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Category: Marketing

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Management Marketing Operations Personal Development

Talk Can Be Cheap and Costly

“Sunday Negotiation Insight”

“Evaluate the mindset that gives you advice. One that’s sane or insane, may have the best of intentions, but you’ll bear the cost for following such advice.” –Greg Williams, The Master Negotiator & Body Language Expert www.TheMasterNegotiator.com

“Talk Can Be Cheap And Costly”

Talk is cheap and cheap talk can be costly. The costly aspect of cheap talk can come in the form of too much bluster setting the groundwork for future activities. To the degree that bluster is believed, and depending on what’s at stake, there can be a high price to pay to bring such bluster to fruition.

When you’re engaged with a prognosticator or anyone that you perceive as being overly zealous of a position and/or expected outcome, be wary. Raise your level of awareness to the possibility of being led to a place in which you do not wish to reside. By being mindful of such insights you might possibly prevent yourself from falling prey to cheap talk. Even if what someone engages in is all talk and no action, such sentiments could cost you time, money, and other assets that you might have used to progress your own agenda.

Understanding the potential cost of cheap talk can allow you to think differently per the cost you might have to incur from following someone else’s ideology. Thus, be very mindful as to the course of direction you adopt as the result of who and what you believe. If you don’t like where someone’s edicts might lead, don’t follow. By being mentally flexible, you’ll always be more adept at making course corrections … and everything will be right with the world.

What does this have to do with negotiations?

In a negotiation, be careful of whose verbal elixir you consume. Instead of it making you younger, wiser, and better off, it might just increase your aging process in the form of more stress, anxiety, and a worse outcome for you. Remember, everything that glitters ain’t gold. Such is definitely the case when it comes to someone espousing words that intentionally, or unintentionally lead you upon a mental path that doesn’t serve you. Sometimes, when you stare into the abyss (i.e. become mesmerized), the abyss stares back at you (i.e. you lose your will). That may cause you to lose your control. Control yourself by controlling what you believe and the source of those beliefs.

 Remember, you’re always negotiating.

 

 

 

Categories
Best Practices Human Resources Management Marketing Skills

Body Language – How to Better Interpret What You See

“Sometimes, the subliminal mind stores impressions of what the conscious mind is unaware of. In order to see better, look for the unseen.” –Greg Williams, The Master Negotiator & Body Language Expert,www.TheMasterNegotiator.com

When observing your body language, do you take the time to interpret what you see? I don’t mean, if you see a cat, you recognize it as a cat and then go about addressing your next activity. What I’m referring to, especially when it comes to major decisions, is understanding how you formulate your decision based on the way you interpret what you’re seeing.

When it comes to reading body language, many experts will inform you that the eyes are the window to the soul. That’s true to a degree and not so truthful. The one consideration that has to be factored in that analysis is the interpreter. That means, per the way each of us see ourself, we see the world. Thus, if we say someone looks up and to the left, they’re recalling something that’s occurred in the past, we may be right. We could also be wrong if that person’s inclination is to look up and to the left when considering future activities. Therefore, we must know how that person uses her eyes to gain a higher level of perspective per what that person is doing at that time. That’s one aspect per how we perceive that person. The other aspect that we should consider is why we’re giving the meaning to that person’s actions (i.e. what we really saw). If you’ve observed the person’s eye movement throughout a conversation and you note that she looks up and to the left when considering future activities, you have a foundation upon which to base your assumptions. Ergo, be sure to base your perception and what you see on a firm foundation, not just conjecture. To do so otherwise could cause you to fall prey to your lying eyes attempting to convince you that you’re seeing the truth. Your eyes may not lie to you, but they can be lied to, which could place you in a quagmire.

Consider the following checklist, based on the importance of the decision.

  1. Ask why you’re interpreting what you see the way you’re interpreting it.
  2. Ask yourself what you’re not seeing or taking into account per what you’re seeing.
  3. Consider how you might alter your perspective by looking at the situation differently.
  4. Ask, if I continue to see something from the same perspective, where might it lead my thoughts.
  5. How long do I need to think about this? Should I take a break, and if so for how long before I can revisit and possibly reframe what I’m seeing.

It’s been said that seeing is believing. That’s true to some degree because to a degree we see what we expect to see; that has to do with the way our brain perceives motion, fills in voids, etc. The point is, while we believe our eyes don’t lie to us, we can believe a lie that we see. Thus, always be mindful about how you glean some clues as to what someone is thinking, based on the movement of their eyes. Eye movement is part of the puzzle. To be more exact, look for clusters of body movements (i.e. hands, head, feet, etc.) to add validity to your assessment.

