Learn how to get your new product news above the noise that automotive editors deal with every day.

Media members receive hundreds of product releases and story ideas each month. Do yours see the light of day? Or are they lost in the pile? Find out how to cut through the clutter and gain the attention that will get your news noticed!

In SEMA’s exclusive webinar “How to Use the Media to Promote Your Products," automotive publishing and web veterans will explain:

• How to create a winning press release
• How to generate exposure for your products
• How to build a press kit
• How to develop media contacts
• How to organize and promote a press conference
• How to generate and select project vehicle opportunities
• Why you should treat all media as equals—even though some are more important than others

Presenters John Stewart and Steve Campbell are veterans of automotive media, each with more than three decades experience editing top-flight publications including 4-Wheel & Off-Road, Four Wheeler and Hot Rod.

They’ve also overseen dozens of other titles in executive management positions at leading publishing houses including Petersen Publishing Company, General Media, EMAP and Primedia.

Stewart is currently editor-in-chief of Off-Road Industry magazine and provides web and print content for a variety of automotive entities. Campbell is a former editorial director for SEMA publications and remains a frequent contributor to SEMA News and consumer publications in all automotive segments.

Join these two media insiders on Thursday, April 22, from 10:00 to 11:00 a.m. (PST), when they will share their insights and expertise. Participate live or download the webinar later when it's convenient. Simply visit www.SEMA.org/events/webinars to register and take advantage of this unique opportunity. It's free to SEMA members and only $29 for non-members.

The Sports Car Club of America Inc. (SCCA) named Nate Siebens public relations manager of the SCCA Pro Racing Trans-Am Series for the 2010 season. Siebens 14-year career in motorsports media and public relations includes public relations stints with CART/Champ Car and GRAND-AM. Siebens founded his own company, LCS Public Relations, in 2007. Through his company, Siebens will oversee public relations efforts for the Trans-Am Series, working in concert with SCCA’s in-house public relations staff. His duties include feature articles, press releases and media materials for Trans-Am.

	Rory Krupp

S&W Race Cars announced that Rory Krupp has joined its sales team. According to S&W President Scott Weney, Krupp spends his days as a builder and fabricator and his weekends as the pilot of S&W's Top Dragster "house car." Krupp has recently spent time learning a new skill—sales. "Some people can't get enough, and Rory is living proof," explains Weney.

PPG Industries announced that J. Craig Jordan will succeed Charles “Bud” Wise as vice president, human resources, effective August 1, when Wise will retire from the company. Jordan will become a member of PPG’s operating committee, reporting to Chairman and CEO Charles Bunch. Jordan joined PPG in 1989 as director, human resources, at the company’s Natrium, West Virginia, plant. In 1992, he moved to the corporate labor relations staff as manager, industrial relations. In 1999, he became director, human resources, for optical products, based at Pinellas Park, Florida. Jordan assumed responsibility for corporate industrial relations in 2003, and his responsibilities subsequently expanded to include employee relations, policy and compensation.

Optima Batteries has partnered with World Racing Inc. for the 2010 drag racing season. As the Official Battery Supplier of World Racing Inc., Optima Batteries will provide product and technical sport to World Racing and owner/driver Chris Rado for various competitions.

Hastings East Manufacturing Company Ltd. was recognized as a Top Ten Automotive Parts Brand in China.

Hastings East Manufacturing Company Ltd., a wholly foreign owned enterprise of Hastings Manufacturing Company LLC, was recognized as a Top Ten Automotive Parts Brand in China. The Top Ten Foreign Automotive Parts Brand in China ceremony was held at the Presidential Guest House in Beijing PRC. A panel of state representatives, educational institutions, the Society of Automotive Engineers China, China Auto Parts Association and the automotive aftermarket media select the award.

Mobileye Inc. established a partnership with InstallerNet Inc. that will provide Mobileye customers with immediate access to InstallerNet's nationwide network of more than 1,500 installation facilities in addition to Mobileye’s existing dealer network. Receiving comprehensive training and certified testing on all Mobileye aftermarket technologies, those professionals will be readily available for any driver or fleet interested in incorporating Mobileye’s breakthrough accident-avoidance and risk mitigation systems into their vehicle. Mobileye driver assistance technologies, such as Forward Collision Warning (FCW), Headway Monitoring (HMW) and Lane Departure Warning (LDW) systems, help alert drivers to potentially life-threatening situations.

