What Gets Measured Gets Done


What Gets Measured Gets Done

The theory of Occam’s Razor tells us the simplest solutions are often the best. In our many years of teaching the Clients for Life® Client Retention Process, and managing its implementation, the truism “What Gets Measured Gets Done” has been a simple and profound truth.  And that leads to a story.

We served a client some time ago that ultimately found great success with Clients for Life.  The CEO was completely bought in and engaged, both in theory and in practice.  During the early stage of implementation, while visiting one of their operations, he happened to notice the Clients for Life binder on the bookshelf of the Account Manager’s office. (Note: Binders and forms were the way we did things way back when.)  The AM had been to Clients for Life training several months prior.

As he examined the binder, it quickly became evident that the AM had not used it at all since returning from training.  No expectations, no relationship data, no relevant client communications – nothing had been activated.  Realizing this, our CEO closed the binder and summarily deposited it in the nearby trashcan, saying, “This binder seems to just be taking up space for you.  Clearly our investment in training you has been a waste of both time and money.”

The company-wide traction that Clients for Life received changed dramatically that day.  It didn’t take long for that story to traverse the grapevine and reach the other 400+ accounts the company managed.  Behavior changed – things got done.

While the adage is true and timeless, “What Gets Measured Gets Done” the tools now are modern and effective.  No more forms and binders.  The Tenacity App is available for both iOS and Android and free with the Digital Badge in Account Management offered through Kennesaw State University.  The App easily and conveniently measures the key elements of account management and client retention that creates action in the organization.  Clients for Life is full of best practices, but unless they are measured and practiced, at the end of the day, they really won’t matter.

We have a Cohort starting February 20th to give our clients an opportunity to experience the training and the App and evaluate its efficacy for their companies.  We suggest that you select someone in your organization, whom you trust, to evaluate the platform.  Registering is simple, just call Dr. Gary Selden at KSU at (470) 578-3191, or email him at gselden@kennesaw.edu and he’ll walk you through it and answer any questions you may have.

The Excalibur Awards


The Excalibur Awards

Last Friday I had the pleasure of attending “The Excalibur Awards”, along with a number of my colleagues from Kennesaw State University.  The awards are presented by the Technology Association of Georgia (TAG), to recognize tech-enabled organizations that have developed innovative solutions to address complex business problems.  KSU’s Technology Enhanced Learning Group was bested by the Board of Regents of the University System of Georgia for the award.  (Isn’t that a bit like letting your boss win in golf?)

Anyway, ‘wait till next year’, as they say.  KSU’s mobile online learning platform for executive education, and particularly the account management curriculum (shameless promotion) (https://www.youtube.com/watch?v=c_nMkk9O9Ns&feature=youtu.be) is really having a positive and profitable impact for our clients.  That’s reward enough!

Marc Lautenbach, CEO of Pitney Bowes, was the keynote speaker at the event.  He became CEO in 2012 after a long career at IBM, and inherited a proud company that was in rapid decline.  It sounded almost like an Eastman Kodak story where technology was already passing them by and they would need a radically new approach to survive then prosper.  His story was compelling.

Marc set about to learn all he could in his first 100 days.  He met and spoke with clients, employees, former executives and suppliers.  Afterward he settled on an immediate strategy focused on three priorities:

1) Stabilize the client base.  PB already had a large client base that did business with them for metering snail mail.  Most of the CIO’s he contacted did not even realize they were clients. This would not be the future of the company, but it was a start.  Stemming client defections would be “Job One”.

2) Operate with Excellence.  Doing a great job for these clients would pave the way for cross-selling of newer and more sustainable products and services.

3) Grow through New Business.  Marc intentionally made this third because there would not be a future with new clients unless the existing ones were stable and recognizing value.

Hmmm.  Where had we heard this before?  Oh, that’s right, we incorporated it into the Clients for Life® Client Retention Process in 1986 and wrote about it in our proprietary blog in March, 2013 (http://clientretention.com/the-blog/page/9/).  As Solomon says in Ecclesiastes, there’s really nothing new under the sun.  We could have saved Marc a lot of days and travel miles though if he had been on our mailing list, as fortunately you already are.

By the way, Marc – and this strategy – are both succeeding beautifully at Pitney Bowes, as we would expect they would.  It’s just really good management and uncommon common sense.

