What is the purpose of a business? Every time I ask this question during a business seminar, the immediate answer that I get back is, “To make a profit.”

But this answer is wrong. The purpose of a business is to create and keep a customer. If a business successfully creates and keeps customers in a cost-effective way, it will make a profit while continuing to survive and thrive. If, for any reason, a business fails to attract or sustain a sufficient number of customers, it will experience losses. Too many losses will lead to the demise of the enterprise.

According to Dun and Bradstreet, the single, most important reason for the failure of businesses in America is lack of sales. And, of course, this refers to resales as well as initial sales.

So your company’s job is to create and keep a customer, and your job is exactly the same. Remember, no matter what your official title is, you are a salesperson for yourself and your company. And the best way to increase your value as a salesperson is to build your customer base. The two most important words to keep in mind in developing a successful customer base are Positioning and Differentiation.

Positioning refers to the way your customers think and talk about you and your company when you are not there. The position that you hold in the customer’s mind determines all of his reactions and interactions with you. Your position determines whether or not your customer buys, whether he buys again and whether he refers others to you. Everything that you do with regard to your customer affects the way your customer thinks about you.

Differentiation refers to your ability to separate yourself and your product or service from that of your competitors. And it is the key to building and maintaining a competitive advantage. This is the advantage that you and your company have over your competitors in the same marketplace the unique and special benefits that no one else can give your customer.

There are three keys to keeping customers for life: relationship selling, partnering for profit, and consultative selling. These are all methods for differentiating yourself from anyone else who is offering the same product or service. They are ways to get customers and keep them. I will explain each of these in detail.

Relationship Selling is the core of all modern selling strategies. Your ability to develop and maintain long-term customer relationships is the foundation for your success as a salesperson and your success in business.

For your customer, a buying decision usually means a decision to enter into a long-term relationship with you and your company. It is very much like a “business marriage.” Before the customer decides to buy, he can take you or leave you.

He doesn’t need you or your company. He has a variety of options and choices open to him, including not buying anything at all. But when your customer makes a decision to buy from you, he becomes dependent on you. And since he has probably had bad buying experiences in the past, he is very uneasy and uncertain about getting into this kind of dependency relationship.

What if you let this customer down? What if your product does not work as you promised? What if you don’t service it and support it as you promised? What if it breaks down and he can’t get it replaced? These are real dilemmas that go through the mind of every customer when it comes time to make the critical buying decision.

Because of the complexity of most products and services today, especially high-tech products, the relationship is actually more important than the product.

The customer doesn’t know the ingredients or components of your product, or how your company functions, or how he will be treated after he has given you his money, but he can make an assessment about you and about the relationship that has developed between the two of you over the course of the selling process. So in reality, the customer’s decision is based on the fact that he has come to trust you and believe in what you say. In many cases, the quality of your relationship with the customer is the competitive advantage that enables you to edge out others who may have similar products and services.

The single biggest mistake that causes salespeople to lose customers is taking those customers for granted. Almost 70 percent of customers who walked away from their existing suppliers later replied that they made the change primarily because of a lack of attention from the company.

Beyond relationship selling, the second key to keeping customers for life is the “partnering for profit” approach to business sales. When you deal with a businessperson, you can be sure of one thing: that person thinks about his business day and night. It is very close to him. It is dear to his heart. And if you come in and talk to him and ask him questions about his business, looking for ways to help him run his business better, the customer is going to warm up to you and want to be associated with you and your company.


As a partner, you should always be looking to help your customer to cut costs and improve results in his or her area of responsibility. You should look for ways to help your customer in non-business areas as well. You should position yourself as someone who cares more about the success of your customer than anything else, even more than you care about selling your product or service. This approach to partnering in profit with your customer is a key way to differentiate yourself and to keep your customer for the indefinite future.

There is a principle of reciprocity in business that is extremely powerful. It is simply this: If you do something nice for someone else, they will feel obligated to do something nice for you. You should be looking for opportunities to go the extra mile, to do more than you are paid for, to put in more than you take out. By extending yourself, you improve your positioning in the customer’s mind and increasingly differentiate yourself and your company from your competitors who are after the same business. If you do this long enough and strong enough, you will eventually develop the partnership to the point where your competitors don’t have a chance against you.

The third part of keeping customers for life is the consulting approach to your customer, or what is called consultative selling. When you position yourself as a consultant, you are really positioning yourself to serve your customer as a problem solver. Instead of trying to sell something to your customer, you concentrate all of your efforts and attention on helping your customer solve his problems, achieve his goals, or satisfy his needs. You ask excellent questions that help your customer think through his situation in greater depth. And you listen carefully to the answers, knowing that listening builds trust.

When customers are asked why they decided to buy from a particular salesperson or company, they invariably give these reasons: the reputation of the company, the level of service and support that the company offers, the reliability of the company and the salesperson, the responsiveness of the organization to complaints and requests, and the quality of the individual salesperson with whom they have been dealing. Price ranks at number seven or eight, if it comes up at all in the surveys. This is important for you to know because it is amazing how many salespeople get sidetracked into negotiating on the basis of price and then they can’t understand why they failed to get the sale.

