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Cash flow, creativity, and compassion are not mutually exclusive™
I don’t get the whole appeal of location-based apps and ads. I mean, yes, I get that it would make things convenient if my phone could recommend restaurants I was passing by, or a notify me about a special Frappaccino discount at the next Starbucks I was about to hit. When I was single, traipsing around San Francisco in my 20’s, it would have been nice to know where friends were to meet out at a moments notice. But it seems people are just fine with telling the entire free world what they are doing and where they are at every single moment in time.
Am I a luddite? Maybe. I’ve never been an early adopter. But it’s only a few short steps from location-based apps to sinister government tracking devices and I’m not sure I can get on board with that (although they probably know our every move anyway already, given GPS in our phones). OK, I know, too melodramatic, but on a lesser scale, sometimes you don’t want any powers-that-be – be it your boss, your clients or your mother – to know where you are. How many times have you played hooky from work to take a “mental health day” or told your husband you were one place when you were secretly buying his Christmas present across town? I revel in my freedom – after all, I fought for it tooth and nail when I was a teen. Why would I give it up as an adult?
I remember living in San Francisco when wi-fi came out at AT&T Park. People were psyched: you could skip work to go to the afternoon Giants game AND still be productive. But now, they’d know you were not “working from home.”
Don’t get me wrong. I support targeted marketing. I believe that the better a company targets it’s ads, the less crap I have to wade through that doesn’t apply to me. There are probably ways to notify advertisers of your location, but not broadcast it to the people in your life, and maybe that’s not so bad. It’s better than telling criminals the best time to go rob my house because I’m in another state.
I’m struck by two film images whenever this topic comes up: one, Minority Report, when Tom Cruise races past a billboard and it knows who he is. And, two, Wall-E, where we are introduced to a future society of obese humans zooming around on electric Lazy Boys, with their heads stuck in an audio/visual device – thus, inhibiting any interaction they may have with their real fellow human beings. OK, the latter is more about our techno-dependence these days, and I already know the former scenario exists anyway.
Still. I refuse to turn on Facebook Places and the like. I’m holding on tight to the ability to take a day off when I need a break – without anyone being the wiser.
Do you use location tracking apps or have you benefitted from location-based marketing? Please share your story in the Comments.
Cash flow, creativity, and compassion are not mutually exclusive™
Do you think Sales is a four-letter word? Well, Matt Heinz can help you break it down into something manageable, repeatable and effective. I sat down recently to grill him on his new book, Successful Selling: How to Attract, Manage, Close & Keep More Business in a Buyer-Centric World, The book answers questions like: What are the secrets to unlocking more sales at a lower cost? How do you match your sales strategy with the way your customers want to buy? Where do you spend your time to build the biggest-possible sales pipeline? How do you close more business when your buyer is in control?
Matt is a sales pro, bringing more than 12 years of marketing, business development and sales experience from a variety of organizations, vertical industries and company sizes. His focus has been on delivering measurable results for clients in the way of greater sales, revenue growth, product success and customer loyalty.
We talked about sales, productivity and the challenges of moving beyond just the founder’s networks when doing business. And I realized how much of what I teach clients about branding applies to selling effectively – which is ultimately what good branding is all about: making more sales.
RS: Do you think company size matters when it comes to who faces sales challenges?
MH: Actually, companies of different sizes, industries and stages often have the same three fundamental problems when executing their sales & marketing efforts.
One, most often, there’s not enough customer focus. The sales process is created and driven by how the company wants to manage sales, not based on how the customer buys.
Two, many companies also don’t have a consistent sales process they’re following across the organization. Without consistency, it’s impossible to predict future revenue and scale those efforts to new markets.
Third, few companies evolve their sales & marketing enough as their customers, markets and competition change the playing field. The best sales & marketing organizations in the world (at companies big and small) are constantly testing, evolving and measuring what they’re doing.
RS: Adaptation seems to be everyone’s weakest link, doesn’t it?! Let’s move on to productivity: You talk about quite time-saving tools in your book. Do you feel time management is the biggest barrier to effective selling?
