Customer Service Principle

Throughout business history, companies have introduced grand strategies designed to raise their levels of customer service. They soon discovered, however, that the strategies were the easy part. Getting employees to buy into the strategy and make it work proved more difficult. Not surprisingly, results were usually doomed to failure from the start.

This inability to "close the deal" has been a perennial cause of puzzlement and frustration to company executives. They assumes that once strategies are unveiled, employees will implement the program in such a way that customers notice an increased level of customer service.

Wrong. Not only do sales and service not rise; morale goes down with them! The reason? The assumption that customer service can improve without employee commitment. All too often, management forgets that strategies and programs start and end with their people.

This assumption is a throwback to the thinking of the American Industrial Age when employees were reduced to a component of production, not unlike a piece of equipment.
Industrial age thinking was based on the concept that employees did not want to work and were definitely not concerned enough to do quality work. Employees were given orders, and except for breakdowns (injury or illness), tasks were grudgingly completed. Of course time has proven again and again that employees DO want to work, they DO enjoy their work, and they want to care about the quality of their work. Research has shown that work plays a huge part in a person's self esteem, self worth and personal happiness.

To turn your strategy into reality, you must create an environment that builds employee pride and quality. It is absolutely vital that customer service be a long-term, everyday commitment that employees believe in. Otherwise, employees will think it just another passing management fad that will fade away after a brief flurry of activity like so many other programs. They've seen it all before and if they don't believe it, it won't succeed.

To illustrate the difference in employee attitudes consider this parable. An observer passed by two job sites and asked one employee from each what they were doing.
Employee one: I'm working like hell for too little money.
Employee two: I'm building a cathedral.

Notice any difference in attitude? One was sold on the project and therefore became part of it, while the other was merely a part of the machine. Which employee would you want representing your establishment?

Customer Service Principles:
•Commit to excellent customer service. Live it, breathe it, believe it, and reward it.

•Sell the employees on the whole, not just their part.

•Ensure that any Marketing initiatives emphasize your employees, not just your products. When morale and pride go up, you can bet services and sales will go up. Make your employees feel they are part of an elite group.

•Ensure all customer contact employees have autonomy to accommodate their customers, even if it means bending company rules. Then take a hard look at those bent rules, and see if they need to be discarded entirely.

•Be better than your competitor by knowing your competitor. Take your key people out to a competitor's operation, and talk about what works there and what doesn't (after you've left, of course.)

•Finally, keep the focus on your people: They ARE your business!

Customer Service Radar

On multiple occasions I've heard colleagues and restaurant operators praise service personnel who have "it". "it" is difficult to define, but "it" makes customers happy. One facet of "it" is what they refer to as "table radar". M*A*S*H viewers know that "Radar" O'Really received his nickname because his "radar" enabled him to know what was going to happen before anyone else did. With "table radar" a server knows what the guest needs before the guest actually asks for it.

Since this talent for assisting customers before they ask for assistance can lead to extremely satisfied customers it is appropriate to ask if this is a talent one must be born with or if it is a skill that can be learned. I believe that this is a skill that can be learned and developed. Servers with "table radar" have the ability to "read" the customer's face and postures and to detect subtle cues that lets them know the customer needs something. They act upon these cues and past experience to provide information, assistance, and sometimes products before they are requested.

To develop this type of "radar" the server needs to recognize that the customer is not as familiar with the menu as he or she is. The server must understand that even before many customers have the opportunity to express their need for assistance verbally they will show signs of bewilderment, confusion, or dissatisfaction on their face or in their posture. The customer may even show these outward signs before they are personally aware of their own feelings and confusion.

Once the server recognizes the customer's signs that assistance is needed, the server must overcome his/her own hesitancy to intrude and must be willing to approach the customer to offer assistance. Often the fact that someone offers assistance will trigger the customer's recognition and naming of their own needs, which they will express to the server.

Where the customer is either unfamiliar with the restaurant's offerings or undecided about what to order, it will be necessary for the server to describe what options are available, i.e. specials of the day, house specialty, etc. The information to be communicated may relate to menu items available, drink specials, special of the day, house specialties and/or specific products that the server feel will suit the customer's needs and wants at the moment.

