If You Build It, They Will Come: Why REPUTATION Really, Really Matters to Customers—and How to Create a Great One from the Ground Up
If You Build It, They Will Come: Why REPUTATION Really, Really Matters to Customers—and How to Create a Great One from the Ground Up
Reputation is the new profit center for the 21st century. Think about it. Endless corporate scandals have made cynicism our "default" setting. Customers are just a Google search away from hundreds or even thousands of reviews on a company's service. And we're mired in a sluggish economy that has businesses and consumers cutting costs left and right. If you're not a reputable corporation, your lifespan isn't likely to be long. But no matter how many times you say you're an honest, trustworthy, customer-centered company, the proof is in the proverbial pudding. Reputation is built one person and one customer interaction at a time—and that means everyone in your organization must stay focused on creating a winning reputation.
"Customers have never been more skeptical or suspicious than they are now. They don't have the time and certainly not the money to waste on a company that doesn't have their best interests at heart. To overcome that skepticism, whether you're a B2B or B2C company, you must have a reputation for being credible and trustworthy. And reputations don't come about by chance, but by design.
Maintaining a good reputation in an age when disgruntled customers can reach millions with nothing more strenuous than the click of a mouse means making a conscious company-wide effort. Everyone must get in on the act: customer service reps, middle managers, marketing specialists, and more—all must strive to be the very best at their jobs. Collectively, their individual reputations will add up to your corporate one.
Here are a few reputation builders that you should focus on at your company:
Create clear company-wide reputation standards. It's important to have clear guidelines for reputation building so that everyone in your organization is constantly reminded of the kind of reputation they should be building for the company. Have your new hires and current employees sign a "Great Reputation Contract" that lays out clear standards by which everyone in the company must live.
Make sure everybody knows exactly what the standards mean and that a huge emphasis will be placed on the standards during their time with your company. Post the standards around the office so that employees are constantly reminded of the kind of company reputation they have committed to building. When an employee excels at meeting the standards, publicize his or her good work. Reward the employee in some way so that everyone else will be inspired to reach the same achievement.
Appoint a VP of Reputation for the company. Put someone in charge of reputation and make a big splash about it. Hold a company-wide meeting (perhaps even a kick-off event) and announce the identity of your new VP. This person will define customer service benchmarks, define shared values, monitor employee adherence to values, and designate the "dealbreakers"—those values that can't be violated at any cost. For example, maybe for your company it's calling a customer back within two hours or requiring that employees attend two reputation management meetings each year.
How do you find such a person? Well, you could always hire someone new, but it's even better if you can pinpoint an effective and loyal "people person" who already works for you and bestow the title on him or her. In fact, you might consider polling employees to find out which of their coworkers is best suited for the job.
It's important to be careful and thoughtful when selecting your VP of Reputation. Take it very seriously. He or she will infuse your company and everyone in it with a commitment to building a great reputation. And if you have a VP of Reputation, your employees will know exactly where to go for advice whenever they have a problem on the reputation front.
Hire the best people and keep them happy.Greatness attracts greatness. When you are known for being the best, good people want to be associated with you. What's more, they want to stay with you. So it stands to reason that you need to kick-start the greatness cycle now by hiring only the absolute best talent in the business, paying them well, and making sure they're engaged in and fulfilled by their work. (And yes, you might have to get rid of some dead wood—a painful but necessary part of the process.)
When you have the most talented people working for you, you'll know that your business is in safe hands. They become your reputation protectors. You won't have to spend as much time enumerating every reputation standard, because talented employees have been living them in their previous jobs and in their daily lives. Then it's much easier to stay ahead of your competition. That success will attract more top performers, who will generate more success, which will attract still more top performers. It's a self- perpetuating 'good reputation' cycle.
Ask for customer feedback. Here's a great way to take an honest assessment of your corporate identity and reputation: Ask anyone who will listen-customers, prospects, colleagues, friends, and family—about their experiences with your company. Make customer surveys and comment cards a staple of your customer service so that you are constantly getting feedback from your biggest critics. And once you've collected all of this feedback, act on it! Figure out how to solve the problems that you hear about and how to capitalize on those things at which your company excels.
And don't think that the feedback you receive must consist of only surveys and comment cards. If a customer compliments you on a job well done, ask him or her for a testimonial. Once you've collected these positive testimonials, post them on your company website and in your marketing mailings. It's a great way to spread the word about your great reputation.
