Recently I wanted to check how much Internet cap I still had left this month but the online portal to my ISP account was down (on reflection I am not sure if it has ever worked) so I tried the helpline.
After five attempts at the automated system, I finally got put through to someone who informed me that she could not assist over the phone but if I was to pop down to the nearby office they could assist me in person.
When I visited the office I was greeted by chaos. There were four different queues with no indication as to which served what.
There was no signage, no receptionist, just milling customers trying to have their problems resolved.
I quickly joined the shortest line (which turned out to be the cashier's - obviously business was not translating into sales) and asked where I should go.
I was directed to the wrong queue. Fortunately, a switched-on client informed me of my error and suggested I try one of the others.
After a 20-minute debacle I eventually made it to the front of the correct desk and was assisted by a young lady, who had to ask one of the other staff how to check my account status (this was after she completed her urgent personal call).
I did, to their credit, finally get the information I asked for, but left with the subtle feeling that perhaps I should change Internet Service Providers.
At the exit I gave a wan smile to the people being turned away by the security guard because it was now lunchtime. A poor image of the service provider was generated in my mind.
People sometimes talk about a company's image as if it should be this kind of facade projected to the unsuspecting public that hides the true nature of a business.
I am talking about something along the lines of "Yes we are an environment-wrecking oil-drilling business but let us project to the world that we are friendly and interested in green fuel and hope they never discover the truth."
Happy adverts and clever marketing campaigns put forward a picture in the public eye that cannot be filled in reality.
The true company "image" is the emotional residue left in your clients every time they encounter your product or use your service.
The closer this is to the adverts and slogans you display the less people will think you are a hypocrite (and deep down no one likes those).
You can desire to alter my world, but unless you do so for the better I am going to think twice every time I hear your name or see your billboard.
So how can you avoid this disparity from developing? Well, for a start take part of last week's article to heart and think a little less about "Me" and a little more about your clients.
Think more about how they feel when they interact with your company (either through your staff, your product, your website) rather than thinking about how you can empty their wallets.
If you have not done it recently, have a walk though your company from a client's perspective or hire someone to do so.
I know a restaurant that routinely gets people to eat at their establishment in order to get feedback on service issues.
Try calling your own help desk - especially if it has an automated component and do not do the obvious "this is the boss checking on how the help desk is running", create a problem and phone in anonymously.
Second, do not over promise and under-deliver. Doing so makes you a liar (they are not too popular either).
At the very least do exactly what you committed to - that will enable you to satisfy your customers.
Work on going one step beyond that and you will create raving fans. People like it when things go according to plan but they love it when confronted with a positive surprise.
The Ritz Carlton has your personal letterhead placed in your room - not just the generic hotel stationary, now that is a surprise for the first time guest.
What does your environment at work say about your service? Is the grass cut, the toilets clean, the windows sparkling?
Not as some "window-dressing" attempt to con, but because your company has a culture that says "we take care of stuff hence our offices look good".
At one of the schools I attended, pot plants would be put out only on days when there were large numbers of visitors, the rest of the time they were stored in a nursery some place far from potential schoolboy attacks.
As students we could never work out why such beautification was not part of the routine landscape, after all the plants grew, needed water and care regardless of where they spend most of the year.
You could buy the occasional new magazine for your waiting room (doctors take note here) or how about a dollar a day on a newspaper?
Finally, social awareness. Nearly every list on building a positive company image contains this one-community responsibility (which includes the giving of donations).
Starbucks happily spends a fortune on campaigns highlighting how they improve the lives of coffee growers in Third World countries.
That is praiseworthy and long may it continue, but it does detract a little from the real community change that they bring the provision of good-quality beverages in a clean, friendly environment where ever you find one of their stores.
The provision of a place where people can meet, chat and physically interact in a world that is increasingly electronic as a point of contact is surely as commendable as providing clean water to a village.
The smell and sensation of drinking a well-crafted, tall, hazelnut latte leaves a better impression in my mind than reading the small print on where their bean comes from.
By all means help the impoverished, but also remember to ask yourself how your product is helping change people's lives directly.
I am all for bettering the world, but is that not what we should be doing anyway.
