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Standing out at a Career Fair can make a difference in your career search. Job Fairs are starting to pick up, and a major job search company is running some nice ones, called Targeted Job Fairs. At a Silicon Valley Job Faire in January, 10 companies as showing up, and Dice has 82 job fairs scheduled for this year across the States.

How do you rise above the crowd at a Career Fair? The competition can be substantial, but you can help yourself surpass from the crowd with early homework. At AA-Careers, we have a simple 6-step process to prepare. Plan to go? Here’s how to prepare:

First, investigate the companies that are going and pick your targets. Use the World Wide Web to check out the organizations that are there before you go. Go to their web sites and see if they have their jobs posted. Pick a sound number to target, and get ready to spend an hour or more researching each one. It’s hard to do more than ten in a day, and four or five is a much more reasonable target. For each company, you want to know: key product lines, recent news, and executive names. Try to see if you know anyone at the target companies. You’ll end up with a page or two of research for each company/job.

Second, if there are job postings on the web, read them to see what the hiring manager is looking for. Create a mapping of your achievements and skills to the prerequisites of the job. Make the terminology match. If the hiring company calls customers "clients", your resume should do the same thing. The accomplishments should be written in the style of the hiring organization.

Third, create a ‘mini sales pitch’ for each potential company/job combination. Write down a ninety second ‘thumbnail’ that you can repeat out loud depicting why you are a special prospect for that job. You’ll use this in your resume and when you meet the team from the company at the job booth.

Fourth, modify your resume for each opportunity. The objective on your resume should exactly match the position you’re aiming for. The executive summary should be a written form of your “mini sales pitch” for the job. Then choose the accomplishments and skills that most clearly match the job requirements. Especially at a Career Fair, the purpose of your resume is a sales tool for you – to get you on-site job interviews. It should be quick to see that you’re a match based on your resume.

Fifth, rehearse your ‘mini-sales-pitch’. Collect your research and the resume for each opportunity - bring a couple of copies for each – and put each in a intelligibly marked folder. Keep them in a lightweight briefcase or folio.

Finally, dress and prepare as if you’re doing on-site interviews. Dress well and be fittingly groomed. Avoid strong cologne or perfume…use any eau de cologne or fragrance meagerly, if at all.

Remember to smile, and good hunting!

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Affiliate marketing is a lot like a consignment shop. Your site pushes merchandise and for your time, each sale brings in commission. There’s much less work, very low operating costs, it works twenty-four hours a day, and it is simple to learn.

To start with, you must make a choice as to just what area you would like to specialize in. To get this out of the way, determine solutions to issues a unique customer profile is expecting, and discover the best solution. An easy way of accomplishing this is finding specific sets of narrow keywords; by and large customers look for these less often, even so many more of these convert to a sale.

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The current worldwide recession has had consequences throughout Aberdeen in relation to higher unemployment levels; however a down turn in the area of office space rental has been avoided, so far. With its previous dependence on crude oil, economic matters have previously been very unsteady but with a shift towards the commercial world of electronics this has created balance and turned round this great cities fortunes.

Colourful kilts and tasty beef are both widely offered in Scottish cities, however vacant office space is nowhere to be found in Aberdeen. While every international city has seen rental income from office block square footage tumble, including neighbours Edinburgh and Glasgow, this is not the case in this fishing region of Scotland. A demand in desk space rental is also a new phenomenon, for those involvrd in remote working and needing a desk for hire.

Aberdeen has managed to retain the companies that arrived in previous years, as part of the electronics boom in both design and development. Whilst other Scottish cities are seeking to introduce new measures to entice foreign business to them, this vibrant home to nearly a quarter of a million is holding its own.

The people of Aberdeen have politicians to thank, over a decade ago leading individuals courted the brand of commerce that was destined to stay relevant coming into the 21^st century. These same men and women are now seeking companies who are working in the field of alternative power, for something that will see the city safe well into the years ahead.

Nowadays the decrease in oil prices has had minimal implications on this lively fishing port because the city is now standing on much firmer foundations.

