The Art of Client Service: The Classic Guide. Author(s). Robert Solomon. First published February Print ISBN |Online. The Art of client Service. Home · The Art of client Service Author: Robert Solomon. downloads the Client. Read more · the Client · Read more . R O B E R T S O L O M O N. The Art of Client Service This publication is designed to provide accurate and authoritative information in regard to the subject matter.
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Read "The Art of Client Service The Classic Guide, Updated for Today's Marketers and Advertisers" by Robert Solomon available from Rakuten Kobo. Sign up. Art of Client Service: 54 Things Every Advertising & Marketing Professional Should Know by Robert Solomon. Read online, or download in secure PDF format. Today's Marketers And Advertisers By Robert Solomon [site PDF Get Instant Access to The Art Of Client Service: The Classic Guide, Updated For Today's.
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Mundis Jr. Residency: Dr. He hasn't helped me much but clearly he feels he can do something for you which is great! The doc who initially referred me on to the spine team at VGH was the one who diagnosed the KFS and he believed my abnormalities were problematic enough that I would need "serious spinal surgery" at a future date.
My recovery was fast, 2 months after my surgery, I was able to go back to my normal life , Yoga, Hiking in the mountains, snowshoeing etc etc. Patient Populations SEA group. We offer a collaborative, comprehensive, and patient-centered approach to caring for patients who are living with pain.
Nikolakis is currently not accepting referrals. In , he returned to Dallas to join the W. The spine is complex and can be the source for a variety of painful symptoms. The Washington University Orthopedic Spine Center, conveniently located at our Orthopedic Outpatient Center in Chesterfield, provides comprehensive, specialized care to patients with acute back pain and neck pain.
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He completed a two year fellowship in spine surgery and spine research at Rothman Orthopaedic Institute and Thomas Jefferson University. Our institute at the University of Arkansas for Medical Sciences UAMS is the first building in Arkansas dedicated to the advancement of research, education and clinical care for disorders of the brain, spine and central and peripheral nervous systems.
I fatma said, have been suffering from severe back pain for ten years. Mohamad Bydon, a neurosurgeon at Mayo Clinic, will discuss minimally invasive spine surgery. He followed orthopedic residency with a fellowship in spine surgery at St.
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If it helps you solve even just one problem or t eaches you just one new idea or t echnique, t hen it will have served it s purpose well. If not , it s comfort ing t hat t he books brevit y, levit y, and clarit y make for fast and relat ively painless reading.
And failing t hat , at least t he cart oons are funny. Well, it does t o me.
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But as I was rereading t his book, I wasnt t hinking about advert ising. I t hought about my t wo bankers. One is a large, well-known invest ment firm wit h a long-t erm t rack record of success. The ot her is a small firm t hat isnt nearly as well known calling t hem a bout ique confers more st at ure t han is deserved wit h a much short er t rack record more impressive if st at ed in mont hs, not years.
For business reasons, I recent ly felt t he need t o consolidat e wit h one of t he t wo banks. Bot h banks performed well, wit h t he larger bank performing bet t er overall. Logic would dict at e I go wit h t he larger firm; at minimum, it would be much easier t o just ify in cockt ail part y chat t er. But for some reason, I hesit at ed. One reason was t hat t he larger bank had changed my rep t hree t imes in four years. The first t ime t hey made a swit ch, t hey invit ed me t o a meet ing and made a bit of a show t o gain my download-in, which I read as a way t o keep me from bolt ing wit h t he banker whod just left.
But at least t hey made an effort. The second t ime t hey made a lit t le less of a show. No meet inginst ead t hey sent a let t er. Short ly t hereaft er, I met my new rep; he sounded like a broker disguised as a banker. In our first meet ing, I t alked about liquidat ing some asset s t o t ake advant age of a real est at e opport unit y.
That made me feel right at home. Lat er, when I want ed t o move some asset s t o cash, I felt st rangely guilt y. In fact , every t ime I asked for money, I felt as t hough I was asking my dad for my allowance, only my banker was a good bit younger t han me.
In cont rast , when I spoke t o t he smaller bank, t hey always seemed more relaxed and whole lot less judgment al.
When asked, t hey offered good advice. When I had a quest ion about a t ransact ion, I could quickly get one of t he part ners on t he phone t o t alk about it. Service was never an issue; it felt as t hough t hey want ed t o keep my business.
The bigger bank? I wasnt so sure. I let t he smaller bank know t hat I was considering a consolidat ion. They responded t hought fully and wit hout pressure. Let us know, t hey said; wed be happy t o help if we can. Aft er many weeks of hand-wringing, I made a decision, which in realit y was no decision at all. I chose t he smaller bank. Aft er some prot est at ions t hat bet rayed a lack of graciousness, t he banker at t he bigger firm simply gave up.