Know who you are. Believe you can be better. Take stock of what kind of company you've got right now. What motivates you and the other leaders in your company? What motivates your employees? In which areas do you excel—and in which ones do you fall short? These are the types of questions you and your employees need to consider in order to assess your company's reputational strengths and weaknesses.
Remember that no company has a 100 percent great reputation in every aspect of the business. There's always room for improvement. If you do some digging and self-assessment and realize your company is in worse shape than you thought, don't worry. It's never too early or too late to change. Just start making positive changes now so that you can ensure that your company has a bright future. Set goals for your company's improvement and get your employees excited about building a great reputation.
Appearance really does count—so upgrade your image. However firmly you believe the adage "You can't judge a book by its cover," you must realize that customers and potential customers will. If they see a messy office space and unprofessionally dressed employees, they'll question what kind of work ethic your company really supports. In the same light, if they receive pristinely packaged products from your company and interact with professionally dressed employees who are always polite and respectful, they'll feel you are more credible.
In the same way people are told to dress for the job they want and not the one they have, your organization should 'dress' for the reputation it wants to build. Visual credibility plays a major role in building a great reputation. It will be much easier for your company to build and keep a great reputation if you and your employees dress professionally, if your office space is clean and well-kept, if your product packaging is unique and practical, and if you treat customers with respect during in-person meetings and on the phone.
Become an industry headliner by specializing in a market niche. In your company wide self- assessment, you may find that the reason your business has a subpar reputation is because it is spread too thin. Concentrating your business in a single industry niche allows everyone within your company to maximize their expertise, credibility, and reputation. And it helps the company put out better products and provide better service. Consumers today have big challenges, and they want proven solutions from a company that understands the specific nuances of their problems. They don't want generalists.
Think about it—how often is the best place in town for a great sandwich also the best place for pizza? Not very. You usually go to one place if you want a great sandwich and a completely different place if you want great pizza. No one can be all things to all people, and that includes you. Find out what your company does best, which product or product line sells the best, or which service is requested the most, and make that area your company's specialty.
When you must choose between character and cash, go with the former. When you think about someone with good character, what traits come to mind? Integrity, honesty, humility, and a commitment to helping others? These are all elements you and your employees should possess. What does having good character mean in terms of how you run your business? It means that neither you nor your employees ever lie to a customer, even if it means you risk losing their business. It means refusing to take on a client who has shady business practices or who has disrespected one of your employees. It means firing people who don't live up to your ethical standards. Good character will keep your revenue high, your relationships with customers strong, and will provide you with a reputation for being a company that people can trust.
Take a look at what happened to companies that didn't place traits like honesty, integrity, a sense of fair play, and respect for others on a pedestal. Do you really want your company to end up like Enron or WorldCom? Companies that eschew character for short-term financial gains will lose out in the long run.
Put your best reputation foot forward. When you've developed a legitimately excellent reputation, don't be afraid to spread the word. Develop marketing messages about your company that articulate its positive reputational traits. Use public relations campaigns, results-oriented marketing, and value- providing networking to convince potential customers who aren't sure what your company is all about. Here are a few techniques you may want to consider:
-Advance marketing. This type of marketing can include e-mail marketing, e-zine newsletters, direct mail promotions, faxes, etc. First, do your homework on your targeted audience; make sure your list is well- defined and truly bona fide. Next, have a single, clear- cut objective for your fax, e-mail, or promotional letter. Then, make sure your communication is unique and will stand out. Finally, commit to frequent communications, not a one-time campaign.
-Personal contact marketing. This type of marketing involves either in-person contact with potential customers or telephone contact. It includes referrals and testimonials, networking, customer site visits, customer seminars, and association involvement. One suggestion: Begin building an advocate list. This is a list of 25 to 40 clients, contacts, and friends who you believe will refer you to the most new sales opportunities. Stay in touch with your advocates at least once a month. When they provide a referral, send them a tangible reward—say, a book, tickets to a game, or at least a thank-you card.
-Headliner marketing. This type of marketing includes public speaking, writing articles, and obtaining publicity. It thrusts you or other company leaders into the limelight as the specialist.
And remember: Make sure you stay on message in every marketing piece. Every time a customer sees an ad or receives a marketing e-mail from you, it should reinforce your great reputation and those positive traits you hold dear—honesty, authenticity, and the absolute best customer service possible.