The better you become at deciphering how you interpreted what your eyes see, the better you’ll be able to read body language. Then, you’ll be more certain about believing what your eyes are telling you … and everything will be right with the world.

Remember, you’re always negotiating!

Categories
Best Practices Management Marketing Personal Development

What Aren’t Your Customers Telling You?

What Aren’t Your Customers Telling You

During a recent podcast, the interviewer asked me, “What is a question that other interviewers have not asked that you would like me to ask?” I’ve never been posed that question before in over 100 interviews.

The conversation was being recorded and felt pressure to answer quickly. I was unable to process the request at a conscious level. As a result, I ended up sharing something that I have only shared with a few close friends and colleagues. This shocked me.

Her question got me thinking.

Focus groups and surveys are powerful tools that innovators use to gather perspectives on their customers. Recruiters use interviews to discern more about job applicants. Friends even use a form of these to learn what other people think about them, their choices, or their personality.

Unfortunately, the way these approaches are traditionally done yields answers that are limited in value.

The reality is, people make decisions based on their subconscious beliefs, not conscious ones. And they are usually quite different. If you ask typical questions and give people time to ruminate over their responses, they will reply with what they believe to be true or what they think you want to hear. This is conscious thinking at work.

Another reason these approaches often don’t get to the heart of the matter is because the process of asking questions inadvertently “leads the witness” and biases their responses. The questions we ask impact the range of possible answers.

But what people don’t tell you may in fact be more valuable than what they tell you.

Given this, after using the approaches above, try asking one or more of the following questions:

  • What is something you are afraid to tell me?
  • What is something that you have never told anyone else that might be relevant to this conversation?
  • What is something you have not told me that you think might be valuable?
  • What is a question I did not ask that I should have asked?
  • What is a question you wish I asked that I didn’t?
  • What is something I should know that you did not tell me?
  • What is something positive (about the product, concept, idea) that you have not told me?
  • What is something negative that you have not told me?

And don’t given them a lot of time to contemplate the “right” answer. You want them to answer quickly. Gut reaction.

Make up your own questions. Of course to ask questions like these you need to create a safe environment where people feel comfortable saying what they truly believe with no repercussions.

Use these questions with everyone: prospects, clients, people who never bought from you (and might never), friends, family members, colleagues, your boss, co-workers, or anyone who might have a valuable insight to share to generate.

Ask your clients these types of questions about your services. Ask former customers questions like this about your products or the products of your competitors.

The goal of these questions is to gather insights that would not be available to you through traditional methods such as surveys and focus groups.

If done correctly, you will more than likely be unable to predict their response.

And their reply may come as a surprise to them as well – just like when I was asked one of those questions. These are the valuable responses you want obtain because it uncovers their subconscious beliefs – the beliefs that drive behaviors.

 

Categories
Best Practices Human Resources Management Marketing Personal Development Women In Business

How to Win More Negotiations — Focus Your Thoughts


“Be leery of the man that attempts to sell you someone else’s clothes when he himself is unclothed. That’s when he may be engaged in a diversion.” –Greg Williams, The Master Negotiator & Body Language Expert, www.TheMasterNegotiator.com

To win more negotiations, you should focus your thoughts. That’s to say, you should be very thoughtful of what you’re thinking during the negotiation, why you have such thoughts, and where those thoughts might lead. To do otherwise could mean you’re led haphazardly towards a negotiation outcome that doesn’t serve your goals of the negotiation. Observe the following to increase the focus of your thoughts in a negotiation.

Breaking News: Do you take note of how and when TV News organizations flash that moniker across/on the screen? At that moment they’re attempting to grab your attention from what you were focusing on and directing it to what they want you to focus on. In most cases, the breaking news is nothing that would really demand you lend your attention to, but they’ve captured your focus, which was their intent. If you raise your awareness to what’s being attempted by such ploys in a negotiation, you’ll focus your thoughts on not losing your focus per what’s important to your negotiation effort.

Be mindful of when timeouts are called: When timeouts are called in a negotiation, note the reason cited for the timeout and assess the reasoning validity. As an example, if you happen to be winning the negotiation or a point in that process, and the opposing negotiator asks to take a break, he could be doing so to slow your momentum, take the time to gather additional insights/thoughts, and/or to refresh himself. All such insights will give you guidance per what may be occurring in his mind, as to the reasoning he called a timeout. Thus, it may or may not behoove you to grant his request, depending on how hard you wish to push at that time and/or what your next move is intended to achieve. The point is, be aware when there’s a shift in the negotiation and what may have occurred to cause it.

