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3 Steps to Prevent a Website Access Nightmare

Don’t let this happen to you.

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WE SEE IT ALL the time. A new jeweler is ready and excited to get started with us. They can’t wait to see how the new ad campaigns and website changes will affect their business.

Then the jeweler realizes that nothing can get started. They don’t have the right access to their website or social media. Instead of watching new business roll in, our new client is wasting their time making phone calls, writing emails, and searching through files trying to get a hold of something called “FTP”. What does that even mean?

Don’t let this happen to you. Here are the three steps you can take to make sure that it doesn’t.

Step 1: Get Ownership

The first thing you want to do is make absolutely sure that you have a right to the information that you’re asking for. A common mistake is accidental ownership. Sometimes an old employee will set something up using their personal information or accounts, which is not owned by the business. Then they may leave not realizing that they were the only ones who could change anything. Many business owners don’t discover this until years later.

Another unfortunate situation is when the person or company that built your website, in fact, owns it! I know it sounds strange, but some companies will sneak this into their contracts as a way to lock you in.

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Whether you review your contracts or straight up ask, find out. Here are the properties to check for ownership.

  • Website
  • Domain name
  • Google Analytics
  • Google My Business (your Google business listing)
  • Social media accounts
  • Online directories (like WeddingWire or Yellowpages)

Step 2: Get Access

Properties You Own

Your business should have full access to the web property it owns. This means that you have the username and password for all of them. It also means that you have the challenge questions and answers. Finally, it means that the email addresses associated with each are email addresses owned by the business. Not employees or an agency.

Properties You Don’t Own

Sometimes you need access to things that you don’t own. For example, it’s common to have your website hosted by a different company than the one that’s doing your marketing.

While you don’t own or manage the hosting service, you still want to have FTP access to share with your marketing agency. FTP stands for “file transfer protocol” and it’s often needed for making website changes or adding bits of code related to marketing.

Here are the things that you want to get access to:

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  • Website login
  • Domain name
  • Website Hosting login and/or FTP
  • Google Analytics
  • Google My Business (your Google business listing)
  • Social media accounts
  • Online directories (like WeddingWire or Yellowpages)

Step 3: Get It Together

Once you have all of this information together, the biggest mistake you can make is making it easy to lose. Don’t let passwords sit in your email inbox. You’ll never see it again. Instead, get everything organized in one place.

Option 1: A Master Password Doc

You can create a spreadsheet in Google Docs to keep all of the business’s passwords. This has the benefit of automatic revision history. At any time you can look through the document to see who made changes and when. This is super handy if you need to see an old password.

Option 2: A Password Manager

This is the more sophisticated and secure option. Password manager services provide benefits beyond keeping your passwords. They can auto-fill the passwords for you and even enable you to selectively share your passwords with others. LastPass is one with free options, but their paid plans are inexpensive and worth it. 1Password is another popular option.

Proceed with Confidence

When you have the ownership, access, and storage of all your digital properties figured out, nothing feels better. You can easily work with and give access to any agency or new hire. You can wish employees who are moving on a friendly farewell instead of wondering what might be leaving with them. Best of all, you will have prevented the website access nightmares that plague other business owners.

Do you want to work with an agency that knows how to keep you in control of your online presence? Email us at suits@fruchtman.com.

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Charles Pobee-Mensah is the director of digital marketing for Fruchtman Marketing. Contact suits@fruchtman.com.

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David Brown

Here’s How to Make Your Biggest Sale Ever … Again

To reproduce your highest-priced sale, you have to show the right product.

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CHANCES ARE YOU easily recall the single highest-priced item that you’ve ever sold in your store — the adrenalin rush of seeing it appear on your terminal or as a line item in your reporting or maybe a deposit on the bank statement. The excitement of moments like this makes retail worthwhile.

Assess how it happened. What were the circumstances of that particular sale? Did you consciously create the opportunity, or did it fall in your lap?

A better question is, have you consciously tried to reproduce it?

Perhaps you thought you got lucky and it was a one-off sale. Yet, the reality is that if you did it once, you can do it again.

Let’s assume the item was a diamond ring, as that’s the most likely scenario. Do you have anything in your inventory at that price range? Perhaps it was a custom piece made for someone; nevertheless, chances are you do not have a similar piece displayed in your store.

The challenge is that your current inventory influences your customer’s perception. If your diamond rings range between $10,000- $20,000 retail, your customer will see you as a store that offers fine jewelry up to $20,000. A customer who is willing to spend $50,000 may not see you as the place to shop, causing you to lose these potential luxury sales.

We are not suggesting that you rush out to buy a lot of $50,000 rings. Instead, work out an arrangement with one of your top performing vendors that will allow you to showcase these higher-priced items. Remember, if you hope to sell a $50,000 ring, you may need to show a $70,000 one to get the market interested. Customers will seldom spend more than you show them.