Build goodwill inside and outside your company. You may already know that the word sell derives from the Scandinavian root selzig, which literally means to serve. And that's what every company should be focused on—serving its customers rather than trying to squeeze the maximum number of bucks out of them while expending minimum effort. Companies with great reputations serve their customers so fervently that an almost unbreakable customer loyalty develops. Building an organization so focused on serving starts from within. It starts with company leaders showing their appreciation for their employees and employees showing respect for their leaders and each other.
When goodwill is created within an organization, it will flow to the customers. Employees will try extra hard to please customers because they feel like they are doing something important. They won't hesitate to go that extra mile by staying late to make sure a customer's order goes out or by skipping lunch one day to listen to a customer's concerns. Eventually the consistently great service you and your employees provide your customers will come back to you two-fold, because satisfied customers not only remain loyal but also tell others how they were treated.
When you make reputation a central tenet of your business strategy, an interesting thing happens: Your people will benefit as much as (or possibly even more than) your customers. You'll create an organization of more fulfilled, successful, and happy human beings—and those are the kinds of employees who stand firmly by their work and who naturally talk up their company to anyone who will listen.
Think of it this way: an interesting pratice of the ancient Romans, who were known for their achievements in construction. When they finished building an arch, the engineer in charge was expected to stand beneath it when the scaffolding was removed. If the arch didn't hold, he was the first to know. Encourage everyone at your organization to build its reputation, and, in turn, their own, so that they can stand beneath it with confidence and pride.
If You Build It They Will Come Why REPUTATION Really Really Matters to Customers and How to Create a Great One from the Ground Up - To learn more about this author, visit George Ludwig's Website.
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Today's troubled economy and frequent news stories about unethical corporations have made having a great reputation a huge selling point. Here's how to create a reputation that customers will reward with their loyalty.
Reputation is the new profit center for the 21st century. Think about it. Endless corporate scandals have made cynicism our "default" setting. Customers are just a Google search away from hundreds or even thousands of reviews on a company's service. And we're mired in a sluggish economy that has businesses and consumers cutting costs left and right. If you're not a reputable corporation, your lifespan isn't likely to be long. But no matter how many times you say you're an honest, trustworthy, customer-centered company, the proof is in the proverbial pudding. Reputation is built one person and one customer interaction at a time—and that means everyone in your organization must stay focused on creating a winning reputation.
"Customers have never been more skeptical or suspicious than they are now. They don't have the time and certainly not the money to waste on a company that doesn't have their best interests at heart. To overcome that skepticism, whether you're a B2B or B2C company, you must have a reputation for being credible and trustworthy. And reputations don't come about by chance, but by design.
Maintaining a good reputation in an age when disgruntled customers can reach millions with nothing more strenuous than the click of a mouse means making a conscious company-wide effort. Everyone must get in on the act: customer service reps, middle managers, marketing specialists, and more—all must strive to be the very best at their jobs. Collectively, their individual reputations will add up to your corporate one.
Here are a few reputation builders that you should focus on at your company:
Create clear company-wide reputation standards. It's important to have clear guidelines for reputation building so that everyone in your organization is constantly reminded of the kind of reputation they should be building for the company. Have your new hires and current employees sign a "Great Reputation Contract" that lays out clear standards by which everyone in the company must live.
Make sure everybody knows exactly what the standards mean and that a huge emphasis will be placed on the standards during their time with your company. Post the standards around the office so that employees are constantly reminded of the kind of company reputation they have committed to building. When an employee excels at meeting the standards, publicize his or her good work. Reward the employee in some way so that everyone else will be inspired to reach the same achievement.
Appoint a VP of Reputation for the company. Put someone in charge of reputation and make a big splash about it. Hold a company-wide meeting (perhaps even a kick-off event) and announce the identity of your new VP. This person will define customer service benchmarks, define shared values, monitor employee adherence to values, and designate the "dealbreakers"—those values that can't be violated at any cost. For example, maybe for your company it's calling a customer back within two hours or requiring that employees attend two reputation management meetings each year.
How do you find such a person? Well, you could always hire someone new, but it's even better if you can pinpoint an effective and loyal "people person" who already works for you and bestow the title on him or her. In fact, you might consider polling employees to find out which of their coworkers is best suited for the job.
It's important to be careful and thoughtful when selecting your VP of Reputation. Take it very seriously. He or she will infuse your company and everyone in it with a commitment to building a great reputation. And if you have a VP of Reputation, your employees will know exactly where to go for advice whenever they have a problem on the reputation front.