Brenda Priddy's spy photogs caught the 2011 Mercedes CLS 63 AMG absent of nearly all heavy camouflage. The quad-tip exhaust, AMG wheels, high-performance tires, larger brakes and cross-drilled brake rotors suggest this is no ordinary CLS. Underhood, the current CLS 63 AMG shares its engine with the previous-generation E63 AMG, and both deliver over 500 horsepower.

If the same holds with the next generation, expect to see a new 525-horsepower 6.3-liter V8, with Mercedes' Speedshift MCT 7-speed gearbox driving the rear wheels. And like the E63 AMG, standard wheels should be 18 inches, with the 19-inch size listed on the options menu.

Sales of the CLS 63 AMG should begin in 2011 and rivals now include the new Porsche Panamera Turbo and the high-performance version of Aston Martin's new Rapide. Audi will also enter the four-door "coupe" segment with the S7.

Photos copyright Brenda Priddy & Company. Reuse or reproduction without copyright holder's consent is prohibited.

Brenda Priddy's spy photogs caught the 2011 Mercedes CLS 63 AMG absent of nearly all heavy camouflage. The quad-tip exhaust, AMG wheels, high-performance tires, larger brakes and cross-drilled brake rotors suggest this is no ordinary CLS. Underhood, the current CLS 63 AMG shares its engine with the previous-generation E63 AMG, and both deliver over 500 horsepower.

If the same holds with the next generation, expect to see a new 525-horsepower 6.3-liter V8, with Mercedes' Speedshift MCT 7-speed gearbox driving the rear wheels. And like the E63 AMG, standard wheels should be 18 inches, with the 19-inch size listed on the options menu.

Sales of the CLS 63 AMG should begin in 2011 and rivals now include the new Porsche Panamera Turbo and the high-performance version of Aston Martin's new Rapide. Audi will also enter the four-door "coupe" segment with the S7.

Photos copyright Brenda Priddy & Company. Reuse or reproduction without copyright holder's consent is prohibited.

	The online Exhibit Space Rental Agreement (ESRA) makes signing up for the SEMA Show—November 2–5, in Las Vegas—easier than ever.

Automotive specialty-equipment manufacturers will discover that signing up for the 2010 SEMA Show, November 2–5, in Las Vegas, is easier than ever using the online Exhibit Space Rental Agreement (ESRA). With more than 100,000 automotive industry professionals expected to gather at the annual event, the SEMA Show is considered by many the industry's leading automotive accessories trade event in the world.

SEMA Show organizers have streamlined the exhibit rental agreement process and are launching an aggressive attendee campaign to retain the Show's high buyer quality. At the 2009 SEMA Show, 87% of buyers made or influenced buying decisions within their businesses, and 73% said that they purchase more products from SEMA Show exhibitors than from non-exhibiting companies.

Don't miss an opportunity to participate in the priority booth space selection, ensuring you get the best visibility, traffic flow and access to the industry's most qualified decision-makers. Companies that are ready to exhibit at the 2010 SEMA Show can get started by clicking the "Buy a Booth" link located on the homepage of www.SEMAShow.com. Secure the best space possible by submitting your agreement and deposit by May 7, 2010, the deadline to participate in priority space selection. Scheduled for June 2–23, the three-week priority space selection process allows exhibitors to select their actual booth location.

The SEMA Show also offers exhibitors several opportunities to extend promotional messages beyond the booth space. Through the online ESRA, exhibitors have exclusive access to online-only sponsorship deals, such as special pricing for the SEMA Show Directory and SEMA Show Pocket Guide, and an online promotional tool designed to enhance the awareness of exhibitors' booths and attract additional foot traffic.

Read more about the Show and how it delivers a high ROI by accessing the SEMA Show Exhibitor Prospectus. Get to Vegas ready to sell, and the SEMA Show will deliver buyers ready to buy.

Read a complete breakdown and view photos of the 2009 SEMA Show in SEMA News.

With more than 50,000 buyers, thousands of new products and hundreds of feature vehicles showcasing the latest automotive tastes and trends, the SEMA Show is the single best investment of your annual marketing resources. Since 1967, the Show has helped automotive entrepreneurs reach the broadest section of industry buyers possible.

	The online Exhibit Space Rental Agreement (ESRA) makes signing up for the SEMA Show—November 2–5, in Las Vegas—easier than ever.