MH: No, but it’s an important part of reaching your optimum velocity. Whether you make 40 calls or 80 calls a day isn’t necessarily going to help you sell more if your message doesn’t hit the mark with your target customer. The biggest outcome of productivity focus is eliminating the constant distractions that surround us every day. Know what you need to do, focus on it, and eliminate the majority of things that would otherwise take your time. If you effectively measure the impact and outcome of your activities, you can then predict the impact of doing more of that activity on sales and revenue. And that expected outcome can become a motivator to stay focused (yourself and your team) moving forward.
RS: Having worked both in both B2B and B2C, I hear conflicting opinions about who “has it easier.” Do you feel B2B vs. B2C companies need to nurture leads differently?
MH: The tactics may be different – B2B companies can often afford to spend more based on the average sales price per customer, for example – but the fundamentals are the same. Whether you’re selling to a business or an individual (and in both cases, you’re really selling to people anyway), the vast majority of qualified prospects will not be ready to buy. Right person, right company, not ready. If you assume they’re going to be in the market eventually, your primary job is to be in front of them at the right time. A good nurture program builds value with the prospective buyer so that they want to continue hearing from you. This increases your overall awareness, allows you to continue a frequent line of communication, and will significantly increase your ability to win the business when the prospect is finally ready to make a move.
RS: If someone reading this is starting from a standstill and has absolutely no sales process or standard tools whatsoever, what do you recommend their actual first step be?
MH: Two things, both related.
First, identify your target customer. Get specific, and narrow. Get to know them inside and out – who they are, where they are, what background or motivations or needs bring them to the market, who and what influences them, etc.
Second, use that knowledge to map your sales & marketing strategy specifically to how your customers want to buy. The best marketers today are simply walking alongside their customers as they navigate their own path to purchase – providing advice and value, building reputation and trust and credibility along the way.
You can use this customer understanding and practical purchase-path knowledge to build the tactics, tools and processes necessary to effectively serve the customer, and scale your ability to do it with more and more customers moving forward.
RS: What advice do you have for companies that rely on the founder’s reputation and networks for new business and want to move to a more scalable, repeatable sales model?
MH: Figure out what it is that makes the founder’s system so effective, and systematize it. Build it into the DNA of the organization. Document it, measure it, and moving forward iterate on it to improve it. Michael Gerber talks about treating every small business as the prototype of a franchise. Even if you’re not planning on opening dozens of branch offices, assume that you will. How do you replicate and scale what worked in the beginning so that 1) you can scale, and 2) you can (as a founder) separate yourself directly from the ongoing success of the business?
**Full Disclosure: The link to Matt’s book is through my Amazon Affiliate Program. But wouldn’t recommend the book if I didn’t love it and believe you will get incredible value from it.
Cash flow, creativity, and compassion are not mutually exclusive™
It’s funny how entrepreneurs and employees alike get caught up in the tactical details of their business on a daily basis, but when faced with the ultimate question – why do you do what you do – they seem to freeze up. My theory is that a lot of the meaning behind the company mission is so “feelings-based” that we often find it hard to articulate it in the right words.
I help clients copywrite their mission and vision statements only after we think though the Brand Strategy. Why? The mission and vision become much more clear as you move through the branding process. As you think about your company’s reason for being, your goals, the image you want to project, and the people you serve, you begin expanding your definition of what you want your company to be. I find just talking to a business owner and asking, “Why did you start this business?” can yield the seeds of a mission or vision statement. They use certain words or phrases over and over again. As you think through the Brand Strategy, certain themes that consistently emerge will be strong clues to your mission and vision.
The mission and vision not only help you keep the end in mind at all times, they will also inspire your customers –and your employees. Yes, we know your primary goal is to make money, but customers and employees want to connect with your business on a deeper level. They want to know their buying choices and work efforts are relevant to a higher goal. This motivates people and helps them form loyal connections.
So what is a Mission statement?
Your mission statement is a precise definition of what your organization does on a daily basis and what you want to accomplish. It should describe the business you’re in and provide a definition of why the organization exists. Try and keep this to one or two sentences in length. Some example mission statements:
“Make flying good again” (Virgin America)
“Our mission: to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.” (Starbucks)
“The mission of Southwest Airlines is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit.” (Southwest Airlines)
“To provide effective means for the prevention of cruelty to animals throughout the United States” (ASPCA)
“Women for Women International provides women survivors of war, civil strife and other conflicts with the tools and resources to move from crisis and poverty to stability and self-sufficiency, thereby promoting viable civil societies. We’re changing the world one woman at a time” (Women for Women International)
Small businesses can create a mission statement so inspiring they may not require a vision statement. But if you have a loftier goal in mind for the future of your company, then a vision statement is a great way to frame that.
