May 19, 2011
If so, shame on you! Whether you’re the client or the agency guy — you know better.
While this is obviously over the top, I think we all know that it hits a little close to home. The work and the audience deserves better. (Email subscribers – click here to view video.)
MoreMay 17, 2011
“Actually, I get paid to do that.” I hear this every day in a client’s story as they lament a prospect expecting to get their thinking for free.
I say this every day in my own head too. And, I’m betting you mutter it under your breath as well.
And yet, most people struggle with finding the words to tell yet another “prospect” that what they’re asking for isn’t free. It’s actually the most rare of fruit that only comes from years of experience, study, real life trials and walking through the fire with a lot of clients.
You wouldn’t call a plumber and expect him to come to your house and diagnose and fix your problem for free – and yet every day, professionals, especially professionals of the creative class (doctors, lawyers, business coaches, marketing professionals, accountants and other knowledge based workers) are being asked to do that very thing.
If you’re a professional who draws on complex bodies of knowledge and experience to solve specific problems – you’ve probably faced this issue. So how do you keep from having this recurring problem impact your business?
Actually – it’s a marketing issue. And here are some ways to communicate away the situation.
Stop giving it away: This first suggestion is certainly the simplest in theory and the hardest in practice. If you keep rewarding the bad behavior, you will just get more of it. When someone asks you to share your expertise for free, you need to have a practiced and comfortable answer.
That answer should be based on your organization, your brand and your comfort level. It should respectfully and clearly explain that your advice is not free, in fact that’s how you make your living.
Set the expectation early on: Long before someone ever gets you into a meeting – you need to establish the rules. On your website, in your brochure, as a part of your “get to know us” PowerPoint – spell it out. Be very clear that your thinking time/expertise is delivered for a fee.
You don’t have to list prices if you don’t want to get that specific. Avoid being too nice and push yourself to be blatant that there will be a cost.
Don’t run after them: If they balk at being charged or try to get you to reduce your fee, be polite but stand firm. (This requires being fair when you set your pricing to begin with). If they walk away – let them.
I know this is tough when you really want the project – but they have just told you what value they’re going to assign to your years of experience. Is that really a client you want?
Give it away but with intent and purpose: One way to demonstrate the value of what you sell is to give it away. (I’m not contradicting myself, I promise!) So go ahead and give it away to a non-profit or a start up you’re sponsoring. (like our adopt a charity program)
Use that generosity to set the contrast for prospects. “Now as you may know, we did this same sort of XYZ plan for charity 123, but naturally, in that case, we actually donated our expertise.”
Next time you find yourself grumbling about this problem, remember – you ‘re actually the one giving it away. And only you can keep it from happening down the road.
Addendum: Someone just shared this post with me from Kevin Dugan. He’s ranting about the “can I buy you coffee and pick your brain” call, much in alignment with the post above. See — it is something we’re all facing.
May 15, 2011
In 2010, global technology brand Apple surpassed Google to become the most valuable brand in the world, according to “Brandz Top 100″ from Millward Brown and Optimor. Apple increased in value by 84% to $153.3 billion.
Interestingly, technology companies took four of the top five places, including the first three, on this year’s list. They include 2009’s top brand Google coming in second with a value of about $111.5 billion (down 2%), IBM falling from second to third even as its value rose 17% to $110.8 billion, McDonald’s jumping from number six to number four as its value grew 23% to $81 billion, and Microsoft slipping from number four to number five, with 2% growth to $78.2 billion.
Take that HP Slate and Lenovo’s IdeaPad.
May 13, 2011
Thought this will amuse you on this Friday the 13th. And for some of you, it might be a great solution to paying down that mortgage.
Want someone to pay your mortgage? No problem. Just let Adzookie give your home a paint job. Adzookie says it will pay the house owner’s mortgage every month for as long as the home stays painted.
Adzookie publicly launched the offer on its website Tuesday — and by late afternoon, the company had already received more than 1,000 applications, according to Adzookie CEO Romeo Mendoza.
Adzookie intends to paint its logo and social media icons onto participating homes. Houses must remain painted for at least three months, and the agreement may be extended up to one year.
Painting is expected to begin in a few weeks. The above photo, which is included on the program’s site, is a digital mockup. (No actual homes have yet been painted.)
