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Moody Brews - Small Town Woman in Business Success.
This summer I drove through Doris, California and stopped to visit with Julie Barkman, owner of 'Moody Brews' Coffee Drive Thru. For ten years Julie worked in adult education, commuting 25 miles to Klamath Falls, Oregon. In 2007, Julie and her husband decided to start a business to stop her commute, providing her the freedom to be there for her family and giving them a way to give back to their community. Julie named her coffee shop 'Moody Brews' because she is a big fan of the Moody Blues Music. Mr. Barkman, her husband, built the drive thru from scratch.

Why You Need Extra Insurance For A Home Based Business
If you are going to run a home based business, you need extra insurance-that is, you'll need insurance that most other people don't need. It's more than worth the premiums.

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USING REWARD PROGRAMS TO CREATE LOYAL CUSTOMERS
Customer reward programs were first introduced by the airlines more than a decade ago. Since then, businesses ranging from bookstores to coffee shops to credit cards have implemented reward programs. Properly implemented reward programs create loyal customers. However, many reward programs simply don’t work. The rewards are either ineffective motivators or too costly to be practical. Often reward programs and short-term promotional programs conflict, turning off loyal customers and attracting only less profitable price-switchers. In order to avoid the traps that can sour customer relationships or drain scarce resources, it makes sense to examine the fundamentals of developing a successful customer reward program.
You Get What You Reward
More often than not an organization says one thing in its literature, on nicely formatted signs in hallways and conference rooms, but unfortunately does not practice what it preaches. As your organization decides what it wants its culture to be, look closely at what it will reward. Remember…You get what you reward.
New Study of Corporate Rewards Program Proves...
Considering that a recent study from the Incentive Federation has shown that a good corporate reward program can improve sales and production as much as forty-four percent a company can hardly afford not to have a corporate reward program.
Incentives and Brand Loyalty: A Winning Combination
Reward points are used by credit card companies, gas stations, book stores, airlines, and almost any large chain in order to reward the loyalty of their client base. These companies understand the importance of brand recognition, and incentive-based compensation for being a loyal customer. These points are redeemable and can be applied as credits or used as a form of payment.
Customer referral program
There are many businesses that would argue their best source of clients is by referral and yet if you ask what they do about this ‘Best Source', most would also say nothing. Do you reward people for referring customers to you and do you have an organised program to encourage this form of referral? If you answered 'NO‘ to this question then I would ask you to take a moment to think about your answer for a moment and to perhaps discuss changing how you deal with this aspect of your business with your business partners and employees. Firstly, you could make a decision to reward those people that refer clients to you by way of a financial reward either with a cheque or a voucher. Alternatively, you could reward them with your own products or services, by way of a discount on future purchases or by giving items away.
All Metrics Will Be Gamed
The dynamics that are in play within the business and team must be understood. Lin Yutang in The Importance of Living (1998) very succinctly puts it "In short, my faith in human dignity consists in the belief that man is the greatest scamp on earth." It is only natural that people will try to take advantage of a measure in a business to 'game' the system - to interpret it in a way that makes it easier to achieve the number, or easier to obtain reward and recognition. As humans, we will try to take advantage of any interpretation that we can to help ourselves.

Rebuilding your reward strategy
In the middle of change it can be easy to overlook the impact that restructuring has on reward strategy. We all know that having up-to-date and flexible people practices is vital to support business objectives, but many businesses forget to review their reward approach as their business grows and changes. Here's our six stage model for checking that your reward systems are still up to the job:

Why Rewards Cause Problems #6: Rewards Undermine Interest
We do things because we are interested in them, generally not to get some kind of tangible reward. Organizational reward systems often overlook the very powerful intrinsic motivators of their workers, and get only a tiny fraction of the discretionary effort that is available. The attached article gives some insight on this phenomenon.

Personal Recognition and Appreciation is an Inside Job
Like improvement efforts, effective reward and recognition is an integrated process, not a bolt-on program. Since you can't make your team or organization into something different than you, it has to start with you. Whose needs are your recognition and reward systems designed to serve? What are the goals? Are they to manipulate, control, and "motivate?" Or do they build an atmosphere of helpfulness, appreciation, and high energy? How do you know? As with beauty, quality, or customer service, reward and recognition are in the eyes of the beholder.

Recognition Do's and Don'ts to Inspire and Energize
Like improvement efforts, effective reward and recognition is an integrated process, not a bolt-on program. Since you can't make your team or organization into something different than you, it has to start with you. Whose needs are your recognition and reward systems designed to serve? What are the goals? Are they to manipulate, control, and "motivate?" Or do they build an atmosphere of helpfulness, appreciation, and high energy? How do you know? As with beauty, quality, or customer service, reward and recognition are in the eyes of the beholder.

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