Articulating the Vision
Rebecca Rodskog of Future Leader Now helps organizations create cultures where people can thrive and do their best work. As an experienced change management consultant and personal development professional, Rebecca is often tasked with crafting vision and mission statements for complex projects, so companies don’t lose sight of the end goal. She also creates mission and vision statements for individuals. Rebecca advises clients who are creating a vision statement to ask themselves: “What is your ideal preferred future?” and be sure to:
– Draw on the beliefs, mission, and environment of the organization.
– Describe what you want to see in the future.
– Be positive and inspiring.
– Don’t assume the system will have the same framework as it does today.
– Be open to dramatic modifications to current organization, methodology, teaching techniques, facilities, etc.
Ask yourself:
Where will my company be in the long term? Will it be the premier provider of a particular product or service? Will it be in the top ten international players in a particular market?
What is the ultimate “to-be” state for my company?
You may not require an actual vision “statement”, as long as you can paint a clear, compelling picture that drives the business forward. These could be ideals or lofty goals that rally the internal troops and help customers connect with you. Below you’ll find sample vision statements from several companies. You’ll note these contain ambitious visions that go beyond day-to-day operations and the specific market spaces in which these organizations play today. They paint a picture of an ideal future if the business does well:
Women for Women International envisions a world where no one is abused, poor, illiterate, or marginalized; where members of communities have full and equal participation in the processes that ensure their health, well-being and economic independence; and where everyone has the freedom to define the scope of their life, their future, and strive to achieve their full potential. (Women for Women International)
I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the Moon and returning him safely to the Earth. (President John F. Kennedy, 1961)
Coca Cola’s vision statement is actually a multi-part credo:
People: Be a great place to work where people are inspired to be the best they can be.
Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and satisfy people’s desires and needs.
Partners: Nurture a winning network of customers and suppliers, together we create mutual, enduring value.
Planet: Be a responsible citizen that makes a difference by helping build and support sustainable communities.
Profit: Maximize long-term return to shareowners while being mindful of our overall responsibilities.
Productivity: Be a highly effective, lean and fast-moving organization.
In summary, your mission is what drives you on a day-to-day basis. It’s the reason your product or service is in existence, and it defines the “why” behind the thing you’re creating. Your vision is the end state: what you ultimately want your company to become and the impact you want to have on your customers and the world.
Your mission and vision create the framework and inspiration your organization and its employees need to be successful. An old Japanese proverb eloquently states the important symbiotic relationship between vision and action: Vision without action is a daydream. Action without vision is a nightmare.
*This post was adapted from my book, Branding Basics for Small Business. Check out the juicy 2nd edition with new case studies, fresh advice on everything from content marketing to networking and expert insights from the likes of Alexandra Franzen, Mike Michalowicz, Ann Handley, Sarah Von Bargen and more!
Want step-by-step guidance to craft your mission and vision statement, as well as your entire brand and marketing plan? Then check out Momentum PRO, a self-guided and stress-free course that will guide you, step-by-step, through everything you need to promote your work and build your fan base with more ease, joy and impact.
Cash flow, creativity, and compassion are not mutually exclusive™
Oh, how I wish there was a forum to send a message to every restaurant owner in the country and know it would get read.
Just like my open letter to business owners, this one goes out to any restaurant, bar, or eatery that serves us on Valentine’s Day. STOP. TARNISHING. YOUR. BRAND.
We all know Valentine’s Day is a money maker for you. And it’s so easy to say, “Let’s pack in as many people as we can and do a fixed menu so we can cycle them through faster!” I know margins suck in the restaurant business. I know it’s a tough industry in which to be successful. But do you understand what you’re sacrificing for the quick buck?
