Your Client Fulfillment
Baseline
SNAPSHOT
The E-Myth Mastery Program
Module 5:
Foundations of E-Myth Client Fulfillment
Business Development Process: cF-0020
Detemining "where are we now.3"
in client fulfillment
"If you don't do your homework, you won't make your free throws."
- Larry Bird, professional basketball player
Evaluating your client
futfillrnent process is key
to understanding and
addressing what your
customers care most
about.
Client fulfillment, in addition to the actual design
of your product or service, consists of three
main processes:
L
- a - - -
COST
J
m
The baseline for your
production, delivery,- and
customer service prooesses is the quantified status of the process as it
exists now.
Tfa& and R.vw
Key m r s r
Your baseline is your
starting point for planning and for measuring
improvement.
Let's see where
Evaluation of your
processes and establishing their ba~elines
are both described in
terms of the key indlcators that describe their
inputs, their outputs and
thdu costs.
A Business Development Publication of
E-Myth Worldwide
Putting the Pieces Together
Santa Rosa, California, USA
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unauthorized copying, adaptation, distribution or display is permitted.
The E-Myth Mastery Program
Module 5: Foundations of E-Myth Client Fulfillment
Business Development Process: CF-0020
Page 1
Your Client Fulfillment Baseline
Determining "where are we now ? " in client jidjillment
"If you don't do your homework, you won't make your free throws."
- Larry Bird, professional basketball player
In Your Customer's Eyes, Client Fulfillment Is the Heart of Your Business
While all of the Seven Centers of Management Attention (leadership, marketing, money, management, lead generation, lead conversion, and client fulfillment) are important and deserve your
attention, client fulfillment is what your customers care most
about. It's the one that gives them what they want from you - the
one they're paying their money for. It's the ultimate proof that
you did what you promised to do.
For your customers, nothing about your business is as important
as client fulfillment. It's what will put you ahead of your competition and allow you and your business to thrive.
So client fulfillment deserves special attention because it's the
only sure way into the hearts and minds of your customers.
Customers don't really care if your financial systems are in place,
if your leadership is inspired, if your lead generation is attracting
just the right people, or what style of management your key people practice. What they do care about is whether you manage to
consistently provide them with a quality product that meets their
needs, whether you're able to get that product into their hands
quickly, reliably, and at an attrac.live price, and whether your customer service processes are he lpl'u l and efficient. That's what
they care most about, and if you want to keep them as customers,
that's what you need to care about!
Your Baseline Tells You Where You Are and Lets You Measure Progress
The key question, then, is how do you establish the very best possible client fulfillment process for your business, or more accurately, for your customers? You're going to do this by looking at
the three major processes that make up client fulfillment (production, delivery, and customer service) and evaluating the input,
output and costs for each of those processes, which will enable
you to clearly and specifically document your current performance level - your baseline.
Why do you need a baseline? If you don't know where you are
now, it's rather difficult to figure out where you're going! You
This document is confidential and proprietary to E-Myth Worldwide and cannot be used,
disclosed or duplicated without the prior written consent of E-Myth Worldwide. This is an unpublished work protected
by federal copyright laws and no unauthorized copying, adaptation, distribution or display
is permitted.
The E-Myth Mastery Program
Module 5: Foundations of E-Myth Client Fulfillment
Business Development Process: CF-0020
Your Client Fulfillment Baseline
Page 2
care very much where you're going, and a baseline - by telling
you exactly where you are right now - will provide the point of
reference from which you can set goals and measure your
progress. By documenting your current baseline and tracking
changes over time, you're going to have a clear sense of how
effective your improvements to those processes have been.
That's what this business development process, your Client
Fulfillment Baseline, is all about - evaluating the major components of your client fulfillment process and establishing the baseline from which you'll set goals and measure your progress.
What, Exactly, Is Client Fulfillment?
First things first. What is the client fulfillment process?
Client fulfillment consists of the product itself plus three major
processes - production, delivery, and customer service - the combined result of which is to put your product or service into the
hands of satisfied customers. You dealt with your product in the
previous booklet (Your Product Strategy and Design), and now
you'll focus on the three major processes of client fulfillment.
Production: is what it takes to make your product or service a
reality. It starts where product design leaves off. In other words,
once you've identified the product or service you want to offer
for sale and have specified its particular attributes - what will
make your product different and better than anyone else's - production is how you actually create, make, or acquire that product
or service so you can sell it.
