In this time of increased challenge, business leaders are waking up to the reality that developing customer loyalty is much more than a nice slogan or a suggestion for employee bumper stickers.

Unfortunately, the past overall economic growth trends allowed many business leaders to interpret their company’s growth and increase in customers as a product of their unique genius.

Now many are realizing that what they thought was inspirationally insightful on their part may well have been marketplace inertia and momentum. So now the question becomes: What can I do, to whom can I turn, how do I get more customers?

There was an old airline commercial where a beleaguered owner of a company called in his management team and began handing out airline tickets ostensibly for these executives to get out and reconnect with customers.

The conclusion of the commercial was a question put to him inquiring as to what he personally was going to do. His reply was that he was on his way to see one of their oldest customers who had just fired them that morning.

Now the ad was certainly an attempt to encourage air travel on a particular airline, but I clearly recall watching the commercial and thinking just how bassackwards was this entire process.

The airline was building a case for customers to spend a lot of money with it because the business owner/customer who had been out of touch with his customers had been stupid. And all of this stupidity could be overcome with just a face to face meeting, a press the flesh, a real-time rekindling of a historic business relationship — with the only necessary ingredient for all of this wonderment was a simple airline ticket.

I have never seen information on the impact of this ad, but I do know that when times start to get a little tough, there will be no shortage of business triage experts all eager (for a fee) to help get the sick business back on its feet.

While many are hawking various systems, processes, and products, suffice it to say that all are selling hope and desperation.

Now the good news is that there are consultants and consulting companies out there who regularly provide effective emergency assistance to distressed companies. But there are also a significant number of recently unemployed “experts” whose focus on distress is primarily making their next mortgage payment.

How does the entrepreneurial manager distinguish between the two?

Consider two factors in your evaluation of assistance. The first is the consultant’s willingness to incorporate your financial reality into his or her cost structure. Common sense would say that if this consultant truly understood your plight and truly wanted to help then he or she understands the constraints on your cash.

So look for someone who is willing to take a large portion of their compensation based upon the successful implementation of their recommendations. As with any risk/ reward event, you should be prepared to pay more in total for this type of arrangement. But assuming the success of the consultant’s program, you will be paying for it with “sleeves off your vest.”

The second factor is to simply ask for references and then check them. Small business entrepreneurs only know too well the trials and tribulations of their world and most are quite willing to discuss successful relationships that assisted them in the past.

The key here is the aspect of relationship and if it has continued beyond the initial crisis, then your consultant is probably a true professional. And just like going to a medical doctor, when you have a real problem, you probably can’t afford amateurs with on-the-job training.

John F. Riddell Jr., director of the Center for Entrepreneurial Growth-Hamilton County, writes each Tuesday about entrepreneurs and their impact on companies and the marketplace. Submit comments to his attention by writing to Business Editor John Vass Jr., Chattanooga Times Free Press, P.O. Box 1447, Chattanooga, TN 37401-1447, or by e-mailing him at business@timesfreepress.com