The last few Valentine’s Days, my husband and I were so annoyed at pre fixe menus. Like cattle, we were herded into what were supposed to be some of the finer dining establishments and crammed into obviously-added tables, elbow to elbow with the patrons next to us. We were given 3 entrée options that were mass produced and only allowed to select certain wines. It sucked. Many of these restaurants were ones we were trying for the first time (hello? new potential loyal customers?!) and we were so disappointed with that experience, that even though we know it probably isn’t always like that, we have never gone back. The experience soured us on their brand.
My question is: Is ruining your brand for the long-term really worth it?
Just like I don’t understand why churches pack people into hot, sweaty, standing-room-only situations at Christmas and Easter rather than adding new masses – and in the process, making anyone coming for the first time in a while vow never to come back again – I don’t get how you can squander this opportunity to showcase your brand in it’s best light. This is a prime chance to turn first-timers into loyal customers.
We tried to avoid the chaos this year. Thinking we were smart, we went out on Saturday night instead to a place we were so excited about. But they were crafty: they knew people would be going out over the weekend, and therefore had a pared-down Valentine’s menu (albeit with many more choices than a pre fixe) for the whole darn weekend. The food was good, but we felt we didn’t get to try some of the more traditional options we would have liked.
I know you want to make as much money as you can in one night. But at what cost? Do you really want my first impression of your place to be chaos and lack of choice? How likely am I to return? There is a great restaurant here in Seattle that we tried on Valentine’s Day last year. It gets great reviews. The regular menu looked amazing. But we won’t go back. We feel annoyed and gypped by that experience.
Is your long-term brand reputation and increase in your loyal customer base worth sacrificing for one good night of sales? I guess I would ask that questions of anyone who trades brand building for short-term gain.
Cash flow, creativity, and compassion are not mutually exclusive™
First off, GO PACKERS! I was excited to see them win if I couldn’t have the Jets in the game.
Secondly, was anyone else a bit disappointed in the ad fare this year? Given how much companies are spending these days for a :30 spot ($3.1 million, and that’s just for the airtime, never mind the production cost of the ad itself), you’d have thought you’d get….I don’t know, MORE.
Here’s what Brand Channel deemed the best and worst brand spots. Do you agree? Please post in the Comments.
I disagree with Telefora as a miss. I thought this was the best surprise of the night as to what I thought was going to be a schmaltz-fest with country singer Faith Hill – as many country songs and videos are known to be. I loved the surprise of the guys vulgar line at the end, combined with the “we’ll help you say it beautifully” message – because “clearly you can’t.” I also kind of liked the Richard Lewis ad for Snickers, although it was too lame of a bet to try to repeat the magic from last year’s Betty White ads. The reason it worked last year is that it was completely unexpected. Still, I thought Richard Lewis (and Roseanne Barr, for that matter) were nice obscure choices.
I do agree that the Career Builder ad was just tired and lazy, Kim Kardashian needs to go away as a spokesperson for anything and the Go Daddy ad was scary and horrible at the same time. Go Daddy’s branding always makes me sad because they are such a great company with killer customer service and tech support, and they don’t need to go the shock value route. Almost makes me NOT want to use them, which is kind of against the point of brand advertising.
And Salesforce.com, what the heck were you thinking? All that money, wasted on an ad that left people outside of the tech industry confused as to what Chatter does (made it appear like a competitor to Facebook, rather than a collaboration tool a la Sharepoint.) And securing the Black Eyed Peas involvement to boot? Ay yay yay. Thanks a lot. You just convinced other B2B CEO’s why investing in brand ads is a waste of money. Note to those CEO’s: If you do it right, it is not.
As for Best spots, I had not caught the Chevy Cruze First Date ad, as I was hosting, chipping and dipping our own party. But after viewing it online, I adored it. What a great way to show the differentiation between their FB capabilities and Ford’s. And it was just a sweet spot. And as much as I hate Justin Bieber, the Best Buy ad with him and Ozzy was hilarious. “What’s a Bieber?” is my new catchphrase. The Chevy truck ad was very well done, using references to both Lassie and the Balloon Boy (didn’t know that was possible) I think what was great about these ads is that they showed you can still communicate a brand message and differentiator while producing a clever, memorable ad. This is in stark contract to just trying to create a “buzzworthy” ad that gets people talking, without it communicating the brand position you want.
