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In the modern world almost everything is done digitally, both at home and in a storefront. Transactions, communication, and doing things by hand (such as counting change) have all been transformed with the advent of technology. Some store-owners still believe in training themselves and employees with some of the older methods though, which can be quite helpful. For this reason, credit card imprint machine are still popular and useful.

In a small business environment, each and every sale counts. Sometimes one transaction can truly determine the success of a single day. In these cases, it would bring about great loss if credit card payment options were not available. However, if the electronic point of sale system crashes, what is to be done? Such delays can cost store owners a significant amount of capital.

In addition to costing money, it can cost you something even more important: your customers’ trust. People often support small businesses because they feel that there is a stronger desire for customer service there. If stores cannot provide easy payment options for clients, they are likely to turn elsewhere. Convenience is an imperative factor in closing a sale.

Manual machines can quickly solve the problem. If the power is down, you can still serve your customers and verify their purchases. Also, it gives you an easy way to provide them with documentation of their purchase. Customers remember who gives them quick and easy transactions.

In addition to making it easier for the customers, manual machines make it easier for businesses. They allow you to have an imprint of the credit cards that you process. This makes things better in the event that someone attempts any sort of fraud. You have a back up to reference that also proves that you took every precaution while making your sale.

While it does protect you when you encounter dishonest customers, it also is a help to your good customers. Electronic credit card machines are subject to both technical and human error. People tend to swipe the cards rather hastily. If you train your cash handlers to make a manual imprint as well, it helps them concentrate and also gives your clients a paper record. This makes them feel more secure.

The low cost and convenience of these machines make things a lot easier for small businesses that are just starting out. It requires very little capital to get one, and aside from the machine and paper, you only need to be able to verify your transactions over the phone. It is very easy to learn yourself and teach your other employees, and gives your business a chance to flourish. So many people are in the habit of only paying with cards. If you want to be successful, it is smart to be of service to them.

In a fast paced world, it is important to know when to slow down and be aware of alternatives. These machines are great back up, and help businesses do just that. It is wonderful to be a part of the technology age, but even more essential to be organized and prepared for challenges.

Using a credit card virtual terminal gives you a load of benefits, with convenience being right at the top. Retailers use portable credit card machines for Point-of-Sale (POS) transactions each day. Find out more for free at our website.

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Customer Relationship Management has been with us over the ages, for as long as people traded with each other. In those days, the physical closeness in location between the customer and the supplier led to the relationship. Even in less developed countries and traditional societies such business models currently still exist. People congregated on market days and the customers usually buy from people they know, have bought from before. The supplier also knew his customers well, what they liked, how they liked it, what they did not want, and was able to deliver the customer’s needs and wants. And based on their knowledge of the customer, they could also add sweeteners to ensure customer loyalty, and bring in related samples to introduce their existing customers to new things. Their loyal customers then spread the word and introduced other customers to them. And gradually they became well known for what they sold or provided.

As countries developed and urbanisation took place, the physical distance between the supplier and the customer increased. Intermediaries and merchants developed to transport the product from the producer to the customer. To pay for their efforts they added their margins on top of the supplier’s price.

With increasing urbanisation and industrialisation, suppliers could no longer deal with their customers directly. They could no longer know their customers’ needs, wants, preferences, habits, and other characteristics that helped them to compete. The problem then arose of how to compete with products that are not tailored to customers’ needs. So they started building brands, and using advertising and mass marketing to persuade remote customers and compete for a greater share of the market. The flavour of the times were mass production, standardisation, strong universal brand, and a deep penetration of the market. However this involved a lot of guesswork, and some big mistakes were sometimes made. The disconnection with the customer also meant that direct-feedback from the individual customer was not available.

