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– If we are going to be the best, how can we do so at the lowest
possible cost?

n Is our passion communicated to, and shared by, all our employees?

– How should we communicate our vision so that everyone shares
it today and continues to work for it when the going gets tough?
(Never repeat a communications strategy that was used and
failed in the past. Nothing makes it easier to ignore what is
being said than the thought: “here we go again”.)

n Do we have a robust strategy in place that will enable us grow
rapidly in the market?

– Do we have the financial, technological and human resources to
achieve that strategy?

n Have we developed a realistic tactical plan to enable us to build a
secure platform from which to grow?

– Can we cope with rapid growth?

n Do we have loyal and worthwhile customers who delight in doing
business with us?

n Are we prepared to analyze global best practice not merely to copy
it, but to improve on it?

n Do we leave our customers or clients delighted at the end of every
transaction?

You need to know your customer from their point of view. One of the key
findings of Frederick Reichheld’s research into the effects of customer loy-
alty on a business is that it is possible to increase profits massively by
building customer loyalty because your people can identify and predict
trends in the worthwhile market sectors and beat competition to the
punch by finding ways to satisfy emerging customer needs at the lowest
possible cost.

n Who is my best type of customer?

– What do they need?

– What do they want as opposed to need? (WOMAN – wants
overcome (lack of) money and needs)

– Are there others of a similar type with similar desires and needs
that I don’t serve yet?

n Where do I outperform competition in satisfying the important
customer needs and wants?

– What motivates them to buy?

– What motivates them to buy from a specific supplier?

– How can we direct our salespeople to those customers with a
clear statement of our competitive advantage? (Key

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