Case in point: Groupon. Another pronounced Hit that I call a severe Miss. They went for the shock factor and it backfired, in my opinion. Yes, I know they were poking fun at celebrity PSA’s and yes, I can take a controversial joke as much as the next guy (after al, I’m a Daniel Tosh fan). But poking fun at Tibet, endangered animals and the like seemed just pointless and off-strategy for Groupon, whose brand is supposed to be all about “community”, “supporting local business” and highlighting the “underdog small business guy.” That’s what happens when you aim for buzz rather than brand. Groupon may have just lost me as a customer – not because I’m offended by the ads, but more offended by the marketing stupidity that someone thought this was a good branding idea and wasted all of that money. The ads were just dumb. Period.
When companies get it right, they really get it right and show the world the power of effective brand advertising. Effective being the operative word.
Until next year…..! What do you guys think? What were your faves and misses? Please Share in the Comments.
Cash flow, creativity, and compassion are not mutually exclusive™
Healing the Corporate World. Doesn’t that just sound inspiring? It sure did to me, when Maria Gamb and her book of the same name recently crossed my path. Maria reached out to me when she saw a promotion I ran for my book and we promptly connected over being first time authors – and sharing the same name.
So who is Maria Gamb? She’s a former Fortune 500 trailblazer who served for twenty-plus years as an executive in businesses valued at upwards of 100 million dollars. Today, she is founder, CEO, and “Chief Change Agent” of NMS Communications, where she helps executives and entrepreneurs alike lead profitable, innovative businesses A leadership expert, Maria Gamb, launched her first book this past October. Healing The Corporate World: How Value-Based Leadership Transforms Business From the Inside Out. It will soon be available in digital format.
Her passion is to help businesspeople transform themselves and find their happiness, success and fulfillment. Maria is a native New Yorker, animal lover, avid cook and total foodie (all of which we also have in common!)
RS: Welcome, Maria!Seems to be a huge trend of entrepreneurship going on in our world today. Why?
MG: I think there are several reasons why entrepreneurship is on the rise: One, job cuts and the lack of new work have fostered the opportunity for many to take action on the dreams they’ve long held close to their chest. Two, some are done with the frustrations of the corporate arena and believe they can do it better. So rather than complaining they are taking action. Three, there are those who realize that they want to be more in control of their financial stability since the existing establishments haven’t proven to be as secure as the past. And finally, four, they just have a great idea they know they want to get out into the world.
The reasons for entrepreneurship vary but the economic issues of the past few years have been a huge catalyst for sure.
RS: What do you see as the fundamental challenge with the way corporate America operates today?
MG: Fundamentally, one of the issues within corporations is that they are often times wrapped in fear. Fear is the easiest and most concise word to use. Fear of changing direction. Fear of expanding or moving into something new. Fear that they may fail. Fear of doing something beyond the status quo. These fears are magnified in their people and how they operate with one another every single day.
During President Obama’s State of Union address recently he spoke about the need for innovation and newness in business. That this, in fact, will bring about new jobs for American workers. It does take a measure of bravery by the organization, the leaders at the top, cooperation of middle management and the people within. Without a doubt, it’s a matter of saying “we’re all in this together” rather than “let me just think about me and what I have or want”.
This is only one of the major shifts that need to occur. Many reading this will say “OK, but that doesn’t work where I work. So I’m out of luck”. Well, this may be true in one regard – perhaps those around you are not willing to shift.
So I would respond by asking what that person is doing within their own sphere of influence to foster their team to work beyond their own fear and perceived limitations to become a positive utopia within what may be a less-than-ideal situation. You see, it all starts with one or two people making the decision to shift their own way of working, then others follow. That’s what creates a movement. My book Healing The Corporate World goes into this in greater detail and extends this invitation to the reader.
RS: I love the idea of focusing on your own “sphere of influence” rather than trying to boil the ocean; reminds me of the principles in Seth Godin’s book, Linchpin. So how do you define ‘leadership’? How do we know it when we see it?
MG: Plain and simply put, the correct definition of a “leader” is a person who is in service to others. Yes, service. Not a doormat. But in service to the people around them. How we know that this person is truly a leader is ask a few questions:
Do they care more about those they lead or themselves?
Are they committed to the enrichment and achievement of others?