Thursday, 19 January 2012
Friday, 30 December 2011
Stupid Post-Christmas Service
Wanting to check my Internet cap yesterday I went to visit my ISP (no they could not do it over the phone and their online platform does not work). Walking in I found a mass of people who were facing post-Christmas issues (mainly with new cellphone settings)-there was no signage to show me which of the 4 queues I should join. I had time so I engaged in a little experiment-I joined a queue at random and waited to see what might happen. Finally after 10 minutees a staff member came down the queue checking if we were in the right one.
This was in the offices of a large international cellular provider: quite frankly I expected better service.
Two quick pointers. Either a reception desk/point or very clear signage. Second point, if you know you are expecting large numbers of people with new cellphones after the holiday then manage your staff leave better to make sure there more than one person operating the IT desk (or create some VERY CLEAR 'do it yourself' instructions for different phones).
This was in the offices of a large international cellular provider: quite frankly I expected better service.
Two quick pointers. Either a reception desk/point or very clear signage. Second point, if you know you are expecting large numbers of people with new cellphones after the holiday then manage your staff leave better to make sure there more than one person operating the IT desk (or create some VERY CLEAR 'do it yourself' instructions for different phones).
Friday, 16 December 2011
Optimise Your Product Instructions
"The inverse flow of the anti-linear advance of the pivotal device must be accurately advanced in order to facilitate the realignment of oneself with current chronology."
What was that again? Who cares anyway? You may as well be talking Russian.
Incomprehensible instructions, poor tag line creation, and sheer incompetent use of English frustrate and confuse clients.
The influx of Chinese goods into Zimbabwe has seen a number of great examples of poorly translated (often literally) English pamphlets arrive with your new purchase.
Consider these instructions from a recently obtained water dispenser.
"With freshing (sic) keeper cabinet of water dispenser can be put fruits, tea appliance. Need preservation, cleaning, rotating boards regularly switch on the preservation, preservation work at the end of the regular switch automatically return to the 0 position. At this time, the doors still closed 1-3 hours, until the cabinet automatic decomposition of ozone."
This is a real quote I promise (I can't make up something that bad)!
Needless to say my model does not possess a "freshing keeper cabinet" anyway. Perhaps they mean refrigerator and it got sent with the wrong model?
I guess I will never know. Other than that the water dispenser works fine, thank you very much.
Last week, I walked into the office of a reputable local firm to pay a bill. At 1630 hours I walked through their still open doors, was directed to a queue and spent 10 minutes waiting to be served.
Greeted by an attractive sales assistant, I stated my desire to pay. Wait, no they did not want my money as banking was done at 1630 hours even though they only closed at five.
There was no sign to indicate this, in fact no opening hours displayed anywhere. I had wasted a good 15 minutes of precious time that could have been saved by a simple notice. I wonder how many people go through the same process day after day at the same shop without anything changing.
Correct and concise communication means everything. Use clear and simple diagrams if you have to (my water dispenser has a red handle and a little logo of a cup with steam coming out it to indicate the hot water outlet).
Airports are often very good at this with their signage designed for slightly lost, first-time flyers to use. The symbols for baggage, immigration and customs are basic if not almost universal in design to aid those who may not speak the local language.
The London Underground and Hong Kong MTR rely heavily on simple diagrams to help millions of tourists navigate their cities along with the massive local population who need to get to work. Programmes like Skype have simple ‘1 . . . 2 . . . 3 . . .' set-up instructions to get you signed up and logged in.
When it comes to operating instructions, get the spelling, grammar and translation checked and double-checked.
Then find some ignorant and, preferably, technically challenged person and get them to follow the instructions. Or better still, invent something that is so obvious in its function that does not need instructions-merely a small diagram on the front of the packaging (think the paper-clip).
Remember that the font on the manual may need to be read by an 80-year-old with fading eyesight (drug companies could learn something here).
The best directions in the world do not work if they are unreadable. Have you ever seen an elderly person trying to read the numbers on a "Buddie" card? I appreciate that there is only so much information you can fit on a small space, but small, complex fonts are unreadable-on text cards and on your product.
While our population is skewed in the young direction the rest of the world is not. If you are marketing a product to the older portion of the consumer base please do them a favour and increase the font size a little.
Finally, bear in mind the old joke of the woman who presents to the emergency room with severe burns on her feet. In her hands she is clutching a tin of tomato soup.
On being asked what happened she explains that she was merely following the instructions on the tin. It said "Stand in boiling water for 10 minutes."
For some people there is no help.
What was that again? Who cares anyway? You may as well be talking Russian.