What does production look like in your business? If you have
more than one dissimilar product or service, you probably have
more than one production process. The kinds of things you do in
This document is conlidential and proprietary to E-Myth Worldwide and cannot be used.
disclosed or duplicated without the prior written consent of E-Myth Worldwide. This is an unpublished work protected
by federal copyright laws and no unauthorized copying, adaptation, distribution or display
is permitted.
The E-Myth Mastery Program
Module 5: Foundations of E-Myth Client Fulfillment
Business Development Process: CF-0020
Your Client Fulfillment Baseline
Page 3
production and the number of steps there are from beginning to
end vary widely from one type of business to the next. But every
business has at least one production process.
Look at your organization chart and your business system listing
(from Your Business Systems Strategy, Module 4, MG-0010).
Identify those systems that are part of your production process.
Where does the production process begin and where does it end?
It begins at the point where your product is no longer an idea, but
begins to take some tangible form. And it ends when you have a
complete product or service ready for sale or delivery to your
customer.
If you're in the retail grocery business, your production
process might include identification of vendors, purchasing,
and receiving.
The production process for a company manufacturing kits for
children's toys might incorporate testing, purchasing, assembly, quality control, and packaging .
For a carpet cleaning business, production might involve
recruiting, providing necessary training, purchasing or leasing
equipment, buying cleaning supplies, and of course the actual
cleaning process itself.
Delivery: is getting your product or service from your business
to your customers. It begins where your production process
leaves off. Delivery always has the element of transportation.
During your production process, you took raw materials and
added value to those materials with the end result being your
actual product or service. Delivery transfers the value of that
product or service to your customer.
It's helpful to think of delivery options in the same terms we discussed in Module 2 - Your Trading Area. Essentially, there is
inbound delivery and there are two kinds of outbound delivery:
Inbound: For an inbound business, your customers become an
active partner in the "delivery" of your product or service. Even
though they come to your location, you still accomplish delivery
to them. For inbound businesses (e.g. grocery store, amusement
park, restaurant, department store, gas station, airline, barber
shop, dentist), the focus is less on the physical transfer of a product or service, and more on the experience of the transfer itself.
Outbound: With outbound delivery, the physical transfer of value
to the customer is more prominent, but the experience should still
not be ignored. There are two types of outbound delivery:
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disclosed or duplicated without the prior written consent of E-Myth Worldwide. This is an unpuMished wok protected
by federal copyright laws and no unauthorized copying, adaptation, distribution or display
is permitted.
The E-Myth Mastery Program
Module 5: Foundations of E-Myth Client Fulfillment
Business Development Process: CF-0020
Your Client Fulfillment Baseline
Page 4
In-business production. You create a product or service at
your location and transport it to your customers (pizza delivery, mail order businesses, manufacturers of all kinds, newspapers, magazines, door-to-door sales business.) The toy kit
manufacturer might deliver his product by way of mail, shipping (air, rail or sea).
On-site production: You go to the customer's location to create your product or provide your service (carpet cleaners, inhome nursing care, janitorial service, electricians, contractors,
management consultants, etc.).
Many companies use several forms of delivery. For instance a
furniture store will usually allow you to take your purchase with
you like an inbound business, but may also provide outbound
delivery services with their own trucks and crew or through third
parties such as Federal Express or local trucking companies.
Customer service: is what you can and do provide over and
above the minimum requirements the customer expects as honest
value for his money. Customer service is what causes your customers to perceive your product or service in a better light. The
customer is not paying for these "extras," and they are not "necessary" in order to acquire or use your product or service. A
good rule of thumb is that if it's not an inherent element of your
product or service, it's probably customer service.
It can be difficult to define what falls into this category because
there are so many possibilities. Opportunities for customer service
can happen whenever any part of your business interacts with a current or potential customer. Customer service might include any of
the following types of service: attitude, assistance, information and
advice, training, maintenance, and creditlfinancial arrangements.
The grocer might offer recipe cards to spotlight seasonal produce, trim meat to customers' individual specifications, carry
groceries to customers' vehicles, or feature a nutritionist offering menu suggestions for selected food items.
The toy manufacturer might provide a toll-free number to
help with assembly problems, in-house demonstrations of the
full capabilities of the finished toys, or an insert which suggests games and activities for those children ultimately
receiving the toys.
The carpet cleaner might provide handouts on dealing with
stains, offer suggestions for protecting carpets in the future, or
perhaps offer a free "carpet life analysis."
