Being paid, like you would imagine is vitally crucial to your business because if you are not being paid, what are you doing in business?

You would be surprised at the loads of business people who only have their customers to make payment when and if they remember it. I know a trader who always gets bad debts like awards. For what reason? Just because he doesn’t bring himself to request the money and allows people to overpower him.

If you allow a client credit, only do it if they proved their worth to you by paying cash on delivery (COD) for a period. Furthermore, you should find whether they have the resources to pay you - if they don’t then why do business with them. Don’t trick yourself into saying “I need the work” or “I need the sales”. It’s pointless doing the job or providing the goods for nada if you do not get paid.

If you are the kind of person who can’t ask for the money when the service has been finished, try these hints:
Tell your client that when the job is finished up, you need cash or cheque. They should likely have it to hand over at the point of sale and you won’t need to request your payment.

When handing out your quote, be sure your payment terms are understandable.

Create an invoice with your terms of payment plainly stated and give the client the invoice when the job is completed. They should look at the invoice and simply understand they can pay you the fee now without you going to say anything. Manufacture a “cruel boss” who may flay you alive if you can not go back with the payment for the job.

Organise your branch to hook you up with Merchant facilities so you can have credit cards such as Mastercard and Visa. The large majority of people have credit cards and it could stop the issue of the customer not having a cheque book or not having the cash at the time.

As another option, don’t be afraid to hold any goods till after you have been paid. Know, until they have been paid for, they are still yours.

If you decide to give someone credit, be sure you have got the following contact information off them a week BEFORE you permit them credit.

• Name
• Address
• Phone number
• Bank name and address
• Account no.
• 3 trade references with their names, addresses and phone numbers

Once you have all this information, telephone the bank and make certain that they do operate an account there. Then, call all of the trade reference and ask if they pay their invoices consistently or if they have had any problems with them.

Most people will be willing to tell you if the person is troublesome. If everything is OK, allow them a moderate level of debt, say no more than $500 (depending on your business). Monitor the operation of the account for a few months before allowing this amount to be exceeded.

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As a customer service concept, relationship marketing is not new. For decades, business-to-business marketers have employed account managers who have the responsibility to dedicate themselves to key clients. In the financial world, `relationship banking’, whereby high-yield customers are assigned a personal manager, has been practised for many years.

When direct marketing is embraced to establish connections or relations between the marketer and the consumer, it is too easy to suggest that all forms of direct marketing communications achieve a closer relationship, a closer bond between the two parties. Such a conclusion exaggerates what generally happens in the marketplace.

Direct marketing is all about generating a direct response from the consumer and about direct communications to the consumer. A direct response is needed to generate better understanding of the advertising message or to motivate transactions. Direct communication is simply about media reach efficiency. Relationship marketing is a concept that transcends these pragmatic direct marketing objectives.

Kotler appropriately positions the concept of relationship marketing as one which applies principally to business-to-business situations:

Smart marketers try to build up long-term, trusting, `win—win’ relationships with customers, distributors, dealers and suppliers. That is accomplished by promising and delivering high quality, good service, and fair prices to the other party over time.

It is accomplished by strengthening the economic, technical, and social ties between members of the two organizations. The two parties grow more trusting, more knowledgeable, and more interested in helping each other. Relationship marketing cuts down on transaction costs and time; in the best cases, transactions move from being negotiated each time to being routinized.

Outside of `membership’ or `continuity’ programs, there are two basic ways to approach consumers. The first is with a product and price combination considered to be `the standard’. That is, the proposition is essentially of long standing and relies on the features and benefits being competitive. The second way, normally of short-term duration, is a `special offer’. Direct marketing textbooks are full of the theory, practice and case histories relating to `the offer’.

The choice of basic propositions or selection of special offers depends on the circumstances of the individual firm and its competitive environment. The right proposition or offer can make a world of difference to response cost-effectiveness.

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