Incomprehensible instructions, poor tag line creation, and sheer incompetent use of English frustrate and confuse clients.
The influx of Chinese goods into Zimbabwe has seen a number of great examples of poorly translated (often literally) English pamphlets arrive with your new purchase.
Consider these instructions from a recently obtained water dispenser.
"With freshing (sic) keeper cabinet of water dispenser can be put fruits, tea appliance. Need preservation, cleaning, rotating boards regularly switch on the preservation, preservation work at the end of the regular switch automatically return to the 0 position. At this time, the doors still closed 1-3 hours, until the cabinet automatic decomposition of ozone."
This is a real quote I promise (I can't make up something that bad)!
Needless to say my model does not possess a "freshing keeper cabinet" anyway. Perhaps they mean refrigerator and it got sent with the wrong model?
I guess I will never know. Other than that the water dispenser works fine, thank you very much.
Last week, I walked into the office of a reputable local firm to pay a bill. At 1630 hours I walked through their still open doors, was directed to a queue and spent 10 minutes waiting to be served.
Greeted by an attractive sales assistant, I stated my desire to pay. Wait, no they did not want my money as banking was done at 1630 hours even though they only closed at five.
There was no sign to indicate this, in fact no opening hours displayed anywhere. I had wasted a good 15 minutes of precious time that could have been saved by a simple notice. I wonder how many people go through the same process day after day at the same shop without anything changing.
Correct and concise communication means everything. Use clear and simple diagrams if you have to (my water dispenser has a red handle and a little logo of a cup with steam coming out it to indicate the hot water outlet).
Airports are often very good at this with their signage designed for slightly lost, first-time flyers to use. The symbols for baggage, immigration and customs are basic if not almost universal in design to aid those who may not speak the local language.
The London Underground and Hong Kong MTR rely heavily on simple diagrams to help millions of tourists navigate their cities along with the massive local population who need to get to work. Programmes like Skype have simple ‘1 . . . 2 . . . 3 . . .' set-up instructions to get you signed up and logged in.
When it comes to operating instructions, get the spelling, grammar and translation checked and double-checked.
Then find some ignorant and, preferably, technically challenged person and get them to follow the instructions. Or better still, invent something that is so obvious in its function that does not need instructions-merely a small diagram on the front of the packaging (think the paper-clip).
Remember that the font on the manual may need to be read by an 80-year-old with fading eyesight (drug companies could learn something here).
The best directions in the world do not work if they are unreadable. Have you ever seen an elderly person trying to read the numbers on a "Buddie" card? I appreciate that there is only so much information you can fit on a small space, but small, complex fonts are unreadable-on text cards and on your product.
While our population is skewed in the young direction the rest of the world is not. If you are marketing a product to the older portion of the consumer base please do them a favour and increase the font size a little.
Finally, bear in mind the old joke of the woman who presents to the emergency room with severe burns on her feet. In her hands she is clutching a tin of tomato soup.
On being asked what happened she explains that she was merely following the instructions on the tin. It said "Stand in boiling water for 10 minutes."
For some people there is no help.
Friday, 9 December 2011
Planning Your People
In Harry Beckwith's book "Selling the Invisible" there is a chapter that highlights a strong premise "Don't plan your future plan your people".
Harry's books are always a good read because many of his bottom line messages viciously contest common thought practices.
Why would you plan your people? People always disappoint you! ALWAYS! That's what your father said, just before he disappointed you.
And now a list of faces pop through your head of bright-eyed individuals that have looked so good on that initial meeting but have ended up becoming a deep insidious poison in your bones.
Now you think of stolen money, arguments, legal letters, court cases and swear words.
We have all been disappointed in some way or another.
It rings a bell doesn't it? For some people the ring of the bell is an uneasy minor chord. What if that chord could be transformed into a glorious symphony?
Harry Beckwith's "plan your people" theory is not so easy, but if you can learn from each letdown and somehow keep your heart from turning into hardened lava you'll begin to create a team.
One that will tackle any economic change, inflation flux and industry shift without you really having to worry about it.
The world is unstable and a 120-page business plan planning the future of your business cannot navigate around all of the unseen obstacles . . . but people can.
U2's guitarist Edge said this about their drummer Larry.
"Larry is the one that keeps our ship from smashing against the rocks, while I'm looking through the telescope in the wrong direction and Bono is hanging off the rigging somewhere . . ."
What an incredible comment to be given and one that probably goes against a common teaching that states: "People will always let you down."