Automotive specialty-equipment manufacturers will discover that signing up for the 2010 SEMA Show, November 2–5, in Las Vegas, is easier than ever using the online Exhibit Space Rental Agreement (ESRA). With more than 100,000 automotive industry professionals expected to gather at the annual event, the SEMA Show is considered by many the industry's leading automotive accessories trade event in the world.

SEMA Show organizers have streamlined the exhibit rental agreement process and are launching an aggressive attendee campaign to retain the Show's high buyer quality. At the 2009 SEMA Show, 87% of buyers made or influenced buying decisions within their businesses, and 73% said that they purchase more products from SEMA Show exhibitors than from non-exhibiting companies.

Don't miss an opportunity to participate in the priority booth space selection, ensuring you get the best visibility, traffic flow and access to the industry's most qualified decision-makers. Companies that are ready to exhibit at the 2010 SEMA Show can get started by clicking the "Buy a Booth" link located on the homepage of www.SEMAShow.com. Secure the best space possible by submitting your agreement and deposit by May 7, 2010, the deadline to participate in priority space selection. Scheduled for June 2–23, the three-week priority space selection process allows exhibitors to select their actual booth location.

The SEMA Show also offers exhibitors several opportunities to extend promotional messages beyond the booth space. Through the online ESRA, exhibitors have exclusive access to online-only sponsorship deals, such as special pricing for the SEMA Show Directory and SEMA Show Pocket Guide, and an online promotional tool designed to enhance the awareness of exhibitors' booths and attract additional foot traffic.

Read more about the Show and how it delivers a high ROI by accessing the SEMA Show Exhibitor Prospectus. Get to Vegas ready to sell, and the SEMA Show will deliver buyers ready to buy.

Read a complete breakdown and view photos of the 2009 SEMA Show in SEMA News.

With more than 50,000 buyers, thousands of new products and hundreds of feature vehicles showcasing the latest automotive tastes and trends, the SEMA Show is the single best investment of your annual marketing resources. Since 1967, the Show has helped automotive entrepreneurs reach the broadest section of industry buyers possible.

	Take advantage of this opportunity to associate your brand with the charitable contributions of the SEMA Show 'N Shine car show and Pinewood Drag Races.

2010 SEMA Show 'n Shine and SEMA Pinewood Drag Races sponsorship opportunities are available for companies and individuals wishing to support these worthwhile events and the charities they benefit, Childhelp and Victory Junction.

Please see the linked PDF for details about sponsorship levels, and contact Joe Sebergandio at MOTOR MEDIA INC. for additional information: joe@motormediainc.com or 818/248-4900.

	Providing customer service the Nordstrom way is more than simply asking your customers how you can help them. It is about developing relationships so you can anticipate their needs and keep them coming back.

Customer service is not a strategy; it is a way of life, whether business is up or down. The customer and how you take care of that customer will ultimately determine whether or not your business will succeed, according to Robert Spector, best-selling author and international speaker best known for his book The Nordstrom Way to Customer Service Excellence. His latest book is called The Mom & Pop Store: How the Unsung Heroes of the American Economy Are Surviving and Thriving.

It’s widely known that word-of-mouth is the most powerful form of advertising. To survive as a company, business owners must ask themselves the following three questions: 1) Are you offering a better product or service than your competitors? 2) Are you offering a less-expensive product or service than your competitors? 3) Are you offering customer service that is superior to that of your competitors?

The key is to think like the customer. Many companies are set up for their own benefit and don’t often consider how this philosophy affects the customer, Spector said. Nordstrom is a 108-year-old woman’s clothing store famous for its quality of customer service. This year, Nordstrom is expected to do about $8 billion in sales. The continuity of providing customer service through several generations of the Nordstrom family is what gives the company a tremendous competitive advantage.

The management principles of providing customer service the Nordstrom way include:

Create an inviting place in person, online and over the phone. Provide your customers with choices of products, services and service channels. Most store escalators are 36 inches wide; at Nordstrom they are 42 inches wide. Most stores have one escalator; Nordstrom has two. The area around the escalator is clear of merchandise so it’s easy to get around. The dressing rooms have separate thermostats. Nordstrom stores are located in busy downtown shopping malls where there are plenty of places to eat. Nordstrom has chairs and sofas for a place to rest. Make sure there are clear signage and someone to greet customers when they walk in. Create an easy-to-use website and visit it as if you were a customer. Is it inviting and easily navigable? How does it compare to that of your competitors? When answering the phone, smile and be upbeat.

