You would be surprised at the number of business people who have their customers to simply pay when and if they feel like it. I know of a tradesman who habitually holds bad debts like charms. For what reason? Most likely because he won’t bring himself to request the money and people can just intimidate him.

If you permit somebody credit, only do so if they have cleared their integrity to you by paying cash on delivery (COD) for some period. Moreover, you must check whether they have the funds to pay you – if not you should not do business with them. Don’t trick yourself into saying “I need the work” or “I need the sales”. It’s pointless in doing the job or providing the goods for zero if you aren’t paid.

If you are the sort of person who can’t request the money even when the work has been completed, try these hints:
Tell your customer that when the work is done with, you require cash or cheque. They will be likely to have it on them at at the finish date and you will not have to ask for your fee.

When you give out the quote, be sure your payment terms are evident.

Complete an invoice with your terms of payment clearly stated and hand the client the invoice when the task is finished. They can take the invoice and reactively realise they will pay it off now without you having to say anything. Fabricate a “nasty boss” who may flay you alive if you can’t return with the money for the service.

Organise your banking institution to set you up with Merchant facilities so you can accept credit cards for example Mastercard and Visa. The large majority of people own credit cards and it would stop the problem of the client not holding a cheque account or not having the right cash in their wallet.

Alternatively, don’t be frightened to hand over your goods til after the payment has been made. Know, until they have been paid for, the goods still remain yours.

If you plan to let a client credit, make sure you have the following contact information from them at a point BEFORE you give them credit.

• Name
• Address
• Phone number
• Bank name and address
• Account no.
• 3 trade references with their names, addresses and phone numbers

When you know all this detail, call the bank and make certain that they do have an account at there. Then, telephone every trade reference and request if they pay their invoices correctly or if there are any difficulties with them.

Most people will be willing to tell you if the person is troublesome. If everything is OK, allow them a moderate level of debt, say no more than $500 (depending on your business). Monitor the operation of the account for a few months before allowing this amount to be exceeded.

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When direct marketing is embraced to establish connections or relations between the marketer and the consumer, it is too easy to suggest that all forms of direct marketing communications achieve a closer relationship, a closer bond between the two parties. Such a conclusion exaggerates what generally happens in the marketplace.

Direct marketing is all about generating a direct response from the consumer and about direct communications to the consumer. A direct response is needed to generate better understanding of the advertising message or to motivate transactions. Direct communication is simply about media reach efficiency. Relationship marketing is a concept that transcends these pragmatic direct marketing objectives.

Kotler appropriately positions the concept of relationship marketing as one which applies principally to business-to-business situations:

Smart marketers try to build up long-term, trusting, `win—win’ relationships with customers, distributors, dealers and suppliers. That is accomplished by promising and delivering high quality, good service, and fair prices to the other party over time.

It is accomplished by strengthening the economic, technical, and social ties between members of the two organizations. The two parties grow more trusting, more knowledgeable, and more interested in helping each other. Relationship marketing cuts down on transaction costs and time; in the best cases, transactions move from being negotiated each time to being routinized.

Outside of `membership’ or `continuity’ programs, there are two basic ways to approach consumers. The first is with a product and price combination considered to be `the standard’. That is, the proposition is essentially of long standing and relies on the features and benefits being competitive. The second way, normally of short-term duration, is a `special offer’. Direct marketing textbooks are full of the theory, practice and case histories relating to `the offer’.

The choice of basic propositions or selection of special offers depends on the circumstances of the individual firm and its competitive environment. The right proposition or offer can make a world of difference to response cost-effectiveness.

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