An effective follow-up can be a telephone call, fax, e-mail, letter, hand-written note, personal visit or any combination of these.  An effective after-sales service philosophy requires constant vigilance and dedication. Here are eight tips for effective after-sales service to share at your next sales meeting:

1. The customer is not always right. The goal is not to discredit, embarrass, belittle or challenge them in a destructive way. It’s usually better to discover the source or cause of their incorrect perceptions, beliefs or attitudes.

2. The customer is never completely wrong. There’s usually some element of their perception that is a true reflection of reality as they see it. Customers can be informative if we keep an open mind and are receptive to what’s being said. They can help pinpoint distribution or sales methods that need improvement.

3. The customer deserves your best, regardless of the time of day, day of the week, or month of the year. The fact that you worked late last night making an emergency delivery shouldn’t become the customer’s problem. These circumstances and thousands of others like them, if they become the customer’s problem, may cause him or her to switch to a competitor.

4. Don’t pass the buck. Whoever hears about a problem owns the problem. Try to avoid being defensive or upset when a customer brings you a concern or complaint. Accept the fact that the problem exists and help get it solved.

5. Don’t be too busy for your customers and don’t make it difficult for them to do business with you. How many times have you as a customer gotten the feeling that you’re an interruption to another salesperson’s day or workload? Try not o treat customers this way.

6. Say what you will do and do what you say you will. Follow through, keep your promises, honor your commitments, and keep your customer informed of your progress. Customers tend to be more understanding, patient and tolerant if you communicate with them with integrity and in a timely manner.

7. Be interested, care and act like you’re glad the customer is doing business with you. People like doing business with people who appreciate their business. They are usually willing to give more of their business to salespeople who are accommodating and interested.
You show you care by having up-to-date product knowledge and trying to answer all questions the customer may have.

8. Think ahead of the customer with a problem-solving attitude. To prosper and build repeat business, salespeople should try to anticipate customer needs and problems. It will be too late if you wait for the customer to bring their problems to you or communicate their future desires and needs.

Adapted from 91 Mistakes Smart Salespeople Make, by Tim Connor.

The list is the product of the people who run the American Customer Satisfaction Index, which gathers CS data from consumers of all goods and services and translates it into collective dissatisfaction. Here are ACSI’s 10 worst (going from worst to, uh, not-so-worst):

1. Airlines (tie). When’s the last time you enjoyed flying?

1. Newspapers (tie). Bad customer service? Who knew they had customers?

2. Subscription television service.  The inept and tardy cable guy has become part of American folklore.

3. Wireless telephone service. There’s nothing more satisfying than calling your provider to complain about dropped calls, and having that call dropped.

4. Motion pictures. Honestly, I don’t get it. Do people expect Tom Cruise to make popcorn? Oh, wait, I get it. The movies stink.

5. Fixed-line phone service. Well, at least it’s better than wireless.

6. Cellular telephones. What we don’t realize is that cell phones have become all-purpose computers that — oh, by the way — double as poor-quality phones.

7. Hospitals. What’s the alternative? Undertakers? You’re not supposed to enjoy the hospital.

8. Network cable TV news. We should be worried about anyone who likes the news these days.

9. Computer software. Not happy? Just send an “error report.” Yeah, right.

10. Limited-service restaurants. That’s why they’re called “limited service.”

In the quick-fix fast-food business, average employee turnover lingers somewhere between 300-400%. But that’s not the case at the British-born fast food chain Pret a Manger, where average turnover is a remarkable 60%.

How do they do it?

All signs point to the one-two combination of a unique training program and management philosophy which is rooted in ensuring employees are consistently focused on ensuring customers enjoy more than the food they’re purchasing, according to a recent New York Times article.

And that’s not all. Year-to-date profits at the chain are up 37% across the board, a leap which is almost unheard of in this lagging economy.