Steve, John and Gary

Wonderful Pedagogy In My Cohort


Wonderful Pedagogy In My Cohort

I must confess that, as an Executive in Residence at The Coles College of Business, I am coming to really enjoy academia.  Perhaps because it reminds me so much of home – where I get to be around a lot of people, all of whom are way smarter than I am.  Why, just in the title of the blog, I’m using two new words that I recently learned and that I am finding very useful indeed.

Recently, John and I participated in a cohort (in this case, a group of students progressing through a curriculum together) for the new Account Management online learning platform.  Dr. Gary Selden, who directs the Tenacity Center, served as our proctor.  Eighteen KSU EMBA graduates participated along with us and we enjoyed encouraging and learning from one another as we progressed toward earning our Digital Badges.

The participants represented a variety of companies and we were mightily encouraged by many of the testimonials we received.  A sampling follows:

“It was a great learning experience. Your team did a great job putting this together. I had learned a lot from it.”

“I really enjoyed the program.  Balancing work, extensive business travel and a family the Account Management workload was perfect and so was the pace.  I loved the mixed learning aspects, I found myself taking notes- rewinding the video to capture something again.”

“I’m really enjoying the course by the way!!  It is a great system for client retention and incorporates all the best practices that I have learned through the Baldrige Framework for Excellence in the Customer category relative to gathering, measuring and managing customer expectations as an approach to client retention.”

Pedagogy, by the way, refers to the art and science of teaching.  All of us are increasingly convinced that Jubi’s gamification platform, within which we have integrated the principles of the Clients for Life® client retention process, is a remarkably effective teaching tool that has a unique way of embedding proven best practices and making them “sticky”.  Simply stated, after around 20 – 30 hours of self-paced learning, we’re turning out senior account managers who, in their own words, are significantly more effective at managing and retaining their key clients.  How can that be anything but great pedagogy?

In 2017, the Tenacity Center will field four separate cohorts (February, May, September and December).  We will issue invitations for available classroom seats, at a deep discount, on a first come – first served basis to individuals (OK – guinea pigs) who would be interested in testing our account management curriculum on behalf of their companies.  Please let us know, by responding to this email if you, or a designee, would be interested in evaluating the course.  It may be one of the best investments you’ll make in 2017.

After all – great account management contributes to great client retention.  And we all know that, “If you leave client retention to chance, the chances are you’ll lose the clients you’ve worked so hard to get.”

Steve, John and Gary

Jailbreak IT (In Your Pocket – Or Purse)


Jailbreak IT (In Your Pocket – Or Purse)

Steven Covey, in his watershed book, “The Seven Habits of Highly Effective People” famously called out: “Begin with the end in mind.”  In keeping with that theme, here’s a picture of an endgame – if you are a senior operations executive focused on retaining the major client contracts your company manages and serving them well by creating recognized value.  (These are the big contracts – ones that you really can’t afford to lose.)

Let’s say that today you are paying a visit to this major account and meeting with your key people who are responsible for managing it.  Of course, you’ll be meeting with the client’s decision makers, after you’ve spent some time with your own team.  What if, prior to your arrival, you could spend a few minutes on your smart phone or tablet and evaluate, in real time, the following metrics:

Who are the key client decision makers – what are their key business and personal interests – how long have they been in place – what role do they play – who are they mapped to in our firm for relationship accountability – how extensive is their influence, how do we assess the quality of our corporate relationship with them and will they give us an “Unqualified Referral”?

Does this client, and the contract we have with them, conform to the key criteria that our senior team has established to ensure we have the opportunity to win with them and create recognized relevant value? Are they the Right Client under the Right Terms?  If they are out of compliance – in what specific areas do they diverge and what is our plan to bring them back?

Are there any warning signs now present that represent red flags, which we know have historically threatened our business?  If so, what actions have we taken to eliminate these threats and how successful have we been in mitigating the salient issues and defending our contract?

What are the client’s prioritized corporate expectations of our performance and the overall relationship that we have with them?  How much time do we have to meet these expectations and what measures is the client using to evaluate our success? Are we meeting regularly with the client to document our accomplishments and ensure the criteria for value creation continue to be valid? When, exactly, did those meetings take place?

Well, if knowledge truly is power (and, of course, it is for modern executives) the Tenacity Center at KSU has an App for that now.  It gives managers a real-time look at the most important measures of best practices that produce success in managing and retaining key accounts.  The App brings immediate accessibility to these KPI’s and prompts you and your executives to ask precisely the right questions at the right times.  It’s the Clients for Life® Client Retention Process in your pocket or purse. When fully deployed, it has the potential to transform your ability to keep and satisfy the clients you’ve worked so hard to acquire.