Good servers make the customer believe that they have made a wise choice by affirming the decision and they act to see that the service and the quality of the product are of high standards. These actions are applicable to any staff-customer interaction. So the server must learn to let the customer know that they have made a wise decision ( even if the server would have made a different choice) and they must follow through to see that the customer receives excellent service.

Finally, like any other skill, the development of customer "radar" is not a one-time event. This skill must be practiced over and over again until the server becomes proficient at it. As the server repeats this proves the server will become more skilled at recognizing those customers who have unexpressed needs. The server will be more comfortable approaching the customer, will be better able to describe the available options, and will be able to confidently affirm the customer's choice and provide a satisfying customer experience.

To make this process more memorable, I have described the process using the first letter of each of the five steps listed to create the acronym "radar".

Recognize the customer and the possibility that they may be confused, seeking
additional assistance or service.

Approach the customer and make it known that you are available to assist them by providing information, services and products.

Discuss the customer's need and the options available to satisfy them.

Affirm the customer's choice and Act to deliver the product or service selected.

Repeat repeat, repeat until the process becomes automatic and you can use your "radar" to provide exceptional service to customers.

Defining Customer Service: The Customer Perception is Our Reality

You might not be able to define service, but you know it when you find it, and so do our customers. Countless seminars, books, articles have been written on the subject of service. Every company touts service as its goal, but service is an elusive concept which is extremely difficult to measure and evaluate.

Service is elusive and intangible, but it is the life's blood of the hospitality industry so we must ask ourselves, "What is customer service?" In today's competitive marketplace service is the most important thing a company has to sell. It truly makes the difference when two businesses have the same product. If service was just smiling or getting food onto the table on time it would be difficult enough, but we know it is much more complex than that.

We've been told over and over, every time we come in contact with a customer, that we make a good impression or a bad one for the organization we represent. The gurus have taught us that these are called the "moment of truth". That being the case, the first moment of truth takes place with a genuine and personal touch as soon as the guest walks in the front door. This sets the tone for the rest of the experience, and it gets even better, the dining experience will be unforgettable.

If you consider the effect that one person can have on the entire experience, and multiply that by a dozen or more employees, the moment of truth have increased exponentially. The first rule of service is simply to find the right people with the right attitude, and then teach them the rest. Let's face it, serving techniques can be taught; sophistication has to be acquired. It baffles me that during the interview process more employers don't ask prospective employees what they think customer service means.

Customer service is difficult to explain, and difficult to understand. The people who know best what customer service is, are customers, because they are the ones who know what they want. And because they are the ones who know what they want, it is the customers we should be listening to. Simply by accommodating the requests of your customers you create a demanding customer. And a demanding customer is not a bad customer. When you accommodate requests and your demanding customers go to another restaurant, they'll be disappointed if they don't get the service equal to what you have created. Hence, demanding customers equal profits.

As we continue to try to define customer service we find that there are some basic truths. To understand those truth you have to realize that customer service has to always be define from the customer's perspective, not the operator's. In fact, we need to remember, the customer's perception is our reality.

We all know that successful service is not a one-time event; you have to work hard at it.It is only as good as your last encounter. It is a production and it goes on stage every day at the same time, and it's live. There's not practicing; there's no rehearsing.

Ambiance at your restaurant can be overwhelmingly beautiful and your food delicious, but when service suffers the dining experience will be mediocre at best. The importance of customer service is forever clear: even the most delicious lobster isn't good when service is poor, because poor service leaves a bad taste in your mouth.

I know not all chef owners will agree with this statement, but I'm a firm believer that a good server can save a bad meal, but a great entree can't bail out a bad server. In my many years in the industry I've found that when I took care of customers extremely well and made them a focal point, profits in evidently flowed.

Executives around the world recognize service as the most important tool a compant use to differentiate itself from the competition. Therefore, they also realize that the most important people in any company are those who provide service. J.W. Marriott Jr. said "Service people are the most important ones in the organization. Without them there is no product, no sale, and no profit. Indeed they are the product. Service is and should be a high calling."

It is important for us to remember that guests are at our restaurant to spend money, and we should not deprive them of that opportunity. This is an industry where we have to constantly train, and when we are done training, train again, and then train again. It is human nature to under-learn and over-forget. Hospitality employees will tell you, "I already know that one." That's great, but it doesn't matter if they know what to do, it matters if they do what they know.