Some of the everyday maxims Pret a Manger emphasizes that every service department can benefit from:

• Several employees, as well as front-line managers, manning the counters during peak hours, so there’s never a long line or wait for service.
• A hospitable greeting that extends the notion the company isn’t only there to fill your order, it wants to ensure you leave happy and satisfied.
• Cheerfulness and enthusiasm play a huge role in determining who gets hired and promoted, which gives employees a constant incentive to stay on top of their game when dealing with customers.
• Potential hiring candidates are sent to a local outlet for six hours after which it is the employees – not management – who vote on whether the candidate would be a “good fit” for the location.
• Employees are aware the company will regularly send in “shills” whose job it is to assess whether the staff is providing pleasant, prompt and reliable service. If the location gets top marks (more than 80% of them do), all of the employees at that location are awarded a $1 an hour bonus in their paycheck that week.
• Managers are provided a substantial monthly budget to spend on rewarding employees for good work.
• When employees are promoted, they are awarded a specific $ amount in vouchers, which they cannot keep for themselves. They are instead asked to choose employees who were particularly helpful along the way, and divide the vouchers among those employees.
• Leftover food is donated to local food banks at the end of each day, which increases each Pret a Manger’s standing in the community, as well as its reputation for philanthropy.
• Deliveries are made on foot (to avoid the jarring, spilling and poor presentation caused by delivering via bike), and hand-delivered at all times.

All of this is combined with continuous ongoing training that maximizes the chance each of these lessons will stay with employees, regardless of how long they’re with the company.

Source: “Would You Like a Smile With That?” by Stephanie Clifford, New York Times, 8/6/11.

The study, conducted by the consulting firm Accenture, found:

• More than a third of customers have had a negative experience with a service company and the majority of them have taken the time to complain.
• One-fifth of customers under 35 now express their negative views online, as opposed to contacting a company directly.
• Only 10% of customers 35-44 express their negative views online (The rest contact the company directly via email or phone).

The findings reveal a major shift, as Marketing and Service pros may now want to monitor online mentions regularly, so they can respond to negative views, salvage relationships and defend the company’s reputation.

In terms of how today’s customers react to a negative experience:

• 23% of buyers have switched to a competitor based on a negative experience, and
• 28% now prefer to “try out” other competitors on a regular basis, even if they consistently do business with one specific service provider.

The study also suggests consumers don’t only rate service providers based on the wealth of services they provide, but also how efficiently they provide those services, as well as how effective they are at resolving major issues ASAP.

Source: “Consumers Want Fast, Friendly Service,” by Ann Carrns, New York Times, 5/12/11.

Maybe not. Fewer than one in five companies believe their leaders are extremely strong in the areas most critical to thriving post-recession. That’s according to a recent survey by Aon Hewitt.

And while your company probably has its own priorities for what’s important in a leader within your culture, there are certain skills that are critical to success across the board.

4 must-have skills

Take a look at the “big four” skills your managers will need to succeed in the coming years. Then step back and think about just how ready your existing supervisors are on each of these fronts:

1. Meeting business goals. A mere 12% of respondents in the Aon survey gave their managers an “A” here. But ask yourself: Are your managers set up for success? Your firm’s goals, both short- and long-term may have shifted in recent years, based on the economy and changing market conditions. Now’s the time to be sure that’s been communicated up and down the chain of command. Could be an expensive disconnect otherwise.
2. Hitting profitability targets. You certainly want to get your CFO involved here.  Just 14% of firms feel their managers currently excel in this area. Once you’re confident that profitability goals are both clear and clearly communicated, enlist Finance’s help. Perhaps they could share their expertise with non-financial managers to help them grasp how they impact profitability. For certain departments that link may not be so obvious.
3. Delivering service. This was the most encouraging news, relatively-speaking, in the survey. Almost one in five (17%) feel good about managers’ talents here. Again, this is an area where not every department (or department head) may realize its potential. Be sure people understand that service includes both internal and external customers they deal with.
4. Retaining talent. A paltry 7% feel good about their managers here. This factor is about to become even more critical now. With the job market picking up, you want to be sure your supervisors are doing what it takes to keep their best and brightest working for you and not your company’s competitors.

Cloud computing done right can bring big cost savings for IT. But contracts and deals must be closely examined so shortcomings can be addressed.