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Satisfying customers is the name of the game in business, right?

And, as so many corporate posters proclaim, “If you don’t satisfy your customers, someone else will!”

But sometimes, satisfying customers is the worst thing you can do if you want to build add-on sales and repeat business.

What did I just say?

I’m the President of Customersatisfaction.com and I said satisfying customers may not be a good idea. Am I out of my mind?

Possibly, but I’m still right, at least according to industrial psychologist Frederick Herzberg, who famously pointed out: “A satisfied need is NOT a motivator!”

Let me give you an example.

You’ve heard the expression that you should never do your shopping for groceries on an empty stomach because you’ll end up buying nearly everything in the store, right? Your need, your hunger is motivating you to buy, right now.

But if your belly is full, you’ll be less impulsive and more thoughtful about your purchases.

Here’s an illustration that’s closer to home.

I conduct seminars, and a major part of my business is doing them publicly, and then having participants feel motivated to invite me to their organizations to do them there.

If attendees in my public sessions actually leave believing that they heard everything, or that the outline I supplied is definitive and exhausting, why bring me to their sites?

They’ll only be motivated if they believe that they didn’t capture everything; that I have so much to offer that the only way it will be translated into action at their firms is through my direct efforts.

So, should I impart the idea that they’ve received all of my wisdom? No way, if I want add-on business, or to develop an after-market for my products and services.

This is known as the Scheherazade Principle. You remember her. She is the fictional character that saves her life by telling the sultan stories that never conclude, that always have to be continued.

Well, I could say a lot more about this principle, and oh so many others, and if you’d like to hear about these ideas, I’ll be happy to share them with you on a consulting basis.

Just give me a holler!

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As someone who has been heavily involved facilitating strategic planning processes with organizations during the last 15+ years, I often find it somewhat amusing how people answer the questions I pose.

For example, if I ask people, “What is your unique differentiation in the marketplace?” or “What does your organization really excel at?” They will almost always reply, “It has to be our client service.” Almost no one will admit to being “lousy” in client service, any more than they will talk about living in an average town with average kids. Instead I see the “Lake Woebegone Syndrome.” In Lake Woebegone it seems all the women are pretty, all the men are handsome, and all the kids are well above average.

If while getting to know someone’s agency or company, I ask the question, “If I hauled you into a court of law and accused you of being a ‘world class’ client service provider, would there be enough evidence to convict you?” Many times, unfortunately, their answer is, “Probably not.”

Therefore, if so many people think client service and satisfaction is so critical to the success of the vision and the execution of the strategic plan, why is it not usually monitored with the same intensity as the financials? After all, financials are a lagging indicator (telling what happened after the fact) while client satisfaction may be a leading indicator (it can be predicting what may happen in the future).

Many organizations go through all sorts of trial and error and purchase various software programs to keep their finger on the pulse of dollars and cents because they want to know where they are and minimize opportunity for loss. For years it has been known that “what gets measured gets done.”

If that is the case, why is it that many organizations choose to almost ignore measuring client satisfaction? By doing so, they run the risk of losing established clients to the competition.

Client Service as Overarching Philosophy
In 1960, Professor Theodore Leavitt wrote the groundbreaking article, “Marketing Myopia,” in the Harvard Business Review. To paraphrase, he basically concluded that the purpose of all business is to attract and maintain customers while generating adequate profitability today and improved profitability in the future. That balancing act still holds true today. How many organizations do you know that are masters at bringing business in the front door only to lose it out the back door just as quickly? We have also dealt with organizations that service their existing business so well that the owners and principals “never get around to developing new business.”

Those organizations and agencies that see customer or client service as simply a department to be managed rather than a point of strategic differentiation may be looking at the business through the lens of short-term focus. So many people that we talk with have never calculated the lifetime value of a typical insured and even those that have usually aren’t communicating that number to their staff at every level of the organization on a regular basis. Knowing that number can provide a framework to make decisions for the long haul and maintain the client relationship rather than looking at it from a “transactional” basis.