Over the years, competition became so fierce that mass marketing became inadequate in ensuring the brand, as customers could easily move to a competitor at any time. Relying on customers to remain with a business without bothering to interact with them is risky. It also became clear that not all customers are equally valuable to a business, and the focus moved to finding out what made a customer valuable. The way a customer interacts with the business can have significant impact on their loyalty and retention, so customer service gained prominence. Costs of acquiring and retaining a customer became really important, and it became clear that selling to an existing customer is cheaper than acquiring and selling to a new customer. Reducing the cost of selling and improving profits required more precise marketing, and this required the firm to be able to gather, retain, analyse and interprete customer data. However, this information gathering, analysis, and interpration was very complex, expensive and could not be easily done manually.

And then computerisation came, followed by the Internet. And it became possible again for suppliers to reach individual customers, connect with them and undertand their needs and wants. This enabled the firm to build a relationship with the individual customer, similar to that seen in the old days, and the field of Customer Relationship Management (CRM) was born. The aims of CRM for the supplier/firm is to deliver value to the customer at a profit, and to deliver that value so well that the customer remained loyal, and the supplier became a first choice for the product/service, with an enhancement of the supplier’s reputation and brand. For the customer, the value of CRM is to have a supplier who understands the customer’s needs and wants so well, that value was delivered at every interaction, with less mistakes. Since technology is very essential for delivery of the supplier’s CRM aims, for some people CRM became synonymous with the technological tools. And some CRM technology vendors and practitioners insisted that their interpretation of CRM was the truth. These differing views affected the implementation and use of CRM technology. Companies and suppliers using these different CRM technology also judged and defined them by their experience of how it met their business needs.

Technology has been the hero and the villain of CRM in practice. For some CRM worked and for others it did not, and the reason for failure was not always due to the CRM technology. And those for whom CRM did not work were quite vocal in blaming either the concept of CRM, or the technology, or the CRM vendors, or all of them. But over the years, it became clear that the problem was not always due to the CRM technology, but the implementation and application of it. CRM is something that companies do. CRM is not something companies buy. CRM technology solutions is meant to help companies do CRM. Like all technology, someone has to turn it on and they need to know what “buttons to press”.

CRM is not a fad. It is an underlying principle of interacting with customers or clients, and it is something that all firms should practice. All executives need to understand CRM as a corporate strategy.

These series of articles are aimed at helping all readers understand aspects of CRM. Obviously they are written from the perspective of my experience, but the articles will also incorporate information from the experiences of others, including research findings and more.

Mary Akpala is a CRM Consultant and Trainer for Alpha CRM Ltd in London, England, UK. She helps businesses automate and co-ordinate their business activities. She helps professionals and small businesses to make their working lives a lot easier, and their businesses easier to manage through the use of online collaboration tools and business software. Her emphasis is on training users to make sure they can get the most benefits of the available software by using them properly. You can reach Mary at +44 20 8361 7300 and via the website [http://www.alphacrm.com]

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High Pitch Eric (Erik Bleaman) High Pitch Eric, is known for his trademark falsetto speaking voice and for his obesity, poor hygiene, willingness to submit to degrading acts just to please Howard Stern, and failure to return owed money and favors. He has used notoriety garnered from multiple appearances on The Howard Stern Show to shamelessly ask for free money, services, event tickets and favors. He first appeared on the Stern Show on August 15, 1997, where he was brought in off the street into the studio because of his unusually high voice and “superfan” demeanor. He denies that he is retarded, but admits he was in special ed classes as a child. High Pitch was recently confronted on the air by several businessmen he had scammed by writing bad checks for various services, such as limousine rides, a fully catered holiday dinner for his family, and an industrial coffee machine installed in his apartment. High Pitch Eric also has an unnatural fear of fish, and flees in terror whenever the show staff bring fish near him. He also has tried unsuccessfully to imitate other people such as Gary Dell’Abate and even Kelly Clarkson; this is referenced in the chorus of “We Are The Wack Pack,” a parody of “We Are The World,” “We are The Wack Pack, strange and retarded, we are the ones who think High Pitch is Kelly Clarkson.” This lead to his much played sound drop, “Who’s High Pitch?” in response to his intended phone prank victim recognizing his voice to be High Pitch Eric, and not …