We've all heard the phrase, "You never get a second chance to make a first impression." The first thirty seconds sets the tone for the entire experience. The most important first step for anyone in our industry is creating a bond of trust and credibility with our guests. This is what we call rapport. The essence of rapport is commonality. People like people who are like themselves. If it's true that almost everything you become and accomplish in your life is with and through other people, then the ability to create rapport with other people is the most important skill you can learn. That being said, it is easy to understand why the main challenge in our business is to manage these millions of moments of truth every day. That means managing hundreds of encounters with customers each and every shift, because it is in fact service that determines how much money they are going to spend and how much you're going to make.

You can't sell something you don't know anything about, and you won't suggest something if you don't know anything about it. Closing a sale is actually a transfer of enthusiasm. It is hard to be enthusiastic about something you don't know anything about and you can only sell something to the degree that you believe in it. You impress your guests when you are able to answer all their questions with authority.

It is important to remember that in every service opportunity there is sales opportunity, and in every sales opportunity there is service opportunity. You can have the best product in the world, but if you don't sell it, you still have it.

In this industry, we throw word "service" around like it's a basketball. In the writing of this article, I feel like I'm preaching to the choir, but it comes back to that basic premise that it is not what you know that matters, but doing what you know that matters.

Caring is the golden key. You have to care that your guests get the best service and the best value, and that they have the best time they could possibly have. When the guests know you care about them, that's when they are on your team. There's nothing better than having the guests be on your team; it is a win situation for everyone.

Service is an intangible product. It's a commodity that customers pay big money for these days and it's a word that's way overused. I recently read where it's the most overused word in the world.

"At one time in my life I thought I had a handle on the meaning of the word "service", the act of doing things for other people. Then I heard the terms "internal revenue service", "postal service", "civil service", "service stations," and I became confused about the word "service".
This is not what I thought "service" meant. Then one day I overheard two farmers talking, and one of them mentioned he was having a bull service a few of his cows. Voila! it all came into perspective, and I now understand what service is all about. Now I know what all those service agencies are doing to us"--Orionsky (pseudonym for on-line humorist and contributor to unsolvedmysteries.com).

Service, service, service. We spend a lot of time and money on training and retraining our employees about the importance of customer service, but we really never tell them how simple it can be. In fact, it is so simple it's mind-boggling. I have what I call the Simplicity Rule of Customer Service and it goes like this: "All you have to be is hospitable".

Being hospitable is the act or practice of receiving strangers or guest in a friendly and generous way. It's really that simple. All we have to do is hire people that are hospitable, and the rest comes easy. after all, we all know it's easier to train the technical side than it is to train the personal side.

In this industry, profits are not made by focusing on the larger details; profits results from focusing on the small details and caring about guests. You need to forget the macro, and focus on the micro. After all, when you really think about it, "It's the small things in life that are big".

Do Your Servers Understand the Magic Minute?

As a customer, we all know what tends to happen to our mood when after being seated we wait and wait to be recognized by someone.

A good rule of thumb, is for your guests to be greeted within 60 seconds after being seated. Any longer than a minute and the potential for irritation and frustration increases geometrically with each passing second.

During a service program I was conducting, a lady told me how a manager had impressed upon her the importance of recognizing the magic minute. One afternoon the manager got all the servers together for a minute and just before it started, dashed out to get something in his office. He returned and asked each person to write down how long they have been waiting for him to return. Most servers wrote down 4-5 minutes or more when in fact he had gone exactly "one minute".

A person's perception of time can be very different from reality. Especially when you're waiting, wondering if you've been forgotten, time can seem to creep by very, very slowly.

What a simple, yet brilliant way to demonstrate how important it is to greet and recognize every guest's presence as quickly as possible, within one minute after being seated. After a minute, the magic of the moment starts to wear off and the mood at the table starts to turn downward.

Say That Again? Seven Things Never to Say to Your Customers

I recently stopped at a local hardware store for a new bolt for a wheelbarrow. The only metal pin they had was too long. So, an assistant gladly volunteered to cut it down to size. As he was sawing away, one of the managers waddled past, scowled and snapped: "Doesn't he have a hacksaw at home?"

Honesty is the best policy and you should always be thruthful, but there's a difference between being truthful and being downright rude. A snarling attitude towards customers will not get you repeat customers. Good customer loyalty is the lifeblood of any business and comments like this only drive customers away.