You plan your people so that you can have a solid team when things shift in your business.
Your accounts person is not someone
that will charge you for a call and every meeting but is someone that you can build
not only one business with but many businesses.
To find him you may have to be burned by four different accountants but when you do - it's all worth it.
Two perfect C's to use in planning your people is get them on Competence and Character.
That seems to be the general tug-of-war. Once you've got signals of competence and character then unleash this person into their area of ability.
Leave them. You should have a team that you can go to bed and sleep well knowing that your vision is safe in their hands.
Obviously have a standard reporting system and keep tabs on the dollars, but let them be the CEO of their area.
One of the greatest gifts you can ever have is someone who bears the markings of your heart's desires, a person who is an extension of your personality and the projector of the company's image.
This person pre-empts your wishes, not because he is butt kissing but because he understands what needs to be done and understands that he is part of a team.
You don't have to fire him every day because he is already implementing activities beyond your expectations.
His passionate flame does not go out because the roof caved in, he's already found a construction company that will repair it within 24 hours and he assures you that there's nothing to worry about.
Your planned people need targeted and honest affirmation, and they'll be a team-member for life.
Planning people is also about learning to let go of the reins and cutting some slack . . . a team needs to be refreshed by you, and encouraged to perform.
They will hold themselves to a standard and a level of ethics so you don't have to. What a relief!
It might mean you drill the rocks (a few useless people) to get to the gold (solid teammates), but when you finally find the gold it will add the untold value to your company that can't be accounted for with a salary or perks!
Find your team, and enjoy them. If you don't have a solid team - identify the kinds of people you'd like them to be and start looking.
A higher level of business lies in planning your people.
Harry's books are always a good read because many of his bottom line messages viciously contest common thought practices.
Why would you plan your people? People always disappoint you! ALWAYS! That's what your father said, just before he disappointed you.
And now a list of faces pop through your head of bright-eyed individuals that have looked so good on that initial meeting but have ended up becoming a deep insidious poison in your bones.
Now you think of stolen money, arguments, legal letters, court cases and swear words.
We have all been disappointed in some way or another.
It rings a bell doesn't it? For some people the ring of the bell is an uneasy minor chord. What if that chord could be transformed into a glorious symphony?
Harry Beckwith's "plan your people" theory is not so easy, but if you can learn from each letdown and somehow keep your heart from turning into hardened lava you'll begin to create a team.
One that will tackle any economic change, inflation flux and industry shift without you really having to worry about it.
The world is unstable and a 120-page business plan planning the future of your business cannot navigate around all of the unseen obstacles . . . but people can.
U2's guitarist Edge said this about their drummer Larry.
"Larry is the one that keeps our ship from smashing against the rocks, while I'm looking through the telescope in the wrong direction and Bono is hanging off the rigging somewhere . . ."
What an incredible comment to be given and one that probably goes against a common teaching that states: "People will always let you down."
You plan your people so that you can have a solid team when things shift in your business.
Your accounts person is not someone
that will charge you for a call and every meeting but is someone that you can build
not only one business with but many businesses.
To find him you may have to be burned by four different accountants but when you do - it's all worth it.
Two perfect C's to use in planning your people is get them on Competence and Character.
That seems to be the general tug-of-war. Once you've got signals of competence and character then unleash this person into their area of ability.
Leave them. You should have a team that you can go to bed and sleep well knowing that your vision is safe in their hands.
Obviously have a standard reporting system and keep tabs on the dollars, but let them be the CEO of their area.
One of the greatest gifts you can ever have is someone who bears the markings of your heart's desires, a person who is an extension of your personality and the projector of the company's image.
This person pre-empts your wishes, not because he is butt kissing but because he understands what needs to be done and understands that he is part of a team.
You don't have to fire him every day because he is already implementing activities beyond your expectations.
His passionate flame does not go out because the roof caved in, he's already found a construction company that will repair it within 24 hours and he assures you that there's nothing to worry about.
Your planned people need targeted and honest affirmation, and they'll be a team-member for life.
Planning people is also about learning to let go of the reins and cutting some slack . . . a team needs to be refreshed by you, and encouraged to perform.
They will hold themselves to a standard and a level of ethics so you don't have to. What a relief!
It might mean you drill the rocks (a few useless people) to get to the gold (solid teammates), but when you finally find the gold it will add the untold value to your company that can't be accounted for with a salary or perks!
