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- Issue 81: April 2009
- Issue 80: March 2009
- Issue 79: February 2009
- Issue 78: December 2008
- Issue 77: November 2008
- Issue 76: October 2008
- Issue 75: September 2008
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- Issue 73: July 2008
- Issue 72: June 2008

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We are in the process of moving all of our articles to the new site.

In the meantime you can find them on the old i2P site.

This Day Will Pass

Barry Urquhart
International Conference Keynote Speaker

Issue 77: November 2008
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The crew of the 12 metre racing yacht “Australia II” was in Perth on Saturday, 27 September to celebrate the 25th anniversary of its historic victory in the coveted America’s Cup.
Many Australians will recall the extended overnight telecast of the memorable seventh and final race in the series.
Since that moment of national euphoria, we have experienced a cavalcade of highs and lows. Recall, if you will :-

· October 20, 1987 – the share market crash

· * 1992 – the recession we had to have

· * 1998 – the Asian currency crisis

· * April 2000 – the Dot.Com collapse

· * 2008, January 21 _ “Black Monday”

- * share markets around the world fell 24%

· * 2008, September 29 – “Manic Monday”. US Congress failed to pass legislation for the $700 billion recovery package

At moments like these I do not need nor consume a Mintie !!!
Rather, I read and reflect upon a sign which is mounted on my desk.
The words are telling:-
“This day will pass.”

Just to the right of that sign is another. It reads :-
“Things are happening out there, but if you’re not making them happen, then you are not managing.”

There is little sustainable advantage or benefit to be gained by waiting in the current economy for a rescue offering from the government, the banks, Big Brother, Peter Pan or Tinker Bell. Father Christmas won’t be on our rooves until the evening of 24 December and this year his offering may well be limited because of the credit crunch … no matter how good the boys and girls of business have been.

It’s perhaps timely to reiterate previous utterances in this series of ezine transmissions about not getting back to the basics, but rather never leaving the basics. In these turbulent times, they have a reassuring character :-

· * Cash is king

· * Communications – to all stakeholders, consistently

· * Plan long-term – manage short-term

· * Project and enhance the cashflow

· * Value and celebrate good people

· * Reinforce relationships

· * Be financially prudent

Oh, yes, don’t forget to have fun and smile… it’s infectious.


Hopefully, the following article text will give different meaning to the phrases “The Marketing Team” and the ”Sales Team”.

It is our firm belief that everyone, regardless of title, ranking or past preference must necessarily “man the battlements”.

Each has an important role to play to enhance communications, relationships, client education, customer service, sales and profits.

Do share the article with your people and with all of those in your network.


Talk is cheap… but invaluable.
Sadly, many of those wishing to buy, invest or do business at present are finding it hard to find someone to speak to.
Outward bound telephone calls from companies have fallen in recent times as confidence among staff members has plummeted and anxiety levels have soared. This is particularly noticeable in the broad finance sector, including professionals in financial planning, mortgage broking, risk insurance, stockbroking and banking.
Clients and customers appear to be keen to discuss, not accounts, but accountability.

Refreshingly, the better performing businesses are those which are encouraging and facilitating all their people to be open, accessible to and engaging with suppliers, associates, customers and loyal clients.

The delineation between frontline service providers and background support staff has been removed. In these turbulent times everyone, yes everyone, is part of the marketing, sales and service teams. This is a very salient message for those in credit management.


“A change is as good as a holiday …” “A different perspective provides new insights”

The underlying philosophies of these statements are the driving forces for an increasing number of management teams. They seek to embrace a progressive strategy with the intent for an inclusive culture to be fostered, with attendant enhancements in performance, bondship and stability among staff members.
For example, the title, “credit department” has been changed to “marketing support”, or similar.
Key performance indicators have retained the pre-eminent need for financial prudence, but not complemented by a recognition that in the contemporary global business environment sales and marketing are impeded without effective, supportive and positive credit policies and practices.

Unquestionably credit managers and officers can and will make it happen. It is they who can address and redress widely held myths which have little or no foundations of truth. Among such are a belief by many existing and prospective clients that no-one is lending and that all credit terms are being wound in on all clients.
Clearly, there is a need for, and countless advantages to be gained from, a re-education and reassurance program for all existing, prospective and past clients.

The lessons are simple:

1. Without credit, business slows to a tedious, unprofitable grind.

2. Without re-education and reassurance, substantial sales opportunities are lost – primarily because of ill founded perceptions.

One fundamental in establishing and sustaining relationships is the need for a strong personal component.

Credit, along with service and support people, should be more than just the voice on the end of the telephone line or the initiator of a stream of “payment demand” emails and SMS messages.

A conspicuous, personal presence in the marketplace facilitates and promotes greater communication. Not surprisingly, when people talk, the topic often turns to business and as a consequence sales, profits and increased customer satisfaction evolve.
Indeed, it should be desirable, if not mandatory, for credit and support people to accompany sales and marketing representatives to the premises of clients at periodic intervals. The costs incurred are a foundation investment in long-term relationships and the well documented lifetime value of customers.
Above all else, the introduction of a credit and/or support person in the regular sales calls of representatives adds to the justification for the visit and provides a new focus on issues addressed.

It was former U.S. President Woodrow Wilson who said:

“The business of business is business.”

In the current turbulent environment it is not necessary, nor possibly appropriate to “talk up” business. Talking business will suffice. The benefits are direct and indirect, quantifiable and profitable.
Research has revealed that those businesses which maintain regular, positive content through multiple channels (read, different staff members) are consistently among the first paid.
This highlights further, the strategically important role they can and should be paid by creative credit and other “backroom people” who, correctly, identify their primary function to be marketing and sales support.

Imagine the impact that is achieved by credit people who personally phone clients who settle outstanding accounts within the standard credit periods to express their appreciation and gratitude. What a refreshing change to overbearing letters and telephone calls of “payment demands”.

Modern business is like politics. Few people are enthused or focussed on the processes of production or legislation. Interest tends to centre on the outcomes, advantages and benefits. In both scenarios a widespread need exists to repackage the entities, individuals, products and services. That is called marketing.

A change from credit management to marketing support has a nice ring to it. Or is that the cash register recording and banking another sale and establishing a closer relationship?


Barry Urquhart, Managing Director of Marketing Focus, Perth lectured full time for five years at the Curtin University of Technology in Western Australia. He regularly consults to entities, large and small on management, corporate culture and organisation effective issues.

Barry is an internationally recognised conference keynote speaker, author and business analyst.

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