Are they constantly seeking ways to grow, expand and create more opportunities for others? Which can mean jobs but may also mean advancement.
There are several other attributes of a powerful leader. But this is a good starting point. Remember, a great leader inspires, nurtures, provides vision and advancement to others. That’s what the “service” part of the definition truly means. When you have a person who can do these things, others follow them with enormous loyalty.
RS:What is your key piece of advice for developing our own leadership potential within ourselves?
MG: Being a leader is very much a journey of recognizing who you are, what motivates you and putting down your ego to allow others to shine. I offer these 3 points:
Be willing to put down your own “stuff” and “need to be right” all the time. It only shows your insecurity when you do.
Be willing to partner with others. Otherwise you’ll be a leader in isolation. And well, that’s not a leader at all it’s just someone talking to themselves.
Operate from a set of values that you hold dear. Then never compromise your actions. Those around you are always watching to see – do you mean what you say? Yes? Then take the actions that follow that no matter what. This builds trust.
Cash flow, creativity, and compassion are not mutually exclusive™
Here I am, preaching about building a strong brand so you can choose the right marketing tactics in which to invest. I talk about measuring progress and success so you always know your ROI. But, as is often the case with doctors and consultants, we are our own worst patients/clients.
Let me share with you my faux pas so that you can learn what not to do – and give you a review of a unique marketing tactic that may actually be a good investment for you, depending on your product or service.
AnyLuckyDay.com is a unique and simple marketing concept. The founder, Giancarlo, will create a 24 Hour advertising campaign, Custom Sponsor Video. Multiple Insertions into their Twitter and Facebook Streams and Search Engine Optimized post on AnyLuckyDay.com. You can also purchase optional items such as an email sponsorship and Publishing Rights to your video. All you do is pay him to “sponsor” a specific day for $150 and offer something for the contest winner.
Visitors are encouraged to visit your website and then post a comment on AnyLuckyDay.com to officially enter the contest. I’m always eager to learn how innovative marketing tactics work, so I gave it a shot and bought January 20 as my day to promote my book. I offered three free books as the giveaway.
The process was fairly easy. Once they got in touch with me (which took a while, because I think they are understaffed), I sent them some information, photos, website links and a copy of the book. They then created the video and allowed me to review it before posting. I would say the hard part is their customer service is not that great, meaning they went a while after I paid without getting in touch with me, and it seemed like I was just being put into “the machine.” Granted, we had some email glitches where some of their emails to me seemed to have been lost or never got to me, but let’s just say that I tolerated it because the price was really not that high. Sometimes price can be an indication of the level of hand-holding you will get.
So the video looked good, the promotion ran, and I was delighted that many of the Commenters were actually small business owners. I had no idea what his database or follower profile looked like so I went in blind just to try it. Giancarlo even invited me to comment back and created a Disqus account for me in case I didn’t have one.
Results? Here’s the lessons I learned and where I fell down:
1) Failure to set concrete goals: I really didn’t give this promotion any real time or attention because I’ve been so slammed and because it was so cheap. I should have set a few metrics of what I wanted to see increase: Twitter followers, FB fans, Newsletter signups, etc. and determined pre- and post benchmarks. But I never took the time. Qualitatively, I think my follwers and fans did increase on that day, but since I failed to take a snapshot of Jan 19, I can’t be sure.
LESSON: Set clear goals and capture a “before” benchmark so you can compare your “after” numbers to it.
2) Failure to put a tracking mechanism in place: Because I don’t sell my book directly, I will need to rely on Amazon figures or my publisher telling me if there was a spike in sales. There was a noticeable ranking increase on that day, but how Amazon decides rankings are not from pure sales – it’s a wonky rating system based on sales in your categories. I also don’t have visibility into all my book sales data overall. And on AnyLuckyDay’s end, they told me they could not provide any clickthrough metrics, and did not provide me with a post-promotion list of “Number of Tweets, Number of Comments, Number of FB Posts” etc., which would have been nice.
LESSON: Create trackable response mechanisms. I should have created a custom URL through Bit.ly so I could at least track clickthroughs and exposure, if not sales. But I also should not have invested in an advertiser that could not provide any tracking info to me from their side.