Here are the biggest risks, according to a recent Gartner report:

1. Cloud contracts aren’t mature for all markets – Some cloud services have been around longer than others, and providers venturing into newer areas may not have figured out how to handle the security, performance and other needs required by most businesses.
2. Contract terms generally favor vendors – The way cloud services are structured makes it difficult to customize contracts based on customers’ needs. That can often result in standardized contract terms that better serve the vendor’s interests. And there may not be room for much negotiations, so companies should adjust their expectations accordingly.
3. Contracts are easily changed by the vendor – Cloud service contracts are often long and confusing, making it easy for some vendors to change terms without all of their customers noticing. Business must completely understand all terms of the contract before signing it.
4. Contracts don’t have clear service commitments – One key weapon IT has in dealing with a cloud provider is a service guarantee. But too often, service guarantees are vague and don’t include any real penalties for the vendor. Businesses should make sure those terms are acceptable before entering into an agreement.

The 2011 Net Promoter Industry Benchmarking study, conducted by Satmetrix, found that 22% of customers have stopped doing business with a company due to a bad customer experience.

The top three types of negative experiences were:

• an interaction with a rude employee
• unexpected charges or fees, and
• poor quality of products or services.

The study also revealed more than 80% of customers trust recommendations from friends, colleagues or family over brand advertising or direct marketing. More than 20% claimed they research online product reviews and buyer opinions prior to making a buying decision. That, of course, means social media plays a major role in today’s buying decisions.

The bottom line: Reinforce the notion of treating every customer like royalty. There are far too many stories of minor disagreements going viral on the internet. In the digital age, every negative experience has the potential to negatively impact the company.

Source: “Study Reveals: Shift Spend to Improving the Buyer Experience,” by Tony Zambito, The Customer Collective.

Customers don’t usually leave because of a lower price or a service problem. Most are smart enough to know the problems associated with price cutters and are understand when mistakes are made (as long as they’re not reoccurring).

Here are three more likely reasons customers will jump ship to find new suppliers. Pass them along at your next sales meeting.

1. Customers get the feeling they’re being taken for granted and are no longer receiving the special treatment they got when their accounts were first opened. They were pleased with the way they were treated as prospects. But they notice the difference once they became customers. This approach makes it difficult to maintain a positive relationship that leads to continuing business.
2. Customers feel you’re more interested in finding new, larger accounts than continuing to spend time with them. Changing the frequency of your calls and visits may convince them that you’re looking for bigger and better customers.
3. They get the idea that the only time their suppliers want to see them is when they’re being sold something new. Customers are looking for salespeople who constantly show concern — not just at the point of sale.

You never hear the ones who leave

Some customers don’t think it will do them any good to complain, because of the way complaints were handled in the past. Others anticipate resistance from the salesperson and decide it’s easier to simply switch suppliers.

Studies show that most customers never voice a complaint before switching their business to competitors.

Bottom line: If you’re not hearing from your customers, that could be a red flag that something’s wrong.

Complaints mean confidence

When customers express anger or frustration, they’re showing confidence that your company will do something about it. Even though the complaint may sound negative, it’s an indication that the customer plans to give your company another chance before switching to a competitor.

The best strategy

Providing an exceptional level customer service is the best way to guarantee success. Salespeople who focus on customer service build an environment that makes it easier to boost revenue.

You can get everything else right in terms of the product, price and marketing, but unless you complete the process with incredible service, you run the risk of losing business.

Responsive service is what counts today and gives a company a competitive edge.

Adapted in part from the book The 25 Sale habits of Highly Successful Salespeople by Stephan Schiffman.

Prospects need answers to three specific questions before they’ll risk leaving an incumbent supplier.

1. What do you offer that other suppliers can’t?

When budgets are tight, one of the things that really causes buyers to stand up and take notice is when a company can demonstrate how and why it can provide a faster — and bigger — return on investment (ROI) than competitors.

While most salespeople come to the table prepared to discuss ROI, those who kick it up a notch — by demonstrating how they can help prospects see a substantial return on their investments — will gain an edge over competitors who aren’t as sympathetic to the fact that prospects are under the gun to find ways to generate more revenue, faster.