We've all been on the recieving end of these sorts of remarks and customer service faux pas from businesses of all types and sizes, but that doesn't mean it's acceptable. We all have bad days, but that shouldn't become the customer's bad day too. Poor customer service loses business - fast. Here, based on my own stumbles down the rocky road of verbal iscues, is a sample of things that a client or customer or guest should never, ever hear from you or your staff:

1. "Why are you doing that for him?" This is pretty much what the hardware manager's flip remark meant. It may seem ludicrous to say it, but service for a customer - be it run of the mill or beyond the call of duty - should never be questioned in front of the person with the Visa card in hand. A business person that questions service like this will appear rude and entirely dismissive of customer service - a sure fire way to lose business.
2. "Are you sure you can afford this?" On a trip to a beautiful paradasiac destination, I wanted to surprise my wife by reserving the honeymoon suite at a luxury hotel, the Front Desk Manager, cajoled a member of his staff at the desk to "make sure he knows how expensive that suite is" before I even inquired about the detail of the price, which by the way I already knew. Of course- customers need to know the price of an item prior to purchase and that information is common courtesy, but beware of the connotations of suggesting an item is priced beyond a customer's means. This can taken as a direct insult.
3. "What an idiot that last guy was!" This was muttered by one server to another in a restaurant, as I was ready to pay for our tab. Needless to say, not every cient or customer is cherubic, but commenting on them to another employee - or even worse, a customer - is grossly unprofessional. This is tantamount to "bitchiness". People buy from people, and prefer to buy from people they like. Nobody likes to hear another customer sneered about. It makes customers feel uneasy, as they'll think you might say that about them when they leave your business.
4. "We don't have it." however siccint, this is a repeat offender, said most recently when I asked a grocery assistant if they carried a particular brand of olive oil ( after her four-word reply, the grocery assistant stared past me glassy-eyed as though she were looking for ships on the horizon). of course, businesses run out of stock or may not offer certain services or item, but just hearing "no" or words to that efect is tantamount to adding "And stay out!" Don't leave things hanging like that.
5. "What a _____name." (Choose "different", "funny", "unusual", "bizarre"", etc.) Don't misunderstand me, I know I have a, shall we say, esoteric last name. But I don't adore the attention I get when a niwit callously belittles my family moniker-belittling my very own identity. It would be far more diplomatic to ask how a person's name is pronounced correctly.
6. "I haven't a clue about what I'm talking about, but I'll rumble on regardless." this is the Brand X version of any number of ill-concieved remarks, ranging from the bank clerk who loudly gives a customer her mutual fund recommendations ("I hear you can make money in them!) to the doctor's office receptionist who tells a patient that she may need a biopsy.
7. "I only work here." This cliche' -most recently uttered to me by a waiter after the wrong meal was delivered for the third time -should be forewver buried. In four wretched words, an employees conveys a complete absence of enthusiasm or involment, let alone a willingness to address a problem. This does not bode well. All staff should ensure they know their own area and can politely pass a customer 's query on to the right person should it fall outside their area of expertise.

Leadership Skills - Part 3 - Lead Courageously

Today's environment demands that leaders make decisions that involve risk, and take their stand in the face of ambiguity or adversity. Managers who lead courageously confront problems directly and take action based on what they believe is right. They win the respect and commitment of others by standing up for what they believe; making decisions despite ambiguity; by supporting others who make difficult decisions; and by following issues through to completion in spite of adversity.
Valuable tips:

• Identify your most deeply held convictions. Use those convictions to guide your leadership.
• Give people the feedback they need even when it may be difficult.
• Openly acknowledge that your stand may be unpopular, and then explain why it is important for others to consider your point of view.
• Stand behind your people and back their decisions.
• Say "no" clearly and explain why.
• Attack problems, no people
• Identify the people in your organization or your team whose courage you most admire. Talk with them and learn how they act on their convictions.
• Talk with decision makers about how they arrived at their decisions and how they dealt with people's reactions. Incorporate some of their ideas and strategies.
• Use simple, clear language when communicating your position.
• When you see a need or problem that you wish someone would address, ask yourself if you could be doing something about it.
• In meetings, verbalize your concerns so they can be openly discussed.
• Determine if one of your veteran staff members has a chronic performance problem that no one has really addressed. Then deal with it.
• Identify the upper-level manager you find most intimidating or critical and make a conscious effort to be candid with this person during your next encounter.
• Honestly determine if you tend to avoid passing negative information upward.
• Report on both your successes and your failures with equal candor.
• Look at your staff and decide if you are spending more energy protecting them than holding them accountable.
• Step forward with a position of principle even when there is ambiguity regarding the facts.
• Take calculated risks. Ask yourself, "what is the worst thing that could happen?" and then decide if proceeding is worth the risk.
• After speaking up for what you believe is important, be gracious whether your ideas are accepted or rejected.
• Remember that being a manager is not a popularity contest. You may not always be liked, but you should be respected.
• Show the courage to let your people learn from their mistakes.
• Believe that you have the power to make a difference, and accept the responsibility of trying.
• Read books or watch movies that exemplify true courage in others. They can inspire you to strengthen your courage in dealing with work-related issues.

