Dare to Be Different
Successful marketing means standing out from your competitors.
Here are 4 steps to shedding your look-alike image.
Can your prospects tell the difference between your company and its closest competitors? If not, it may be time to overhaul your marketing strategy. Differentiation is at the heart of long-term marketing success, and the key to marketing strategy is originality.
Let's take a look at an old slogan. Most of us instantly recognize "Good to the last drop" as belonging to Maxwell House. This venerable slogan has been successful at differentiating the product from scores of competitors, including many that might otherwise appear virtually identical. Not only has it been hammered home year after year, but the slogan also works because it encapsulates the promise of the brand in a way that's uniquely valuable to the target audience.
Differentiation plays a key role in branding and is the foundation of a competitive advantage. And it profoundly affects your position in the minds of your prospects and customers. Effective differentiation can position you as No. 1 among your competitors--the company or brand customers turn to first--while a poor differentiation strategy can leave you buried in the middle of the pack.
Are you ready to develop your own differentiation strategy? Here are four steps to get you started.
1. Evaluate competitive messages. Your first step is to gather and evaluate the marketing materials of your chief competitors, including their ads, brochures and website content. Don't be surprised if you see a lot of "me too" marketing. There's simply a lot of bad marketing out there, and the fact that many of your competitors have no differentiation strategy will work to your advantage.
At least some of your competitors--usually the category leaders--will make promises that resonate with their target audiences. Carefully review the benefit statements your competitors make, and determine what claims set them apart.
2. Find what makes you unique. For a companywide differentiation strategy, consider what separates you from the competitors you've evaluated. Whether you market a product or operate a service business, such as an accounting firm or a power-washing company, it's essential to clearly differentiate through your marketing how what you offer is of unique value.
Your point of differentiation may relate to the way your product or service is provided, priced or even delivered. The most important thing to discover is the principal benefit you offer that is uniquely valuable to customers and gives you a competitive advantage.
3. Tell the world. Your next step is to create a new marketing message that communicates your product or service's unique value. This message should become the core of your entire marketing campaign. To successfully gain a competitive advantage, consistently drive this point of differentiation home until it becomes integral to your brand image.
For example, through its slogan, Maxwell House communicates that its coffee will always taste good, not bitter, down to the very bottom of the pot. When repeatedly communicated through ongoing marketing, it's this assertion about being "Good to the last drop" that differentiates the product and has helped make it successful over the years.
4. Keep your promise. Effective differentiation has everything to do with customer satisfaction, which builds loyalty and often trumps price as a primary consideration of consumers. As long as your company can sustain its ability to differentiate in a way that consistently meets consumer expectations, customers may reject lower-cost competitors in favor of what you have to offer.
The bottom line is that customers see the value of what's offered. Rather than go elsewhere for a simi-lar product or service at a lower price, they'll stay loyal because of the "intangibles." Nothing costs you customers faster than a disconnect between the promises made in marketing and the reality of customer experience with your product or brand. So for long-term success, your company or product must live up to its marketing promise.
Your Web Site
Your web site is like a mall, and like a mall it needs to be designed intelligently so that it will perform efficiently. You'll need a steady stream of visitors dropping in and browsing around, searching and shopping, and returning every so often for more of your offerings. To accomplish this you'll need to start thinking about pathways and portals. Just Ask.
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Web Considerations
We've spent the past few years studying online image, branding, commerce ... and tried to determine the requirements for a business to profit online. We've evaluated literally thousands of websites and eCommerce solutions and have identified key elements that contribute to the online success of any business. To implement these elements effectively will require a marketing fulfillment budget of as little [$4.08 per day for the first year & $1.06 per day year two and on]. We've found that these elements are absolutely necessary if you want your site to bring in profits:
Memorable: The website must be professional and memorable. You never get a second chance to make a first impression on the internet.
Integration: Graphics & written content must be synergistically married to the technical elements.
Compelling Content: The wording within the site must grab the potential buyer's attention by hitting their hot buttons. Then, their interest in the site must be engaged, raising the chances of them actually buying something. Call to Action Response
Security: The eCommerce platform must use state-of-the-art encryption and security features. It must look and feel secure so the customer feels safe enough to provide confidential financial and personal information and buy from the merchant.
Fair Shipping: Shipping charges must be calculated using zip code point-to-point calculation; so that the consumer doesn't feel ripped off with a flat rate shipping charge.
Registration: The website must be properly registered.
High Search Engine Rankings: The site must have "first page" search engine rankings based on client participation in a professionally managed Search Engine Marketing campaign.
Wow-ness: The website must have elements of purpose—the site needs to feel welcoming, inviting and functional. It needs to have "hot button" oriented headlines that keep people emotionally involved while they are visiting as well as after they leave the site.
FREE Offer: The website can have some kind of FREE offer allowing the business to obtain contact information for follow up sales activities.
User Friendliness: The sales platform must be pleasing to the consumer. It's got to be easy to understand, simple to use, and secure. This develops customer confidence, which leads them to a buying mode.
Quality Traffic Volume: Marketing must drive lots of quality traffic to the site.
Product Guarantee: A bold product and service guarantee must be readily visible.
E-Mail Follow-up: The business should know how to utilize opt-in e-mail lists so it can follow up effectively with site visitors and generate new business.
Product Logic Engine: For E-commerce sites ... The site should have a logic engine that automatically recommends products that complement the product that a visitor is currently purchasing. This helps increase the total sale amount.
Strategic Marketing: Both tactical and strategic "traditional" marketing initiatives should be used to promote the site and to help drive qualified traffic to the website.
Hopper System: Must set up a "Hopper System" that cultivates prospective "not- yet-buyers" PLUS continually communicates value-added information to actual purchasers, thus helping to create customer loyalty and repeat business.
Web Classifieds: Implement web classified ads with an engaging headline, and associated FREE offers.
Evidence: Website must be evidence-oriented, backing up product and service claims with data proving to the customer that they would be a fool to buy elsewhere.
Complimentary Site Links: The website must utilize link exchanges with other complimentary, non-competing, but high traffic sites.
Referral System: The website must have a proactive, automated referral system in place.
Online Affiliate Portals: Must have numerous heavily marketed portals for business to come through—their own URL, plus other online affiliations with searchable, aggregate superstores where they can list their products for sale.
Systemization: The business should systematize the whole eCommerce process to minimize variation and manual error. Implementing quality improvement processes makes everything more effective, with fewer chances for costly errors.
Branding: Pictures and content spell out --- why you!
Vision, Mission, Goals & Objectives >>> Provide all parties with your business road map.
The Results of Our Five Years Of Research
After conducting this research, we spent years and tens of thousands of dollars putting together the technology, alliances, and a system that produce comprehensive, customized modualted websites that include all of the above key elements. Not only have we now deployed the system and created the alliances, we've recruited some of the nation's top marketers to consult with our clients to help you implement online marketing initiatives that bring hoards of focused, qualified traffic to your site. We've found that if a website has the above elements in place ... it is virtually guaranteed to generate incredible results.
How to Qualify Sales Prospects
When you're striving to grow your business, it's easy to get caught up chasing every lead that comes your way. But all prospects are not created equal; some are more likely than others to turn into sales.
To avoid wasting precious resources, you need to weed out the long shots and concentrate your efforts on prospects apt to yield a return on your investment of time, money and energy.
What are the key characteristics of good prospects? Simply put, a qualified prospect has three things:
A need. A highly qualified prospect needs your product now or relatively soon. For example, if you sell widgets with an average lifespan of eight years, a good prospect is someone who owns a seven-year-old widget, not someone who bought a new one last year.
A sufficient budget. A qualified prospect has the money to buy your product or service. Don't waste time pursuing someone who truly can't afford to buy what you're selling or a company that has already spent its yearly budget.
The authority to buy. A good prospect is empowered and prepared to take action. The simpler and more streamlined their decision-making process, the better your chances of closing a sale.
The following five techniques will help you distinguish good prospects from bad prospects:
Define your target market precisely. Break your market down by demographics, geography, industry, company size, budget or other relevant criteria. This will let you focus on the prospects that closely match your target.
Assess need, budget and buying authority. Ask basic qualifying questions that will help you determine whether a prospect is ready, willing and able to buy, such as:
What's your time frame for this project?
Who else will be involved in making the decision?
What's your budget for this type of product?
How will you make your decision?
Are you ready to buy if you find the right product?
If you determine that our service meets your needs, what will your next step be?
Go for "no." Conventional sales wisdom says that as long as a prospective customer hasn't said "no," then the sale is still alive. But when it comes to rating prospects, you should push for a decision, even if it's no. Better to learn sooner rather than later that the odds of closing a sale are slim.
Evaluate financial or business status. Creditworthy prospects are preferable to high-risk customers. And stable prospects are better than those in crisis or flux. A company that is merging, downsizing or shifting its core business, for example, may be inclined to put off buying decisions.
Develop a grading system. Rate prospects as hot, warm, lukewarm or cold, or by a letter grade, based on the probability of closing a sale. Concentrate on hot prospects, and upgrade or downgrade the others as their circumstances change.
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Why You Need A Website
Even if you're not planning on selling online, a well-made web site is essential for any business. By Tim W. Knox
Q: My business is very small, just me and two employees, and our product really can't be sold online. Do I really need a Web site?
A: That's a good question. In fact, it's one of the most important and often-asked questions of the digital business age. Before I answer, however, let's flash back to the very first time I was asked this question. It was circa 1998, during the toddler years of the internet.
I was giving a speech on the impact of the internet on small business at an association luncheon in Montgomery, Alabama. Back in 1998, which was decades ago in internet years, the future of e-commerce was anybody's guess, but even the most negative futurists agreed that all the signs indicated that a large portion of future business revenues would be derived from online transactions or from offline transactions that were the result of online marketing efforts.
So should your business have a website, even if your business is small and sells products or services you don't think can be sold online? My answer in 1998 is the same as my answer today: Yes, if you have a business, you should have a website. Period. No question. Without a doubt.
Also, don't be so quick to dismiss your product as one that can't be sold online. Nowadays, there is very little that can't be sold over the Internet. More than 20 million shoppers are now online, purchasing everything from books to computers to cars to real estate to jet airplanes to natural gas to you name it. If you can imagine it, someone will figure out how to sell it online.
