By: Denton

Denton — Thu, 20 Oct 2011 02:50:26 +0000

This story about the actor getting the right emphasis in a follow-up conversation with a colleague always reminds me of SNL’s “I am your mother!” skit–funny example of the stories we carry and how they affect our tone and body language.

By: jack sprat

jack sprat — Thu, 06 Oct 2011 15:46:10 +0000

love love love love it

By: Kit Sprague

Kit Sprague — Wed, 05 Oct 2011 16:35:47 +0000

Al – Your advice in this column is great…unless the customer is part of a large corporation, and the local contact has no control over payment timing. His reply could well be, “I understand your predicament as a vendor, but payment is corporate policy, and there isn’t anything I can do about it.” As a small business owner myself, I have firsthand experience with just such a customer attitude. It comes down to taking late payment or not doing business there any more. “My way or the highway.” No diplomatic crucial confrontation or conversation will get around that.
Some years ago, I was employed by a small company who prided themselves on being fast pay. A large Chicago corporation bought them and overnight the unwritten but official policy became that no one gets paid in less than 45 days, period. It is important to note that our vendors did not jump though hoops for us any more like they did when we were fast pay.
In my own consulting business, when I learn a client is slow pay, I just crank the interest into their initial quote. This seems fair to both parties, since the late pay interest is a contractual obligation that no one ever pays after the fact.
Regards,
Christopher B. (“Kit”) Sprague
President
MMS, Inc.

Comments on: Holding Clients Accountable

By: Denton

By: jack sprat

By: Kit Sprague