic varieties, the same types of cream cheese, and the same extra items. But that’s where the similarities end. At one store, the people working behind the counter seem as if they could care less about working there. When my turn comes to approach the counter, I’m greeted with a less-then-enthusiastic “Next.” They rarely smile; they never recognize customers who shop there regularly; and throughout the whole experience, they act as if they’re doing you a favor by serving you. When I leave the store, I usually feel disappointed by the whole experience—even if the bagels were great! Interestingly enough, this attitude is not limited to this one location. I have been in several other stores in this franchise, and they all exhibit the same lackluster approach to service. Contrast this with the behavior I see at the other bagel store. The owners are enthusiastic, almost gregarious. One of them is always in the store greeting customers, chatting with them on line, and generally treating them like old friends. They call their regulars by name and frequently remember what people have ordered in the past. When I leave this store, I usually feel up-beat and energetic. And with the two stores approximately the same distance from my home, which one do you think gets my business? In fact, I’d probably travel further or go a bit out of my way to get this kind of service. Interestingly enough, when I mention this to the managers of both shops, I get two decidedly different responses. From the first shop, the response is, “Well, you can fill out a comment card and send it to the district office.” From the second shop the response is, “Thanks! We really like our work and our customers, so it’s easy for us to be enthusiastic!” With the business environment intensifying in almost every area today, it’s essential to develop and maintain any edge you can over your competition. The way in which you treat your customers—and the way in which they perceive your company—will have a dramatic impact on your long-term viability as an organization. Ron Rosenberg helps organizations get more customers than they know what to do with and keep them for life. For a Free Special Report with 44 Proven Customer Service tips, visit www.qualitytalk.com/tips. © 2006 QualityTalk, Inc. All Rights Reserved. <a href="http://www.huppstiverson.com"><img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/hp/admin/huppad1psd.gif" border="0" alt="huppad1psd.gif" title="huppad1psd.gif" /></a> Get Noticed, Sponsor this Blog. Email: <a href="mailto:ryan@connectingdirectors.com">ryan@connectingdirectors.com</a> for more info. Tue, 04 Mar 2008 13:12:40 GMT A Tale of Two Bagels http://www.connectingdirectors.com/members/connectdirectors/blog/VIEW+00000079+00000151#00000151 <img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/blog/00000151.jpg" border=0 vspace=5 hspace=5 align=left> With the business environment intensifying in almost every area today, it’s essential to develop and maintain any edge you can over your competition. The way in which you treat your customers—and the way in which they perceive your company—will have a dramatic impact on your long-term viability as an organization.   A Tale of Two BagelsBy: Ron Rosenberg  The way in which you treat your customers and the way in which they perceive your company will have a dramatic impact on your long-term viability as an organization. Your attitude in dealing with customers can make a huge difference in your business. An inappropriate level of customer service will cause you to lose business. There are two national bagel store chains near my house, almost exactly the same distance away. They offer the same basic varieties, the same types of cream cheese, and the same extra items. But that’s where the similarities end. At one store, the people working behind the counter seem as if they could care less about working there. When my turn comes to approach the counter, I’m greeted with a less-then-enthusiastic “Next.” They rarely smile; they never recognize customers who shop there regularly; and throughout the whole experience, they act as if they’re doing you a favor by serving you. When I leave the store, I usually feel disappointed by the whole experience—even if the bagels were great! Interestingly enough, this attitude is not limited to this one location. I have been in several other stores in this franchise, and they all exhibit the same lackluster approach to service. Contrast this with the behavior I see at the other bagel store. The owners are enthusiastic, almost gregarious. One of them is always in the store greeting customers, chatting with them on line, and generally treating them like old friends. They call their regulars by name and frequently remember what people have ordered in the past. When I leave this store, I usually feel up-beat and energetic. And with the two stores approximately the same distance from my home, which one do you think gets my business? In fact, I’d probably travel further or go a bit out of my way to get this kind of service. Interestingly enough, when I mention this to the managers of both shops, I get two decidedly different responses. From the first shop, the response is, “Well, you can fill out a comment card and send it to the district office.” From the second shop the response is, “Thanks! We really like our work and our customers, so it’s easy for us to be enthusiastic!” With the business environment intensifying in almost every area today, it’s essential to develop and maintain any edge you can over your competition. The way in which you treat your customers—and the way in which they perceive your company—will have a dramatic impact on your long-term viability as an organization. Ron Rosenberg helps organizations get more customers than they know what to do with and keep them for life. For a Free Special Report with 44 Proven Customer Service tips, visit www.qualitytalk.com/tips. © 2006 QualityTalk, Inc. All Rights Reserved. <a href="http://www.whenweremember.com"><img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/hp/admin/GD367WWR_Banner1.gif" border="0" alt="GD367WWR_Banner1.gif" title="GD367WWR_Banner1.gif" /></a> Wed, 