Internet marketing research firms predict that online revenues will range between $180 billion and $200 billion in 2003. They also predict that the number of online consumers will grow at a rate of 30 to 50 percent over the next few years. These numbers alone should be enough to persuade you that your business should have a Website.
Let me clarify one point: I am not saying that you should put all your efforts into selling your wares over the internet, though if your product lends itself to easy online sales, you certainly should be considering it. The point to be made here is that you should at the very least have a presence on the web so that customers, potential employees, business partners and perhaps even investors can quickly and easily find out more about your business and the products or services you have to offer.
That said, it's not enough that you just have a website. You must have a professional-looking website if you want to be taken seriously. Since many consumers now search for information online prior to making a purchase at a brick-and-mortar store, your website may be the first chance you have at making a good impression on a potential buyer. If your website looks like it was designed by a barrel of colorblind monkeys, your chance at making a good first impression will be lost.
One of the great things about the internet is that it has leveled the playing field when it comes to competing with the big boys. As mentioned, you have one shot at making a good first impression. With a well-designed website, your little operation can project the image and professionalism of a much larger company. The inverse is also true. I've seen many big company websites that were so badly designed and hard to navigate that they completely lacked professionalism and credibility. Good for you, too bad for them.
You also mention that yours is a small operation, but when it comes to benefiting from a website, size does not matter. I don't care if you are a one-man show or a 10,000-employee corporate giant; if you don't have a website, you are losing business to other companies that do.
Here's the exception to my rule: It's actually better to have no website at all than to have one that makes your business look bad. Your website speaks volumes about your business. It either says, "Hey, look, we take our business so seriously that we have created this wonderful website for our customers!" or it screams, "Hey, look, I let my 10-year-old nephew design my site. Good luck finding anything!"
Your website is an important part of your business. Make sure you treat it as such.
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Maximize Your Approachability and Become an Unforgettable Communicator
If you walk into your local bookstore and pick up any random title on interpersonal communication, the majority of the books will simply remind you to "always be approachable."
Wow, you think, thanks for the advice.
But when you walk into a room full of strangers, attend a national conference or start a new job, that advice doesn’t help maximize your approachability.
Building Social Capital
Willingness to develop new relationships
Acknowledge people you know
Welcome new business/personal relationships with various types of people
Network for the purpose of mutually valuable relationships, not sales
What You Say
Dynamics of conversation
Patiently allow others to interrupt you for conversational clarity
Leave a conversation making your partner feel good about himself
Make sure every person in the group is involved in the conversation
What You Don't Say
Non-verbal behaviors
You have two ears and one mouth – listen and talk accordingly
Use gestures when you talk
Wear clothes that make you look and feel comfortable
Keeping It Real
Authentic personality
Inspire others instead of impress them
Become the world's expert on yourself
Show others that you enjoy what you do
Drop Me A Line
Easily reached
Return phone calls and emails within 24 hours
Carry several business cards in your bag, car or wallet
Avoid Hotmail, AOL or Yahoo for business transactions
PHYSICAL Availability
Openness of personal space
Greet others, even if you’re not designated as a "greeter"
Stop what you’re doing to address someone who comes to you
Seek out the first timers at meetings and parties
PERSONAL Availability
Openness of mind and heart
Make every encounter with another person feel valued
Find the answers to questions you don't know instead of "faking it"
Address both trivial and serious problems of people who come to you
This model also revolves around five benefits of maximum approachability. These factors answer the question: Why is approachability so important?
The first is opportunity. With strangers, you never know whom you’ll meet. With acquaintances, friends or family, you never know what you’ll learn. And with people in general, you never know how it’ll reciprocate. But you never will know until you take that first step. In other words, “you can’t win if you don’t play,” “to grab the fruit you must go out on a limb,” “the turtle only makes progress when he sticks his neck out,” and the like.
The second benefit is confidence. When people perceive you as approachable, they are confident they can bring their issues, ideas and true selves to you. And when you equip yourself with the techniques and tips for starting, maintaining and closing conversations, it will reassure your own ability to become and UNFORGETTABLE communicator.
The third benefit of approachability is permission. Because we live in a fast paced, fear based culture, we need to inform others that it’s ok to communicate. According to interpersonal communication textbooks, humans engage with each for five reasons: to inquire, to relate, to play, to help or to manage. Still, none of those motivators can be carried out without permission.
The next benefit is comfort, and it is absolutely essential to approachability. From remembering names to open body language to appropriate topics of discussion, comfort is king. And if you want to assure that co-workers, clients, friends, family – even strangers – can approach you AND be approached by you, they have to be comfortable. And so do you.
Lastly, there’s trust; and it’s the summation of opportunity, confidence, permission and comfort. Imagine you’ve got a flat tire in the middle of nowhere. Your cell phone has no service. You’re stuck! So, you walk into town seeking help. About an hour later you come across two houses on opposite sides of the road. One is dark, deserted and dilapidated. The other has its lights on and a family sitting out on the front porch.
Which house would you choose?
99% of the people asked this question choose the second house because it exudes opportunity. They're confident the family is friendly and they’re comfortable saying hello to them. Ultimately, the front porch gives them permission to step up and trust that the strangers be willing to help them out of a bind.
That’s approachability.
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15 Ways Other People Can Promote Your Company
Put your networking circle to work for you with these 15 guaranteed ways to generate new business.
Has anyone ever said to you, "If there's anything I can do to help you with your business, let me know"? Did you respond, "Thank you. Now that you mention it, there are a few things I need"? Or did you say, "Well, thanks, I'll let you know"?
If you're like most of us, you aren't prepared to accept help at the moment it's offered. You let opportunity slip by because you haven't given enough thought to the kinds of help you need. You haven't made the connection between specific items or services you need and the people who can supply them. But when help is offered, it's to your advantage to be prepared and to respond by stating a specific need.
Systematic referral marketing requires that you determine, as precisely as possible, the types of help you want and need. There are many ways your sources can help you promote yourself and your business and generate leads and referrals; we've chosen to discuss fifteen of them. Some are simple, cheap and quick; others are complex, costly and time-consuming.
1. Display your literature and products. Your sources can exhibit your marketing materials and products in their offices or homes. If these items are displayed well, such as on a counter or a bulletin board, visitors will ask questions about them or read the information. Some may take your promotional materials and display them in other places, increasing your visibility.
2. Distribute information. Your sources can help you distribute your marketing information and materials. For example, they can include a flyer in their mailings or hand out flyers at meetings they attend. A dry cleaner attaches a coupon from the hair salon next door to each plastic bag he uses to cover his customers' clothing; a grocery store includes other businesses' marketing literature in or on its grocery bags or on the back of the printed receipt.
3. Make an announcement. When attending meetings or speaking to groups, your sources can increase your visibility by announcing an event you are involved in or a sale your business is conducting, or by setting up exhibits of your products or services. They can also invite you to make an announcement yourself.
4. Invite you to attend events. Workshops and seminars are opportunities to increase your skills, knowledge, visibility and contacts. Members of personal or business groups that you don't belong to can invite you to their events and programs. This gives you an opportunity to meet prospective sources and clients.
5. Endorse your products and services. By telling others what they've gained from using your products or services or by endorsing you in presentations or informal conversations, your network sources can encourage others to use your products or services. If they sing your praises on audiotape or videotape, so much the better.
6. Nominate you for recognition and awards. Business professionals and community members often are recognized for outstanding service to their profession or community. If you've donated time or materials to a worthy cause, your sources can nominate you for service awards. You increase your visibility both by serving and by receiving the award in a public expression of thanks. Your sources can pass the word of your recognition by word of mouth or in writing. They can even create an award, such as Vendor of the Month, to honor your achievement.
7. Provide you with leads. A source can help you by passing along information she hears about someone who needs the kind of product or service you provide. Following through on such leads--for example, a rumor about a new company moving into the area or a news item about the troubles another business is having--could result in new business.
8. Provide you with referrals. The kind of support you'd most like to get from your sources is, of course, referrals--names and contact information for specific individuals who need your products and services. Sources can also help by giving prospects your name and number. As the number of referrals you receive increases, so does your potential for increasing the percentage of your business generated through referrals.
9. Make initial contact with prospects and sources. Rather than just giving you the telephone number and address of an important prospect, a network member can phone or meet the prospect first and tell him about you. When you make contact with the prospect, he will be expecting to hear from you and will know something about you.
10. Introduce you to prospects. Your source can help you build new relationships faster by introducing you in person. She can provide you with key information about the prospect. She can also tell the prospect a few things about you, your business, how the two of you met, some of the things you and the prospect have in common, and the value of your products and services.
11. Arrange a meeting on your behalf. When one of your sources tells you about a person you should meet, someone you consider a key contact, she can help you immensely by coordinating a meeting. Ideally, she will not only call the contact and set a specific date, time and location for the meeting, but she will also attend the meeting with you.
12. Follow up with referrals they have given you. Your sources can contact prospects they referred to you to see how things went after your first meeting, answer their questions or concerns, and reassure them that you can be trusted. They can also give you valuable feedback about yourself and your products or service, information that you might not have been able to get on your own.
13. Publish information for you. Network members may be able to get information about you and your business printed in publications they subscribe to and in which they have some input or influence. For example, a source who belongs to an association that publishes a newsletter might help you get an article published or persuade the editor to run a story about you.
14. Serve as a sponsor. Some of your sources may be willing to fund or sponsor a program or event you are hosting. They might let you use a meeting room, lend you equipment, authorize you to use their organization's name, or donate money or other resources.
15. Sell your products and services. Of all the kinds of support that a source can offer, the one that has the greatest immediate impact on your bottom line is selling your product or service for you. Your network member could persuade a prospect to write a check for your product, then have you mail or deliver the product to your new customer. If you do so swiftly and cordially, you may gain a new lifelong customer.
Suppose a customer you know well tells you a friend of his wants to buy your product. How should you respond? By telling him to have his friend contact you? By asking for information about the friend? The correct answer is neither. While your interest is still hot, let your friend, the customer, take your product and sell it to his friend, the prospect (if he plans to see his friend in the near future, of course).
