Coming through loud and clear - Entrepreneur's Notebook

Nation's Business, July, 1996 by Tim Newcome

I like to joke that I learned my most important business skills doing chores for my mother. It's a slight exaggeration, but I did learn one of the most important philosophies of my company at a young age: Whatever you do, do it right the first time.

Like the times you did a halfhearted job drying the dishes and Morn made you do them over, a business project that's not quite done right can require a great deal of repeat attention. And the punishment lost time and money--is far more severe than what Morn doled out.

Paying attention to details isn't the easiest way to do business, but for me it has been the only way. While I was in college, a friend and I started designing and building sound systems for touring rock groups like the J. Geils Band and the Doobie Brothers. There was no room for error; any glitch would be heard by an arena full of fans.

In 1986, I bought out my partner and started Newcome Electronic Systems. The Columbus, Ohio, firm has grown to a 40-employee, $8 million business specializing in everything from data- and voice-communication systems to installation of computer networks, videoconferencing equipment, and home or boardroom theaters.

Getting the job done right the first time sounds so simple, but personal experience as a consumer and an entrepreneur probably has shown you that it can be tough to deliver. Here are the keys:

Communicate. Whether talking with customers or with staff members who will do the job, everyone involved must have a clear understanding of the product to be delivered and the service expected.

When designing a system, we lay out every available option to the client. By helping customers make informed decisions, we eliminate common complaints like "You never told me I could get this" or

"I wanted it to do this or that."

Internally, every job is overseen by a project manager who is involved in every aspect of the job, from the sales and design process to a review with the customer of how the installed system operates.

Sweat the small stuff. Customers appreciate attention to the finer details and often make purchasing decisions based on who takes care of the little things, such as the condition of the job site when the work is done.

We have found that customers appreciate our promise of immaculate installation, from the neatness of our wiring to the fact that our technicians wear slippers while working so dirt won't get on the floor. Many customers have chosen us over our competitors because of that promise.

Remember that your image is at stake. There's a fine line between right and "almost right." Cutting comers may seem like an easy way to increase profits on a job, but doing so can cause problems later for both the company and the client.

By meeting or exceeding customer expectations the first time, you not only increase the likelihood that you'll be given additional work and referrals but you also reduce the potential of repeated and costly service calls on your tab.

Do whatever it takes. You can't look past the business at hand to see what is coming next. Our technicians are instructed that they must never leave a project until the installation is working properly. If that takes longer than expected, we'll work overtime until it's done-- even if it means calling the next customer to explain why the start of his job will have to be delayed. When this does happen, we have found our customers to be very accepting because they know they will receive the same consideration.

If you can't do it right, don't do it at all. Analyze the job before you take it. If a client wants a Cadillac job at Yugo prices, for example, his cost structure could force you to cut corners. If he won't compromise, pass up the job. Similarly, if you can't keep a promise-- any promise--don't make it.

Tim Newcome is chairman of Newcome Electronic Systems. He prepared this account with Contributing Editor Susan Biddle Jaffe. Readers ,with insights on starting or running a business are invited to contribute to Entrepreneur's Notebook. Write to: Editor, Nation's Business, 1615 H Street N.W., Washington, D.C. 20062-2000.