He made lit t le effort t o discover t he reasons for my depart ure, which made me t hink it didnt really mat t er much and served t o validat e my choice. Had t his been a performance issue, my decision would have gone t he ot her way. The bigger bank performed bet t er. But it wasnt about performance; it was about service. And t his made me t hink about The Art of Client Service. Everyt hing t he smaller bank did right is cont ained in t he pages of t his book. A good friend of minealso an invest ment banker, I should addreinforced t his sent iment.
We live in a service economy, he said. Everyone can benefit from The Art of Client Service. Hes right , of course. Elsewhere in t his book, I recommend Malcolm Glad-wells Blink. On pages of his book, Gladwell t alked about t he doct orpat ient relat ionship: Believe it or not , t he risk of being sued for malpract ice has very lit t le t o do wit h how many mist akes a doct or makes. Analyses of malpract ice lawsuit s show t hat t here are highly mist akes a doct or makes.
Analyses of malpract ice lawsuit s show t hat t here are highly skilled doct ors who get sued a lot and doct ors who make lot s of mist akes and never get sued. In ot her words, pat ient s dont file lawsuit s because t heyve been harmed by shoddy medical care.
Pat ient s file lawsuit s because t heyve been harmed by shoddy medical care and something else happens t o t hem. What is t hat somet hing else? It s how t hey were t reat ed by t heir doct or. It isnt necessary, t hen, t o know much about how a surgeon operat es in order t o know his likelihood of being sued. What you need t o underst and is t he relat ionship bet ween t he doct or and his pat ient s. Theres more t o Gladwells doct or st ory t han appears here, so I urge you t o read t he book.
But his point is t hat relat ionships mat t er more t han t echnical expert ise. The Art of Client Service will be helpful if youre a doct or, a lawyer, a banker, an account ant , a financial advisor, a consult ant , an archit ect , a sales rep, or anyone else who cares about t he relat ionship you forge wit h client s. Virt ually all t he lessons I draw on from my failures will be relevant and meaningful t o you. Even t hough advert ising is import ant t o me and I st rive t o do it bet t er every day, you need not care at all about it t o gain somet hing useful from t his book.
Why Client Service Matters If you are in advert ising, you know t hat t he only t hing t hat really mat t ers is t he work.
Great work makes everyone want t o be a part of t he agency. Great work commands a price premium. Great work wins business. It s no surprise t hat most agency people figure t hat if t hey do great work, everyt hing else will t ake care of it self, including t he relat ionships t hey build wit h client s. When I joined t he advert ising business, t hat s pret t y much what I t hought. Theres just one problem wit h t his assumpt ion: it s wrong.
Great work does not shield you or your agency from client loss. You can do great work and st ill get fired. The agency wrot e t he line, t he ult imat e driving machine, which endures t o t his day. BMW kept t he line, but t hey didnt keep t he agency. Ammirat i and Puris is not alone. It s no longer Taco Bells agency. Deut ch did great work for Ikea. It s no longer working wit h Ikea. It s no longer Schwabs agency.
You can make your own list ; it probably will be longer t han mine. So what went wrong? We know it wasnt t he work. The work was great. Then I t hought about all t he agencies whose work fell short of t he mark yet somehow managed t o hold ont o t he business.
One of t he best examples is Fallon and Unit ed Airlines. Aft er Fallon won t he Unit ed business, it launched t he Rising campaign. Wrong message, wrong t ime. People knew t ravel was hell; t hey were t ired of t he empt y promises most airlines made. Yet t he Rising ads clung t o not ions of romant icism t hat every savvy t raveler knew t o be false. Not surprisingly, t he campaign met uniform crit icism. Fallon is a t errific agency, but t his was bad advert ising.
So bad, in fact , t hat you would t hink Unit ed would have gone searching for anot her agency. But t hey didnt. They st ayed wit h Fallon unt il Fallon got it right. Why was t hat? One report claimed t hat t he close personal relat ionship bet ween Pat Fallon and Unit eds chairman kept t he agency in good graces, even when it s work was far from st ellar.
What went right? We know t hat it wasnt t he work. I used t o t hink t hat great work would lead t o a great relat ionship. Now I t hink t he opposit e: a great relat ionship leads t o great work. The reason is pret t y simple. Great work ent ails risk. Most client s do not want t o t ake risks; t hey prefer a safe ret reat int o t he world of t he merely good or, worse, t he dismissively average.
St ill, if t hey are going t o t ake t hat risk, t hey are much more likely t o do so wit h agency people t hey t rust. And t rust is t he very foundat ion of a great relat ionship. And t hat s why I say a great relat ionship leads t o great work.
And t his, in t he end, is why client service mat t ers. It mat t ers because t he work mat t ers. And creat ing great work is what drives and inspires all of us every day. As usual, t he deadline is t ight. You spring int o act ion, gat hering background mat erial, organizing a t eam, developing a budget and a schedule. In t hat init ial frenzy of act ivit y, dont forget t o ask your client , What do you want t his advert ising t o do?
It seems so obvious, and yet it s so easy t o overlook. You need t o begin every client relat ionship, and every client advert ising effort , wit h a clear underst anding of what t he client want s t o achieve.