You can learn more by contacting Dr. Gary Selden, Director of the Tenacity Center at KSU (gselden@kennesaw.edu (470) 578-3191) or hear more about installing Clients for Life at https://www.youtube.com/watch?v=c_nMkk9O9Ns&feature=youtu.be.

In deference to Dr. Covey, the Clients for Life App represents truly transformative end-to-end CRM – and we’ve kept the end in mind such that it can begin for you and your organization right here — right now.  Give us a call – the demo begins February 20th.

Gary, Steve & John

Adventures in Learning

Adventures in Learning

It has been quite some time between blogs.  Fortunately, we’ve been using the time productively – playing video games.

OK, not exactly.  We have actually been immersed in embracing a whole new process of learning built around the concept of “gameification”.  This is a word we didn’t even know existed three months ago – but it’s the immediate future of learning and executive development – and the current focus of The Tenacity Center at Kennesaw State University.

Younger people want to learn differently today, thanks to the prevalence of social media and digital gaming technology.  They’re no longer well-served by sitting in traditional classrooms, listening to long lectures, reading dry textbooks and taking blue book exams.  Instead, they respond to interactive experiences, modern media, flexible scheduling, online affinity communities and recognized levels of competitive achievement.  Welcome to the new world of knowledge management, training and executive education.  Welcome to Kennesaw State University.

The Coles College of Business at KSU is in the vanguard of this movement and its practical application.  They have invested in “jubi”, an amazing proprietary technology which partners with leading content providers (notably the Clients for Life® client retention process) to literally reinvent corporate learning and facilitate performance improvement.  This is groundbreaking innovation and a continuation of the remarkably bold leadership we are privileged to be partners with at Coles.

Through ‘jubi” (so named to represent the jubilation of learning) the Tenacity Center will launch “The Account Management Academy Online”.  For about the price of an airplane ticket, the Academy will offer approximately 35 hours of Tenacity’s account management training in this most modern of learning environments.  Participants who successfully complete the curriculum will earn a credential from KSU (called a “Digital Badge”) certifying their achievement and adding to their professional skill set.  More importantly, they will be better equipped as key account managers to make the most of their client relationships and improve client retention for their companies.

And, as if we’re not modern enough by now, the Tenacity Center has also engaged with KSU’s MAD Lab (Mobile Application Development Laboratory) to build an “app” for the account management component of Clients for Life. It’s always going to be true that “what gets measured gets done.”  The new Clients for Life app will capture key process components directly on mobile devices (iOS and Android) and make the administration of great account management more efficient, productive and accessible.  All this for about the price of two Venti Lattes.

We’re envisioning an entirely new paradigm for delivering world-class account management training and mentorship to more people in more places with greater impact at a lower cost.  We’re envisioning it in the first quarter of 2016.  We know it’s a big promise, but we have great partners with great vision and tons of tenacity.

To keep us with our progress, check in with the Tenacity Center (www.ColesCollege.com/Tenacity) and we’ll keep you posted here.

Steve, John, Gary and Dan

A Good (Make That Great) Account Manager

A Good (No – Make That Great) Account Manager

 (This blog was written by Tenacity Principal Randy Salisbury.  Randy, like four of our other Principals, first experienced the Clients for Life® client retention process as a Tenacity client.  Coming from the account management side of the advertising business, Randy hired, trained and mentored many account executives in the key elements of success.  You’ve already seen the 10 Commandments of Client Retention in earlier blogs – here are Randy’s (and now Tenacity’s) 10 Commandments of Account Management.  There is powerful wisdom here.  It’s good to be good at this – it helps to have great mentors.)