2. How can you minimize my risk of making a bad investment?

Buyers fear taking any risks these days. Companies can respond by offering short-term contracts or limited trials. It eases buyers into doing business without making them feel like they’ll be boxed into something they can’t get out of.

Companies can even ask, “What terms would you need us to meet in order to move the sale forward?”

Once salespeople know what the prospect’s priorities are, that info can be used to draw up preliminary paperwork, based on the prospect’s specifications. This way prospects can see — in writing — that their needs have been taken into account, while reinforcing the commitment to meet their expectations.

It moves the process into a stage where prospects can either agree that the terms are on-target or explain what needs to be adjusted before the sale can move forward. Either way, you’ve entered the final stages of negotiation.

3. Why should I trust you?

Today’s buyers want to be sure they’re making a wise investment before they’ll consider doing business. In most cases, that means the sales cycle becomes longer, as buyers want to make sure they can trust potential new suppliers — and that their needs are being heard.

Buyer testimonials are a great way to establish instant credibility. Posting testimonials on your website gives prospects instant access to an array of positive feedback from existing buyers — helping to build trust.

Then by the time your salespeople meet with prospects for the first time, they’ve already established a reputation for providing top-notch service and a considerable return on investment.

Source: “Selling in a Down Economy,” a podcast by Rocky LaGrone.

1. Overdeliver on promises. There’s an old saying that experience isn’t defined by what happens, but rather what happens next. In sales, most customers don’t remember minor service issues nearly as well as they remember how a company (or a salesperson) resolved those issues. Customer-focused salespeople go above and beyond to provide a solution that not only meets but exceeds buyers’ expectations. Sometimes the solution is as simple as offering a small incentive, like a free upgrade, etc. Other times it means finding out what solution would be most valuable to the prospect. One great way to start: Ask customers how they’d like to see the situation resolved, and then partner with them to create a win-win.
2. Take personal accountability for resolving the issue. When a service issue does arise, a buyer’s first priority is finding out when and how the situation will be resolved. Provide a sense of security by assuring buyers you’ll handle the situation personally. That way they’re assured they have a point of contact. Alleviate any additional concerns by laying out a timeline for resolving the issue, as well as the action steps you’ll take to assure it doesn’t happen again.
3. Offer (reasonable) guarantees. The last thing customers want to hear when something goes awry is how they can prevent it from happening again. Become an advocate for buyers by taking responsibility for what occurred and providing a reasonable guarantee the same situation won’t occur again. Some salespeople even go back to the terms of the original contract to see if the buyer’s entitled to any other type of recourse as a result of the mishap, rather than waiting for the customer to ask.
4. Maintain a consistent cycle of contact. Unless a salesperson is in regular contact with a buyer, it’s entirely possible he/she may not even become aware of a problem until it’s too late. Proactive salespeople avoid that by opening as many lines of communication with existing buyers as possible: regular e-mail, e-newsletters, social networking, monthly phone calls, text or instant messaging, etc. Maintaining a regular cycle of contact doesn’t only increase the chances you’ll be the first to know when a problem arises, it may help you avoid the issue altogether.
5. Elicit feedback. Once an issue has been resolved, be sure to follow up with buyers to get their opinion on how the situation was handled. Give them an opportunity to explain what could’ve been handled better or how the problem could’ve been avoided in the first place. It empowers buyers, but it also helps salespeople sharpen their approach in the future.

More than 70% of prospects say they’d be willing to pay as much as 10% more for a product or service if a company …

Exceeded their expectations.

That’s according to a recent Strativity Group study of 2,000 people’s buying habits, which also revealed:

• more than a third of buyers would be willing to pay as much as 25% more if the company provided superior service after the sale
• satisfied customers are three times more likely to continue doing business with the same company for 10 years or more
• those who’ve had a negative buyer experience are 10 times more likely to stop doing business with a company within a year, and
• the three things customers value most in a sales rep are: 1) the ability to resolve problems effectively, 2) common sense and 3) the ability to consistently exceed expectations.

