Getting paid, just as you would understand is fundamentally important at your business because if you aren’t being paid, what are you doing in business?

You might be laughing at the loads of business people who let their clients to pay up when and if they remember it. I know such a business owner who persistently collects bad debts like charms. Why, do you think? Most likely because he can’t bring himself to ask for the cash and allows people to intimidate him.

If you allow a customer credit, do it only when they cleared consistency to you by paying cash on delivery (COD) for some period of time. Furthermore, you can check whether they have the funds to pay you - otherwise do not do business with them. Don’t push yourself into the line of “I need the work” or “I need the sales”. It’s ultimately to do the service or providing the goods for nothing if you are not paid.

If you are the kind of person who can’t demand the cash even when the service has been completed, try these cheats:
Tell your customer that when all the work is finished up, you need cash or cheque. They will be likely to have it there at the point of sale and you won’t have to request your payment.

When you hand out a quote, be sure your payment terms are clear.

Do up an invoice including your terms of payment simply printed and hand the customer the invoice when the work is finished. They will look at the invoice and simply understand they should pay you for it now without you going to say a word. Fabricate a “nasty boss” who may torture you alive if you can’t bring back the fee for the service.

Arrange with your banking to provide you with Merchant facilities so you can accept credit cards such as Mastercard and Visa. The majority of people possess credit cards and it could solve the issue of the client not holding a cheque account or not having enough cash on hand.

Likewise, don’t be frightened to keep the promised goods til payment has been made. Understand, until the goods have been paid for, they still are yours.

If you plan to permit somebody credit, be sure you have got the following details off them a week BEFORE you allow them credit.

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

After you know all this information, ring the banking institution and make for sure that they use an account with them. Then, ring all of the trade reference and request if they pay their fees punctually or if they have any dilemmas 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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