The 10 Commandments of Account Management

  1. Listen:  No… really, listen.  I know you have a lot of important things to say, and witty come backs for client comments or reservations, but your first job is to listen to the client.  If you really listen, and follow their lead, most clients will tell you what they need (or want).  They will tell you where their pain points are, and what they want done about it.  Your job is to listen well enough to understand them and be able to articulate them to your team back at the company.
  2. Represent:  The litmus test for a successful account manager is to represent the company while at the client, and the client while at the company.  This is a delicate balancing act because an account manager must remember where their paycheck comes from  – but it comes from the revenue generated by happy, productive clients – and the account manager is the closest person to the client.
  3. Communicate:  As the primary client representative you must be proactive in your communications with the client – and internally with the team that delivers the goods on behalf of the client.
  4. Codify: Capture the information from every client contact (phone or in person), organize it, route it and keep track of it.  You are the central nervous system for the company.  You cannot represent them if you don’t know what you are talking about.
  5. Deliver:  A successful account manager takes personal responsibility for everything that happens on their account.  Your personal mantra must be ‘Do what you say you are going to do’. Every time.  Remember, you speak for the company when you make commitments.  It’s your job to ensure that the company lives up to them, and if they are not going to, it’s your job to manage that with the client – before a deadline is missed.
  6. Impress:  Know your client’s business.  Their industry. Their competitors.  Their growth plans; their key personnel.  Be impressive by being an extension of their team.  Make them wish you were their employee, not your company’s.
  7. Branch Out:  Build a Web of Influence® inside your account.  Get to know your counterpart’s boss and their direct reports too.  Manage up and down inside the client organization.  Make introductions for senior management from the company to the appropriate client associates, if they haven’t already been established.
  8. Be Inclusive:  Don’t be the beginning and ending of all client knowledge.  Share it internally with the broader team.  Yes, knowledge is power, but sharing that knowledge is how you get real power.  And how you impress your boss — and your boss’s boss.
  9. Anticipate:  Once you know your client’s business as well as they know it themselves, you will be able to anticipate their needs and make recommendations before they ask.  Even if they reject your suggestion, they will appreciate that you are thinking about ways to improve their business.
  10.  Be Zealous:  If you accomplish items 1 through 9 above, you will demonstrate that you care about your client.  Personally and professionally.  Remember, zeal can’t be taught.  Either you have it or you don’t.  Have it. It will make you a winner.

Randy Salisbury

Common Threads & Common Threats

Common Threads & Common Threats

(In constructing the “Last Book”, I’ve realized that there are several important topics yet to be covered in the previous 200-plus blog posts.  Accordingly, there are a few more weekly missives headed your way before the book’s completed assembly.  This is an important one that I’ve overlooked, until now.)

Tenacity’s experience indicates that our ability to be highly effective in serving our clients is always enhanced the more FreshEyes® Reviews and PostMortem AuditsSM we are able to conduct on their behalf.  These interviews give us deep insight into our client’s systemic strengths and weaknesses. As the voice of the customer, we can provide valuable feedback as to how they are performing in an individual account, or where they faltered in having been terminated.  Often our client’s targeted responses to this data has saved clients that otherwise would have been lost.

Still, patterns are significant and trends are important indicators.  It seldom makes sense to base important decisions, especially strategic ones, on single occurrences.  This is true in performance appraisals, relationship commitments, battle planning, hiring and promoting.  It holds true also for strategic planning and determining investments to be made in capabilities to be built – or others better to be abandoned.

After six to ten FreshEyes Reviews and / or PostMortems, we nearly always begin to see patterns emerge.  Our transcriptionists often detect them even before we, as interviewers, do.  Often the trends highlight significant strengths – the things we want to help our clients do more of – and facilitate spreading throughout the company.  Sometimes they point to systemic weaknesses or oversights that need shoring up.  From time to time they give important insights to competitive strategy.  Occasionally they uncover important market opportunities our client hasn’t been attuned to.  Without fail, if it’s a pattern, it’s important.

These patterns and trends are ‘big picture’ feedback that goes well beyond any one particular account.  They represent important inputs for senior management to base an array of strategic decisions.  Accordingly, after a representative sampling of interviews, we gather the executives together and formally report on these patterns.  The presentations we make to management and the discussions we lead are called “Common Threads & Common Threats”.

The data is powerful because we are able to offer succinct statements highlighting the observation we are making that describes the pattern, then support it with actual interview quotes lifted from the transcripts.  Taken alongside other information available to them from internal feedback, market research, and other surveys, this can help guide sound decision-making.  Our clients value it highly – and they should – it’s the authentic voice of their own customers – and not just once, but clearly trending.

The effectives uses of this data are still not over.  If you refer back to the Clients for Life® client retention process chart (see Chapter 3 “A Formal Process For Retaining Clients”), you’ll note that Common Threads and Common Threats cycle back to the elements of Senior Management Strategy.  Specifically, Common Threats – those trends that consistently imperil our business, should be considered in Lessons Learned such that all our people understand the things that consistently threaten our business.  Common Threads is equally valuable input to Right Clients Right Terms®.