Sell the relationship. Where businesses succeed is the relationships business owners and their employees develop. Ask questions to get a measure of who your customers are. “Measure both feet” to get an idea of what the customer really needs. The customer has all the answers; all you have to do is ask. The more you know about your them, the better your business and the better your chance of retaining them. It actually strengthens the relationship when a customer sees you are able to rectify a situation. Nurture the relationship with your vendors and suppliers to ensure the ability to continue to offer great products and services to your customers.

Energize your employees. It’s better to hire nice, motivated people and teach them how to sell, rather than hiring salespeople and teaching them to be nice. Hire the smile and train the skill. Nordstrom doesn’t do a lot of employee training. Who trains them? Their parents or whoever raised them and gave them values. If you have those values, it puts you further ahead of the competition.

Empower employees to take ownership. If there is a bigger cliché than customer service surely it must be empowerment. You empower people by giving them the power or opportunity to make a decision for the company instead of running to a manager. All Nordstrom salespeople are paid on commission so they are empowered to build up their own business as if they were entrepreneurs within an entrepreneurial setting. Use good judgment in all situations.

Nordstrom doesn’t like rules. The minute you come up with a rule, you give the employee a reason to say no to a customer. It all starts with culture built around the idea of customer service. Do you have a culture around your business and, if so, what is it? Nordstrom gives its salespeople the freedom to make decisions. If they make a wrong decision, use it as a lesson for next time. You can’t teach culture; you have to live it, experience it and show it. What are your company’s values and does everyone know what those values are? Hire people who share your core values.

Sustain the people on the front lines through support and mentoring. Instead of assigning employees a mentor, let them naturally find a person to mentor them. Over time, they will eventually become a mentor for someone else. This is how you sustain and build on company culture. Nordstrom uses frequent staff meetings as workshops to compare, examine and discuss sales techniques. Employees act out skits in which they play the roles of salesperson and customer. Top salespeople are encouraged to talk to employees about goal setting, marketing, selling, using the phone and providing customer service. Salespeople are the engines that drive the profit-making machine.

Celebrate company heroes through recognition and praise. Employees want to feel needed and valued. Recognition reinforces the areas you want to focus on at all times. Elements of a good recognition meeting include demonstrating sincere appreciation for the people being honored, emphasizing team spirit, teaching employees something new so they have something to look forward to and perpetuating the company’s culture.

Advocate teamwork through internal customer service. At Nordstrom, employees are judged by three criteria: sales, customer service and teamwork. They must be team players and help out the people in their department so the company gets credit for that sale. If the team advances, everyone advances. Teamwork creates a sense of ownership and a feeling everyone belongs. The key is communication. Ensure your employees know the mission and everyone is on the same page moving toward a common goal. At Nordstrom, buyers and department managers spend some time shoulder-to-shoulder with salespeople on the floor getting feedback from customers.

Commit 100 percent to customer service. Constantly reinforce the idea you are in the customer-service business and always be nice.

This seminar was presented during the 2009 SEMA Show's Education Days, and the entire session can be downloaded here. View all of the seminars and topics available. 
 

	Providing customer service the Nordstrom way is more than simply asking your customers how you can help them. It is about developing relationships so you can anticipate their needs and keep them coming back.

Customer service is not a strategy; it is a way of life, whether business is up or down. The customer and how you take care of that customer will ultimately determine whether or not your business will succeed, according to Robert Spector, best-selling author and international speaker best known for his book The Nordstrom Way to Customer Service Excellence. His latest book is called The Mom & Pop Store: How the Unsung Heroes of the American Economy Are Surviving and Thriving.

It’s widely known that word-of-mouth is the most powerful form of advertising. To survive as a company, business owners must ask themselves the following three questions: 1) Are you offering a better product or service than your competitors? 2) Are you offering a less-expensive product or service than your competitors? 3) Are you offering customer service that is superior to that of your competitors?

The key is to think like the customer. Many companies are set up for their own benefit and don’t often consider how this philosophy affects the customer, Spector said. Nordstrom is a 108-year-old woman’s clothing store famous for its quality of customer service. This year, Nordstrom is expected to do about $8 billion in sales. The continuity of providing customer service through several generations of the Nordstrom family is what gives the company a tremendous competitive advantage.