This document is confidential and proprietary to €-Myth Worldwide and cannot b e used.
disclosed or duplicated without the prior wriiien consent of E-Mfl Worldwide. This is an unpublished work protected
by federal copyright laws and no unauthorized copying, adaptation, distribution or display
is permitted.
Your Client Fulfillment Baseline
The E-Myth Mastery Program
Module 5: Foundations of E-Myth Client Fulfillment
Business Development Process: CF-0020
Page 5
Establishing the Baseline for Your Production, Delivery and Customer
service Processes
Let's have a step by step look at how you establish your baseline.
1
Evaluation is done without looking at the internal workings of the process itself, but rather at its inputs, outputs,
INPUT:
Output from other processes plus the
resources used in the process, including:
Space and Facilities
Materials
OUTPUT:
What is produced by the process:
COSTS:
The costs directly attributable to the process
Total direct cost
Inputs, outputs, and costs must be described in detail and
quantified in terms of their key indicators:
QUANTITY
Identify the process. You'll begin identifying the elements of your three main
client fulfillment processes (production,
delivery and customer service) by listing the
beginning point, the ending point and, perhaps, some of the key components within each
process. The place to start is the systems diagram and systems development plan from
Your Business Systems Strategy (Module 4,
MG-00 10). The individual systems that collectively make your product or service a reality are your production process. In the same
manner, identify your delivery process - the
systems that are needed to put your product or
service into your customer's hands. Finally,
identify your customer service process, which
consists of the systems you have in place to
add additional value to your product or service
above what's promised. Use Process Identification worksheets to keep track. Remember,
for baseline purposes, you won't be looking at
the individual systems within the production,
delivery, and customer service processes, but
at the way each process operates as a whole.
2
Describe the process inputs. Identify the
main resources needed for this process to
function, and describe them in terms of their
key system indicators. If it's labor intensive,
INTANGIBLES
how many man-hours are required? If it's a
function of facilities, how much space, tools or
system evaluation process.
equipment are needed to ensure that the
process can do its job? If the process relies on
raw materials, what sort of supplies need to be
available and in what quantities? If the process is data
driven, what sort of information is needed? You may want to
refresh your memory about "resources" and the role they play in
designing business systems. (See Module 4: MG-0090 Systems
Design and Documentation.) Use Process Baseline worksheets
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disclosed or duplicated without the prior written consent of E-Mylh Worldwide. This is an unpublished work protected
by federal copyright laws and no unauthorized copying, adaptation, distribution or display is permitted.
The E-Myth Mastery Program
Module 5: Foundations of E-Myth Client Fulfillment
Business Development Process: CF-0020
Your Client Fulfillment Baseline
Page 6
(make copies of the one in the Worksheets section) to track your
work in this step and the next two.
ldentify the
Process
I
ldentify Inputs
I
ldentify Output
I
Estimate Costs
I
Select Key
lndicators
I
Establish and
Document Baseline
I
Track and Review
Key lndicators
3
Describe the process outputs. Identify the result, by-products, and waste products produced by the process in terms of
its key indicators. Output is the final result of the process you're
evaluating. Think about why this process was put into place and
what importance it has in the overall client fulfillment process.
Be sure to identify any by-products (wanted or unwanted) that
result from this process.
4
Estimate process costs. What costs can be directly tracked
to this specific process? Remember not to include general or
overhead costs in your calculations. Do your best to collect cost
information that is compatible with your accounting system. Get
the precise accounting information if you can, estimate if you
can't.
5
Select key indicators. Your job here is to identify a small
number of revealing indicators, those that will give you the
ability to monitor the process objectively. Key indicators may
include such measures as total cost, cost per unit of output, numberslamounts of key resources (like headcount, man-hours,
amounts of supplies or raw materials) and output measures (such
as units produced or delivered, customers served, etc.) - any
indicators that let you take the pulse of the important parts of the
process and, which taken as a whole, allow you to monitor it. As
part of your criteria for selecting key indicators, consider the
impact on your customers, the impact on your business, and the
overall effectiveness of the process. Use the Key Indicators
worksheet to record and track your choices.
6
Establish and document your baseline. Using the key
indicators you selected, establish where your level of performance is at this particular time. Be sure to record not only the
final result (dollars, time, inputloutput ratios, units
delivered~consumed,etc.) but also your rationale and any
assumptions you made in your calculations. This baseline will
be the key to understanding your current performance level and
to evaluating the effectiveness of changes or improvements you
put into place. You'll have the objective data to see and quantify
improvements and you'll know precisely where to get the "best
bang for your buck!"