To calculate the lifetime value, take the number of years that a client/insured usually stays with the agency multiplied by the estimated net profit per line of business (auto, P&C, E&O, DB, etc). The total dollars can give you some idea of what is at risk in the future if you under serve your client base.

For example, if a typical insured stays with your agency 15 years and has 3 different policies with you each generating $200/year in profit, each new insured is worth approximately $9000 going forward (15yrs x $200/policy x 3 policies = $9000) if they are treated so well that they won’t even consider moving to someone else. Now ask yourself, how cavalierly would you treat a check written to your agency for $9000? Would you do the equivalent of going into your back yard, digging a hole, burying it there and walking away from it forever? In essence that is what happens when clients are taken for granted. The cause can either be by default ie. not paying attention, understaffing by design, allowing a lack of systemic follow-up and follow-through, or it can be attributed to a management team with so strong a focus on short-term results that they become almost greedy.
Does your organization have a client service strategy?
If you examine your strategic plan, it’s necessary to differentiate the agency strategy and plan from the client service strategy. They are not identical. Organizations need to implement a “Client Bill of Rights.”

Leaders in organizations need to ask themselves if they are willing to pay the price for excellent client service vs. good client service. Excellence costs, but it also pays off. Being even a little better than the competitor pays huge dividends. Yet many organizations are not willing to pay that price. Instead they are content with processes, technology and staff who are “good enough.”

As mentioned before, “what gets measured, gets done.” Client expectation measurements are important as are ways to monitor them. It is necessary for organizations to take the time to discover why a client has signed on with you and not the competition. It’s also necessary to determine what they really want to have happen as part of the client experience. It is then up to you to make sure you are delivering what your client wants. Failure to do so most likely will result in the loss of that client to your competitor.

Once you determine what it is your client really desires, make sure you match those expectations in terms of pricing and service. Make sure you are not trying to sell a champagne policy to someone with a beer budget and vice versa. It’s necessary to have processes in place to support excellent client service from beginning to end. That is, do you have the right amount of staffing resources to meet their needs? Make it as easy as possible for them to conduct business with you.

While having the proper talent is vital to ensuring excellence in client service, it is also known that 94% of failings are the result of process/system failures and not people failures.

My car recently broke down. While it was being towed to the dealer, the towing company damaged another part of the car. The dealer was willing to go ahead and fix the damage, but the towing company wanted the damage they caused handled by their insurance carrier. They had a local agent connected to an insurance company in Arizona. The problem was that the local agent did not have the necessary claim number or phone number for the agent handling the claim in Arizona. Therefore, the dealer, who was willing and able to fix the car, didn’t have the information they needed to work with the towing company. As a result, repairs that could have been completed in 48 hours took four to six weeks.

The problem was that no one owned the entire client experience, each company only owned a piece of it. Anytime there is an opportunity for a hand-off where something can go wrong, organizations often rely on the client, who has no knowledge of the situation, to be able to handle the details. It is vital for organizations to own the entire client experience.

Of course, no matter what the situation is, things don’t always go smoothly. Problems arise, that’s why organizations should make sure they have a process in place for “service recovery.” That is, if something goes wrong suddenly, they should be able to recover with minimal damage.

Finally, organizations should make sure their policies protect the right people. Often, they have policies in place that protect themselves against the 1% of clients who abuse the system. This makes the other 99% of their clients who play by the rules pay the price. Many organizations, unfortunately, don’t look at what they are doing through the eyes of the customers. Rather, they only are looking to protect themselves.

Excellent customer service demands a price. Are you willing to pay it?

Doug Brown is the CEO and Chairman of Paradigm Associates LLC, a strategic and executive leadership development firm based in Cranford, NJ. He combines an innovative thinking style with his conversational questioning ability to help organizations recognize and breakthrough their existing paradigms. This naturally leads them to solve stubborn problems and work through difficult situations. A Certified Facilitator for the Total Quality Institute (TQI), Brown understands the distinction between simply conducting “training sessions” and facilitating meetings with potentially complex subject matter.

Visit http://www.ParadigmAssociates.US or call (908) 276-4547.

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