Editor's note: This article is excerpted from Business by Referral.
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Five Great Ways To Warm Up Your Cold Calls
Whether you’re a business owner, consultant, or salesperson, chances are at some point you will be making a number of cold calls. Yes, sometimes they’re a necessity.
Does the thought of making a cold call send shivers down your spine? Is your heart beating a little faster? If it is, you’re not alone.
Cold calls strike fear in the hearts of many a mortal man and woman, and for good reason. Some of the top fears that keep people from getting what they want in life are the same fears we have about cold calling:
Fear of failing.
Fear of being judged.
Fear of emotional pain.
Fear of embarrassment.
Fear of rejection.
It doesn’t have to be that way. You can learn to warm up to making cold calls and also learn how to make your cold call prospects warm up to you.
1. Take a Deep Breath, Relax, and Ask Yourself, “What’s the worst thing that could happen?”
Relax before you make your cold call. The worst that could happen – someone hangs up on you or rejects your call in a belligerent manner – really isn’t all that bad in the scheme of things. Don’t take a rejection personally; instead, remember the words of billionaire Donald Trump, “It’s not personal, it’s business.”
2. Gain Power from Knowledge
Knowledge reduces or eliminates fear, and knowledge empowers you to be confident, relaxed and effective.
Learn all you can about each prospect before you place your call:
Check out the company website.
“Google” them to see if you can find any current bits of information that might clue you in on the company’s present needs.
Talk to people you know in the same industry; they may have some “inside” information about your prospect.
Find out beforehand the name and telephone number of the appropriate company contact; namely, the decision maker. This is the person who has the authority to give you a “yes” or “no.”
Focus also on your own knowledge. Do you constantly strive to stay informed about your company’s products and services, as well as your industry’s trends? Do you spend enough time on a daily basis staying current on local, national and worldwide news? Today’s news can significantly impact what you do or propose for your customers tomorrow.
3. Don’t forget there’s no “I” in Cold Calls
When your first and foremost commitment is to focus on others – more specifically your service to others – then the “I” concerns tend to disappear. When your commitment is to take the best of what you and your company have to offer – and to present this to prospective customers with the sincere intent to provide them with something that will truly benefit them – then that commitment will come through in your every communication. People will be less guarded and more accepting because they will sense that your focus is on their needs, not yours.
4. Ask Questions, Really Listen to the Answers, and Provide Solutions
When you call a friend, do you have a script and become an incessant talking head? Of course not; it’s a give and take. You care about each other and you ask each other questions … and a good friend really listens, and offers help when needed.
Apply these same principles when making a cold call. After you identify yourself and your company, you can start with a question that will let your prospect know that you are interested in their needs. Really listen to what they have to say so you can target and match their particular needs to what you have to offer.
The familiar feel of a reciprocal verbal exchange will put the other person at ease, and will allow you to comfortably propose a solution to whatever problem or needs they may have. At this point you should feel confident enough to take it to the next step; i.e., setting up an appointment or follow-up call.
5. Utilize the three P’s: Practice, Persistence and Perseverance
The old adage “Practice makes perfect” is certainly true when it comes to cold calls. With each additional call you make, your comfort and confidence will increase as you hone important skills such as choice of words, tone of voice, and articulation. Focus on a positive attitude, and this will be conveyed as well.
Actress and singer Julie Andrews said, “Perseverance is failing 19 times and succeeding the 20th.” How fitting this is for cold calling; in fact, persistence and perseverance are the hallmarks of cold call success. Your results may be less than you hoped for at first, but with a little “P” & “P” to get you through the rough patches, success is more likely to follow.
Making cold calls can be frightening and challenging, especially when you’re first starting out. Apply these five principles to help you feel more relaxed and confident the next time you need to pick up that phone – and you just may find the “cold” in your cold calling melting away.
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Finding New Sales Prospects
Prospecting is crucial to small business survival. In order to grow, your small business will need to expand its customer base. But even loyal customers eventually use other suppliers, so you´ll have to acquire new business just to maintain the status quo. That means expanding your sales prospects. To get started, try these nine techniques:
1. List the firms that compete with your customers. Each company on that list is a potential new customer.
2. Solicit referrals. Offer discounts, freebies or other incentives to customers who bring you new business.
3.Utilize Surveys to identify clients.
4. Try direct marketing. Direct marketing and mailing lists are a convenient way to identify and obtain lists of accurate, targeted sales leads for your business.
5. Seek out symbiotic partnerships. Prospect sharing with similar industries can provide benefits to both parties. For example, an alliance between a body shop and an auto repair shop lets each company recommend customers to the other and creates a more complete service offering. A word of caution: Before you enter into this type of alliance, make sure you can vouch for the other company. Otherwise their mistakes could sully your good reputation.
6. Look outside your niche. Think creatively about other markets that may want your product or service. Visit trade shows in crossover industries for ideas. A prime example of a company that expanded their niche business is Dansko. This clog maker used to cater solely to hospital workers, but expanded its horizons and now markets and sells it shoes to mainstream retailers and customers.
7. Consider tweaking your product or service. One way to expand into new markets is to appeal to a broader range of customers. Keep your eyes peeled for opportunities that are related to your current business. Case in point: Mercury Interactive invented the testing-tools software industry, allowing customers to check for bugs before computer programs go to market. Not content with its leading market share, the firm made small modifications to its software so that it also could check for Y2K problems. Later, Mercury again refined its software to make it applicable to the exploding e-commerce testing market.
8. Go global. Don´t ignore potential customers just because they live in a different country. Selling overseas has become much easier in the last several years. Trade barriers have fallen, while technological advances have simplified cross-border communication. Consider whether your product or service might work well in another country and explore opportunities there.
9. Do good deeds, and inform prospects of your philanthropy. Environmental groups, for example, will provide your company with referrals if they know you provide environmentally friendly services (your oil-change station recycles used oil) or products (your paper store sells chlorine-free products).
10. Advertise creatively. Consider special promotions, different media or other new ways of getting your message out. If you aren´t advertising already, now may be the time to start.
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10 Design Mistakes to Avoid
Avoid these top 10 annoyances and your visitors will thank you.
This could probably be called the top 100 mistakes--there are just so many goofs site builders make--but let's narrow the focus to the most disastrous 10. Avoid only these gaffes, and your site will be far better than much of the competition.
1. Not planning your site. Before you begin building your Web site, sit down and define your purposes and goals for your site. Then, map out the flow of your site, starting with your home page through every page that follows, based on your goals. Your site's purpose--whether it's to gather leads for your service business or to sell your homemade confections--should drive the design of the pages and the site. If you start building without a firm idea of what the end product should do and be, it'll be very apparent to your users who'll see a hodgepodge of links and information without a unified message.
2. Failing to put contact information in a plainly seen location. If you're selling, you have to offer visitors multiple ways to connect to you. The smartest route is to put a "Contact Us" button that leads to complete info--phone number, fax number, mailing address. Even if nobody ever calls you, the very presence of this information will comfort some visitors. And always put an e-mail at the bottom of every page.
3. Broken links. Bad links--hyperlinks that do nothing when clicked--are the bane of any surfer. Test your site--and do it weekly, to ensure that all links work as promised.
4. Outdated information. Again, there's no excuse but it's stunning how many site builders lazily leave up pages that long ago ceased to be accurate. When information changes, update the appropriate pages immediately--and this means every bit of information, every fact, even tiny ones. As a small business, you cannot afford the loss of credibility that can come from having even a single factual goof.
5. Too many font styles and colors. Pages ought to present a unified, consistent look, but novice site builders--entranced by having hundreds of fonts at their fingertips plus dozens of colors frequently turn their pages into a garish mishmash. Use two, maybe three fonts and colors per page, maximum. The idea is to reassure viewers of your solidarity and stability, not to convince them you are wildly artistic.
6. Orphan pages. Memorize this: Every page in your site needs a readily seen link back to the start page. Why? Sometimes users will forward a URL to friends, who may visit and may want more information. But if the page they get is a dead-end, forget it. Always put a link to "Home" on every page, and that quickly solves this problem.
7. Disabling the back button. Evil site authors long ago figured out how to break a browser's back button so that when a user pushes it, several undesirable things happen: There's an immediate redirect to an unwanted location, the browser stays put because the back button has been deactivated, or a new window pops up and takes over the screen. Porno site authors are masters of this--their code is often so malicious that frequently the only way to break the cycle is to restart the computer--but this trick has gained currency with other kinds of site builders. My advice: Never do it. All that's accomplished is viewers get annoyed.
8. Opening new windows. Once upon a time, using multiple new frames to display content as a user clicked through a site was cool--a new, new thing in Web design. Now it only annoys viewers because it ties up system resources, slows computer response and generally complicates a surfer's experience. Sure, it's easy to use this tool. But don't.
9. Slow loading times. For personal and hobby sites, slow server times are the norm, and since much of this Web space is free, there's really no complaining. But slow server and page loading times are inexcusable with professional sites. It's an invitation to the visitor to click away. If your server is the culprit, find another host. If your Web pages are to blame, make sure you haven't packed them with too many images and applets.
10. Using leading-edge technology. Isn't that what the Web's all about? Nope, not when you are guaranteed to lose most of your viewers whenever your site requires a download of new software to be properly viewed. Flash is way cool, no question about it, but if nobody actually looks at them, they are just so much waste. Never use bells and whistles that force viewers to go to a third-party site to download a viewing program. Your pages need to be readable with a standard, plain-Jane browser, preferably last year's or earlier. State-of-the-art is cool for tech wizards but death for entrepreneurs.
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The Number One Way to Grow Your Business
Forget fancy ads and expensive PR campaigns. The best way to expand biz is still through good old word of mouth. By Ivan R. Misner
Editor's note: This column is excerpted from Ivan R. Misner's The World's Best Known Marketing Secret (Bard Press).
Reality-check time. How many ways are there for you to increase your business? Dozens? Hundreds? Maybe thousands? Guess again. Try four. That's right, there are only four main strategies you can incorporate to increase your business. Don't believe me? Then read on.