In this way, Clients for Life is ever evolving in its ability to respond to changes in the marketplace and the competitive landscape.  As such, it represents the only end-to-end comprehensive formal process really helping you keep the clients that you have worked so hard to get.  Now that’s a trend we can definitely live with  — and profit from.

Steve & John

50 / 30 / 20

50 / 30 / 20

Tenacity believes in the principle that 100% client retention is possible and should be the goal of every client we work with.  Over our 30 years in business, Tenacity itself has achieved that goal – having never lost a client for cause or been replaced by a competitor (if indeed there was one to be found).  In fact, several of our clients have been with us for the full 30-year ride – and as long as they find value in what we do, we’re confident they’ll stay as loyal to us as we are to them.

The aforementioned 100% is reliably apportioned in the ratio of 50% / 30% / 20%, corresponding to the three major elements of The Clients for Life® Client Retention Process:

50% – Our experience has consistently been that a company can cut their client losses in half based on senior management’s willingness to take ownership of the elements of client retention strategy.  This requires that they define, publish and adhere to the criteria they have agreed define their specific Right Clients and Right Terms.  There is no more important decision or action governing the success of a business than this.

Concurrently, senior management owes it to the organization to define and teach them the “Lessons Learned”.  As the most knowledgeable and experienced people in the company, they can be facilitated in specifying the actual reasons that clients have been lost in the past, listing the “Warning Signs” that these reasons may be occurring and delineating the “Action Steps” they expect the organization to take when these signs are apparent.

If senior management consistently fulfills these obligations to their people, they’re half way home to 100% client retention.

30% – A company’s willingness to invest in training their client-facing managers in proven best practices around account management and client retention can help them take the next 30% step.  Tenacity believes these best practices are centered around three primary areas: 1) Understanding and Managing Client Expectations, 2) Nurturing Professional Relationships, and 3) Administering Technical Delivery (managing Revelation XSM).

20% – The final step involves investing in an independent third party to objectively interview their key clients and separately, conduct a forensic analysis of any clients that have been lost.  When a company collects and assimilates good data around how they are performing and being perceived, then positively and appropriately responds to that data, systemic improvements are certain to take root.

“Client retention demands a formal process.  If you leave client retention to chance, the chances are you’ll lose the clients you’ve worked so hard to get.”  (John Gamble)

100% client retention not only demands a formal process, it mandates one – the one that has been proven to work – but only if you work at it.


Steve & John

Clients Worth Keeping

Clients Worth Keeping

In our last blog, we asked for your ideas on a possible title and organization of Tenacity’s last and final book.  We received some excellent and helpful ideas, all of which we appreciate.  None were more on point than that offered by Dr. Mike Salvador of the Coles College of Business at Kennesaw State University.  Mike has been a great friend, advocate and trusted mentor through the establishment of The Tenacity Center for Account Management and Client Retention at KSU.

Mike suggested that we add “(Worth Keeping)” to the working title – and so we intend it to be: “Never, Ever, Ever Lose a Client (Worth Keeping)”.  This is a powerful endorsement of Tenacity’s Right Clients / Right Terms® principle.  Simply stated, senior management has the responsibility to determine, communicate and stand firmly behind the specific criteria defining the potential clients with whom the firm is willing to do business – as well as the terms under which those contracts will be executed.  Tenacity is adept at facilitating these sessions and the final criteria are often resolved after arduous, yet beneficial and much needed debate.  (Still, clients seldom realize how much needed the debate was until after they’ve had it.)

Should senior management fail to fulfill this role, they risk making the (often disastrous) mistake of leaving the development of the firm’s most pivotal strategy to the sales organization.  Unfortunately, given the typical nature of sales executives and their compensation schemes, they will often sell virtually anything they possibly can (and under any terms they can get away with) to get to “yes”.  Sad, but true and it plots a roadmap for headaches, shrinking margins and high levels of attrition.  You’ve heard us say it before, the two most important decisions a business ever makes are:  1) whom they choose to do business with, and 2) whom they hire.