Hire the best people and keep them happy.Greatness attracts greatness. When you are known for being the best, good people want to be associated with you. What's more, they want to stay with you. So it stands to reason that you need to kick-start the greatness cycle now by hiring only the absolute best talent in the business, paying them well, and making sure they're engaged in and fulfilled by their work. (And yes, you might have to get rid of some dead wood—a painful but necessary part of the process.)
When you have the most talented people working for you, you'll know that your business is in safe hands. They become your reputation protectors. You won't have to spend as much time enumerating every reputation standard, because talented employees have been living them in their previous jobs and in their daily lives. Then it's much easier to stay ahead of your competition. That success will attract more top performers, who will generate more success, which will attract still more top performers. It's a self- perpetuating 'good reputation' cycle.
Ask for customer feedback. Here's a great way to take an honest assessment of your corporate identity and reputation: Ask anyone who will listen-customers, prospects, colleagues, friends, and family—about their experiences with your company. Make customer surveys and comment cards a staple of your customer service so that you are constantly getting feedback from your biggest critics. And once you've collected all of this feedback, act on it! Figure out how to solve the problems that you hear about and how to capitalize on those things at which your company excels.
And don't think that the feedback you receive must consist of only surveys and comment cards. If a customer compliments you on a job well done, ask him or her for a testimonial. Once you've collected these positive testimonials, post them on your company website and in your marketing mailings. It's a great way to spread the word about your great reputation.
Know who you are. Believe you can be better. Take stock of what kind of company you've got right now. What motivates you and the other leaders in your company? What motivates your employees? In which areas do you excel—and in which ones do you fall short? These are the types of questions you and your employees need to consider in order to assess your company's reputational strengths and weaknesses.
Remember that no company has a 100 percent great reputation in every aspect of the business. There's always room for improvement. If you do some digging and self-assessment and realize your company is in worse shape than you thought, don't worry. It's never too early or too late to change. Just start making positive changes now so that you can ensure that your company has a bright future. Set goals for your company's improvement and get your employees excited about building a great reputation.
Appearance really does count—so upgrade your image. However firmly you believe the adage "You can't judge a book by its cover," you must realize that customers and potential customers will. If they see a messy office space and unprofessionally dressed employees, they'll question what kind of work ethic your company really supports. In the same light, if they receive pristinely packaged products from your company and interact with professionally dressed employees who are always polite and respectful, they'll feel you are more credible.
In the same way people are told to dress for the job they want and not the one they have, your organization should 'dress' for the reputation it wants to build. Visual credibility plays a major role in building a great reputation. It will be much easier for your company to build and keep a great reputation if you and your employees dress professionally, if your office space is clean and well-kept, if your product packaging is unique and practical, and if you treat customers with respect during in-person meetings and on the phone.
Become an industry headliner by specializing in a market niche. In your company wide self- assessment, you may find that the reason your business has a subpar reputation is because it is spread too thin. Concentrating your business in a single industry niche allows everyone within your company to maximize their expertise, credibility, and reputation. And it helps the company put out better products and provide better service. Consumers today have big challenges, and they want proven solutions from a company that understands the specific nuances of their problems. They don't want generalists.
Think about it—how often is the best place in town for a great sandwich also the best place for pizza? Not very. You usually go to one place if you want a great sandwich and a completely different place if you want great pizza. No one can be all things to all people, and that includes you. Find out what your company does best, which product or product line sells the best, or which service is requested the most, and make that area your company's specialty.
When you must choose between character and cash, go with the former. When you think about someone with good character, what traits come to mind? Integrity, honesty, humility, and a commitment to helping others? These are all elements you and your employees should possess. What does having good character mean in terms of how you run your business? It means that neither you nor your employees ever lie to a customer, even if it means you risk losing their business. It means refusing to take on a client who has shady business practices or who has disrespected one of your employees. It means firing people who don't live up to your ethical standards. Good character will keep your revenue high, your relationships with customers strong, and will provide you with a reputation for being a company that people can trust.
Take a look at what happened to companies that didn't place traits like honesty, integrity, a sense of fair play, and respect for others on a pedestal. Do you really want your company to end up like Enron or WorldCom? Companies that eschew character for short-term financial gains will lose out in the long run.