Find your team, and enjoy them. If you don't have a solid team - identify the kinds of people you'd like them to be and start looking.
A higher level of business lies in planning your people.
Wednesday, 30 November 2011
Online Publishing...which format to choose
Looking for a business book by Harry Beckwith online. Found that the only electronic version was available on Barnes and Noble-who do not support sales outside of the USA! Amazon's Kindle format, which I can buy from overseas, do not have an e-version. How to kill your international sales.
Wednesday, 23 November 2011
How Many Clicks per Million Really Work for Advertising
Seth Godin has a short piece on web advertising on his blog http://sethgodin.typepad.com/seths_blog/2011/11/moving-beyond-impressions.html
He raises the issue that at which point does the volume of advertising you are putting out become just noise that people filter out. People who live next to the railway line eventually become attuned to the noise of passing trains and it no longer bothers them. At what point do your ads become just another ignored reminder in the mental spam of life? Food for thought.
He raises the issue that at which point does the volume of advertising you are putting out become just noise that people filter out. People who live next to the railway line eventually become attuned to the noise of passing trains and it no longer bothers them. At what point do your ads become just another ignored reminder in the mental spam of life? Food for thought.
Friday, 4 November 2011
Business Culture Creation
When the word culture is mentioned what comes to mind? Is it travel to far off shores and new destinations. Perhaps you think of the refinement and finesse of the arts. Maybe the suits and ties of Wall Street.
Every country has a its own unique culture, the expression of values, likes and dislikes, arts, food, and ethos.
Whatever you think, stepping into another culture almost always triggers culture shock.
Culture shock is potentially a fantastic or excruciating experience of being way out of your comfort zone and engaging in something different to the norm.
Imagine arriving in Paris, the fabled city of love, for the first time. Your hands are shaking as you exit the terminal station with the ineffable feelings of romance.
If you're single you have this strong sense that around the next cobblestoned corner you will find that French damsel or bachelor that will expose you to that European love affair that could turn into something more.
You struggle to comprehend the local language and communicate more in gesture rather than words badly mispronounced from a guidebook.
Even the air appears to taste different. Instead of seeing adverts for Cadbury's and Pascal chocolate bars you see Bonnat.
The culture is different, it is not just one specific thing but a myriad of interrelating aspects that create the whole.
Every company is like this.
You cross the border into another world when you walk into someone else's office.
When you walk into a business you are immediately hit by a culture shock as you experience the way they do business.
This is exaggerated should you be dealing internationally.
Most people tend to mask their shortcomings by giving the excuse "this is how we do it in Africa".
Well, that is fine, but you need to have enough culture in your company that people can relate to if you are willing to do business and gain enough new and exciting experiences to give you a slight edge in your deals.
I am basically going to look at three things that could take your company from Harare to Paris.
Food and drink
As humans we loved to gather around food. Some Zimbabweans definitely get this point.
Amai Garwe's restaurant, and other establishments in the city, are business hotspots because most of the patrons understand this concept.
One of the first things you ask when visiting someone's home is "Is their food good?" Why should it be any different with your business.
It's better to wait for an appointment with a cup of coffee in hand than to stare empty handed at stark walls.
Being offered a biscuit and coffee changes the whole mood.
I was at the ZTA Cocktail at Pandari lodge and it was not the Italian band or the different CEO's that were giving speeches or Miss Zimbabwe Universe that really got the smiles going.
It was the chicken bits, the wine and the cheese, which frankly disappeared within minutes. Internally, this theory counts. In the company that I work for I have taken on what are called "Bullet Coffees".
Instead of having a meeting where it's you, a notepad and an agenda, change the culture and say to the person you are working with "Let's grab a croissant and enjoy our discussion".
That meeting will turn from being the stress point in your day to something you look forward to.
The best part of a boring flight is when you get your food.
Meetings are no different. As we know a good conversation is one thing, but a good conversation over a fantastic dinner is memorable.
Geniality
When the client is the burden, and when I am that client I feel like shooting the CEO with a paintball gun.
A rude receptionist is a cost to the company - every interaction with employees or clients creates the business culture.
Is there a policy in some businesses to make the customer feel like hell when they make a small mistake?
Do people walk through your doors and find laughter, big hellos, and a ready attitude?
Do you have a receptionist who can not be bothered to jump off her feet and shake a person's hand because it's not in their job description?