Semantics matter in this principle.  We’re talking about “right” clients, not necessarily “nice” clients.  We also don’t believe in “bad” clients, only “wrong” clients.  Importantly, once a client has entered the book of business, its status can change.  They can become a “wrong” client (often through people changes within their Web of Influence®).  Conversely, clients already in the portfolio, but that are outside of the established criteria, can be brought into compliance when terms are renegotiated, extended or renewed.  The important new reality is that account managers and executives have a specific list of criteria that defines “right clients”, which they can and must negotiate toward.  (It’s also amazing how much better negotiators they become when these parameters are defined.)

Finally, we support our clients in “firing” their clients that are outside the criteria and, despite their best efforts, appear likely to remain so.  How liberating!  Some clients are simply not worth keeping!  In fact, we ask that they don’t even consider this a “loss”, but instead a strategic decision to prune the portfolio of clients that are not aligned with either their ability to provide value, or the overall goals of the company.  By the way, if you want to see a client’s eyes get really big – initiate that conversation.  (Don’t be completely surprised if they suddenly become a bit more receptive to their role in the partnership either.)  Perhaps even you suddenly become a provider worth keeping.  We’ve seen it happen.

So, thanks Mike!  You know us better sometimes than we know ourselves and you’ve given us the opportunity, right on the cover of the book, to reinforce one of our most precious beliefs.

Steve and John

The Last Book

The Last Book

The well is nearly dry.  Over the course of the last 30 months or so, we’ve written 215 blogs (on an almost weekly basis) covering the full range of intellectual property embedded in the Clients for Life® client retention process. Collectively, the blogs represent well-distilled thinking from ten Tenacity partners spanning nearly 300 collective years of managing complex contracts and client relationships.  There’s only so much to say about this subject and while we remain open to new ideas and experiences, we really do believe we’ve isolated and codified the very best practices we’ve seen, experienced and tested.

Our last book will seek to consolidate these account management paradigms in a single place.  Unlike typical “how-to” books, we want this one to be more readable, anecdotal and light-hearted.  Best practices are woven around our own story and experiences.

So, since blogging is an interactive format – in theory – let’s start by seeking your feedback on a title.  We all know the meaning of “tenacity” and we can all think of people who epitomize it.  One preeminent example is Winston Churchill as he sought to steel the resolve of the British people in the face of Nazi aggression during World War II.  Sir Winston famously said, in one of his iconic radio addresses from a bunker near 10 Downing Street, “Never, never, never give up!”  The stiff upper lip of the English prevailed (with some help from the Yanks, of course!)

Since the name of our firm is Tenacity and we channel the belief that 100% client retention is the proper goal of every client we serve, our working title for this book is “Never Never, Never,  (Lose A Client).  And really, why should we?  If we taken a Right Client under the Right Terms® and executed all prescribed aspects of the Clients for Life client retention process, we really shouldn’t lose them – ever.  That’s what we’re seeking to communicate – we really can eliminate all client losses – if we’re tenacious and if we’re equipped with the best tools.

Now for the chapters, because these titles must also draw the reader in.  They don’t have to be read in order, but they should be compelling in revealing the content and creating interest.  The working Table of Contents is listed below.  Each chapter will contain an introduction and anywhere from five to fifteen individual blogs – none taking more than four minutes to read:

  • Who We Are And How It Started
  • Why Client Retention Matters / Why Bother?
  • Tenacity: If Not Us Who? – If Not Now When?
  • On Senior Management’s Responsibilities
  • A Trusted Third Party
  • Account Management and Clients For Life – An Enlightened Approach
  • On Expectations
  • On Nurturing Professional Relationships
  • On Technical Delivery
  • The Ten Commandments Of Client Retention
  • General Management & Managing In General
  • Thing It’s Good To Be Good At
  • The Books
  • The Tenacity Center for Account Management and Client Retention at The Coles College of Business at Kennesaw State University
  • My Own (Steve’s) General & Random Thoughts on Business and Other Things of Importance (To Me At Least)

So that’s the big idea.  What do you think?  Any suggestions?  Would you read it?  Would you buy it if you were convinced it really pointed the way to never again losing a client?  Would simple curiosity compel you to invest in the book if you knew that it’s secrets were protecting $21 billion in worldwide contracts for some of the world’s leading service management companies spanning 14 countries over a 30 year track record?  Would it grab your attention knowing that it very likely represents the most successful marriage of practical business common sense and common practice available in virtually any format?

Let us know your thoughts by clicking the comment section below and weighing in.  We really would appreciate hearing from you.

Steve & John