First, you can advertise. Competition for customers in our society is fierce. Your competitors are trying to win over the same clients or customers that you are. Even in a good economy, advertising doesn't guarantee success over your competitors. The people you're trying to reach, by some estimates, are bombarded by nearly 2,000 advertising messages per day. This constant inundation means your prospects potentially have many alternative sources of supply for the products or services you provide.
The second way to increase your business is through a public relations campaign. This can be very expensive and time-consuming for a small business. Therefore, if your company is too small to hire a PR firm, you need to create your own personalized PR program.
The third way to increase your business is through word of mouth. Word of mouth has long been recognized as the most cost-effective form of marketing a business can use. Tom Peters, author of Thriving on Chaos, regards word of mouth as one of the major ways a business can bring in new clients or customers. Peters asserts that one has to be "just as organized, thoughtful and systematic about 'word-of-mouth' advertising" as with other forms of advertising and marketing. Yet, "you never see a 'word-of-mouth communications' section in marketing plans," he says. I, too, believe that if you don't have a well-structured plan, you're not likely to have impressive results. Many business professionals make the mistake of thinking that developing good word of mouth is about providing "good customer service."
There's one other marketing strategy that a lot of people use as an alternative to advertising and PR, and that is, yes, that's right, the "C word"--cold-calling! Cold-calling--just mentioning it makes me shiver. Given the other options, who in his right mind would want to spend the rest of his professional life cold-calling?
Well, there it is, your marketing reality check. Given only these four strategies for increasing your business, I'd have to recommend advertising. However, most businesses have a limited budget to spend on advertising. PR is best used in conjunction with other marketing efforts. And I don't know about you, but many years ago I promised myself I would never do a cold call ever again for as long as I live! That leaves only one other way you can effectively build your business: by word of mouth.
A Cost-Effective Form of Advertising
Word of mouth is a form of advertising and, like media advertising, requires careful planning to achieve a worthwhile return for your time and energy. As you begin to use and benefit by word-of-mouth advertising, you'll see that it's a very cost-effective medium. If you haven't developed a structured word-of-mouth marketing program to generate referrals, then you can't enjoy its benefits.
While many entrepreneurs recognize the value of referrals to their respective organizations, they're not clear on how to consistently generate a large number of referrals. Worse, they don't realize there's a segment of the population looking for their product or service right now.
People Want Referrals
People don't want to go to the telephone book to pick a lawyer. People don't want to pick a real-estate agent from the Yellow Pages--or an accountant, or a chiropractor, or an insurance agent, or a dentist, or a mechanic. People want referrals! Historically, the only problem has been linking the people who need services or products with the people who provide them. A structured word-of-mouth campaign begins by acknowledging that there's a segment of the public that wants you and your service as badly as you want their business.
People from all walks of life want referrals--not just the business community, but the general public as well. Few people want to choose a dentist, for example, from a printed advertisement. People want to have more personal information before making such selections because whenever you choose a professional exclusively from an advertisement and have no other source of information, you may be taking a big risk as to the quality of service you will receive. With referrals, the risk is greatly reduced. Someone else has done business with that person and is recommending that professional to you with confidence.
Referrals Are Good Business
Compare a lead that you receive from an advertisement with a similar lead (that is, referral) that you get from someone you know. The referred lead is easier to close and costs less to obtain. Often, the referral provides a higher-quality client or customer with less chance of misunderstanding or disappointment. When I ask audiences why referral business is better than the business they get from ads, they say the referred business:
is easier to close,
has far fewer objections,
has a stronger sense of loyalty,
remains a client longer, and most important of all,
has a higher sense of trust.
Relying on the advice of a mutual friend or acquaintance, the referral starts with a higher level of trust for you and your product or service. Getting dozens of people to send such referrals your way every day is what building successful word-of-mouth business is all about.
drive.traffic.to.your.door competitive.intelligence.is.vital
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Competitive Analysis
Business takes place in a highly competitive, volatile environment, so it is important to understand the competition. Questions like these can help:
Who are your five nearest direct competitors?
Who are your indirect competitors?
Is their business growing, steady, or declining?
What can you learn from their operations or advertising?
What are their strengths and weaknesses?
How does their product or service differ from yours?
Start a file on each of your competitors; include advertising, promotional materials, and pricing strategies. Review these files periodically, determining how often they advertise, sponsor promotions, and offer sales. Study the copy used in the advertising and promotional materials and their sales strategies.
What to Address in Your Competitor Analysis
Names of competitors: List all of your current competitors and research any that might enter the market during the next year.
Summary of each competitor's products: This should include location, quality, advertising, staff, distribution methods, promotional strategies, customer service, etc.
Competitors' strengths and weaknesses: List their strengths and weaknesses from the customer's viewpoint. State how you will capitalize on their weaknesses and meet the challenges represented by their strengths.
Competitors' strategies and objectives: This information might be easily obtained by getting a copy of their annual report. It might take the analysis of many information sources to understand competitors' strategies and objectives.
Strength of the market: Is the market for your product growing sufficiently so there are enough customers for all players?
Ideas for Gathering Competitive Information
Internet: The Internet is a powerful tool for finding information on a variety of topics.
Personal visits: If possible, visit your competitors' locations. Observe how employees interact with customers. What do their premises look like? How are their products displayed and priced?
Talk to customers: Your sales staff is in regular contact with customers and prospects, as is your competition. Learn what your customers and prospects are saying about your competitors.
Competitors' ads: Analyze competitors' ads to learn about their target audience, market position, product features, benefits, prices, etc.
Speeches or presentations: Attend speeches or presentations made by representatives of your competitors.
Trade show displays: View your competitor's display from a potential customer's point of view. What does their display say about the company? Observing which specific trade shows or industry events competitors attend provides information on their marketing strategy and target market.
Written sources: Use general business publications, marketing and advertising publications, local newspapers and business journals, industry and trade association publications, industry research and surveys, and computer databases (available at many public libraries).
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The Secrets of Effective Networking
by Stephanie Ward
Before we talk about specific networking tips I want to address a critical aspect of networking that is often overlooked. Sometimes we are so eager to network that we don’t stop to consider whether or not we are investing our energy in the right places.
Listen, you can go to all of the networking meetings under the sun and collect hundreds of business cards while you’re at it but if you’re not hanging out with people you can do business with, you might make some new friends, you won’t necessarily grow your business.
If you want to grow your business by networking it is imperative that you network with: people who are your ideal clients, people who know your ideal clients, and/or people who do business with your ideal clients. It’s that simple. So before you sign up for your next networking event, ask yourself if it is a good fit for your business.
When you network with people who need your products/services (or know others who do) there will be a natural interest in knowing more about your business. Stop, not so quick – the story of you and your business comes later. First, let’s walk through what happens at a networking event and I will give you a tip for each step.
Step 1: Meeting People
Enter the room with confidence, stand up straight and smile. Look for a friendly face and introduce yourself. If you don’t see an opportunity to meet someone right away don’t panic. A sure fire way to strike up a conversation is to get in a line (to sign in, for food, for drinks, for the restrooms). You can also approach the person hosting the event and ask for an introduction. In addition, if the list of attendees is available prior to the meeting you can identify someone you would like to meet and approach someone to ask if the person you are looking for is at the meeting.
Step 2: Getting to Know People - The Ed Principle
Instead of trying to be interestING focusing on the ‘ing’) be interestED (focus on the ‘ed’) in the person you are talking with. You don’t have to worry about what you will say (except for your brief pitch which comes later). In fact, you can make it a goal to talk as little as possible, I promise you will be remembered as a marvelous conversationalist. Memorize this phrase: ‘Tell me more about...’ and use it! Just relax, be yourself and listen.
Step 3: Giving First
Yes I know, the reason you are networking in the first place is because you want to get something. You want to meet more of your ideal clients and meet people who can refer to your ideal clients. But don’t forget, networking is a two way street. It is about building relationships. I know you have something interesting to share, so why not give first? Perhaps you can recommend a great book or website, share an article, or maybe you can make a valuable introduction.
Step 4: Your Perfect Pitch
Eventually the person you are talking with may ask you what you do, so be ready! Don’t ramble on about how long you have been in business or how your business process works. Do prepare a fabulous, short, and memorable pitch (10-30 seconds long) that clearly communicates what you do and for whom you do it.
Step 5: Ending a Conversation
Remember, all conversations must end at some point so don’t be afraid to politely excuse yourself and thank the person for her time. Reasons to wrap up can include going to get another drink, something to eat, going to the restroom, or needing to talk with someone before they leave. Whatever the reason, be honest and be genuine.
Step 6: Follow Up and Follow Through
This one is so simple and important yet somehow it frequently gets ignored. If you promise to do something (call, send an article, make an introduction) do it!
Think about making use of these networking tips the next time you plan to do some networking. The truth is people do business with people they know, like, and trust. This occurs over time and is all about building relationships, not about collecting business cards. Be yourself, be real and have fun!
Characteristics of Successful Salespeople
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Sales Vision
What separates successful sales people from everyone else? I believe that most successful sales people, in virtually any industry, possess the following characteristics:
1. They are persistent. Selling or running a business for a living requires a tremendous amount of persistence. Obstacles loom in front of us on a regular basis. But it’s what you do when faced with these barriers that will determine your level of success. I believe it was Brian Tracy who once said that a person will face the most challenging obstacle just before they achieve their goal. The most successful people in any industry have learned to face the obstacles that get in their way. They look for new solutions. They are tenacious. They refuse to give up.
2. Successful sales people are avid goal setters. They know what they want to accomplish and they plan their approach. They make sure their goals are specific, motivational, achievable yet challenging, relevant to their personal situation, and time-framed. They visualize their target, determine how they will achieve their goal, and take action on a daily basis.
3. Great sales people ask quality questions. The best sales people ask their clients and prospects plenty of quality questions to fully determine their situation and buying needs. They know that the most effective way to present their product or service is to uncover their customer's goals, objectives, concerns and hesitations. This allows them to effectively discuss the features and benefits of their product and service that most relate to each customer.
4. Successful sales people listen. Most sales people will ask a question then give their customer the answer, or continue to talk afterwards instead of waiting for their response. Great sales people know that customers will tell them everything they need to know if given the right opportunity. They ask questions and listen carefully to the responses, often taking notes and summarizing their understanding of the customers' comments. They have learned that silence is golden.