Diversions – Sizzlin’ Korean BBQ: Take note of what the opposing negotiator is asking you to focus on. Question yourself, and possibly her, why she’s asking you to lend your attention to the point she’s highlighting. Note the same when you make a point and attempts are made to divert it. Ask yourself, why was my point given less credence? Why doesn’t she want to address my point and what implications does that have?

In a negotiation, the other negotiator may not tell you how to think, but he may attempt to direct your thoughts by suggesting what you should think about. In so doing, he’s controlling you and the negotiation. To the degree that you think of what you’re thinking about, why you have such thoughts and how those thoughts are aligned with the goals you seek for the negotiation, you’ll combat his efforts while promoting the outcome you seek.

By focusing on what you think about and why you have such thoughts, you’ll be in more control of the negotiation, which will allow you to win more negotiations … and everything will be right with the world.

Remember, you’re always negotiating!

 

 

 

Categories
Management Marketing Operations Skills Women In Business

They Don’t Appreciate Me

Have you been in environments where you felt you were not appreciated when talking with acquaintances that you’ve known for some time? In such cases, did you question to what degree your enhanced skills, knowledge, insights were not recognized, and thus your acquaintance saw you as possessing the same level of insight/knowledge as in prior years? After all, they know you as the person they’d interacted with 3, 5, 10, etc., years ago. They haven’t updated the new you that you’ve become.

As we go through life, our knowledge increases and thus we morph into a different person. To the degree someone who knew you from your past sees you in that past light, and not for the person that you’ve become, they see you as the person they’ve always known. Thus, in their eyes, you’re the same person.

When you find yourself in a position where you’re not appreciated for whatever advances you’ve made, you can do one of four things:

  1. Stay in the environment and attempt to change it
  2. Leave the environment immediately and move on to greener pastures
  3. Destroy the current environment and remake it to serve your needs
  4. Stay in the environment, not let it impact you and wait for the right opportunity to leave/escape it

In any case, when you feel you’re not appreciated, understand the mindset you possess per why you feel unappreciated and to what degree there’s validity to your emotions. If you assess your feelings are valid, adopt an action and take control of your life.

Life is too short not to be appreciated. Thus, always seek environments in which your contributions are appreciated and you’ll flourish in such environments … and everything will be right with the world.

What does this have to do with negotiations?

The same thing is true in a negotiation as what’s stated above. If the opposing negotiator does not see value in you, your offer, or the value that you bring to the negotiation table, exit the negotiation. The more time you invest in a negotiation that you’re not appreciated, the greater the chance you’ll end up with a bad deal. So, be very aware of the degree you’re being appreciated during the negotiation. Therein will lie the degree of success you might achieve. Once you raise your awareness to such, you’ll gain more from all of your negotiations … and everything will be right with the world.

Remember, you’re always negotiating!

 

 

 

 

Categories
Best Practices Economics Human Resources Industries Investing Management Marketing Skills Women In Business

7 Questions You Can Ask That Will Make You a Better Negotiator

Questions form the foundation for the exchange of information in a negotiation. To the degree you ask better questions, you’ll achieve greater negotiation outcomes. The following are 7 questions you can ask that will make you a better negotiator, and enhance the probability of your negotiation outcomes.

  1. Did you hear what you just said?

This question can be used to draw attention to a point that you wish to highlight. It can also serve as a distraction away from a point that doesn’t serve you.

  1. What’s the best outcome you’d like to see us reach?

This question gets at the heart of what the other negotiator would like   to see as a ‘best outcome’ situation, which gives you insight into his thought process.

  1. What’s most important to you in this negotiation?

Similar to question number 2, you’ll gain insight into the thought process of the other negotiator, which will give you a glimpse of how to negotiate with her. You’ll also get an idea of her priorities.

  1. What concerns do you have about this negotiation, this point, etc.?

This serves as a way to probe deeper into the mindset of the opposing negotiator per what he fears the most about the outcome of the negotiation. Observe his body language. If he says he doesn’t   have any concerns. Note if he sits back or leans forward as he’s speaking. If he leans forward, he’s more likely not to be concerned at that time. If he leans away, that could indicate he does have concerns, he might not want to share them with you at that time.