7
Track key indicators and review periodically. Assign a
responsible individual the accountability for tracking your
future progress against these baselines. Make it a part of your
This document is confidential and proprietary to €-Myth Worldwide and cannol be used,
disclosed or duplicated without the prior written consent of €-Myth Worldwide. This Is an unpublished work prolected by federal copyright laws and no unauthorized copying, adaptatlon, distribution or display is permitted.
The E-Myth Mastery Program
Module 5: Foundations of E-Myth Client Fulfillment
Business Development Process: CF-0020
Your Client Fulfillment Baseline
Page 7
periodic review of key strategic indicators to track your client
fulfillment processes quarterly, or in some regular time frame
which is consistent with your business.
Example: SweetTooth, Inc.
Let's see the evaluation process in action by looking at how it
worked for the client fulfillment processes of SweetTooth, Inc.,
makers of hand-dipped chocolates. The owner, Betty Rappel,
began by working through each step of the system evaluation
process. We've simplified SweetTooth's actual process to make
the example clearer.
1
Identify the process. To begin, Betty took an "overview"
look at her three main client fulfillment processes (production,
delivery, and customer service) by filling out a Process
Identification worksheet for each of them. (All of her worksheets
are shown at the end of this section. As you read them, you'll be
able to see how her reasoning progressed as she worked through
each step.)
Betty wanted to make sure that she was seeing each of the three
processes in a clearly defined way, and that she was "assigning"
her various, individual sub-systems to their "right" client fulfillment process. She wasn't going to look at each one of those subsystems in detail yet, but she wanted all her production activities
included in production, all delivery activities in delivery, and ditto
for customer service.
She had a few systems that were difficult to pinpoint and that
required some thought in order to classify into one process or
another. For instance, she provides a "Certificate of Purity" with
each box of chocolates. Is the certificate part of her production
process or is it a customer service? Because it's packed inside
each box, she decided it's part of production.
Now that Betty has clearly identified the parameters of the three
processes, she's ready to pick any one of them, complete the rest
of the benchmarks for that one, and then do the same for the other
two processes. (We'll discuss them collectively.)
Describe the process inputs. With her systems identified,
Betty next listed the major resources needed for each of these
processes to function. She focused on the "big ticket" items,
those that had the greatest overall impact on the process she was
examining (the largest quantities, the most expensive elements,
those that contributed most to the taste, the machinery that contributed most to the process, staffing, etc.). She worked through
2
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without the prior wrinen consent of E-Myth Worldwide. This is an unpublished work protected by lederel copyright
laws
end
no
unauthorized
copying,
adaptation,
distribution
or
display is permitted.
The E-Myth Mastery Program
Module 5: Foundations of E-Myth Client Fulfillment
Business Development Process: CF-0020
Your Client Fulfillment Baseline
Page 8
each phase of her production, delivery, and customer service
processes to identify needed inputs using key indicator data to
objectively describe them. She recorded her findings on Process
Baseline worksheet.
Describe the process output. Betty examined each process to
identify its primary end result (expected outcome), any byproducts (wanted or unwanted) that were produced, and any waste
that was a function of each process. She also recorded these on
the Process Baseline worksheets.
3
4
Estimate process costs. Betty found that in some areas (production for example) it was relatively easy to determine her
costs. She had requisitions and invoices that told her exactly how
much she had spent on materials, equipment, and floor space; and
she knew the salaries of those employees who were employed in
the production area. In other areas (customer service), the nonspecific nature of the process made it very difficult to pin down
exact costs. In those cases, she used what data was available and
came up with estimates for the costs she felt were reasonably representative of the actual amounts involved.
5
Select key indicators. At this point, Betty had quite a list of
inputs, outputs, and costs associated with each client fulfillment process. And with it came a sense of accomplishment and
clarity beyond what she had expected at the outset.
But she was not done yet. Next, Betty examined the information
she'd collected, carefully looking at the costs and other items of
significance. "Which pieces of information will be the most useful in telling me whether or not my process is doing what it's supposed to?'Looking at the data from this perspective, Betty found
the items, or indicators, that would allow her to assess the ongoing
effectiveness of her client fulfillment processes. These same indicators will point her in the most fruitful directions for making
improvements where they will have the most substantial impact.
At the end of her assessment, Betty selected those key indicators
for each of the three client fulfillment processes. These would
serve as her guideposts to success.