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If there is one certainty in economics, it is that economics lacks any certainty. That is what makes economic debates always entertaining. The competition du jour is the battle over the future of the Euro. With so many countries in the European Union facing massive economic turmoil including crushing debt and high unemployment, the battle over the Euro will soon ignite. Countries such as Portugal, Italy and Spain may be considering a reintroduction of their national currencies, the escudo, lira and peseta, respectively, in hopes that they can regain control of their economies. As John Maynard Keynes said, “the fastest way to destroy a country is to debauch the currency.”

But as is often the case in economics, things are not as simple as all that. Disowning the Euro is a complicated process that may lead to even further economic troubles such as capital flight and a perceived bond default from investors. Those are heady notions to be sure, but switching currencies is not without precedent. The Germans did it successfully, as did all the countries who now employ the Euro. Clearly, this argument is not for the weak. I’d like to present two viewpoints put forward by well-informed observers.

On one side of the debate we have noted US Economist Barry Eichengreen who penned a classic 2007 paper entitled “The Breakup of Euro Area.” He argues that once adopted, the Euro can never be disowned. In a New York Times article, “The Euro Is Forever and Here’s Why”, Mr. Eichengreen succinctly gives his reasoning, saying, “Leaving [the Euro] would require lengthy preparations, which, given the anticipated devaluation, would trigger the mother of all financial crises.” The point being that any rational thinking Euro-adopter would avoid at all costs the quagmire of trying to return to its national currency.

The devaluation Eichengreen speaks of would actually be a desired effect. It would boost exports by making goods appear relatively cheaper to a foreign buyer. Imagine your favorite foreign made product (not a difficult thing to do for an American). To make the purchase, what essentially happens is your dollars are exchanged to local currency where the product is manufactured. If the local currency loses value, you can now buy more of the local currency with your dollars, and go on a shopping spree.

But, as Eichegreen said, there are complications. Among them is the idea of capital flight. If Portugal wishes to dump the Euro and return to the Escudo, those holding Euros will anticipate the devaluation, and run their money out of the country to protect its value. Along with this issue, is the problem of default. To use Portugal again, they would have to pay interest on debt with a less valuable currency. For bond (debt) holders, this may amount to default.

Eichengreen’s paper imagines different scenarios in which countries like Portugal return to its national currency to fight high unemployment through export growth. He makes concomitant claims, though, that doing so may ultimately be fruitless due to domestic economic distortions (e.g. powerful trade unions) that changing the currency simply do not address.

Opposing Eichengreen in this debate is Dennis Gartman, of the renowned Gartman Letter. In a CNBC interview Gartman explains that, “Eventually, the euro breaks apart into a northern euro and a southern euro,” and describes the currency as a “rolling contagion from one country to the next.”

For Gartman, the cultural divides among Euro adopters is too great. Without a centralized government navigating the open economic waters, these divides will ultimately lead to a schism. In the US, the Federal Reserve is charged with keeping an eye on the currency. Countries in the European Union have to subjugate their concerns to the the larger Union. It’s difficult to say how long that will sit well with citizens.

For myself, Gartman’s claim wins on this regard: cultural considerations always beat the stuffing out of economic considerations. National pride (which can be decidedly irrational but is a big voting bloc) in countries racked with debt and saddled with seemingly irrevocable unemployment, will lead to popular outrage against an imported currency. Blame will be passed around, and ultimately land on the foreigner, which in this case, is the Euro.

Peter Yetti is the founder and developer of http://insightrading.com, an online resource for active traders and investors and those who are looking for sharp market insights. He holds a degree in Economics and has worked in the financial field in multiple capacities. Join Insightrading.com today and gain an insight on the market: http://insightrading.com/user/register

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