 

Avoiding The Perverted Inverted Pyramid

If you read from the works of virtually any recognized management guru, you will come across the notion of inverting the organization's hierarchy. The theory goes that by putting more decision-making into the hands of those closest to the "action", organizations will become faster, more adaptive and more effective. Inverting the organizational pyramid brings with it the notion of empowerment, in the service of better organizations.   

Well, that's the theory anyway. If you are a regular reader of our publications, you will be aware that we are firm supporters of inverting the pyramid, empowering staff, and moving responsibility and decision-making down to the people that are in contact with the recipients of government services. But, we do need to put these efforts into the context of real life, and to be aware of the pitfalls that are in our paths.   

The truth is that many organizations begin the inverted pyramid journey, but few actually succeed in reaping the benefits of the effort. It seems that far too many organizations are developing flat tires, or simply running out of gas, far from the envisioned destination. We are going to look at ways that organizations and managers end up perverting the inverted pyramid, so that if you are on the journey, you will be less likely to fail in your efforts.  

Structural Incompatibility  

There is no question that government is arranged in a hierarchical structure, with decision-making, accountability and responsibility vested first in senior executive, and then distributed down the line to other executives or managers. One only has to look at the chain of events that occurs when a public complaint is lodged. Often it will be sent to the Minister, who, with involvement of executive assistants, will pass the concern on to the Deputy Minister, who will, in turn, move the "investigation" to lower levels in the organization. The process is indeed hierarchical and traditional, moving from top to bottom. The bottom line is that, structurally, the Minister, and senior executives are ultimately responsible for what occurs in their bailiwicks. In a sense, since senior officials are held responsible, it is in their own self-interest to be involved in decision-making that may ultimately come back to haunt them, and to use their organizational power to satisfy their own needs and those of people at the top of the traditional pyramid.   

So, we run into a basic incompatibility. We have governments structured in traditional hierarchical ways, with power and responsibility at the top. On the other hand we know that customer service decisions are often best made by those at the bottom of the organization. Experience tells us that in almost all cases, where there is a conflict between the notion of empowerment, and the needs and wishes of senior executive, the needs and wishes of executive will prevail. This doesn't necessarily occur as a result of the actual people involved, but simply is a result of working in organizations that are traditionally hierarchical. This traditional structuring places limits on efforts to move power downward. The inverted pyramid can be perverted. The new way of doing things is quickly perceived as window-dressing.  

Management Limitations  

While structural incompatibilities make inverting the pyramid difficult, there are other powerful and important factors that pervert the process. Many of these, unfortunately, fall into the area of limitations, or short-comings on the part of individual managers and executives.   

We know enough about empowerment, team development and leadership to state that empowerment and pyramid inversion require some special qualities on the part of leaders and managers. When these qualities are not sufficiently developed, the process of inverting the pyramid can become stalled. We can identify a number of such competencies or attitudes:  

• perseverance in the face of frustration
• consistency in terms of decision-making processes
• trust in the abilities of the staff
• genuine desire to share power
• coaching abilities to help develop core skills on the part of the staff
  

Lack of Development Resources 

lnverting the pyramid requires new skill sets on the part of staff that are going to be empowered. The more hierarchical and autocratic an organization is before attempting to invert the pyramid, the more likely necessary skill components will be lacking. It isn't surprising. Some people think that empowering staff will be immediately welcomed by staff, and that given an opportunity, staff will take the opportunity like a duck takes to water. Experience tells us otherwise. Staff will show some degree of cynicism and even resistance. And they will founder at the start, particularly if they are not used to using effective decision-making, problem-solving and consensus building techniques.   