5. Successful sales people are passionate. They love their company and they exude this pride when talking about their products and services. The more passionate you are about your career, the greater the chance you will succeed. The reason for this is simple—when you love what you do you are going to put more effort into your work. When you are passionate about the products or services you sell, your enthusiasm will shine brightly in every conversation. If you aren’t genuinely excited about selling your particular product or service, give serious consideration to making a change. You are not doing yourself, your company or your customers any favors by continuing to represent something you can’t get excited about.
6. Successful sales people are enthusiastic. They are always in a positive mood - even during difficult times - and their enthusiasm is contagious. They seldom talk poorly of the company or the business. When faced with unpleasant or negative situations, they choose to focus on the positive elements instead of allowing themselves to be dragged down.
7. Successful sales people take responsibility for their results. They do not blame internal problems, the economy, tough competitors, or anything else if they fail to meet their sales quotas. They know that their actions alone will determine their results and they do what is necessary.
8. Successful sales people work hard. Most people want to be successful but they aren’t prepared to work hard to achieve it. Sales superstars don’ t wait for business to come to them; they go after it. They usually start work earlier than their coworkers and stay later than everyone else. They make more calls, prospect more consistently, talk to more people, and give more sales presentations than their coworkers.
9. Successful sales people keep in touch with their clients. They know that constant contact helps keep clients so they use a variety of approaches to accomplish this. They send thank-you, birthday, and anniversary cards. They make phone calls and schedule regular ‘keep in touch’ breakfast and lunch meetings. They send articles of value to their customers and send an email newsletter. They are constantly on the lookout for new and creative ways to keep their name in their customers’ minds.
10. Successful sales people show value. Today’s business world is more competitive than ever before and most sales people think that price is the only motivating buying factor. Successful sales people recognize that price is a factor in every sale but it is seldom the primary reason someone chooses a particular product or supplier. They know that a well-informed buyer will usually base much of her decision on the value proposition presented by the sales person. They know how to create this value with each customer, prospect, or buyer they encounter.
We all have what it takes to become successful. Are you ready to make it happen?
Protecting Your Profits on Pay-Per-Click Engines:
The 3 Common Mistakes Marketers Make by Catherine Seda
The plan in your head seems so simple: bid on keywords on pay-per-click (PPC) engines then watch your business skyrocket. Some marketers do achieve instant success. However, many are losing money because they’ve got gaping holes in their PPC strategy. Don’t overlook the basics.
Search engines such as Yahoo! and Google allow you to bid on keywords and drive visitors to your web site for a per-click fee. The Yahoo! Sponsored Search program has a $30 non-refundable deposit and a $0.10 per click minimum bid (and a $20 per month minimum spend). The Google AdWords program has a $5 account activation fee and a $0.01 per click minimum bid. For many PPC engines, the highest bid typically gets the highest position, and you’ll only be charged when someone clicks on your ad.
Just because it can take less than 15 minutes to set up a PPC campaign doesn’t mean you should! Let’s look at three common mistakes PPC advertisers make:
1. Choosing the Wrong Keywords
The wrong keywords deliver too much traffic that doesn’t convert, or too few visitors to impact your bottom line. The trick is to choose highly-targeted keywords that are targeted, yet popular enough that you’ll get decent traffic without blowing your entire budget in 24 hours. If you’ re trying to get visitors to take action on your site, it’s mission critical to track your leads or sales at the keyword level. Without knowing which keywords did and did not perform, you won’t be able to maximize your advertising profits.
2. Writing Ad Copy that Attracts Non-Buyers
Generic-sounding copy is terrible, especially for pay-per-click. Something like “we offer business solutions to help your company succeed” is so vague that it’s going to attract people who have no use for your company. You’ll be paying for wasted clicks. A worse offense is to over-promote your offer which also attracts non-buyers; the word “free” has to be used carefully for this reason. Make your ad descriptive and compelling so potential customers know what you’re selling and get ready to buy before they land on your site.
3. Using a Landing Page that Doesn’t Sell
Do not, I repeat, do not send PPC traffic to your home page. Besides certain exceptions, it’s not the most relevant page for the users’ search query. The landing page you send visitors to, and the way it’s designed and written, determines if people stay or abandon your site. Design and test your landing pages for optimal conversions.
design.tips web.design.myths web.glossary money.saving.tips web.essentials
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Blogs with a Purpose (Part 1) By Robin Nobles
Few people can dispute the power of blogs. We saw how they affected the U.S. presidential election of 2004. When used correctly, blogs can have an amazing effect on your Web site. In fact, I would go so far as to say I believe every business site needs a blog . . . if used properly and in the manner in which they were designed to be used.
What are Blogs?
Blogs are online journals that can be used in a variety of different ways. In a personal sense, families can keep track of each other across the globe by posting to a family blog. One family member posts, then another member adds their comment underneath the post, and so forth.
Businesses can announce new products and services, discounts, discontinued items, or holiday promotions in their blogs. I'll cover additional ideas for the use of a business blog further in this article.
The biggest challenge is to get your target audience to read your blog. That's why you need a "blog with a purpose." You need a reason for your audience to visit your blog on a regular basis. What would make your blog special to your audience? Why would they want to bookmark your blog? Why would they want to link to it and tell others? That should be your ultimate goal.
Think about your own site, and let's start talking about "blogs with a purpose."
Five Example Blogs with a Purpose
1. Frëe Directory Listings - Ask us
For some time nöw, I've been steering people away from reciprocal linking, due to the inherent problems associated with it. Submittïng to directorïes can certainly help your Web site from a link popularity standpoint, which we all know is crucial, but how do you know which directories to submit to? There are a lot of scammy directories out there, so you need to know which ones to stay away from. Plus, it can cost you a lot of monëy to submït to directories. What if your pocket book is a little tïght at the moment?
Martin Preece at WebSEODesign came up with a novel idea. He decided to submït his site to frëe directories, and then keep track of when the site was accepted into each directory, the PR of the directory, whether he has to link back, and other statistics. He shares all of his experiences on his Web site for readers to follow. All you have to do is follow in his foot steps.
Then, he set up a frëe directory listings blog where he reports on the progress of his frëe directory reviews. He also writes "how to" articles in his blog, such as how to submït to directories.
Martin has created a "blog with a purpose." People visit his blog, because it benefits their Web sites and their link popularity building efforts. Why should they spend the time finding and researching directories when Martin will do it for them?
How does it benefit Martin? He's getting traffïc to his site, building link popularity, gaining potential clients, and getting visibility from the search engines. It's a win/win situation for everyone.
Plus, his free-directory-listings.htm page isn't doing too badly in the rankings. It's number one in MSN for "frëe directory listings" out of 6.5 million, and #14 in Yahoo! out of 130 million.
What has he done, in part, to achieve those rankings? He's linked to his free-directory-listings.htm page from his blog using absolute links and using "frëe directory listings" as the link (anchor) text.
Tip: Always use absolute links when linking to interior pages of your site from your blog, and always use keyword phrases in your link text when pointing to those interior pages.
2. Wordtracker KEI Observation Deck
Yes, this sounds like blatant self promotion, but when you hear the story about this blog, you'll understand why it needs to be included in the article.
A few years ago, we had a plain old blog. We posted information about our site on the blog, articles, etc. The search engines loved it, but the visitors didn't. Why? We didn't give the Web audience a compelling reason to want to visit.
Guaranteed Traffic To Your Site ... Find Out The Details
The blog was . . . boring.
My partner, John Alexander, and I teach Wordtracker strategies in our courses, and we believe that the key to success with any Web site begins with solid keyword research. We constantly hear students tell us how they can't find high KEI numbers in Wordtracker - that the competition is just too high.
So John came up with a fabulous idea. He set up the KEI Observation Deck on our blog. He spends about 10 minutes a day finding high KEI values and posting them on our blog. He's using the blog as a teaching tool, because we're educators.
People love it. He's proving to them that Wordtracker is full of high KEI values, if you only know how to find them. Affïliate marketers flock to his page to see what John will come up with next. SEOs have syndicated the blog through the RSS feed, so they can keep up with John's latest research. Search engines spider the page almost every day.
How is it benefiting Search Engine Workshops? John can use it to promote our other products and services. Wordtracker has linked to the blog, which is definitely a plus for the site.
The blog is no longer boring . . . it's effective -- a blog with a purpose.
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7 Habits of Highly Horrible Networkers by Scott Ginsberg
Networking is a term that didn't exist (academically) until almost 40 years ago. It's a word uttered in and around the business world every day, yet is unclear to most as to how it actually works. Still, it's a fundamental tool to the success of any business.
By definition, the term networking is the development and maintenance of mutually valuable relationships. It's not schmoozing; it's not just handing out business cards, selling, marketing or small talk. Those activities are part of networking, but unfortunately, many people's misunderstanding of the term causes them network ineffectively.
The following are The 7 Habits of Highly Horrible Networkers™, and they can stand in the in your way of developing mutually valuable relationships. So, next time you attend your Chamber or Association meeting, keep these ideas in mind so you can offer the most value to your fellow networkers.
Habit #1: Attitude Much like the development of any skill, networking begins with attitude. Unfortunately, Highly Horrible Networkers have the wrong attitude. If you've ever attended a networking function before, perhaps you've encountered businesspeople who act in the following ways:
The hard sell – they believe networking is about one thing and one thing only: selling products and services to everyone in the room.
Business only – they're not there to make friends. They're not there to have fun. And they're certainly not interested in developing mutually valuable relationships.
It's all about me – they don't take the time to help and share with others, but rather focus on their own needs. In other words, they can't spell “N-E-T-W-O-R-K-I-N-G” without “I.”
Attitude is fundamental to effective networking. In fact, it's the most important habit to understand.
Habit #2: Dig Your Well WHEN You're Thirsty One of my favorite networking books is called Dig Your Well Before You're Thirsty, by Harvey McKay. It's probably the most well known text on this subject. The key to McKay's work is making your friends, establishing contacts and developing relationships – before you need them. Getting what you want by helping others get what they want first.