The home billboard scheme could raise the company’s profile — but don’t expect too many homes to score the subsidized deal. Mendoza’s budget for the entire program is $100,000, and he expects to spend about $8,000 per house on the painting alone.
At the end of the agreement, Adzookie will paint the house back to its original colors. Leases and rentals aren’t allowed, nor are homes in cities with bylaws that would prohibit the bright painting.
This is an extension of the barn painting we midwesterners see as we traverse the countryside.
So… would you consider it?
May 12, 2011
Too many organizations go hot and cold with their marketing. They’re aggressive or at least active one month or one quarter and then are dormant for months at a time. Or other companies market like crazy when sales are down but when they get busy, marketing falls off the radar.
Or maybe your particular version is that you only deliver the first half of the one/two punch. You drop the direct mail piece but you never follow up with the phone call.
Regardless of how or why — the inconsistency of your marketing hurts you. It turns a warm prospect into a cold one, by the time you get back around to marketing again.
This is one of the most common marketing mistakes that companies big and small make over and over. They try to time their marketing. Much like a day trader who believes you can time the market, knowing exactly when to jump in and out – some business owners and marketing types believe they can guestimate exactly when their marketing message needs to be in front of their consumers.
Maybe.
I’m not saying it’s impossible. I’m saying it’s not necessary. And I would contend, it’s actually detrimental to your long-term success.
Here’s the kernel of truth we don’t like to acknowledge. We can’t know (unless you sell Christmas trees or some other very seasonal product) when our prospects are going to begin their buying process. I’m not talking about when they’re going to buy. The reality is – we need to get to them way before they make that decision.
To be one of the considered choices – you have to on the list to begin with. Marketing is all about getting a prospect to know who you are, like who you are and trust who you are.
Just like in our personal relationships – that doesn’t happen in an instant.
Getting them to know you: We get to know others gradually, through either an extended contact or many quick hits. Marketing works the same way. In most cases, a prospect isn’t going to give you their time and attention for more than a few minutes…so you have to go with the “be present all the time, so when they need/want you – you’re there” model. We call this drip marketing. There are lots of ways to do this and I’ll dig into them next week.
Getting them to like you: This is about being authentic. Will everyone like you? Nope…but you don’t need everyone. You just need enough of the right someones. Here’s the tough part about this phase. They have to like more than what you sell. They also have to like the people selling it. Let them get to know your organization and your people.
Getting them to trust you: The bigger your price tag, the deeper the trust needs to be. But no matter what you sell, trust is the cornerstone of actually making the sale. How do you get a buyer to trust you? In marketing terms, it’s actually pretty straightforward. You are honest (see getting them to like you), you are consistent and you actually follow up when you say you’re going to.
While all of that sounds simple, most businesses fail miserably at it.
May 9, 2011
Consider these mobile facts:
I’ve mentioned before that by 2020, the #1 way we will access the web is through our smartphones. That’s only 9 years away. Is your business getting ready for the mobile revolution?
Check out this video on the smartphone consumer and the mobile movement. Notice how their behaviors are already radically changing and we’re in the infancy of this trend.
Are you poo pooing this because you’re a B2B company? Better think again. Check out this free PDF from my brilliant pal Christina Kerley — filled with case studies, video links and more — all showing you how mobile is affecting B2B.
Remember how the web changed the way you did business, marketed your business and in some ways — literally changed who your customers were? Mobile is going to do the same thing. If you’re prepared.
I’m curious — what are you doing to get ready?
May 5, 2011
I think most taglines used by businesses today are a cop out. They feel good but promise nothing. A reader wrote and asked if I’d talk about the other side of the coin – what makes a tagline great?
Creating and using a strong tagline takes real courage. A tagline that will last for decades is one that makes a bold statement or promise.
So what do you need to consider as you evaluate your own tagline?
A strong tagline makes someone take pause. It might be the person it’s directed at like – Just Do It. Or it might be the employee who has to keep the promise – when it absolutely positively has to be there overnight.
A memorable tagline should be a bit daunting. That’s why it’s impressive. If BMW has told us their cars were a nice ride, would you have remembered? But who doesn’t want to drive the ultimate driving machine? Talk about setting high expectations!
An enduring tagline is tied specifically to the product/service: Another element of a strong, test of time tagline is that we connect it to the company who owns it. We don’t remember it just because it’s clever. We remember who said it. Take this little quiz. Who told us “you deserve a break today” or promised us “we try harder.”
