Most companies with any degree of overhead know that finding the right supplier of products necessary to run their business is of the utmost importance. For most businesses, it can mean a substantial savings and reduce the headaches often associated with searching for a reliable equipment dealer. For restaurants, however, finding the right equipment supplier can mean the difference between success and failure in the industry.

Restaurant owners, perhaps more than any other business owners, rely on their equipment to ensure that they will be open for business each and every day. Because most kitchens are limited in space, there is usually only room for one piece of each major type of equipment. If an ice machine or oven goes down, it can cause problems that will affect the entire operation. Restaurant equipment is made to endure the ravages of everyday use, but will eventually break down often enough that it will need to be replaced. While replacing a piece of equipment in and of itself seems simple enough, like most things in the restaurant business, it isn’t. Restaurant owners often rely on their equipment dealer to determine whether a new piece of equipment will meet the growing needs of the establishment. They may also rely on the equipment dealer’s product knowledge to determine what will and won’t work in their particular setup. With most large scale restaurant equipment costing thousands of dollars, considerations of this nature are rarely left to chance.
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There is an epidemic in the United States. An epidemic that is so overlooked, if gone unchecked any longer, could cripple the economic strata of the U.S. An epidemic that could be responsible for the genocide of millions of businesses. Curious what it is? I am referring to the gross mismanagement of e-commerce businesses. Okay, perhaps the phrases “cripple the economic strata” and “genocide of millions of businesses” was stretching a bit too far, however, it is a fact that the bulk of e-commerce businesses are not built on an infrastructure that embodies stability. I am referring to a lack of customer service support in the umbrella of businesses designating themselves “e-commerce” or “virtual businesses”.

It is true that the lure of starting the e-commerce business is powerful. An endeavor as such usually requires little or no capital investment, a credit card processing account, and rudimentary knowledge of HTML coding. These three elements compose the basic formula for starting an e-commerce business. There is a marked difference in the formula for starting a business and the formula for maintaining a business. To expound on the latter, what truly makes a business thrive is proper customer relationship management and immediate telephone / live voice account support. This is the key component that is missing from most on-line or “virtual” businesses.

Take, for instance, the internet based company Netflix. If you are unfamiliar with the company, they are a relatively young e-commerce business specializing in mail order DVD rental. The minds behind the ingenious idea that is the basis of Netflix failed to create telephone support for their product. There is no doubt this decision was a calculated one as they most likely weighed the cost of maintaining an in-house call center vs. integrating purely e-mail based support. Without looking at the numbers side of the argument, imagine the frustrated consumer having problems with their order and having to rely on a 24 hour lagged e-mail response system to rectify their account issues. Based on this plausible conjecture, I believe lack of live operator support will be the ruin of the Netflix organization and the downfall of all e-commerce businesses that follow the same train of thought. What these businesses do not realize is that it is possible and extremely cost effective to outsource your call center needs to an established advanced call center facility. This solution has a two fold benefit. It serves to establish a solid foundation of customer relationship management and opens businesses up to benefit from word of mouth advertising.
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You’ve just reviewed the final results of your last pro-active media campaign to launch that
new product or service. The numbers look pretty good: media impressions were in the millions;
coverage was evenly split between broadcast and print; and a leading national paper ran three
stories on the launch-pretty impressive. But could it have been better?

Analyze this

Analyzing issues or campaigns is the first big step in truly understanding any communications
success or failure. With busy schedules and/or tight client budgets, more often than not, media
analysis isn’t always carried out. A big investment is being made on gathering the media content,
but not on measuring and analyzing the trends, successes, and areas for improvement. Stories
are often filed away immediately or distributed to a limited group, never to be looked at again
or analyzed at all.

If you’re already conducting ongoing media analysis half the battle is won. But if not, you can
bet your client or director will demand it soon. New analysis technologies combined with increased
expectations to determine communications ROI (Return on Investment) are making analysis a must,
not a should.

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You’ve just reviewed the final results of your last pro-active media campaign to launch that new product or service. The numbers look pretty good: media impressions were in the millions; coverage was evenly split between broadcast and print; and a leading national paper ran three stories on the launch-pretty impressive. But could it have been better?

Analyze this
Analyzing issues or campaigns is the first big step in truly understanding any communications success or failure. With busy schedules and/or tight client budgets, more often than not, media analysis isn’t always carried out. A big investment is being made on gathering the media content, but not on measuring and analyzing the trends, successes, and areas for improvement. Stories are often filed away immediately or distributed to a limited group, never to be looked at again or analyzed at all.

If you’re already conducting ongoing media analysis half the battle is won. But if not, you can bet your client or director will demand it soon. New analysis technologies combined with increased expectations to determine communications ROI (Return on Investment) are making analysis a must, not a should.

Once you’ve determined the need or importance of analysis, what’s next? This is where the confusion can set in. As can be expected, everyone has their own definition of how media content should be analyzed based on their own experiences. And usually the issue of PR standards and formulas arise…and that is when things often can come to a stand-still.
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