That’s a huge wake-up call for anyone who still blames the economy for lower closing rates. More importantly, it reinforces the notion that service before, during and after the sale is the key to winning (and keeping) more buyers.

It may also provide a valuable opportunity for marketing and sales pros — use testimonials and key metrics to demonstrate how your company provides top-notch service.

One metric that may come in handy: the length of your average buyer relationship.

Long-term buyer relationships are a strong indication of the level of service a company is capable of providing.

Source: “70 Percent of Consumers Will Pay More for Positive Experience,” Sales and Marketing Management Magazine, 7/31/10.

In his book A Seat at the Table, sales guru Marc Miller cites a recent MasterCard study where more than 1,000 customers were asked to rate MasterCard’s salespeople on a scale of 1-10, based on the service they provided.

Customers rated MasterCard’s reps an anemic 4.1. But when the company’s salespeople were asked to rate their own performance on the same scale, they gave themselves a 9.9.

Wait … What?

How does that happen?

Miller’s research points to two key selling skills that customers now place increased emphasis upon (and the majority of salespeople tend to overlook):

1. Strategic value: Strategic value refers to a rep’s (or company’s) ability to provide specific benefits that make the products and services being offered more valuable than competitors’. Many salespeople focus on a stock list of key selling points, while the best in the business tailor their value propositions to each prospect’s individual needs.
2. Service after the Sale: Of the customers who changed suppliers during the past year, more than half of them did so because of poor service after the sale. Over the past 10 years, competition in most markets has increased, on top of which, the down economy has created a cut-throat sales atmosphere, where companies are falling over one another to steal away buyers. In addition, a lot of companies are enforcing tighter restrictions on new purchases. One of the key side effects: Most prospects are reluctant to consider changing suppliers unless there’s a compelling reason to do so. In light of that, prospects are more interested in partnering with a sales organization they know is looking out for their long-term goals. Salespeople who focus on closing a one-time deal will more than likely find themselves out in the cold.

Source: A Seat at the Table by Marc Miller.

Customers usually don’t leave because someone else offers a lower price. They leave because your salesperson has done a poor job of taking care of them.

Customers will tolerate almost anything, including less than perfect service. What they are unable to accept is being neglected.

Some salespeople really want to believe that price is the problem when they lose a customer, since it is easier to blame the loss on something beyond their control.

But in actuality, research shows that neglect loses many more customers than price.

Customers leave if:

1. They feel they are being taken for granted. Sales pros must work at making them feel special.
2. They get the idea that the only time salespeople show interest in them is when an order is needed. Salespeople shouldn’t be predictable when it comes to “caring.”
3. They feel salespeople come to their door only when they have something they want customers to buy. Are these the only occasions when your reps go to see customers?
4. They feel salespeople spend too much time with — and lavish too much attention on — prospects.
5. They feel sale reps are only interested in them when they are placing orders.
6. They feel salespeople do a poor job communicating with them. Are invoices all they ever get from your company?
7. They feel sale reps are only interested in “big accounts.”
8. They feel that salespeople drop them like a hot potato once they close a sale. They are pleased with the fine way they were treated at the beginning, but they noticed a difference once they became customers. Such an approach not only leaves a bad taste in customers’ mouths, it makes it nearly impossible for positive relationships to develop.

It may be a good idea to reproduce this list and pass it out to your reps at your next sales meeting.

Today, quality of service has become so essential that those who lead the way in service excellence have a powerful competitive advantage.

Responsive service is what counts most today. It inspires customers to return and buy more often.

Customer service used to end when the sale was made. Today, customer service begins after the sale is made. Businesses and salespeople may get everything right in terms of marketing, product and price. But unless they complete the process with incredibly good customer service, they’ll lose business.

Defining good service

Customers respond positively to signals that say, “We really appreciate having you as a customer.”