This is where the generic taglines about “our people” and quality lose their steam. Who doesn’t believe they provide good quality and that their people are dedicated to their jobs?
A memorable tagline tells a story: In a single sentence, we got the picture when Timex told us “it takes a licking and keeps on ticking.” We can only imagine what might happen if forgot the warning “don’t leave home without it.”
We learn through stories. We teach lessons through stories. And we buy and sell around stories. It’s much easier for us to remember a story than straight facts. Which is why a story telling tagline sticks.
A powerful tagline points out how the product/service is unique: Who doesn’t know the unique advantage of an M&M? They “melt in your mouth, not in your hand,” right? The Marine’s tagline reminds us that they’re very choosy about who they let into their club. “The few. The proud. The Marines” lets us know that there’s exclusivity to their brand.
Everyone wants a strong tagline but most businesses are afraid to make a bold promise. What happens if it doesn’t get there overnight? Or if the watch breaks?
Good marketers understand that a tagline is not an absolute. Sure, every once in awhile you’re going to miss the mark. But how you handle it when you fall short is part of the brand promise too.
May 3, 2011
All very important concepts on this blog. And in your organization. At the core of every one of them is trust. Or the lack thereof.
Think of any relationship you have — personal or professional. How close you feel to that person is directly correlated to how much you trust them. The deeper the trust, the deeper the relationship. And the deeper the relationship, the more likely it is to be long lasting. Which from your business’ point of view translates to more profitable. (This works the same with employees, by the way)
The only thing more painful that being in a relationship where you are not trusted… is being in a relationship where you cannot trust. In fact, no real relationship can exist where trust does not.
So sooner or later… it will go away.
Notice that I didn’t say like, love, respect, or admire. We can like or even love someone and not trust them. We can respect someone’s work or intelligence and not trust them. We can even admire someone’s abilities or talents and still not trust them.
I can be the most innovative, proactive, on the cutting edge, smartest marketing guy in the world — but if you don’t trust me and believe that I have your best interest at heart — you simply won’t be able to do business with me over the long haul.
Why? Because there will always be that nagging doubt. You will always question my sincerity. You will see hidden motives and meanings, even if they don’t exist. Even when I offer rationale and truthful explanations — you’ll wonder what’s underneath.
Trust defies logic, fact and truth. It’s all about the gut. Factually accurate or not — it is innate in nature.
I know with certainty (and you know this about your company as well) that clients hire us based on how they feel about us. And in our case, being a marketing agency — they are bringing their hopes, dreams, fears, baggage, dirty laundry and secrets with them. They are hoping like crazy that they can spill that bag onto our conference room table and let us see it all and help them sort it out.
But first, they need to decide if they trust us. Do we really care or are we just trying to get their money? And your clients are asking themselves the same questions about you.
So how do you create an atmosphere of trust? How do you reassure prospects and current clients that you’re worthy of their trust?
Be human: We make mistakes. We don’t know all the answers. We forget things. When any of those happen with a client — say so. And point it out before they notice.
Example: I honestly don’t know how to get our software to give you the information you need. But, I’m on it and will report back.
Be honest about what you can/can’t do: You’re not the best at everything. You have strengths and weaknesses as an organization. Disclose those and show how you overcome them.
Example: Our strength is really in the writing and directing sides of things. We partner with a very good videographer to shoot. Their costs are already included in the estimate.
Care: Don’t say that you care — actually care. And caring is an action verb. Do things that demonstrate that your customer’s best interests matter to you. Go out of your way. Regularly.
Example: We didn’t replace the gasket because we couldn’t get your car to act up the way you described. So, we called the dealership and they didn’t know. Then, we called Ford and they faxed us some information and it turns out, it was your flibberdejibbit.
Behave in a way that creates trust: Trust is strengthened or weakened by actions. There’s a reason we all know the axiom — actions speak louder than words. It’s harder to mask true intentions in a behavior than it is to sugar coat some words.
Examples: Create simple, easy to understand invoices. Always be happy to over explain when a customer has a question about your process, your costs or your intentions.
We want to create love affairs with our customers. That can’t happen without earning their trust. Trust is what drives word of mouth. Trust is what earns loyalty. And trust is at the heart of any relationship worth having.