The best way to reproduce your highest-priced sale is to make sure your inventory includes those price points and to prominently display them in your store.

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David Geller

Here’s How To Calculate How Much Your Jewelry Salespeople Should Earn

But that also requires that you let them make sales.

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A JEWELER EMAILED ME this question: “I have always heard that a jewelry sales associate should sell 10 times what they make as a gross wage. Do you think it is still true today? What about associates with other responsibilities who aren’t always on the sales floor?”

Here’s your answer: 10 times sales as salary (or being paid 10 percent of what you sell) is “sort of correct.”

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The number is actually between 8 to 13 times their pay. If they sell 8 times (or cost you 8 percent of their sales), they are very efficient. If their cost is closer to 13 percent, they are inefficient.

So if a salesperson is paid $35,000 a year, they should sell between $270,000 to $437,000.

But here’s the question: How much do you personally sell out of total sales of the store? That includes product sales, appraisals, repair and custom.

If the store does $700,000 in sales and you only wait on diamond customers and your sales are $500,000, then that leaves a remaining $200,000 available for sales staff to sell. So the salesperson is physically unable to sell even the minimum of $270,000, much less the higher end.

Take your sales away from the total and see what’s left for staff to sell.

Don’t tell me what they could do to bring in more sales. That’s an excuse. Why? Because you have to be the sales trainer.

You’d have to train them to:

  • Increase their average dollar sale.
  • Try to add on to what is sold to each customer. Goal would be add on to 25 percent of their sales.
  • Keep a client book of some type, keeping track of birthdays and anniversaries and contacting customers to remind them to buy something for these events. This starts with sending thank-you cards after every single sale.

If you’re too busy to be a sales manager, then don’t complain that they don’t sell enough.

What about employees who have other duties? That makes it impossible to sell 10 times their pay if they are only on the floor 15 hours a week out of 40. They would be considered “fill in.” Just pay a salary or wage and be done with it.

But if you wanted to pay them some type of bonus or commission plan, you’d figure out what percent of the week they are on the floor. So in this example, if the employee is on the floor 15 hours out of 40, then 38 percent of his workweek is selling. If he makes $35,000 a year, 38 percent of it is equal to $13,000 of his pay to be on the floor selling. Divide $13,000 by 0.08 and 0.13, and his sales should be $100,000 to $162,000.

There are many ways to compensate for excellence in selling. When I was a store owner, I paid straight percent of sales. You can pay a percentage of the gross profit, which ensures that the more they discount, the lower the percent of profit you pay. There are spiffs: sell these things over here and I’ll give you a set amount of money. There is share: if we all reach a goal amount this month, I will give everyone an amount of money. Or you can give things: sell so much or a particular item, and I’ll give you tickets to a show/fancy dinner out/day off/spa day.

All salespeople come to work with their car radio set to WIIFM: “What’s In It For Me.”

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Shane Decker

How to Close a Male Buyer When You Know the Female Wants the Product

He needs to hear her say “yes.”

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HOW DO YOU CLOSE a bridal or anniversary ring sale when you know that the woman is making the decision on the product, but the man is the one making the purchase? You have to make two presentations at the same time — one that delivers peace of mind and freedom from risk (for him), and one that delivers on style and sentiment (for her).

Let’s say you’ve gone through your presentation and sold cut, clarity, color and carat weight, and explained the lab report, and the man is satisfied with the diamond. The presentation is just getting started. The woman wants to look at different shapes, try it on, take pictures with it and wear it.

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After you’ve built the relationship, ask selling-specific questions to both the man and the woman to find out exactly what they want. Eventually, you’ll know from conversation that the price is right, the diamond is correct and she loves the mounting. Now you’re in the 30-second window when it’s time to close the sale and the woman’s made up her mind. Sometimes you have to ask the wearer of the ring the proper questions so that the purchaser of the ring can hear answers to give him self-confidence to buy. You use the woman to help close the man.

Make sure she is wearing the ring when you ask these questions, and that she‘s looking at the ring during the conversation. He is going to hear a series of questions from you to which she will answer, “Yes.”

Do you love this ring? Yes.

Would you want to wear this ring all day, every day forever? Yes.

Would you like to leave with this ring today? Yes.

Does it feel right? (If not we can size it.) Yes.

Is this the diamond of your dreams? Yes.

He has heard five yeses. Now you can look at him and say, “She’s found the ring and diamond of her dreams.” This keeps him from saying, “We need to leave and discuss this.” She’s made up her mind; this is the one she wants. Based on the answers she’s given, she wants to leave with it. My close here would be, “While we’re wrapping this up, how would you like to take care of this?” You should use a close that’s correct for your selling profile.

Quit closing the wrong person. Sometimes you have to close the wearer first to close the buyer.

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