The management principles of providing customer service the Nordstrom way include:

Create an inviting place in person, online and over the phone. Provide your customers with choices of products, services and service channels. Most store escalators are 36 inches wide; at Nordstrom they are 42 inches wide. Most stores have one escalator; Nordstrom has two. The area around the escalator is clear of merchandise so it’s easy to get around. The dressing rooms have separate thermostats. Nordstrom stores are located in busy downtown shopping malls where there are plenty of places to eat. Nordstrom has chairs and sofas for a place to rest. Make sure there are clear signage and someone to greet customers when they walk in. Create an easy-to-use website and visit it as if you were a customer. Is it inviting and easily navigable? How does it compare to that of your competitors? When answering the phone, smile and be upbeat.

Sell the relationship. Where businesses succeed is the relationships business owners and their employees develop. Ask questions to get a measure of who your customers are. “Measure both feet” to get an idea of what the customer really needs. The customer has all the answers; all you have to do is ask. The more you know about your them, the better your business and the better your chance of retaining them. It actually strengthens the relationship when a customer sees you are able to rectify a situation. Nurture the relationship with your vendors and suppliers to ensure the ability to continue to offer great products and services to your customers.

Energize your employees. It’s better to hire nice, motivated people and teach them how to sell, rather than hiring salespeople and teaching them to be nice. Hire the smile and train the skill. Nordstrom doesn’t do a lot of employee training. Who trains them? Their parents or whoever raised them and gave them values. If you have those values, it puts you further ahead of the competition.

Empower employees to take ownership. If there is a bigger cliché than customer service surely it must be empowerment. You empower people by giving them the power or opportunity to make a decision for the company instead of running to a manager. All Nordstrom salespeople are paid on commission so they are empowered to build up their own business as if they were entrepreneurs within an entrepreneurial setting. Use good judgment in all situations.

Nordstrom doesn’t like rules. The minute you come up with a rule, you give the employee a reason to say no to a customer. It all starts with culture built around the idea of customer service. Do you have a culture around your business and, if so, what is it? Nordstrom gives its salespeople the freedom to make decisions. If they make a wrong decision, use it as a lesson for next time. You can’t teach culture; you have to live it, experience it and show it. What are your company’s values and does everyone know what those values are? Hire people who share your core values.

Sustain the people on the front lines through support and mentoring. Instead of assigning employees a mentor, let them naturally find a person to mentor them. Over time, they will eventually become a mentor for someone else. This is how you sustain and build on company culture. Nordstrom uses frequent staff meetings as workshops to compare, examine and discuss sales techniques. Employees act out skits in which they play the roles of salesperson and customer. Top salespeople are encouraged to talk to employees about goal setting, marketing, selling, using the phone and providing customer service. Salespeople are the engines that drive the profit-making machine.

Celebrate company heroes through recognition and praise. Employees want to feel needed and valued. Recognition reinforces the areas you want to focus on at all times. Elements of a good recognition meeting include demonstrating sincere appreciation for the people being honored, emphasizing team spirit, teaching employees something new so they have something to look forward to and perpetuating the company’s culture.

Advocate teamwork through internal customer service. At Nordstrom, employees are judged by three criteria: sales, customer service and teamwork. They must be team players and help out the people in their department so the company gets credit for that sale. If the team advances, everyone advances. Teamwork creates a sense of ownership and a feeling everyone belongs. The key is communication. Ensure your employees know the mission and everyone is on the same page moving toward a common goal. At Nordstrom, buyers and department managers spend some time shoulder-to-shoulder with salespeople on the floor getting feedback from customers.

Commit 100 percent to customer service. Constantly reinforce the idea you are in the customer-service business and always be nice.

This seminar was presented during the 2009 SEMA Show's Education Days, and the entire session can be downloaded here. View all of the seminars and topics available. 
 

	Providing customer service the Nordstrom way is more than simply asking your customers how you can help them. It is about developing relationships so you can anticipate their needs and keep them coming back.

Customer service is not a strategy; it is a way of life, whether business is up or down. The customer and how you take care of that customer will ultimately determine whether or not your business will succeed, according to Robert Spector, best-selling author and international speaker best known for his book The Nordstrom Way to Customer Service Excellence. His latest book is called The Mom & Pop Store: How the Unsung Heroes of the American Economy Are Surviving and Thriving.