  1. What can we do to get past this impasse?

By getting his perspective, you gain a sense of how you might unravel the impasse. If you can adopt his suggestions, to the degree they serve you, you’ll be granting him the outcome he wants. That means he’ll buy into it. Remind him that you’re following his suggestions if he balks later.

  1. Why is that so important?

First, be observant of your tone when posing this question. Your tonality might be perceived as the matter being trivial. If it possesses true value to her, you don’t want to give the impression that it’s not a big deal, especially if it is to you. By doing so, she could say, okay, then give it to me. That would leave you in a weakened position.

  1. What can I do to make things right?

Be very cautious when asking this question. You don’t want to open the floodgates by allowing the other  negotiator to ask for the moon and you not be able to grant the request. On the opposing side, once again, you get a sense of what it might take to make it better, which means you can choose to grant some or none of the requests.

As you can see, the questions you pose during a negotiation set the tone and pace of the negotiation. The questions above can be strategically used during a negotiation to direct or redirect the negotiation in a particular direction that serves your purpose. To do so, use the questions in the order that are best suited for your purpose based on when a particular question is needed. If you do this masterfully, you’ll leave the negotiation with more gains than you otherwise might have had … and everything will be right with the world.

 

Remember, you’re always negotiating!

 

 

Categories
Marketing Personal Development

Do You Know Why Your Marketing Content Is Working?

Most large companies have embraced data-driven marketing by now. (If your company hasn’t, I suggest you give it a big hug right now.) But along the way to Big Data Nirvana, a few problems arose. A big one is understanding the difference between correlation and causation. For example, on an e-Commerce site, do you know which web page is most associated with purchase? It’s the Thank You page. You probably guessed that great Thank You pages don’t cause more purchases.

So, yeah, that’s a silly example, but we make similar mistakes all the time. Every time I work with a client to help them figure out their best content, they fall back on the same numbers–which content led to conversion. So, they know to throw out the Thank You page and the shopping cart page, but when they look at the list, guess which pages show up? The best-selling products. OK, but is that because the products are better or the content is better? We don’t know.

Even if we could tease that apart, it’s still unsatisfying, because the reason you want to identify the best content is to make more of it. But how helpful do you think it is to point at a successful page and tell your content writers, “Make more like this one.” One writer slowly raises her hand and quickly asks, “Like that page in what way, exactly?'” At that point you give them all a blank look and start to drool just a little.

You don’t know. You have no idea. You might know that it worked, but you don’t know why. How can you answer this reasonable question? Enter artificial intelligence.

You need one AI technique to tear apart the page–text analytics. You need data analytics to identify which pages have the best outcomes (conversion rates, inbound links, social shares–whatever you think identifies success). You need machine learning to suss out which characteristics seem to be shared by pages that are successful.

Now you can answer the writer’s question because you know exactly in what way the should design the new pages. You know whether pages with bullets work better than ones with streams of text. You know how many images are too many. You know if using brand names at the top of the funnel is a turn off.

You know a lot. And the more pages you look at, and the more characteristics of those pages you look at, and the more activity on your website, the more you learn. Artificial intelligence isn’t the future. It’s now. It isn’t magical–it’s very practical. If you are not doing it, maybe the competitor is answering questions that cause you to drool.

 

Categories
Best Practices Management Marketing Skills Women In Business

Persistence — in Negotiations

Sunday Message of Hope

“Persistence”

How focused and persistent are you about being successful in your life?

A small boy is sent to bed by his father. Five minutes later…. “Da-ad….” “What? “I’m thirsty. Can you bring me a drink of water?” “No. You had your chance. Lights out.” Five minutes later: “Daaaaad..” “WHAT?” “I’m THIRSTY. Can I have a drink of water??” “I told you NO! If you ask again, I’ll have to spank you!!” Five minutes later..

“Daaaa-aaaad…..” “WHAT!” “When you come in to spank me, can you bring a drink of water?”

That story highlights the persistence the little boy had for reaching his goal of getting a glass of water. It also highlights the consequences he was willing to endure (spanking) to get the glass of water. What are you willing to endure?

I suggest, if you’re willing to persevere and apply the degree of dedication that’s needed to succeed, along with applying the correct knowledge to do so, you can achieve almost any goal you set your mind upon. Your success really is up to you. Be it in a negotiation (you’re always negotiating) or other aspects of life, commit to the action needed to reach your goals, no matter what that goal may be. If a goal is worth the outcome, it’s worth the effort required to reach it. If you’re persistent and follow your commitment with action, you’ll be better for it no matter where you end up, because you will have gained insight about your abilities to move towards a goal … and everything will be right with the world.