The Ritz Carlton in Chicago has a policy that hiring is entirely based on attitude, and less on skill.
The culture of geniality is more important then getting the hottest CV on your payroll system. Which leads us to point three.
Atmosphere
In the perfect light everything can be extraordinary. My friend asked me where he should go for his honeymoon with his art-loving lady.
Italy, I said without hesitation, "from Rome to Venice you will not have to lift a finger.
"Let Italy do the work, let the art do the talking and put her in an emotional daze."
What do people feel when they enter your office?
What emotions are stirred by the décor, the state of cleanliness, the clear and helpful signs, the smiles of the staff.
Think of a funeral home, it is only a room with some tasteful décor but how many will host a wedding there? It is all about the atmosphere.
Every country has a its own unique culture, the expression of values, likes and dislikes, arts, food, and ethos.
Whatever you think, stepping into another culture almost always triggers culture shock.
Culture shock is potentially a fantastic or excruciating experience of being way out of your comfort zone and engaging in something different to the norm.
Imagine arriving in Paris, the fabled city of love, for the first time. Your hands are shaking as you exit the terminal station with the ineffable feelings of romance.
If you're single you have this strong sense that around the next cobblestoned corner you will find that French damsel or bachelor that will expose you to that European love affair that could turn into something more.
You struggle to comprehend the local language and communicate more in gesture rather than words badly mispronounced from a guidebook.
Even the air appears to taste different. Instead of seeing adverts for Cadbury's and Pascal chocolate bars you see Bonnat.
The culture is different, it is not just one specific thing but a myriad of interrelating aspects that create the whole.
Every company is like this.
You cross the border into another world when you walk into someone else's office.
When you walk into a business you are immediately hit by a culture shock as you experience the way they do business.
This is exaggerated should you be dealing internationally.
Most people tend to mask their shortcomings by giving the excuse "this is how we do it in Africa".
Well, that is fine, but you need to have enough culture in your company that people can relate to if you are willing to do business and gain enough new and exciting experiences to give you a slight edge in your deals.
I am basically going to look at three things that could take your company from Harare to Paris.
Food and drink
As humans we loved to gather around food. Some Zimbabweans definitely get this point.
Amai Garwe's restaurant, and other establishments in the city, are business hotspots because most of the patrons understand this concept.
One of the first things you ask when visiting someone's home is "Is their food good?" Why should it be any different with your business.
It's better to wait for an appointment with a cup of coffee in hand than to stare empty handed at stark walls.
Being offered a biscuit and coffee changes the whole mood.
I was at the ZTA Cocktail at Pandari lodge and it was not the Italian band or the different CEO's that were giving speeches or Miss Zimbabwe Universe that really got the smiles going.
It was the chicken bits, the wine and the cheese, which frankly disappeared within minutes. Internally, this theory counts. In the company that I work for I have taken on what are called "Bullet Coffees".
Instead of having a meeting where it's you, a notepad and an agenda, change the culture and say to the person you are working with "Let's grab a croissant and enjoy our discussion".
That meeting will turn from being the stress point in your day to something you look forward to.
The best part of a boring flight is when you get your food.
Meetings are no different. As we know a good conversation is one thing, but a good conversation over a fantastic dinner is memorable.
Geniality
When the client is the burden, and when I am that client I feel like shooting the CEO with a paintball gun.
A rude receptionist is a cost to the company - every interaction with employees or clients creates the business culture.
Is there a policy in some businesses to make the customer feel like hell when they make a small mistake?
Do people walk through your doors and find laughter, big hellos, and a ready attitude?
Do you have a receptionist who can not be bothered to jump off her feet and shake a person's hand because it's not in their job description?
The Ritz Carlton in Chicago has a policy that hiring is entirely based on attitude, and less on skill.
The culture of geniality is more important then getting the hottest CV on your payroll system. Which leads us to point three.
Atmosphere
In the perfect light everything can be extraordinary. My friend asked me where he should go for his honeymoon with his art-loving lady.
Italy, I said without hesitation, "from Rome to Venice you will not have to lift a finger.
"Let Italy do the work, let the art do the talking and put her in an emotional daze."
What do people feel when they enter your office?
What emotions are stirred by the décor, the state of cleanliness, the clear and helpful signs, the smiles of the staff.
Think of a funeral home, it is only a room with some tasteful décor but how many will host a wedding there? It is all about the atmosphere.
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