Here are seven customer care strategies that will help you build customer loyalty and boost sales:

1. Don’t take relationships for granted. Have a plan for getting feedback from customers. Feedback will help you create a competitive advantage. And the only way you’ll know what customers are thinking is by gathering feedback.
2. Contact customers when it’s not necessary. It sends a message that you appreciate their business — and value the relationships you have with them. It also tells your customers that you won’t abandon them after a sale.
3. Let them know how much you like working with them. Why take a chance or assume customers know that you appreciate your relationships you’ve built with them? Put it on the record by letting them know in writing why you like working with them.
4. Ask them what you could do to make working with you easier. Even when you have good working relationships with customers, there still may be something that bothers them. And while it may not be a relationship breaker, it can still be a minor problem that grows if it’s not resolved.
5. Make suggestions for improving their operations. Your knowledge is unique and your helpful suggestions make you a partner in your customers’ successes. Customers will view you as a resource if you pass along useful information. Don’t cut corners. When a customer has been around for awhile, there’s a tendency to take his or her business for granted — by only doing what’s absolutely necessary and coasting. If the customer doesn’t figure it out first, a competitor won’t be far behind to steal your business.
6. When something’s wrong, let them know what you’ll do to fix it. Stuff happens. But when it does, jump on it quickly and tell your customers what you’re doing to resolve it.
7. Take every customer complaint seriously. There’s no such thing as a small complaint. What seems minor to you may loom large in a customer’s mind.

[Because of an editing error, a section of this article was omitted. Please go to http://www.businessbrief.com/5-key-reasons-why-customers-leave/ to see the corrected article]

Why they leave

The majority of customers take their business elsewhere because salespeople don’t listen to what they say or ignore them completely. They also object to salespeople who don’t do what they say they will or don’t follow up or follow through.

Here are tips that may help your salespeople remember to keep their commitments:

• Always do what you say you will when you promise to do it.
• Don’t make a commitment you may not be able to keep. Think about the amount of time you need to resolve a problem and make your commitment accordingly.
• Customers would rather have you commit to a realistic time frame than a time frame that sounds good but is unrealistic.
• If you make a commitment that you can’t meet, call your customer and explain the delay. Most customers are understanding as long as you are honest with them.
• When making commitments, try to avoid words such as “as soon as possible” or “right away.” These time frames may mean one thing to you, but they probably mean something different to your customer.
• Try to give a definite time commitment for your answer to a question or problem. Customers appreciate hearing a definite time and day rather than “I’ll call you back when I have an answer.”

Adapted from Award-Winning Customer Service (AMACOM) by Renee Evenson. Ms. Evenson has worked in customer service management for 30 years and is the author of Customer Service Training 101.

Cold calls, long hours

Making cold calls and working long hours may be uncomfortable, but they’re also necessary for sales success. Successful salespeople understand that sometimes it takes present discomfort to achieve future gains.

New opportunities

Successful salespeople also understand and appreciate that the upside of dealing with difficult situations is learning and developing new sales skills. They often pick difficult tasks (or sales calls) over the easy ones, recognizing they’ll make them stronger as a salesperson.

Three key areas

Here are three areas that cause discomfort for salespeople. It’s a good idea to share these common sore spots with your staffers (especially the younger, less experienced reps) so they recognize they are not alone in dealing with them — and so they know how to deal with them.

1. Coping with losing a sale. When some salespeople lose a sale, they push it to the back of their minds and chose not to talk about it. But the first step in dealing with a lost sale is acknowledging it and learning what they could’ve done differently. There’s always tomorrow to turn things around.
2. Breaking out of a sales slump. When someone’s experiencing a slump, it’s critical that the person look carefully at his or her approach, strategies, strengths and weaknesses. The person must recognize that the key to breaking out of a slump is to maintain a positive attitude, prospect effectively, tailor presentations to individual prospects/customers and offer great after-sales service.
3. Dealing with customer problems. When customers call with problems, salespeople are tasked with a challenge: drawing on all of their resources and experiences to come up with effective and timely solutions. Those who become experts at problem-solving take on the role of troubleshooter, a role that builds customer trust and loyalty.