Remember, you’re always negotiating!  

Categories
Management Marketing Personal Development

Are Clever Marketing Methods Killing Your Brand?

 

Marketing budgets are increasing as more pressure builds on organizations to raise awareness of their brands and stand out from their competitors with clever advertising, sponsorship and digital media. This is happening at a time when customers and clients are demanding a higher level of customer experience, trust, respect and a touch of ‘personality’ to the brands they deal with and buy into. However, on the other hand, our research at Walking TALL has found that there is a general increase in corporate bad manners within organizations and a slide towards the other extreme to that of apathy and often scripted, unauthentic & insincere communication.

In addition, communication turn-around and response times are getting longer, and call waiting times extended in the ever-increasing call centre systems we all so frequently have to endure.  In turn this can create a significant roadblock between your customers and your brand, and the business success you strive for, need and indeed work hard to achieve.

It’s not difficult to see the obvious and dangerous void opening up here.

In fact this phenomenon is creating a sinkhole that is devouring client loyalty and great customer experience, potentially losing your company $millions in brand investment. The level of loss cannot easily be measured however it’s not difficult to visualize the impact to the brand when you consider as a customer how you feel and how you subsequently talk about that brand to your friends and colleagues when the experience you have with an employee of that company is negative.

Let me explain further – with the sophisticated marketing methods that are available to us as businesses today and the trend of brand focus on values and themes such as integrity, trust, caring, green, social responsibility, innovation and family-orientated to name but a few, teamed with the increasing brand reach, customers and all stakeholders have forgivably high expectations of the experience they will get from their interactions with your company. They expect to receive that level of care and interest in them that is so heavily advertised, therefore when it’s not there, there is a very high height to fall from, that in turn damages your brand.

This sinkhole is going to expand if organizations don’t wake up to the critical need to provide the employees with the behavioral training required to ensure that they interpret and internalize for themselves the meaning behind the values you have created. There is a need for a deeper appreciation of your corporate messaging on a level that employees can relate to, than perhaps you have undertaken already. Unless your people can understand the values, and live and breathe them every day, authentically, then you are wasting your corporate brand investment. Ultimately therefore, your increasing marketing budgets will kill your brand, due to the apparent falseness of your brand claims when a customer experiences your brand for themselves.

This goes for the leadership team also – the true personality of the corporate brand can be heavily influenced by the culture in part created by your senior team and executive. This includes their behaviors, external brand image and visibility & profile.

Typically Marketing and Brand Directors are not as focussed on people behaviors and the impact they have on the brand as they should be. This tends to be the responsibility of the HR and/or Learning & Development departments with little interaction with marketing. However, in order to reach the true marketing and brand objectives, would it not make sense to integrate people behaviors into any brand strategy at an early stage?

We are at a point in our business environment, where we need to re-align the corporate culture with that demanded by our clients and customers, if we are to stand out, create loyalty and get widely talked about for the right reasons.

It’s time to align people brand and behaviors with your corporate brand in a way that sticks.

Read more on this topic in Corporate Brand Personality by Lesley Everett, published Feb 2016

 

Categories
Industries Leadership Marketing Personal Development

Good Tipper or Scrooge – What Are You?

 

Some people love to tip and others don’t. However, it appears that, nowadays, everyone is expecting a tip even if they are just serving you at the checkout!

When you see a tip jar by the cash register what do you think? To me, the tip jar says “I deserve a tip”. But it says quite a bit more, too, and none of it good about your Customer Experience.

When ordering at a cash register, we Brits tend to feel a tip is not necessary as we offer gratuity when waited on at a table. However, I also recognize that when I am in the states, tipping rules are different.

The tip jar is there nonetheless. Now, as a customer, I must decide. Tip now, even though it’s not a situation where I would perceive a tip to be necessary, or ignore it and risk appearing rude to the person making my taco/latte/sandwich.

Say I go ahead and tip. How much do I tip? The loose change I get back from the cashier? A couple of dollars?  20% of my entire check? What is customary for the tip jar next to the cash register?

Let’s say I do tip, but then have a terribly long wait getting my taco/latte/sandwich. Or it comes cold. Or wrong. Do I get to fish my tip back out of the jar?

The presence of a tip jar reflects poorly on the Customer Experience. Whether it’s feeling unsure if you should tip, experiencing guilt because you didn’t, wondering how much to tip or wishing you hadn’t tipped at all, these situations do not enhance the Customer Experience.