Enter the Highly Horrible Networkers, who only network because:
a) They need new customers
b) They have a new product or service to sell
c) Their boss forced them to do so
Take my friend Lawrence, for example. He's quite successful in the insurance business; however he recently approached me about using networking to obtain some hot leads.
“My numbers are down. My boss is on my back. I gotta get out there and start networking…or else! What do you suggest?”
“Networking takes time,” I explained, “and you can't expect to come into loads of business or dozens of potential clients without developing the relationships first.”
As you already learned, networking is the development and maintenance of mutually valuable relationships…over time. If you try to dig your well WHEN you're thirsty, you may never find a drink.
Habit #3: Dealin' the Deck Habit #3 is a dangerous one, and it happens all the time. Have you ever seen people distribute 173 of their business cards during the first 5 minutes of the event? They move as quickly as possible from one person to the next. They don't make eye contact, they don't ask to exchange cards – they just deal them out.
“Here's my card, call me if you need a designer! See ya later.”
“But…I…never even got your name!” you muse.
This is guaranteed to make people feel puny and insignificant. Notice these Highly Horrible Networkers don't spend time actually meeting and establishing rapport with new people; but rather concentrate on giving out as many cards as possible. It's quantity over quality, right?
Wrong.
Dealin' the Deck is one of the most common networking pet peeves. Whenever I give my program The Habits of Highly Horrible Networkers™, I walk out into the audience for a quick demonstration of this habit. I grab a stack of business cards and quickly jump from table to table tossing out dozens of them without as much looking at the audience members I'm handing them to.
Unfortunately during one speech, it backfired.
Literally.
Last year, I was demonstrating Highly Horrible Habit #3 when speaking at a local business meeting. While hopping from table to table as dozens of cards flew through the air and into people's laps and salads, someone yelled out, “Oh my God!”
I stopped dead in my tracks. I looked back at the head table and noticed that one of my cards landed in the centerpiece…
…which was a candle!
MY BUSINESS CARD WAS ON FIRE!!
I threw down the microphone, lunged at the table and snatched the burning business card from the candle! As I toppled over the chair in front of me I yelled something to the effect of “Oh my God!” shook the flames off my half burnt card and regained my balance to a roaring applause/laughter from the audience.
“And…uh…this just goes to show you ladies and gentleman,” I fumbled, “When you deal the deck of business cards without eye contact or consideration…uh…people may as well set them on fire – because they're not going to read them anyway!”
Nice save.
Habit #4: Unprofessional Information It's remarkable how often some business cards will contain unprofessional information. Have you ever received someone's card with one of those ambiguous, offensive and questionable email addresses with AOL, Hotmail or Yahoo? Not only are those email servers frustrating and ineffective for business communication, but just imagine how it looks when someone has to send business emails to:
HotLips98@aol.com
KaylasMommyRules@yahoo.com
Isellcars2U@hotmail.com
I have nothing against AOL, Hotmail or Yahoo. But if possible, always send and receive emails using the address of your organization's website, i.e., scott@hellomynameisscott.com. If you must use free servers like MSN, SBC and the like, choose a simple username that doesn't question your professionalism, i.e., jackgateman@yahoo.com.
Habit #4: Sit with the Wrong Company I'll never forget my first Chamber meeting. One afternoon I sat down with 6 other local businesspeople for our monthly networking lunch. Naturally, the first thing I did was look at everyone's nametags. (Not only to learn their names but to examine the effectiveness of their nametags' design and placement.)
But these were the nametags I saw: ADM Financial, ADM Financial, ADM Financial, ADM Financial, ADM Financial, ADM Financial, Scott. (Company name changed to protect the victims.)
Highly Horrible networkers not only attend meetings with their friends and/or coworkers, but they talk and sit with them the entire time! These are people with whom they've worked 5 days a week, 8 hours a day for the past 3 years! This is not a good technique to maximize your company's visibility.
This habit creates an elitist, unfriendly attitude. And think how uncomfortable this makes the one or two people sitting at the table who don't work for that company! It's unfair to them because they're unable to meet a diverse group of people with whom to develop mutually valuable relationships! Remember: If you're sitting with YOUR company – you're sitting with the WRONG company.
Habit #6: Small Talk is for Suckers Highly Horrible Networkers forget about the small talk. It's a waste of their time. They don't ask or answer about “New and exciting things happening at work” or “How Thanksgiving was,” they simply jump right into (what they believe to be) the most important part of the discussion: selling 17 of their products before the salad arrives.
Has this ever happened to you? For example, has someone ever introduced themselves, breezed right through the conversation and flat out asked you for a referral?
Refer you? I don't even know you!
Reciprocating self-disclosure is the most effective way to build rapport and ultimately develop trust. The people you want to do business with are those with whom you have built that rapport and trust. So, small talk is not for suckers. Debra Fine, author of The Fine Art of Small Talk put it best when she said: “Small talk is the biggest talk we do.”
Habit #7: Limitations Finally, Highly Horrible Networkers believe there is only one specific time and place for networking. It's called “A Room with A Sign Posted Outside That Says So.” In other words, they only network when someone forces them to. They don't believe networking opportunities in places like elevators, busses, supermarkets or parks.
That's it? A measly half hour for networking? Doesn't give you much time, does it?
The truth about networking is that it can happen anytime, anywhere. There is a time and a place for networking – it's called ANY time, and ANY place.
Service With a Smile
Not sure how to market your service-based business? Focus on these five tips for bringing in new customers.
By Kim T. Gordon
With so much attention being paid to marketing new products, entrepreneurs building service businesses may feel overlooked. The truth is, marketing a service can be tricky. For some companies, success depends on creating a bundled offering that includes the features customers or clients want most. For others, it's all about differentiating based on customer satisfaction, with heavy emphasis on testimonials and ongoing customer input.
If you're searching for the best ways to win customers and build sales for your service business, here are five important tips you can't afford to overlook.
1. Find a way to differentiate. If you were to take an analytical look at your competitors' ads and brochures, you'd find one glaringly obvious similarity--most are satisfied with "me too" marketing themes. Consequently, few ever stand out from the pack. Careful differentiation is essential to successfully growing a service business. What sets your company apart from all the rest? Perhaps it's the group of services you offer or the way you excel at customer satisfaction. For best results, identify the unique benefits you provide, and make them the central focus of your marketing message.
2. Add value by bundling services. While product marketers often compete solely based on price, for many service businesses price is a sign of quality. So if you price your service below your competitors' services, you may communicate to customers that it's of lesser worth. Instead of lowering your price, why not add value? Focus on what your customers want most, and find a way to bundle those features (or even some select products) into your mix. This will increase the perceived value of what you offer and give your company a leg up. You may even be able to raise your prices on higher-value offerings.
3. Market to existing customers. For service marketers, the sale doesn't end with a purchase: It's the beginning of a relationship that continues with delivery and support. As a result, satisfied customers or clients have the potential to become repeat buyers. Do you have a program in place to market to your customer base? The good news is that upselling current customers costs less and yields significantly higher revenue than marketing to new prospects. To build sales, use direct marketing, including e-mail and direct mail, to offer special promotions to your customer base throughout the year.
4. Win more referrals. Do you rely on referral audiences to send business your way? It's not enough to simply call on your referral prospects. You must also create a group of marketing tools for your referral sources to use with your prospective clients. Suppose you owned a home health-care company. By supplying brochures and other materials to hospital workers to give to patients requiring at-home care following a hospital stay, you'd ensure that your complete information got through to your most qualified prospects.
5. Raise your visibility. To reach potential customers across multiple channels, consider expanding your advertising in search-corridor media--where customers turn first when they're ready to buy. Yellow Pages advertisers, for example, may benefit from expanding into online paid search, with emphasis on local search through engines such as Google and Overture. Link your ads to a terrific website, complete with in-depth information about your company and its services, and you'll give customers confidence in your ability to meet their needs. And don't overlook PR as a means to increasing your reputation in the community. You can sponsor events, write articles for publication, offer yourself as a speaker and participate in a range of networking opportunities that allow you to build positive word-of-mouth.
How to Be Persistent Without Being Annoying
Try too hard to hook your customers, and you risk sending them reeling with anger.
By Barry Farber
I've written a number of columns about prospecting--about selling from the top down, about building relationships, about being creative, about being tenacious when the going gets tough. These are all important points--especially the one about being tenacious. But there's a fine line between being persistent and being obnoxious, and salespeople sometimes worry they're going too far and pushing themselves right out of the sale.
Here are some tips to help you persist without annoying prospects:
Deflect the resistance. If you keep calling and the customer keeps putting you off, let your customer take the lead. Say "There seems to be something I've missed. Is there any information I need to know to better understand the fit between our services and what you're looking for?" Most customers would rather help you make the sale than feel like they've been manipulated into it.
Learn as much as you can about the customer. Gather information that has nothing to do with your goals or objectives, but rather with theirs. Ask yourself "How much do I know about this customer? Did I demonstrate to him that I'm willing to put in the extra effort to earn his business? Do I know anything about this customer on a personal level, like interests or hobbies that I can relate to?" Finding answers to these questions is a great way to build a bond and lower the annoyance factor.
Stress your belief that what you're selling has value for the customer. The stereotypical salesperson who turns customers off cares only about her own commission and doesn't care about the customer at all. Customers who feel like you have their best interests at heart will actually appreciate your persistent concern.
Use humor. This is a tough one, because what's funny to one person may not be funny to the next. Often, poking fun at yourself can break down barriers. You might joke "It says in my sales manual that customers say no six times before saying yes. This is my seventh call, and you're still saying no. Didn't you read the manual?" It's difficult for a customer to get mad when they're laughing at what you've said.
Don't get desperate. At the end of the day when you're ready to go home, make a few more calls. The more activity you have going on, the less likely you are to be desperate to make a sale. When you're desperate, you can easily cross the line between being persistent and being obnoxious. That's when customers know you're interested only in getting the deal. When you have enough activity going on, you can make the decision to move away from a sale that doesn't match the customer's needs.
33 Marketing Success Tips
Practice a few of these must-know marketing tips every day and build up your geurilla-marketing muscles.
By Al Lautenslager
Part of the guerrilla marketing mindset suggests that you should be thinking about marketing all the time. Not just quarterly, not just monthly, not just weekly, but every single day. Really, it's not as hard as it sounds--there are quite a few ways you can incorporate marketing into your daily activities.