3) Failure to determine audience fit: OK, I knew upfront I was taking a risk on this one. To be fair, I am not sure if I ever asked them to provide some sort of breakdown of who their audience and followers are (again, lack of time and attention on managing this campaign on my part). I was lucky that many of them were indeed business owners, but what if they were not?
LESSON: Always ask for a audience segment breakdown and try to get any info you can. If the vehicle will not provide it, you should invest somewhere that can.
4) Failure to take time: All of my problems stemmed from just paying for this tactic and not ensuring I thought through it all. If I was too busy to properly leverage this tactic, I should never have done it.
LESSON: Make sure that if you invest in marketing, you have the bandwidth or help to leverage it to its fullest and don’t just throw money away.
AnyLuckyDay.com is a great idea for a variety of products and services just to get a blitz effect. My verdict is still out on whether it’s better for higher-end or lower-end items, as I still don’t know who is in their “tribe” but I would assume something too high-end might not work for more than a one-time sales blip. You need to remember you’ll get noise because you are giving some items away, but will it lead to any sales in the future? This is such a unique contest/advertising concept that I can’t say with certainty that people with higher incomes are not in the tribe. Case in point: there were small business owners in the bunch. But if you have a fairly general consumer product, this would be an excellent – and inexpensive – way to get some some buzz going. I know I got the word out about my book to many who may not have heard of it, got some new followers, fans and signups – so to me, that is worth $150.
Have you tried any other unique advertising tactics like this? What was your experience? Please share in the comments.
Cash flow, creativity, and compassion are not mutually exclusive™
In our personal lives, we ask the first question a lot: Why did this tragic event happen to me? Why do I have to suffer fools? Why does it always rain when I forget my umbrella?
But as professionals, business owners, entrepreneurs and executives, we bring this same attitude to work with us:
Why would anyone publish my book?
Why would anyone buy this product?
Why would new clients sign on with me?
Who am I to change the way companies buy software?
Why would I start a business based on passion instead of profit?
Here’s my question back to ‘ya: Why not you?
I have always felt this question deeply on the personal side. After all, why should you NOT be the one in the car accident/struck down with an illness/caught in the rain? I suffered a brain aneurysm and almost died and not once did I ask, “Why me?” What makes me so special that it should be someone else suffering instead of me? Asking “Why me?” seems to me an incredibly selfish and fruitless waste of time.
What if you upended the question and asked “Why not you?” Just think about that. Why shouldn’t you make money pursuing your passion? Why shouldn’t you be the one to transform the way cupcakes are made? Why shouldn’t you publish your great story for others to read? Why shouldn’t you offer a unique service that no one has ever done before? Why shouldn’t you create a racy brand in a boring category? WHY. NOT. YOU?
Asking “Why not?” instead of “Why?” instantly changes the conversation. It goes from self-doubt to birthright; from impossible to completely realistic; from “I could never…” to “Damn straight, I will!”
Take the chance. When others say, “Who are you to change things?,” say, “Why shouldn’t I be the change maker?” When the industry seems to demand that all the players look and sound alike, ask, “Why shouldn’t we build a unique, quirky brand?” Southwest Airlines, Apple, Virgin America, MOO, DRY Soda – all of these companies had execs who didn’t ask, “Who are we to rock the boat and create such a radically different brand?” They had execs who created the brand they believed in and asked, “Why the hell not?”
Cash flow, creativity, and compassion are not mutually exclusive™
Run, don’t walk and pick up a copy of Seth Godin’s latest delight, Linchpin. It’s a super easy read with a powerful message – and you need this message whether you run your own business or work for someone else. It is absolutely changing (and validating) how I approach my work.
Seth is essentially calling us to “be artists”: whether you are a product designer for Apple or a waitress. It’s not about the slog of punching a clock, or working for the man, or putting yourself on autopilot until 5 pm. What the world needs now are creative problem solvers. They are the ones who will achieve job security because they will make themselves indispensable. They will not be order takers, but change makers who innovate in countless ways big and small without being asked or “paid to.” He talks about our cultural shift from an industrialized workforce to an artistic workforce.