Be sure t o ask about t he business goals, t he sales goals, and t he communicat ion goals. Ask about t he response t he client want s from t he key const it uencies: cust omers, prospect s, employees, company management , shareholders, t he press, and t he compet it ion.
Im all for client s having loft y aspirat ions, and for pushing agencies t o achieve t hem, but you should encourage your client s t o set goals t hat are in line wit h realit y. On more t han one occasion my client s have set object ives t hat were all but impossible t o achieve.
A sit uat ion like t his can t urn success int o failure, where t he problem isnt t hat t he advert ising fell short , but t hat t he goal was t oo t all. This is somet hing t o discuss, and agree on, at t he out set. This is not somet hing you want t o argue about aft er t he fact. When it comes t o goal set t ing, you should pay at t ent ion not just t o your client s company goals, but also t o t heir personal goals. Most of t he client s I know are ambit ious; t hey want t o achieve success for t heir companies, as well as advance in t heir careers.
Usually t he company and personal goals are aligned and mut ually beneficial. Occasionally t hese goals are in conflict. A client might be more concerned about prot ect ing personal t urf and power t han collaborat ing wit h ot her depart ment s t o accomplish bigger and bet t er t hings.
A client might be so fearful of making a mist ake, so int olerant of risk, t hat t he agency is unable t o do anyt hing but average, safe work. Personal agendas like t hesesomet imes hidden, somet imes quit e apparent can undermine your abilit y t o do t he best possible advert ising.
You must be aware of t hem, and t ake t hem int o account when you sit down t o define success at t he st art of a relat ionship or a project. It can be a balancing act , but remember t hat your first dut y is t o deliver on t he client s company goals. I once went a lit t le off course when it came t o set t ing a goal for a part icular ad campaign. My agency was creat ing some advert ising for a client I knew well. I t hought t he advert ising could achieve one result ; he t hought it could achieve a much higher result.
In a moment of misplaced cert it ude, I offered t o make a lit t le wager on t he out come of t he campaign. My client was a clot heshorse, so I suggest ed t he loser t ake t he winner t o a cert ain very exclusive mens st ore and download t he winner one it em of his choosing.
Wit h a smile and a laugh, he t ook t he bet. I was sure I would win, and figured Id pick a pair of socks or somet hing equally inexpensive. I didnt t hink my client had a prayer of winning. It t urns out t he advert ising achieved a result far great er t han even my client predict ed. A very happy problem t o have.
Because my client s est imat e was much closer t o being right t han mine, it was t ime t o t ake him shopping. My client was very gracious. He could have picked a new suit ; he could have picked a new coat. Inst ead, he chose a t ie, and t hereby let me off t he hook. Every t ime I saw him in t hat t ie, t hough, he would say, Want t o make a wager? It was our privat e joke. Theres no moral t o t his st ory except t o say, define success at t he out set , but dont bet on it. For advert ising agencies, t he hammer has been t elevision, and it can make every problem look like one t o be solved wit h a second broadcast t elevision spot.
Sure t heres radio, print , and out door, but t he biggest t ool by far in t he agency t oolbox is net work t elevision. These days, net work TV isnt quit e t he hammer it once was.
First came cable. Then t he Web. In recent years weve seen t he rise of guerrilla market ing t echniques and t he power of product placement.
Client s are invest ing more money in promot ion, sponsorships, t rade shows, and propriet ary meet ings and event s. Then t heres direct market ing, relat ionship market ing, and cust omer relat ionship management CRM.
In a world of ever-expanding market ing choices and fragment ing market s, you need t o be mult ilingual if you are going t o provide your client good counsel.
Youve got t o speak not only brand advert ising, but also every ot her discipline and medium available t o your client s. That requires you t o learn enough about each market ing discipline and media opt ion so t hat you can recommend t he combinat ion t hat will achieve t he best result s at t he most efficient cost.
You dont need t o become complet ely fluent in every market ing language; t here are nat ive speakers in every discipline and medium you can call on for help. The key is t o be t hinking about t he best combinat ion of market ing disciplines and media opt ions t o meet your client s needs, not about t he next big TV campaign. The advert ising business refers t o t his as being discipline and media agnost ic.
I t ake a slight ly different view.
I call it being deeply religiousabout delivering what s right for your client. Michael Weatherly officially made his debut as the titular jury consultant trial scientist on CBS' newest procedural Tuesday night.
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Art of Client Service
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Gaming Reviews, News, Tips and More.At first , business was great ; I had lot s of client s, including t he agency Id just left. ComiXology Thousands of Digital Comics. Tell the Publisher! As t he saying goes, There is always t ime t o do it over. Summary of Background Data. I founded Solomon St rat egic in I discovered t hat if you follow t he principles out lined in t his book, you will, in fact , have happier client s and well-support ed colleagues.
One of t he best examples is Fallon and Unit ed Airlines.