The Origins and Customs of Tipping

There is some dissension about where tipping originated. One argument is that it originated in 17th Century England taverns where customers would give their server extra money “to insure promptitude” or T.I.P. Wikipedia asserts it began when English houseguests left money for the host’s servants.

Wherever it started, it didn’t make it to the U.S. until after the Civil War. The Washington Post submits tipping began because employers hired freed slaves to serve food but didn’t want to pay them an hourly wage. Over time, tipping became the norm for several industries, from hotel workers, to delivery employees, and your favorite coffee baristas.

Tips and the amount of them is subject to the country and social customs thereof. In the States, tipping is customary, ranging from 10% to 20% in most cases. In the UK, it isn’t, or at least not with same amount of expectation, which is also true in many European countries.

It’s different because of the compensation workers receive in the different countries. Many employees in the U.S. make less than the federal minimum wage because their tips are meant to make up the difference. In many states, these employees might make little more than $2 an hour in employer-paid wages. In the UK, however, employers must pay employees the minimum wage, which ranges from £7.20 to £9.40 ($8.99 to $11.74 currently), depending on the city where the worker lives.

Because UK workers make the “living wage”, there is less tipping. While there are still situations where a tip is given in the UK, there is not the same culture for tipping there that exists in the states. There are numerous situations where tips are neither given nor expected.

What a Tip Jar Says about Your Brand

Entrepreneur detailed all the ways the tip jar hurts your brand. First and foremost, a tip jar says you don’t pay your employees enough. A tip jar also make your establishment look cheap, which is never a goal of a brand. Affordable? Yes. Cheap? No. To my point, Entrepreneur asserts that tip jars are also misplaced because customers are “asked” to tip before they receive the service. Moreover, it confuses people that lack a shared cultural background.

Co-author Professor Ryan Hamilton and I present a related concept in our latest book, The Intuitive Customer: 7 imperatives for moving your Customer Experience to the next level (Palgrave Macmillan, 2016). One of our imperatives is to “accept that apparently irrelevant aspects of your Customer Experience are sometimes the most important aspects.” To summarize, this concept addresses the fact that when things get ambiguous or difficult to evaluate, customers might use high-level impressions of a brand to judge their experience. Expectations play a big role in these evaluations, and these expectations are set by your brand promise.

When a tip jar is present, it also creates an expectation. If you don’t live up to the customers’ expectations, your brand suffers for it. For small businesses, these small things can add up to big problems.

They are everywhere these days. They have weaseled their way into the most unlikely of places, quite brazenly if you ask me.

Enough is enough, as they say. Well, I have had enough with the omnipresent tip jar at the register of various establishments. If you have one sitting there now in your business, you should have enough, too, because it’s not doing anything good for your Customer Experience.

If you liked this article, you might also enjoy these:

Revolutionary Thinking on Customer Loyalty

Astonishing BIG Gains from Little Changes!

Act Now to Turn Customer Pain Points into Pleasurable Profits

Colin Shaw is the founder and CEO of Beyond Philosophy, one of the world’s leading Customer experience consultancy & training organizations. Colin is an international author of five bestselling books and an engaging keynote speaker.

Follow Colin Shaw on Twitter @ColinShaw_CX

Sources:

Roth, Carol. “Small Businesses That Encourage Tipping Are Killing Their Brand.” www.entrepreneur.com. 16 January 2017 Web. 30 January 2017. https://www.entrepreneur.com/article/287793.

“Service 101: A Brief History of Tipping.” www.foodwoolf.com. Web. 30 January 2017. < http://www.foodwoolf.com/2010/08/history-of-tipping.html>.

Ferdman, Roberto A. “I dare you to read this and still feel good about tipping.” www.washingtonpost.com. 18 February 2016.

Web. 30 January 2017. https://www.washingtonpost.com/news/wonk/wp/2016/02/18/i-dare-you-to-read-this-and-still-feel-ok-about-tipping-in-the-united-states/?utm_term=.c4cc5b94ac1c

“Gratuity.” www.wikipedia.org. Web. 30 January 2017. <https://en.wikipedia.org/wiki/Gratuity>.

“United Kingdom: Tipping & Etiquette.” www.tripadvisor.co.uk. Web. 30 January 2017. https://www.tripadvisor.co.uk/Travel-g186216-s606/United-Kingdom:Tipping.And.Etiquette.html.