It's often said that doing anything for 21 days in a row will eventually turn into a habit for you. And a marketing habit is a great thing for any business to have. So what I'm going to suggest is that you choose three to five things every day that are related to marketing for your business and do them at the beginning of the day before you start fighting the daily fires--and forget all about your planned tasks.
If you work on this developing a marketing habit--and the proper marketing mindset--every day, you'll soon find that you're going above and beyond your "three to five things" limit. You'll find yourself talking and thinking in terms of headlines or talking, listening and thinking in terms of your customers and prospects' benefits. And the more you think marketing, the greater the chance you'll accomplish your marketing and overall business goals.
When talking to many business owners, professionals and organizations, I find that in the beginning, they're sometimes challenged when it comes to finding three to five marketing tasks to do every, single day. Just remember, these activities don't have to be elaborate, they don't have to be long and drawn out, and they don't have to take up much time.
To get your habit started and to help with your marketing mindset, here are the types of activities you can employ each and every day before your non-marketing, daily work activities begin:
Hand write a thank-you note to a prospect or customer
Enter customer or prospect names into a database
Brainstorm tagline ideas
Visit a competitor's website
Write an article to pitch to your local business organization
Make a list of press release ideas
Write a press release
Call a newspaper and ask who the feature editor is for your area of expertise
Compose an e-mail sales letter
Call a few prospects or customers to get their e-mail contact information
Develop a series of survey questions
Brainstorm advertising concepts
Write a pitch letter to a radio or TV station
Get contact information from media outlets
Plan a renaming of your products
Work on new product development and introduction ideas
Invite a customer or prospect to your office for coffee or to discuss new ideas
Recognize a special prospect or customer
Discuss a fusion marketing idea with a strategic business partner
Visit a few marketing-related websites
Post new information on your website
Plan your networking calendar for the week
Call to follow up with networking contacts
Get price estimates for the printing and mailing of your direct-mail campaign
Mail samples of your product to top prospects
Brainstorm ideas for an "enter to win" contest
Develop a coupon for your product or service
Rewrite your phone's on-hold message script
Write an article or other text for your newsletter
Brainstorm new product or service ideas
Plan a new customer service activity that will truly delight your customers
Develop your benefit list and compare to it to your competitions'
Develop a checklist, top-ten list or other information as a response to a marketing hook
If you're still challenged with finding the right activities for your daily, three to five tasks, break your marketing down into these general categories: Direct Mail, Networking, Publicity, Advertising, Fusion, Planning, New Products and Services, Marketing Communication Materials, and so on. Then concentrate on thinking up activities for one area at a time. No one is really counting your "three to five" things. The point is to do something related to marketing every day to help you think about marketing all the time.
Obviously some of this activities will take a longer than just a few minutes--it's OK if they consume your whole day. Although your goal to accomplish three to five things related to marketing every day, on some days, you may only get to one or two; on others days, you may get on a roll and do five to seven things. Don't get married to the numbers.
The purpose of all of this activity is to help you develop a marketing habit and to move your marketing efforts to the next step in your plan fulfillment. And even if you planned out your activities for the day, don't be surprised if at times your progress, responses and results dictate the direction of your activity--and get you moving in a different direction than what you'd planned. Generally, this is a very positive thing, and you should let the activity guide you and keep the habit going.
No matter how much or how little you accomplish, the point is to get started. Because three weeks full of nonmarketing activities quickly becomes a nonmarketing habit, and that is a sure recipe for business failure.
Truth in Advertising
Today's consumers are bombarded with flashy gimmicks and over-promises. How to stand out? Tell them the truth.
By Roy Williams
In the past, decisions to purchase revolved primarily around features and benefits. All you had to do was explain--intellectually--why your product was better than your competitor's. So you spelled out the "features and benefits, features and benefits, features and benefits." And companies everywhere polished their sales pitches to such a degree that they dimmed their ability to persuade.
Let me say this plainly: Today's customers are only half listening because their inner selves are asking, "What are they not telling me?"
Here's what's happened in the past 40 years:
The fine art of hype has been perfected and refined.
Western culture has been submerged in it, held under until every last pore of our souls has been saturated with it.
Consequently, we've developed an immunity to "ad speak," the language of hype.
But we don't rage against it. We see the half-truth of hype as a fact of life.
That's why we're ignoring it.
And we're ignoring it in greater numbers every day.
The new trend in decisions to purchase is based on sympathetic vibrations, shared values, an alignment of perspectives between buyer and seller. Today's customers aren't just buying what you sell; they're buying who you are.
Our society is suffering from time-poverty, so we're looking for experts we can trust. Does your advertising convince your customers they can trust you?
The best channel for reaching today's customers is through the customers' own experience:
Refer to things in your ads that you know your customer has experienced. I call this technique "using a reality hook." Here's an ad with a powerful reality hook that virtually everyone can relate to:
"You've got a problem. You want it fixed. You call the repair people. They say, "We'll be there between 8 a.m. and noon." You say, "Can you narrow that down a bit?" They say, "No." Then about 12:30, they call and say, "We're running a little late. We'll be there between one and five." Hey, you should have called One Hour Heat and Air. Always on time, or you don't pay a dime. Seriously. If they aren't there within the exact hour they told you they were coming, you pay nothing. Whatever you need is FREE. No charge. Sorry we were late. Really sorry. One Hour Heat and Air understands that time is money. Your time. Our money."
Tell the truth, even when it hurts. Today's customers have had a lifetime of experience sifting golden nuggets of truth from a world of hype and empty promises. Put this highly refined ability to work for you. Learn to name features, benefits and downside. That's right. I said "downside."
Trust me, your customers are already trying to figure out the downside. Why not just tell them? It's the best possible way to insulate yourself from the backlash when they finally figure it out for themselves. Wouldn't the One Hour Heat and Air ad be even more powerful if it included the line, "We install the same units and charge the same prices as everyone else. The difference is that we're actually going to show up when we said we would."
But be careful, because this powerful "tell the truth" technique is easily perverted into just another oily sales trick when the downside you name isn't the real one. As French author Francois La Rochefoucauld observed 350 years ago, "We only confess our little faults to persuade people that we have no big ones." I'm suggesting that you confess the big ones. Knock your customers flat with your candor. Yes, it may cost you a few sales you might otherwise have made. But it will earn you far more sales than it costs you.
Deliver to your customers exactly the experience you promised them. Mass media is one voice speaking to many ears, and it's easy to purchase--you pay your money and you take your chances. But cell phones, instant messaging and e-mail are one to one to one to one to one to one to one; they're word of mouth gone exponential. And their messages can't be purchased. The only way to trigger this interconnectivity is to say or do something genuinely worth talking about. Remember, we're living in a generation more tightly interconnected that anyone dreamed possible just 15 years ago. Today's customer is saying, "Your ads may fool one of us, but that one will tell the rest of us."
Change what you're saying in your ads. Make it agree with what you're actually delivering to your customers. You can't believe the money it will make you.
Finding Customers for Your New Business
by Janet Attard
Having trouble finding customers for your new home-based business? If so, you're not alone.
Many women who start their own business quickly discover that finding customers is a lot more difficult than they had thought. They call a few friends to let them know they’ve started a business, print out fliers and stuff them in neighborhood mailboxes, set up a website, run an ad in the local newspaper, or buy pay-per-click ads online, and sit back and wait for customers to come. When the leads and sales don’t happen, guilt (over the money they’ve spent to set the business up), frustration and stress set in.
Sound depressing? It is. But you don't have to fall into that trap. And if you have fallen into it, you can climb out. Here's how:
Make a commitment to marketing. Marketing isn't a one-time activity. To find customers and keep them coming in, you need to actively promote your business in as many ways as you can on an ongoing basis.
Learn to network. Businesses and consumers don't buy products or services from companies. They buy them from people. People they know and trust. Become an active participant in business or community groups, local home owners associations, parent’s groups, religious groups, that attract the type of people you want for customers. Get yourself known in the group as the person who sells jewelry, solves computer problems, or runs a companion service for elderly shut-ins.
Remember that word of mouth advertising is the single biggest source of customers for home-based businesses. As you build your network and start to bring in those first customers, do everything you can to be sure positive word of mouth spreads about you. Bend over backward to to do exceptional work and get it out on time. The customer may never thank you, but they'll remember your work and call on you again -- or refer you when their friends or family need what you sell.
Ask for referrals. Asking for referrals is easy once you realize you aren't begging for business. You're just asking customers and friends if they know anyone who has the kind of problem your product or services can solve.
Get other businesses to refer business to you. This isn't as hard as you think. Find people who serve the same market but sell different products or services from yours. A party planner may well hear of people who need gift baskets made up. And, the gift basket business is very likely to meet customers who need events planned. Talk to each other. Refer each other. Both of your businesses will grow.
Do a reality check. If despite your best efforts your product or service isn't selling, use your network groups to find out why. Even if you researched the need for your product or service before you started the business, you may still run into customer resistance. If so, question your prospects. Find out what it is they really need. What problem they need solved. How they are getting the problem solved now. And what they are willing to spend to solve the problem. Ask if there's anything you could change about your business to make them interested in buying from you. Whatever you do, don’t take the answers personally. Use the information you glean to learn what changes you need to make to land sales and bring in customers on a steady basis.
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Does It Pay to Hire a Business Consultant?
Hiring a consultant shouldn't take the place of your own understanding of your business plan.
By Steven Robbins
If you've managed to partially write a business plan but lack some crucial elements, do you need a consultant to help finish it up? It's a very tricky call, deciding which parts (if any) of your plan should be delegated to a consultant. When push comes to shove, you will be the one running the business. When it's time to write the paychecks, your signature will be on those checks. When buying supplies, you are committing to payment. Even if you're not the person who creates your financials from scratch, it's essential that you understand them and understand the assumptions behind the numbers.
You'll also need to understand the rest of your plan: Who your market is, how to reach them and what you expect them to buy are all part of your marketing plan. A consultant may help design the plan, but you'll have to make it come to pass. If you get six months into things and the business isn't materializing, the consultant will be long gone, and your best chance at adapting will be knowing what assumptions underlie your plan and revising them based on reality.