27 Feb 2008 13:22:12 GMT Bringing Passion to Work http://www.connectingdirectors.com/members/connectdirectors/blog/VIEW+00000079+00000147#00000147 <img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/blog/00000147.jpg" border=0 vspace=5 hspace=5 align=left> Once we were in the air, he gave the standard “we’re glad you chose to fly with us today” announcement, and apologized to anyone he hadn’t personally greeted! And, of course, when we were getting off the plane in Chicago, guess who was by the exit doorway wishing each and every passenger a pleasant day? Bringing Passion To Work By Ron Rosenberg: A pilot demonstrates how developing a passion for work and for the customer can make a company truly successful.To Recieve updates for this Blog, make sure the box beside "Watch this Blog" is checked. (Located at the top of the left column on this page) Maintaining a high level of passion about your work is an essential ingredient to sustaining the company’s performance. A recent trip to California really drove this point home for me. I was flying to California to attend a magicians convention in Sacramento. On the first leg of the trip, from Raleigh to Chicago, we had an interesting welcome as we boarded the plane. The captain was standing at the doorway greeting each passenger with absolute enthusiasm. “Hi, how are you this morning! Welcome aboard!” “Here, let me help you with that bag!” “Welcome aboard, we’ll get you safely to Cleveland! Just kidding—we’re going to Chicago!” Once we were in the air, he gave the standard “we’re glad you chose to fly with us today” announcement, and apologized to anyone he hadn’t personally greeted! And, of course, when we were getting off the plane in Chicago, guess who was by the exit doorway wishing each and every passenger a pleasant day? Here was a man who was clearly passionate about his job. As I was walking through the terminal to get to my connection, I happened to see the captain getting a bite to eat. I explained that I had been on his flight from Raleigh, commented on how much I had enjoyed his enthusiasm throughout the trip, and then asked the question I had been dying to ask him: “So what’s your story?” You see, anytime someone is so passionate about their work, there usually is a story behind it. Some “near-death” type of work experience causes them to rededicate themselves to their work with a fever pitch. That was exactly what had happened to our captain. In the early ’80s, he was forced to stop flying for a while because the airline had too many pilots for the routes it was flying at the time. He was miserable. After a few months things picked up again and he was finally back in the cockpit. His first day back on the job he made a commitment to himself that dramatically affected his attitude towards passengers: since his passion is to fly, and to keep a lot of other people flying, he would take exceptionally good care of every person on every trip. Developing that kind of passion for the job and dedication to the customer is what makes companies successful. Try to do something today to make this happen in your organization. Ron Rosenberg helps organizations get more customers than they know what to do with and keep them for life. For a Free Special Report with 44 Proven Customer Service tips, visit www.qualitytalk.com/tips. © 2006 QualityTalk, Inc. All Rights Reserved.To Recieve updates for this Blog, make sure the box beside "Watch this Blog" is checked. (Located at the top of the left column on this page)  <a href="http://www.whenweremember.com"><img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/hp/admin/GD367WWR_Banner1.gif" border="0" alt="GD367WWR_Banner1.gif" title="GD367WWR_Banner1.gif" /></a> Mon, 25 Feb 2008 13:16:01 GMT About Ron Rosenberg http://www.connectingdirectors.com/members/connectdirectors/blog/VIEW+00000079+00000145#00000145 <img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/blog/00000145.jpg" border=0 vspace=5 hspace=5 align=left> Ron Rosenberg is a nationally recognized, award-winning expert on marketing and customer service and a winner of the prestigious "International Marketer of the Year" award at the GKIC International Marketing Summit. He has authored several books and learning systems and is the founder of <a href="http://www.drive-you-nuts.com/">Drive-You-Nuts.com</a>, a customer service Web site. Over 15,000 people have subscribed to his "In-A-NutShell" newsletter and he has shared his programs on marketing, customer service, leadership development, and change management with groups in Switerland, Japan, England, Northern Ireland, and throughout North America. His expert commentary has been featured in The New York Times and The Washington Post, and in Smart Money and Real Simple magazines. He has been a guest on nationally syndicated radio shows including ABC Radio, Dateline Washington, and The Gary Nolan Show.Ron is sought after to present keynote and breakout sessions, training programs, and corporate retreats. His client base reads like a who's who list of small businesses, corporations, and associations, including Ace Hardware, Dow Chemical, Nortel Networks, Sumitomo Electric Lightware, Ben Bridge Jewelers, the American Gem Society, and American Society of Association Executives.Ron is normally paid as much as $1,000 to write articles on marketing and customer service in several industry niches, including the funeral industry. At the NFDA 2007 Convention in Las Vegas, Ron Rosenberg present, "The Inner Secrets of Outrageous Marketing." Ron is author of Breaking Out of the Change Trap, a practical guide for organizational change. His upcoming book, Take Charge of the Things that Drive You Nuts, shows individuals and companies how to get the service they deserve.Ron holds an undergraduate degree in Computer Science from Rochester Institue of Technology, and an MBA from Southern New Hampshire University. <a href="http://www.whenweremember.com"><img src="http://www.connectingdirectors.com/l1/connectdirectors/appdata/hp/admin/GD367WWR_Banner1.gif" border="0" alt="GD367WWR_Banner1.gif" title="GD367WWR_Banner1.gif" /></a>   Sat, 23 Feb 2008 07:49:09 GMT