Note: Today (May 3rd) is the International Day of Trust. You can read more about it on the Entente site or their Facebook page. This also ties very nicely into a project I’ve been working on with some friends — the Connection Agency.
So today — imagine a world built upon trust. Feels pretty cool to me. Maybe tomorrow we can start to build it?
April 28, 2011
We’ve talked before about the importance of recognizing your employees as a very important audience for your business. You need them to all be pulling in the same direction. But like any audience — you have to decide what are your key messages to them — and how do you deliver them. Over and over. They’ll need some repetition so the key points can really sink in.
Employee communication is probably an area that every team leader or boss could improve. (think I’m wrong — ask your team!) I’m curious — how do you communicate with your team (or how does your boss communicate with you?)
Have you tried any of these?
Ask Them
GOOD — Employee surveys: Don’t even bother asking their opinion, if you aren’t going to act on what you learn. The good news about employee surveys is that the anonymity is likely to get you feedback that’s more candid. And if you have a big crew, it’s probably the only way to get a fair representation.
BETTER — A scheduled chat: What, if instead of the formal survey, you carved out a set time every week and you, throughout the course of the year, met with everyone individually and picked their brain a little, while sharing your vision and thoughts?
Tell Them
GOOD — An all staff meeting: The plus of this is that everyone hears the same message and can ask questions, watch other’s reactions and participate as a group. The down side of this is — someone always misses the meeting and if you have multiple locations across multiple time zones — tough to coordinate.
BETTER — Regular messages from leadership: Whether it’s an internal intranet/blog, a monthly video from the CEO, a weekly wrap up e-mail from the team leader — I think in this case, frequency wins. If your team knows they’re going to hear from you on a regular basis, they’ll be more confident that they’re in the know.
Bonus points to you if you give them feedback avenues. Which is the perfect segue to…
Listen to Them
GOOD — The tried and true suggestion box: Whether you literally have suggestion boxes throughout the office or you use an electronic version, giving your employees a chance to speak up/out with ideas, questions, concerns etc. is a good start. But some pumps need priming.
BETTER — Involve them: Are there some big financial goals you want to hit? Put together a task force and ask them to help you create the plan. Need ideas for holiday gifts for clients — pull together 3-4 people and give them the assignment. Want to improve your recruiting efforts? Why not put together a blend of young/old, new/seasoned employees and ask them why they took the job, what they love about the job and how you could improve the working conditions, etc.
Everyone works better and harder when they believe they are contributing. So the best way to listen is to ask…and then implement!
This is one of my personal goals — to get better and better at being plugged into what my employees are thinking, doing, wondering about and tapping their insights to make MMG an even better place to work and do business with.
How about you? Do you do any of the above? Have any other suggestions to share?
April 25, 2011
We spend way too much time in “I think I know” land especially when it comes to customers. We make huge decisions based on “my best guess is” or “it seems like…”
There’s absolutely no reason for you to not know what your customers are thinking. Here are a few ways (short of the brain probes in the photo) to ferret out exactly what’s going on in there.
Secret Shopping with a Twist: Invite your customers to sign up to be secret shoppers. Let them sign up on your website and pick a good blend of them. Then, after every experience (or in a given time interval) give them a little form to fill out, rating performance,, quality, or whatever else you want to know. Every time they send in their form (or submit it, if you put it online) they get some reward.
Bonus: Even those you don’t select will now know you want their feedback. So they’ll speak up more often.
Create a customer survey: Just ask them already! Afraid of what they’ll say? Steve Olenski’s tells us in a recent post that we shouldn’t worry about that. In fact, according to the study he cites — most customers who participate in surveys (even if they have a tough message to deliver) care about the company and want it to be successful. That’s why they invest the time in answering your questions. We do these for clients all the time and it’s remarkable what we learn and how tiny tweaks (that you learned about in the survey) can change the customer experience.
Bonus: They feel important and valued because you asked.
Create a customer board of advisors: If you are going to be making some big decisions, why not create an elite group of your best customers (the ones you’d like many more of) and bring them together monthly or quarterly for a couple hours. This requires you being willing to bare it all — they can’t give you good advice if they don’t know the whole picture. But their insights, questions and counsel will amaze you.
Bonus: They shift from customers to full on evangelists for your organization.
There are, of course, more ways to check in with your customers. Some may be better suited for your industry than others. But… guessing is never the best choice.
What say you? How do you stay in touch with your consumers?