Adapted from “The 12 Clichés of Selling,” by Barry Farber

Being there 24/7 means being organized to deliver value to the customer at all times and knowing what to do under any circumstances. Customers like to be cared about. It’s one of the main reasons why they do business with you.

What about your salespeople?

So what about your salespeople?  Do they understand the evolving importance of being ready, willing and skillful 24/7? Do they know enough about their customers to support them at any moment of the day? Do they have the system, skill and commitment to be there at the customer’s time of need?

Staying up with technology

In the 1840s, salespeople could be excused for not knowing everything. They could even be excused for their unwillingness to change in the face of better ideas about how to do things.

No excuses

They have no excuses today when they’re only a few mouse clicks away from a wealth of information about practically anything that is going on or has gone on in the past. They’re only a few more clicks away from some of the best thinking about what might go in the future.

The projections are in, and the results show some clear winners and losers.

The U.S. Labor Department released its report on 10-year projections for job and industry growth. Here’s what’s in the report.

First, as just about everyone knows, the manufacturing sector will continue to drop, even after a loss of about two million jobs in the sector over the last year, and they are unlikely to return.

Total employment is expected to rise in the next 10 years by 15.3 million, or 10.1%. That’s better than the 7.4% increase in the most recent 10-year period, but the numbers can be deceiving, since the recession dragged down the numbers so badly in the most recent 10-year period. Plus, we’re starting at a low point in employment, so there’s a lot of room for growth.

Construction jobs will rise by 1.3 million, but even with the increase in sheer numbers, there will be a percentage decrease when compared with the job market as a whole.

The service sector expects to account for 96% of job growth in the next 10 years — in particular in professional and business services, and health care and social assistance. Jobs in health care, which grew even during the recession, will skyrocket.

Which positions will see the most growth — and which ones will you have the hardest time filling? The Labor Department projects increases of:

• 72% for biomedical engineers
• 53% for systems and data analysts
• 50% for home health aides
• 41% for financial examiners

The answer to that question seems to be, not many.

While there’s lots of excitement among frequent fliers and business travelers for having the service, few seem to be willing or able to ante up the cash for it.

Their reluctance could be blamed on the lousy economy that has most business travelers watching their expenses or limiting trips altogether.

Or it could be that consumers in general aren’t so happy about paying for something they’re used to getting for free in coffee shops, hotels and other public venues.

That being said, there seems to be little doubt that enthusiasm for having in-flight Wi-Fi is high. In the survey by the Wi-Fi Alliance, travelers said they would be willing to make significant sacrifices or change travel plans to ensure Wi-Fi access while in-air:

• 76% said they would choose an airline based on the availability of in-flight Wi-Fi;
• 55% said they would shift their flight by one day if it meant having in-flight Wi-Fi, and
• 71% reported they would opt for a flight with Wi-Fi access over one that provided meal service.

The survey also asked travelers why they felt they needed Wi-Fi for during their flight. Their answers:

• 40% said they view work-related travel as stressful and 64% said they feel “on the clock” when they are traveling for work
• 50% of business travelers frequently take a “red-eye” flight because they must be reachable during business hours, but
• 82% insist that  Wi-Fi would help them stay on top of projects
• among business travelers who have not yet used in-flight Wi-Fi, 87% said they would check e-mail and 63%would log on to work-related systems such as sales and reporting tools if Wi-Fi were available on a  flight.
• Of the same travelers, 95%said Wi-Fi access would make them more productive.

But in spite what the Wi-Fi Alliance calls “pent up demand” for the service and the imagined productivity boost, airlines that offer the service find only about 10-15% of passengers actually buy it.

Some speculate that airlines may start offering the service free to their frequent flyers or their first or business class passengers. Others believe the correct price point may be somewhat lower than what’s now being charged (in many instances, the cost is geared to the length of the flight and ranges between about $6 and $13.)

And if airline competition heats up significantly, there could be a carrier that starts offering free service to all passengers. That move could start a Wi-Fi war that benefits consumers in a big way.

Would you be willing to pay for in-flight Web access, and if so, what do you think is a fair price? Would you be inclined to approve the expense for your road warriors?