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you understand his talk by nodding your head, maintaining an upright posture, and, if appropriate, interjecting an occasional comment such as “I see,” “That’s interesting,” or “Really.’’ The speaker will appreciate your interest and feel that you are really listening.

Motivation is an essential key to becoming a good listener. Think how your ears perk up if someone says, “Let me tell you how pleased I am with that report you did,’’ or “I’m going to reorganize the department, and you are in line for a promotion.” To get the most out of a meeting, speech, or conversation, go in with a positive attitude. Say to yourself, “What can I learn from this to make me more valuable in my industry and to my company?’’ You might be surprised at what you can learn, even from routine meetings and bull sessions at the water fountain.

Here are some other ideas for stimulating business from your regular customers:

• “Develop a special offer for existing customers,” advises marketing author Bob Leduc. “Use a short deadline so they must take immediate action or forfeit the special offer.” Advise them of the special offer using a fast but inexpensive method of communication such as e-mail, fax, postcard, or even a phone call.

• Spend quality time with key customers. “Now that business may be slower, take the time to cultivate relationships with your best cus- tomers,” advises an article in First Union Bank’s Strive magazine. Take

customers to lunch or dinner or invite them to play a round of golf. “This personalized care will be remembered—and rewarded—when business demand rebounds.”

• Market to your base. “Revisit your loyal customers, the ones you have probably taken for granted and ignored lately,” writes Alf Nucifora in an article in Business News, noting that client retention is the goal of marketing to existing customers. For most small businesses, developing the relationship with the customer is one of the big advantages they have over large corporations that lack the time and energy. “And don’t forget to add value,” says Nucifora. “Customers crave it but don’t get enough of it, especially customer service.”

• Stay in touch with customers even when there aren’t current pro- jects or orders, advises Robert McGarvey, writing in HomeOfficeMag.com. He advises sending out a friendly e-mail once a month or so with a mes- sage something like this: “Hope you’re doing well. I’m keeping reason- ably busy but of course would always welcome hearing from you about possible projects.”

• Increase the frequency of customer contact. “Contact core cus- tomers often during a crisis (e.g., a recession, post 9/11, etc.),” advises copywriter John Forde. “They’ll give you the bulk of your sales.”

• Get into the habit of daily communication with your key ac- counts. Roger C. Parker advises starting each day by contacting three re- cent customers and finding out how satisfied they are with their purchases. Thank them for choosing you and ask them what you can do to make them even happier next time. “You’ll undoubtedly uncover ad- ditional unmet needs while generating valuable leads and referrals,” says Parker. Also, ask yourself who your most valuable customers are. Think about what you can do to make them feel special and appreciated.

• Focus on your core accounts. “A common marketing mistake is to try to widen the net in a bid to write more business,” writes Thomas Lid- dle on australia.internet.com. Doing so, says Liddle, will scatter your en- ergies, consume resources, and waste your time. Instead, offer more products and services to your existing customers. “Chances are that they already like you,” notes Liddle. “They signed up, didn’t they? They bought the product.”

• Understand your customers’ plans and how they are changing. In a down economy, for example, large corporations often have their large capital budgets frozen. You can solve this problem with an offer that falls within the existing budget or does not require authorization from senior management. For instance, if a customer does not have the capital bud-

get to purchase your $10,000 system, or cannot get authorization for a purchase of that size from upper management, offer your system on a rental or lease basis. Often a middle manager at a large corporation can approve the low monthly payments without consulting the higher-ups.

Pay special attention to customer satisfaction. For example, when your product arrives, it should be ready to use. “The customer should be able to plug it in and listen to it or watch it, wear it, hang it on the wall and admire it, or open and read it,” says direct mail copywriter Denny Hatch. When the product arrives, make sure it is accompanied by in- structions so clear that anyone can understand them.

To sum it all up . . .

• Actively market to your existing customers. Current customers are five to 10 times more likely to buy than someone who doesn’t know you. • Communicate with current customers quarterly or more frequently.

Give them discounts and other special offers to entice them to order more frequently and place larger orders.

• Understand your customers’ plans and how they are changing. Offer them solutions to help them cope with these changes.

C H A P T E R

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Shift Your Marketing