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.:~ <br />E <br />i <br />-4 <br />sense of what kind of people <br />we need to bring in to satisfy <br />that specific customer. If you <br />ask, they'll usually give you a <br />straightforward answer about <br />what you can do to step things <br />up from a service standpoint. <br />The key then is to integrate <br />this into your hiring process by <br />making the necessary adjust- <br />ments to better serve the <br />account. <br />Enterprise Minnesota: Why <br />is communication between the <br />company and the customer so <br />important? <br />~~: Deals are lost and relation- <br />ships are severed because of <br />misinterpretation-don't let <br />poor communication cause your <br />downfall. Many CEOs spend <br />hours poring over detailed fi- <br />nancial statements, productivity <br />reports and highbrow tactical <br />approaches to manufacturing <br />efficiencies, yet they dedicate <br />almost no time to improving <br />communication within their <br />organization and with their <br />customers. One of my frequent <br />battle cries at Sportech is, "Our <br />downfall shall not be caused by <br />a failure to communicate." Tell <br />me the machine broke down, <br />the mate>;ial didn't show up <br />or even that we had a quality <br />challenge, but don't tell me we <br />failed because of a breakdown <br />in communication with the cus- <br />tomer. It's absolutely inexcus- <br />able in my book. <br />Communication becomes <br />even more important as we've <br />reached a collaborative or <br />strategic level in our customer <br />relationships. As we work closer <br />together, their expectations of <br />us change, oftentimes requiring <br />us to take on additional re- <br />ENTERPRISE MINNESOTA SEPT/OCT 2008 zg <br />