Is there a return on investment from management training? Customer satisfaction undoubtedly depends on a large number of variables. While it may be difficult to measure the actual benefits of training in terms of customer satisfaction, it seems essential to provide some type of training to employees to improve job performance. According to Smith (2001), staff who received formal training were up to 230% more productive than untrained colleagues working in the same role. Therefore, it becomes clear that developing an organization's human resources is a top priority for today's business leaders. Staff preparation should be well planned and supportive of the company's objectives. Successful companies build a coherent system with clear constraints, allowing employees some freedom accompanied by responsibility (Collins, 2001). Managers simply can't rely on their employees coming in with all the skills needed to succeed in their positions. Some may require more computer skills, while others need receptionist or time management skills. Individual needs should guide the training program and this is not always an easy task to accomplish. A one-size-fits-all approach to management training will most likely not be very successful. Larry Seldon, a professor at Columbia University, points out that “different customers have different customs, different values, different psyches and different needs”. (CNNMONEY, 2004) Each employee's needs can be as individual as those of their customers. When dealing with human emotions and performance, the results are not always predictable or certain. A recent University of Michigan study revealed that customer satisfaction has declined by approximately 3% over the past five years (CNNMoney, 2004). Good managers recognize that customer service and satisfaction are key to success in business. Training is one of the main ways to increase employee skills and productivity. Employees must be well trained in current job skills and learn new skills on an ongoing basis to remain competitive (Fernald & Solomon, 1998). Employers must provide ample opportunities for employees to develop their skills. A new method of providing this training is through the use of the Internet. Rural communities with small businesses do not have the resources available to provide ongoing, systematic training programs for their employees. William Shuffstall, the county's senior extension agent, argues that small businesses must remain profitable because their communities depend on them to keep the local economy alive (Burlingame, 2002). The effective use of technology can assist these small businesses with effective and current training strategies.