Put your best reputation foot forward. When you've developed a legitimately excellent reputation, don't be afraid to spread the word. Develop marketing messages about your company that articulate its positive reputational traits. Use public relations campaigns, results-oriented marketing, and value- providing networking to convince potential customers who aren't sure what your company is all about. Here are a few techniques you may want to consider:
-Advance marketing. This type of marketing can include e-mail marketing, e-zine newsletters, direct mail promotions, faxes, etc. First, do your homework on your targeted audience; make sure your list is well- defined and truly bona fide. Next, have a single, clear- cut objective for your fax, e-mail, or promotional letter. Then, make sure your communication is unique and will stand out. Finally, commit to frequent communications, not a one-time campaign.
-Personal contact marketing. This type of marketing involves either in-person contact with potential customers or telephone contact. It includes referrals and testimonials, networking, customer site visits, customer seminars, and association involvement. One suggestion: Begin building an advocate list. This is a list of 25 to 40 clients, contacts, and friends who you believe will refer you to the most new sales opportunities. Stay in touch with your advocates at least once a month. When they provide a referral, send them a tangible reward—say, a book, tickets to a game, or at least a thank-you card.
-Headliner marketing. This type of marketing includes public speaking, writing articles, and obtaining publicity. It thrusts you or other company leaders into the limelight as the specialist.
And remember: Make sure you stay on message in every marketing piece. Every time a customer sees an ad or receives a marketing e-mail from you, it should reinforce your great reputation and those positive traits you hold dear—honesty, authenticity, and the absolute best customer service possible.
Build goodwill inside and outside your company. You may already know that the word sell derives from the Scandinavian root selzig, which literally means to serve. And that's what every company should be focused on—serving its customers rather than trying to squeeze the maximum number of bucks out of them while expending minimum effort. Companies with great reputations serve their customers so fervently that an almost unbreakable customer loyalty develops. Building an organization so focused on serving starts from within. It starts with company leaders showing their appreciation for their employees and employees showing respect for their leaders and each other.
When goodwill is created within an organization, it will flow to the customers. Employees will try extra hard to please customers because they feel like they are doing something important. They won't hesitate to go that extra mile by staying late to make sure a customer's order goes out or by skipping lunch one day to listen to a customer's concerns. Eventually the consistently great service you and your employees provide your customers will come back to you two-fold, because satisfied customers not only remain loyal but also tell others how they were treated.
When you make reputation a central tenet of your business strategy, an interesting thing happens: Your people will benefit as much as (or possibly even more than) your customers. You'll create an organization of more fulfilled, successful, and happy human beings—and those are the kinds of employees who stand firmly by their work and who naturally talk up their company to anyone who will listen.
Think of it this way: an interesting pratice of the ancient Romans, who were known for their achievements in construction. When they finished building an arch, the engineer in charge was expected to stand beneath it when the scaffolding was removed. If the arch didn't hold, he was the first to know. Encourage everyone at your organization to build its reputation, and, in turn, their own, so that they can stand beneath it with confidence and pride.
If You Build It They Will Come Why REPUTATION Really Really Matters to Customers and How to Create a Great One from the Ground Up - To learn more about this author, visit George Ludwig's Website.
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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Cheryl MatthynssensCheryl is a life skills coach, licensed Chemical Dependency Counselor and a 20 year entrepreneur. Cheryl's dedication to achieving a life of balance led to her expanding her teaching from the simple managing of life's daily challenges to adding financial well being as well. A direct marketer with DrinkACT, she is gaining ground in the online community with her concepts of making sure business owners, entreprenuers and employees have well rounded life styles. She opened up a small affiliate site - The Balance Guide- to help others find resources for mental and emotional well being. Visit Cheryl's blog to see more of the diversity beyond business she has began offering online at www.thebalanceguide.blogspot.com - Visit Cheryl Matthynssens's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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Jay Kubassek(Jay's Full Bio: EvanCarmichael.com/jaykubassek) In five years, Canadian-born entrepreneur Jay Kubassek went from selling mufflers at a Midas franchise to revolutionizing Internet marketing with the 2004 launch of CarbonCopyPRO, a online marketing education company, now worth over $20 million with customers in over 160 countries.
As an independent film producer, his upstart film fund Aliquot Films is currently producing a films with Spike Lee and Abel Fererra (starring Ethan Hawke and Dennis Hopper.)
Jay's entrepreneurial spirit is irrepressible. He’s the owner of five companies, a professional speaker and trainer, international real estate developer/investor, extreme sport enthusiast and emerging philanthropist. Jay resides in NYC with his wife Jamie, son Milo and dog Cooper. Visit Jay's official website: www.JayKubassek.com - Visit Jay Kubassek's Website |
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