Further, staff in the inverted pyramid need different kinds of information, compared to those in traditional organizations. They need to know the "bigger picture" -- the goals of the organization, its purpose, and how they fit in to them. This enables their decision-making to be consistent with what the organization is trying to accomplish.   

When development resources are not allocated to build skills, or where staff are not given the information they require to make empowered decisions, flipping the pyramid will result in poor decisions. Poor decisions tend to force managers and executives to revert back to a top-down way of doing things. 

The Most Common Failure Pattern  

Generally, when pyramid inversions fail, they don't do so randomly but share a common pattern Generally, there are multiple causes for the failure, usually including many or all of the above factors.   

Usually, pyramid inversion adventures are initiated by a well meaning manager. The manager introduces the concept to staff, and may also suggest mechanisms to empower staff (eg. team structure, meetings, etc). While the manager may be enthused about the possibilities, often he or she has not thought out the implications for him/herself. Employee reactions tend to be mixed -- some will be enthusiastic, some neutral, and some cynical or resistant.   

Within the new structure, insufficient information will be provided, and as with most changes, some frustration and confusion will result. But what separates the successful inversions from the unsuccessful ones is the ability of the players to resolve the frustration and confusion early on. Failed attempts tend to create more and more frustration, the longer the process continues.   

Given insufficient information, and lack of core skills, employees have difficulty making decisions that are acceptable to the manager. What happens is that in most organizations, the fundamental structural incompatibilities regarding responsibility and accountability push the manager into reviewing and/or altering decisions made by staff, or rejecting many suggestions. Staff read this as being inconsistent, and lose faith in the empowerment process.   

The final stage of collapse occurs as the manager becomes more frustrated. Initially the manager felt that empowering staff would require less involvement in everyday decisions, since these would be taken on by staff. What really happens is that everything slows down. Decisions are reviewed and re-reviewed. Workload for everyone appears to increase, rather than decrease. At this point many managers eject from the plane.  

They begin to "take back" decision-making power, on the assumption that staff are simply incapable of making effective decisions. Sometimes this "taking-back" is subtle, and the empowerment strategy is slowly eroded until it disappears. Or, the manager simply announces that the experiment has ended. We might note that such defeats often leave the organization worse off than if they hadn't tried at all.  

Avoiding Perverting The Inverted Pyramid 

Such failures are often avoidable with proper preparation, and well thought out implementation strategies. We look at a few suggestions for engineering success.  

1. Recognize that you still work within a hierarchical structure. Lobby your executive for support and changes in the ways they interact with you. Further, when introducing your initiative to staff, indicate that there will be limits on what can be accomplished. In other words, don't create expectations that can't be fulfilled.  

2. Provide empowered staff with the tools they need to take on their new responsibilities. Be prepared, at least initially, to coach and support, or to bring in help from outside. Do not assume that staff will "figure it out".  

3. Persevere. These changes take time, and if you expect changes to occur too quickly, you may give up too early.  

4. Be as consistent as possible. The more often you take over the reins of a decision, the less likely staff will perceive you as being sincere. When you absolutely must make decisions without involving staff, explain why it was necessary.  

5. Make sure that frequent "checks" are made to see how the process is going. Don't just leave it. Encourage staff to assess and evaluate how the changes are going, and to make suggestions about how to improve it. Make it clear you don't expect everything to be perfect, but the goal is to improve continuously.  

6. Realistically assess your management style and interpersonal skills. Even your non-verbal behavior can derail a pyramid inversion. Be aware of subtle messages you may be sending.  

7. Listen! In the inverted pyramid, the managers listen more than they talk. if nobody wants to talk to you, then search out the causes and fix them.  

Training

When times are tough, smart business can pull ahead of the pack by investing in their employees. Now is the time to catapault your organization forward while others are floundering. If business is slow, you've got the time. It really is a very small financial commitment to make a big impact down the road.
There is a workable middle ground between the equally ineffective extremes of big business training bureaucracies and the "no-time-for-training-so-we'll-run-around-like-crazy-being-frustrated-all-day" approach of so many small businesses. It's called "Bottom-Line Training": YASE's training system that is designed for the real world for real small businesses that don't ever have "enough" time or people or training resources.

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