Establish and document a baseline for key indicators.
Betty pinpointed the current levels of performance for the key
indicators she had selected and recorded those baselines on the
Key Indicators worksheet.
6
Track key indicators and review periodically. Betty was
surprised that she had been able to document so many
specifics about her client fulfillment processes, and she acknowl-
7
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disclosed or duplicated without the prior written consent of E-Myth Worldwide. This is an unpublished work pmtected by federal copyright laws and no unauthorized copying, adaptation, distribution or display is perrnltted.
The E-Myth Mastery Program
Module 5: Foundations of E-Myth Client Fulfillment
Business Development Process: CF-0020
Your Client Fulfillment Baseline
Page 9
edged that it was vital to the future of her business to use those
baselines as a foundation for future improvements. She assigned
her production manager the task of periodically tracking the production process against its baseline; her delivery supervisor was
charged with keeping track of progress for the delivery baseline.
Betty decided to personally track her customer service baseline.
All three managers understood that their job was to not only sustain current levels in high performing areas, but also to measure
progress in areas where improvements were indicated.
This document is confidential and proprietary to E-Myth Worldwide and cannot be used, disclosed or duplicated
without the prior written consent of E-Myth Worldwide. This is an unpublished work protected by federal copyright
laws
and
no
unauthorized
copying,
adaptation,
distribution
or
display is permitted.
Your Client Fulfillment Baseline
The ~ - ~ yMastery
th
Program
Module 5: Foundations of E-Myth Money Management
Business Development Process: CF-0020
Page 10
Example: SweetTooth, Inc.
PRODUCTION PROCESS BASELINE WORKSHEETS
***\tmmN-ia-m%-m
{
Process Baseline Worksheet
YOUR PRODUCTION PROCESS
INPUTS:
Fresh raw
materials (perishables, wrappers, boxes),
staff, equipment, floor
space, recipes
My production process, the way I make the idea of my
product or service a reality, is: (write one or two sen-
tences)
receive orders, purchase ingredients, mix chocolate,
tion costs = $75,600. Unit cost
dip fruits and shape individual pieces, wrap them in individual foil
wrappers, and assemble in I l b . assortments, along with special
QUANTITY
INPUT
Candy
(l-lb box) lngredlents
($19.958
per month)
orders.
The production process begins with:
identification of
vendors and purchase of ingredients and packaging materials.
Suppl~es
Staff
I3
QUALITY
84% Grade A
11%= Grade B
5%= Grade C
Standard #43(a)
wraps =Grade 2
wax paper
Production pay-
Need average D~pplng.shaplng
of 4 days to
8 wrapplng
tram new em- employees are
ployee In proce- galnlng we~ghti
dures
roll $27,775/m
E
and ends with:
funy assembled assortment boxes ready for
Equ~pment,Maintenance average = $208/m
sh~pmentand dellvery
INTANGIBLES
Fresh ~ngredlents'
cost var~ableby
season
Floor space1436sqf i devoted to D ~ O ~ U C tion
Recipes 7 unique mixture THE BEST1
?
g
and the key steps in between are:
Receiving materials,
storage of materials, mixing chocolate recipes, dipping and shap-
OUTPUT l - l b Assoriment touallty rejection
(apx. 24 indlvid- rate at 4 9% (88
ual pieces)
boxedmo)
ing fruits and nuts, hand wrapping each piece, assembling various assortment boxes, quality inspection and testing, mainte-
t
nance and cleaning, preparing cartons for shipment.
per month
W~VN
)
~ er,e
m
S
t
cariondmo (2 4%
return rate)
.
r n~ m 3 rrS.r*me
~
m
,rriia**
w-wh
1
r
i
* r n m t ~ + v ~ * - t * s - r ~ - i * ~ ws*Wlt*r*a-u
w
rw a~t.'
~hu.
r
Key Indicators Worksheet
Process PRODUCTION
-
-
Date April 199X f
-
-
1
m
r day
---
-
Cost of perishable ingredients: Price per carton
Previous Period current Period
m- IOMS
t * * m ~ ~ 3
*an*
U'
180 per day
$11.08
--
---
Total ingredient cost per month
$19,958
-
I
Baseline
-
-
Inventory availability for ingredients: days of
inventory on hand at standard production rate
2.73 days avg.
-
Accuracy of assembly (number of boxes rejected per
day by quality inspection for inaccuratelfaulty mix)
88 boxeslmo
4.9%
I
I
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unpublished work protected by federal copyright laws and no unauthorized copying, adaptation, distributionor display is permitted.