84 percent of all sales in America originate from the recommendations of satisfied customers. A referral to a new customer is worth ten times more than a cold call. And it is 16 times easier to sell a satisfied customer something new than it is to sell something to a brand new prospect. In the final analysis, dedicating yourself to serving your customers in such a way that you keep them for life is one of the smartest and most profitable things that you can ever do.

About The Author:
Brian Tracy is legendary in sales, addressing more than 250,000 men and women each year on the subjects of management, leadership, and sales effectiveness. He has produced more than 300 audio/video programs and has written 36 books, including his just-released books “TurboStrategy” and “Change Your Thinking, Change Your Life.” He can be reached at (858) 481-2977 or www.briantracy.com

Even if you have got as far as realizing that in order to be successful you need to set goals, you can still, unfortunately, go astray and become de-motivated if you don’t set goals in the right way. This article will give you some goal setting examples and show you why they were ineffective, so that you can learn from them as you make your own goal setting examples as good as possible.

The first mistake people tend to make with goal setting is to set themselves too many goals. If you have really looked at yourself and your values, and decided where you want to be in five years time, you will probably find that there are several things you need to do in order to be totally successful in what you want to achieve. So, the temptation is to make too many goal setting examples for yourself. That will only result in failure as your efforts will be spread too thin. You will also find it difficult to focus if you have too many goal setting examples that you are aiming for.

Another goal setting example which is problematic is when you have two difficult goals which you are trying to achieve at one time. For example, it’s probably not a good idea to set yourself the task of renovating your house at the same time as trying for a promotion at work. That really will tire you out – and probably drive you crazy!

So, you can use these goal setting examples to better understand a few techniques for better goal setting:

Do not aim for too many goals at one time.

Do not try to achieve more than one difficult goal at one time.

Try not to have competing deadlines for your goals.

Make sure your goals don’t clash with each other.

Bear in mind that the world doesn’t stop just so you can achieve your goals; you will have to do other things in your life which will take time away from your goal setting and objectives toward those goals.

Quantify your goals so you can have the sense of achievement, knowing you have been successful.

It’s more difficult to hit a moving target, so make sure your goals are well defined. A goal setting example of a goal which is movable would be finish the garden off. Gardens are never finished! They take maintenance and upkeep. You will never feel you have achieved something worthwhile if you have that as your goal. So be specific, for example by saying that you will install the decking, prune the fruit trees and cut the lawn. You will know when you have done those things and you can then feel good about them.

So, by using just a few goal setting examples, it is possible to see the pitfalls which there are in goal setting if it’s not done well. Now you needn’t be tripped up by these pitfalls and your goal setting has every chance for success!

1. Test Your Idea:

To lead to a sale, your query must convince the editor that you have a clear idea of what you plan to cover in the article, and what approach you ‘re going to take.

So before writing the letter, think your article idea through carefully, and picture yourself describing the article to a friend.

2. Find Your Angle:

Finding your angle is often a matter of narrowing your topic. A topic like “Hair” is far too general, narrow it to say, “Hair Cutting” is better.

When your subject is popular, you must give the editor a fresh approach. One way is to take an idea like “Overcoming Failure” and give it a twist to something like “Failure Can Be Good for You.” It needn’t be exotic to sell, something as mundane as “New and Improved” has worked by adding a new ingredient to the usual.

3. Research Helps:

While many queries can be written entirely from your own knowledge, a little research can pay big dividends by seducing the editor. Facts sell editors on an idea. Editors look for queries with many specifics: Don’t just write that “Last year millions of people suffered from yeast infections.” Tell how many millions – and why!

Research both the topic and the markets you’re aiming it at. A common reason for rejection is because of inadequate knowledge of the magazine.

4. Shaping Your Raw Material:

After you have the basics:
a. the idea
b. the slant/facts, and
c. the market

Then you’re ready to write your query. A good query starts strong, and never lets up until the editor is sold. Follow the two newspaper dictums; The five W’s (who, what, where, when, why) which explains the story immediately, and “the inverted pyramid” which emphasized putting the most interesting information first. You’ll lose the editor’s interest if you save the best for last, and always remember EDITOR’S CUT FROM THE BOTTOM UP!

5. 3 Main Sections to a Query:

a. The Lead Paragraph
b. The Summary
c. The Author’s Bio.

Each has a specific purpose: first, tell the editor what the story is, then why she/he should buy it, and finally who is going to write it.

The Lead – is aimed to hook the editor and make them want to continue reading.

Once you’ve grabbed the editor’s attention, move directly to a summary of the article.

Summary – This section should convince the editor that you know where you want to go with the article; it should outline the points you plan to cover or provide factual information about your topic – giving only enough to prove that your story is real. Here you can mention your sources. Tell the editor who’ll you’ll be talking to, and if experts are they on the cutting edge of today’s technology. Also include here a working title for the article. Don’t spend a lot of time trying to get a provocative headline, because titles are often changed by the editor before publication.

Author’s Bio – is where you sell yourself as a writer to the editor now that you’ve sold him/her on the idea. Don’t be bashful; editors expect a bit of sell in the bio. There’s nothing wrong with saying, “I’m highly qualified to write this article because…” if a convincing reason follows. Start your bio with your publishing credits, and include magazines similar to the one you’re pitching if you can.