It’s widely known that word-of-mouth is the most powerful form of advertising. To survive as a company, business owners must ask themselves the following three questions: 1) Are you offering a better product or service than your competitors? 2) Are you offering a less-expensive product or service than your competitors? 3) Are you offering customer service that is superior to that of your competitors?

The key is to think like the customer. Many companies are set up for their own benefit and don’t often consider how this philosophy affects the customer, Spector said. Nordstrom is a 108-year-old woman’s clothing store famous for its quality of customer service. This year, Nordstrom is expected to do about $8 billion in sales. The continuity of providing customer service through several generations of the Nordstrom family is what gives the company a tremendous competitive advantage.

The management principles of providing customer service the Nordstrom way include:

Create an inviting place in person, online and over the phone. Provide your customers with choices of products, services and service channels. Most store escalators are 36 inches wide; at Nordstrom they are 42 inches wide. Most stores have one escalator; Nordstrom has two. The area around the escalator is clear of merchandise so it’s easy to get around. The dressing rooms have separate thermostats. Nordstrom stores are located in busy downtown shopping malls where there are plenty of places to eat. Nordstrom has chairs and sofas for a place to rest. Make sure there are clear signage and someone to greet customers when they walk in. Create an easy-to-use website and visit it as if you were a customer. Is it inviting and easily navigable? How does it compare to that of your competitors? When answering the phone, smile and be upbeat.

Sell the relationship. Where businesses succeed is the relationships business owners and their employees develop. Ask questions to get a measure of who your customers are. “Measure both feet” to get an idea of what the customer really needs. The customer has all the answers; all you have to do is ask. The more you know about your them, the better your business and the better your chance of retaining them. It actually strengthens the relationship when a customer sees you are able to rectify a situation. Nurture the relationship with your vendors and suppliers to ensure the ability to continue to offer great products and services to your customers.

Energize your employees. It’s better to hire nice, motivated people and teach them how to sell, rather than hiring salespeople and teaching them to be nice. Hire the smile and train the skill. Nordstrom doesn’t do a lot of employee training. Who trains them? Their parents or whoever raised them and gave them values. If you have those values, it puts you further ahead of the competition.

Empower employees to take ownership. If there is a bigger cliché than customer service surely it must be empowerment. You empower people by giving them the power or opportunity to make a decision for the company instead of running to a manager. All Nordstrom salespeople are paid on commission so they are empowered to build up their own business as if they were entrepreneurs within an entrepreneurial setting. Use good judgment in all situations.

Nordstrom doesn’t like rules. The minute you come up with a rule, you give the employee a reason to say no to a customer. It all starts with culture built around the idea of customer service. Do you have a culture around your business and, if so, what is it? Nordstrom gives its salespeople the freedom to make decisions. If they make a wrong decision, use it as a lesson for next time. You can’t teach culture; you have to live it, experience it and show it. What are your company’s values and does everyone know what those values are? Hire people who share your core values.

Sustain the people on the front lines through support and mentoring. Instead of assigning employees a mentor, let them naturally find a person to mentor them. Over time, they will eventually become a mentor for someone else. This is how you sustain and build on company culture. Nordstrom uses frequent staff meetings as workshops to compare, examine and discuss sales techniques. Employees act out skits in which they play the roles of salesperson and customer. Top salespeople are encouraged to talk to employees about goal setting, marketing, selling, using the phone and providing customer service. Salespeople are the engines that drive the profit-making machine.

Celebrate company heroes through recognition and praise. Employees want to feel needed and valued. Recognition reinforces the areas you want to focus on at all times. Elements of a good recognition meeting include demonstrating sincere appreciation for the people being honored, emphasizing team spirit, teaching employees something new so they have something to look forward to and perpetuating the company’s culture.

Advocate teamwork through internal customer service. At Nordstrom, employees are judged by three criteria: sales, customer service and teamwork. They must be team players and help out the people in their department so the company gets credit for that sale. If the team advances, everyone advances. Teamwork creates a sense of ownership and a feeling everyone belongs. The key is communication. Ensure your employees know the mission and everyone is on the same page moving toward a common goal. At Nordstrom, buyers and department managers spend some time shoulder-to-shoulder with salespeople on the floor getting feedback from customers.

Commit 100 percent to customer service. Constantly reinforce the idea you are in the customer-service business and always be nice.

This seminar was presented during the 2009 SEMA Show's Education Days, and the entire session can be downloaded here. View all of the seminars and topics available.