Z
Your Client Fulfillment Baseline
The E-Myth Mastery Program
Module 5: Foundations of E-Myth Client Fulfillment
Business Development Process: CF-0020
Page 11
Example: SweetTooth, Inc.
DELIVERY PROCESS BASELINE WORKSHEETS
Process Baseline Worksheet
Process Identification Worksheet ,
YOUR DELIVERY PROCESS
My delivery process, the way my product or service
passes from me to my customers, is: (write one or two
sentences) by several methods I have an on-site sales outlet
.
!
I also s h ~ pto spec~altyand department stores throughout a w ~ d e
area I am lust b e g ~ n n ~ nagcatalog sales operation that will
requlre m a ~ l ~ nand
g commerc~alcarrler
The delivery process begins with:
Rece~ptof fully pack-
aged cartons from product~on,~ n c l u d ~ ncompleted
g
pack~ngs l ~ p s
and ~nspectloncharts For In-house sales, the dellvery process
begins w ~ t hd~rectrequests for pleces from the ~n-housesales
coord~nator
and ends with:
rec~eptby our customers (or d~str~butors)
of
derations in selection of shipper
our assortments
and the key steps in between are:
prioritizing shipments,
preparing shipping labels, deciding on mode of transportation.
arranging pickup. For in-house sales: transporting items from
production floor to sales outlet and restocking as needed
throughout day.
Mail
UPS
2000 boxedmo
3500 boxedrno
IN-HOUSE
SALES
OUTLET
Average 18 boxes & 75 assorted
lnd~v~dual
pieces
per day
'
4 mail runs a day
1
Randomthrough]
out day, h~gher
volume dur~ng
hollday seasons
1
Process DELIVERY
of distributors
Spoilage during delivery cycle (chocolate melting,
fresh ingredients over-ripe)
-
-
-
-
--
1
30 boxeslmo 1.7%
--
Average cost of delivery (per carton)
via UPS
via mail
percent of total deliveries lost during shipment
This document is confidential and proprietary to E-Myth Worldwide and cannot be used, disclosed or duplicated without the prior written consent of E-Myth Worldwide. This is an
unpublished work protected by federal copyright laws and no unauthorized copying, adaptation, distribution or display is permitted.
The ~ - ~ yMastery
t h
Program
Module 5: Foundations of E-Myth Client Fulfillment
Business Development Process: CF-0020
Your Client Fulfillment Baseline
Page 12
Example: SweetTooth, Inc.
CUSTOMER SEVICE PROCESS BASELINE WORKSHEETS
YOUR CUSTOMER SERVICE PROCESS
The customer services I provide to my customers
include: unique holiday and special-occasion wrapping and
ingredients, hand-printed messages for gift, made-to-order
adjustments sewices = $540 per
assortments, options on seasonal fruits exotic nuts
I identify new customer service opportunities by:
including customer surveys in selected assortment boxes, having
a suggestion box to encourage ideas from my employees.
My employees practice good customer service by:
ged from this sys-
( 1 ) freely offering their opinions for making me aware of comments they receive from suppliers and clients (good or bad!); (2)
responding to complaints within 24 hours of receipt; (3) moneyback guarantee if customer is dissatisfied for any reason.
f produc- may not be worth
additional ex-
'
Cost of custom wrapping per box
Customer complaints received per month
Average time to resolve customer complaints
--
-
-
This document is confidential and proprietary to E-Mylh Worldwide and cannot be used, disclosed or duplicated without the prior written consent of E-Mylh Worldwide. Thls is an
unpublished work protected by federal copyright laws and no unauthorizedcopying, adaptation, distribution or dlsplay is permitted.
The E-Myth Mastery Program
Module 5: Foundations of E-Myth Client Fulfillment
Business Development Process: CF-0020
Your Client Fulfillment Baseline
Page 13
Customers: Love 'em or They'll Leave You!
Client fulfillment is not an easy task. Customers can be fickle and
they're not always going to tell you when and why they're unhappy. It's up to you to do the groundwork to determine how well
you're meeting and hopefully exceeding their expectations. You
can't afford the luxury of not providing exactly what your customers want, need or expect. To quote noted magician Henning
Nelms "Any relationship between what you want to present to
the paying public and what they want to see is purely coincidental." Your business is no magic act. Evaluating your client fulfillment process tells you if what your customers want and what
you consistently deliver are one and the same!
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