The beauty of this is that it applies no matter what your job. Bringing artistry to your work does not mean you have to work in paints or clay. It is the barista who sees you coming and immediately has your regular coffee drink ready at the bar, thus delighting you and starting your day off right. She may be working for $9 bucks an hour, but she has just made herself indispensable by being an artist. Is it in her job description to do this? Heck no. But her passion to make you happy, to overdeliver, to humanize the transaction has now created a loyal customer – and I would bet, given her more back in return in job satisfaction and appreciation.
We’ve often heard the phrase, “If you’re going to be a trash collector, be the best damn trash collector you can be.” There is nobility in that. And the world needs more of it.
For me, it comes down to caring about your work and being the best (blank) you can be by creating, problem solving and innovating. if you have a knack for taming angry customers and turning them around, that is an art. if you can lead a meeting effectively so all attendees leave motivated, aligned and clear on direction, that is an art. If you can brighten every person’s day who steps on your bus, that is an art. You can change one person’s life, viewpoint, mood or business by acting in this way. You can change the world.
Thinking about all of this, I wanted to see what my own artistic work manifesto would be. My personal and business mission is “To engage, inform and delight.” But what does that really mean day to day? Here goes –and would be interested to hear what yours might be as well:
I will delight clients by articulating their mission and brand in exactly the way they desire, so they get goosebumps and shout, “Yes! That’s it! That’s is what I’ve been trying to say and could never find the right words!”
I will care more about their business than even they might by always giving honest and candid feedback – even if that means extra work or losing the account.
I will touch and inspire every partner or client I work with by showing passion, energy and kindness during our time together. I will treat people well.
I will connect people that can help each other just because it’s the right thing to do, not because I get anything from it.
I will teach others how to think about their business as a mission that enriches lives in some way and not just a widget-producing factory solely after profits – and I will show them that passion and profit are not mutually exclusive.
I will surprise people by remembering their interests or our conversations and send them an article, press lead or whatever just to show I care.
I will seek to work with clients who are passionate about their business and avoid those who I can clearly see will suck the energy out of me and my team. This will keep us positive, motivated and give us “mindspace” to delight the clients who are worth it – even if this means less money for the year.
I will continue to write and tell stories that inspire, provoke thought, inform or even just entertain, whether on via my blogs, my books or my speaking engagements,
What is your artistic manifesto? Please share in the Comments!
Cash flow, creativity, and compassion are not mutually exclusive™
My good friend and videographer, Philip, sent me a clever social media campaign that I am just now getting around to sharing with all of you (yes, trying to get myself more organized in 2011). Have you heard of the musical group Belle & Sebastian? They have a sort of a “folksy pop” vibe about them, and maintain a cult following throughout the world.
For the release of their album in August, they did a fun social media campaign that not only engaged their fans, but generated buzz and probably made their SEO rankings zoom off the charts by asking fans to create photo content. The best brand campaigns are the ones that ask your fans to do something (show their loyalty and commitment), promotes your business (what you ask them to do creates buzz for YOU) and creates beautiful content that can be repackaged with the tribe (that’s just my own personal vote.).
Their new album was called Belle and Sebastian Write About Love. When working on art for the album, they captured this image of a hip chick writing the record name in chalk in secluded spots in Glasgow:
Photo credit: Belle and Sebastian
So they launched a social media contest, via Flikr, to ask fans to do the same thing (write the album name in chalk in the towns where they live) and upload their photos. Winners would be used in their online TV show, and others would win trophies for “the most striking, scenic, artistic or funny contributions.” Here is the contest page and you can see some of the wildly different, yet artistic and fun entries they received. This insight into the “art” of their fans also probably gave them some valuable intel of their customers.
By doing this fun & spontaneous contest, Belle and Sebastian increased their tribe engagement and loyalty, creating an event that caused people to “check back in” and see how the entries were looking, offered incentives for really putting thought into the entry by offering prizes fans would cherish, and turned their tribe into a slew of field sales reps, promoting their album from here to kingdom come. For every one photograph, imagine the onlookers wondering what the heck each entrant was doing when they came upon them writing the band’s name in chalk and snapping pics?
The moral? Get creative with social media as it can have more arms and legs than you think. The other moral? Promotion does not have to be icky and sleazy. It can actually produce something artistic of which your fans can be proud and which can make them ever more loyal to your message.
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