If you've never managed a contractor before, it can be a lot of work. Check in often with your consultant, and make sure you're both working off the same set of expectations. Have a written agreement that details the deliverables, timetable and payment schedule. You'll almost certainly decide on changes when you see intermediate results and drafts. Save yourself hassles later by agreeing upfront on how you'll handle the need for redoing parts of the plan.
I recommend doing as much as you can on your own. There are many great books out there that can help you look at your business's attraction to investors. One of my favorites is New Venture Creation by Jeffry A. Timmons. The book is pretty dense, though, so be prepared for a hefty read.
There are also software products that will lead you through many parts of the analysis that you aren't familiar with. Business Plan Pro by Palo Alto Software Inc. comes with several sample business plans, a manual to help you understand what goes into a plan and software to walk you through the writing of each section. While it can't do your research for you, it can help you figure out what questions to ask and where to find the answers.
If you really want to hire a consultant, keep in mind that it often pays to spend extra to get the very best. When you're paying for someone's knowledge, you want assurance that what the person has to offer is high-quality. You may want to consider hiring two low-cost consultants to do the same part of the plan and then comparing/contrasting what they each give you, in the hopes that you'll get a far better value than you would hiring only a single person.
For market research, you can try MarketResearch.com
For help in hiring a consultant, the Institute of Management Consultants offers several resources, including a list of their members, a downloadable guide to hiring a consultant, and the code of ethics enforced by the IAMC.
Even if you find a consultant who can help you come up with the answers, do yourself a favor and make sure you understand what those answers are and how he or she reached them. You deserve as much control as possible over the business--plan goals you'll be expected to meet.
Nine Secrets of Being a Marketing Genius
Successful marketing takes more than a monster budget. Learn these must-know strategies to improve your campaigns.
It happens every single day: Two businesses with similar marketing budgets conduct extensive direct-mail campaigns. While one of the companies realizes only less than a 1 percent increase in sales, the other somehow manages a 20 percent increase and then turns each one of those newly acquired accounts into a loyal, repeat customer.
Why do some companies succeed brilliantly in their marketing efforts while others fail? Let's face it, many entrepreneurs have access to the same tools and resources, but the ones who succeed know how to pull them all together to make their marketing work. Here's a look at the nine elements at the heart of true marketing success:
1. Leadership: To be successful, the marketing programs your staff or agency creates must support your vision of your company's future. It's up to you, at the top of your organization, to set the tone and clearly define your goals. How can your marketing team meet your expectations if it's unclear what they are?
2. Listening: Customers will tell you what they want, need and are willing to pay for. They'll even tell you which marketing approach they prefer. You just have to ask them, and listen carefully to the answers. Whether you use focus groups, surveys, web feedback or polls, the best marketing programs are those that are shaped and molded by customers' preferences.
3. Teamwork: Effective marketing doesn't begin and end with you and your marketing people. Everyone in the company, from the receptionist to technicians or plant workers, can produce referrals, positive PR and even sales. The key is to \"enroll\" your entire staff by soliciting their ideas, sharing your plans for each new marketing effort and keeping the team up-to-date on your progress.
4. Coordination: The best marketing programs can't succeed if there are barriers to sales. Anything from out-of-stock products and pricing glitches to delivery problems and uninformed personnel can stop a deal. The prerequisite for effective coordination and removal of sales barriers is open communication between all departments and individuals, so things like shortages can be anticipated and discussed, and your personnel can support rather than hinder one another.
5. Focus: Unlike major corporations, where divisions compete for their piece of the marketing pie, your growing business has the luxury of focusing intently on marketing its products and services to narrowly defined audiences. Failure to focus by taking on too many different target markets can diffuse your efforts -- reducing the time and budget available to effectively penetrate each one -- and sabotage your results.
6. Accountability: Just as the Great Pyramids were constructed one stone on top of the next, one successful marketing program builds on another. It all hinges on tracking and measuring your marketing results. Start by setting quantifiable goals for every program or tactic, such as to produce three new accounts in 60 days. Test and examine each marketing approach and then reproduce what works.
7. Flexibility: Successful companies respond quickly to changes in the marketplace, customer preferences and new technologies. When a marketing tactic stops working, don't wait months to make revisions. Investigate the problem and eliminate it fast!
8. Continuity: Consistent presentation of a brand name and image are essential to long-term marketing success. While strategies and tactics may change and evolve, names, logos and even slogans should be considered the bedrock on which the foundation of your company's marketing program is built.
9. Insight: Some entrepreneurs always seem to have the inside track. They evaluate the competition and forecast future trends, new products and technologies instead of just responding to today's ups and downs. Being a great marketer means staying ahead of the pack. You don't really need a crystal ball -- it should just look like you use one.
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The Three Rs of Networking
If you want to build sales through word-of-mouth, you need strong networking muscles. Here's how to shape up.
When you belong to a networking group, it can be difficult sometimes to obtain referrals from fellow networking members. But instead of giving up and looking for another group to join, there are some things you can do to encourage them to spread the word about your company.
I like to teach entrepreneurs about the three Rs of networking: relationships, reliability and referrals. First, however, let me preface my comments here with an important statistic. When businesspeople begin developing a referral-based business, they receive a vastly smaller percentage of referrals their first year. After the second year, the statistic is about twice as high as the first, and after the third year, it really jumps. (For more on the statistics of referrals over time, see chapter 8 of my book The World's Best Known Marketing Secret.) This being said, let me talk about how the three Rs of networking affect these numbers and can help you develop a successful word-of-mouth-based business:
1. Relationships: Word-of-mouth is about "relationship marketing." If you approach the first year of your involvement in a networking group with the sole motivation of getting to know the other members well, you will be far ahead of the game.
One of the most important things I've learned over the years is that it is not really what you know or who you know; rather, it's how well you know them that really counts! People do business with people they know and trust.
In order for word-of-mouth marketing to work for you, you first have to build a strong foundation with the people you hope will refer you to others. That takes time, and the amount of time it takes varies from profession to profession. Obviously, some professions are much more sensitive than others to the development of referrals. So find reasons to meet with each person outside the networking meeting. Get to them, and work on having them get to know you better. Make it clear that you value your relationship with each one of them.
2. Reliability: For the first year or so in a networking group, you are putting in your time. Your referral partners are testing you, checking you out and making sure that you deserve to have their valuable clients and contacts turned over to you.
Therefore, you must be credible to the other professionals with whom you hope to network. Bear in mind that you should feel the same way, too. Before you risk your reputation with your clients by referring them to someone who takes less care of them than you would want taken, you must be very sure that the person to whom you refer them is reliable! How else are you going to know that--unless you use them personally over a period of time?
3. Referrals: After cultivating relationships and proving yourself to be reliable, you get referrals as the end result. In order for someone to receive, someone else has to give. This holds so true with referrals. I would suggest you perform a reality check to see just how effectively you are referring the people in your networking group. You might be surprised to find how little you actually refer others, or that you consistently refer the same two or three people.
If you aren't tracking your referrals (both given and received), first read last month's article and then start tracking them. Look for patterns. I would anticipate that in the months following a month you were particularly active in referring others, you will find that you are receiving more referrals! I have seen the "what goes around, comes around" principle illustrated over and over in BNI, the networking organization I founded 20 years ago.
This is a natural progression and one that can't really be rushed. I know it can seem frustrating at times when you are anxious to see your bottom line increase quickly from all the referrals you are anticipating receiving, but believe me, if you are patient and apply these techniques, you will see word-of-mouth marketing work for you in a big way.
You can't take an orange tree and rip it up from the ground after a year and replant it on the other side of the yard, just because it wasn't bearing fruit where it was. You have to water, fertilize and care for the tree where it is. In time, it will produce fruit. Your efforts will pay off. You must approach building a word-of-mouth-based business this way. In a solid networking group, you are growing solid roots with the other participants. The worst thing for you to do is pull them up just as they are getting set.
Sell Yourself on Networking by Ron Coxsom
Sales is about making connections, though not just with customers. Your long-term success as a salesperson depends on your ability to collaborate with others. Networking, whether it involves securing employment, generating business leads or seeking professional advice, yields immeasurable rewards.
Many salespeople find it tough to commit the time necessary for effective networking. These tips will help you fit some key strategies into your regular routine.
Network to Seize Opportunity
The first step is to be proactive in learning about -- and exposing yourself to -- others within your field. Explore the following networking opportunities:
Join a Virtual Networking Group: Where applicable, respond to questions on sales career-related communities. Establish yourself as a valuable resource, and you will likely win the respect, advice and interest of your colleagues. Who knows? You may even catch a recruiter's eye.
Gather Information: Research your trade and learn about fellow experts within your field. Find out where your local industry events and networking groups are.
Be a Fan: Attend a seminar held by someone in your vocation. After the seminar, send the person an email, advises Len Foley, a sales trainer located in Atlanta. Note your thoughts about the seminar and suggest that the two of you meet to further discuss your mutual professional interests. Moreover, find out what networking groups this person belongs to.
Join a Local Networking Group: Join an organization in your field to enhance your skills. Joining a group will keep you in the know about new faces and developments in your profession. It may also expose you to the advice of experts and will allow you to share your expertise and, thereby, strengthen your "brand" among your colleagues.
Identify Yourself: When networking and attending related functions, make sure you have a nametag and you're easily approachable. If the event you're attending doesn't supply a nametag, convert your business card into one.
Don't Shy Away from Expert Advice: Listen carefully when a colleague or field expert offers advice. In addition to good counsel, she may give you the inspiration you need to fuel your next big effort.
Don't Limit Your Contacts to Your Industry: Be open to meeting people in all avenues in sales. You never know when you may be one person away from the person you'd like to meet.
Network to Market Yourself
Networking is not only a means to get to know movers and shakers in the industry, but it can also help you become one yourself. Jill Lublin, CEO for Promising Promotion, a public relations consulting firm in Novato, California, asserts that "it's not who you know, it's who knows you."
Try these conversation starters the next time you attend an event:
"I'm interested in your business, and I have a sales program with tips and strategies that I feel will enhance it. I'd be happy to share them with you over lunch. How about Wednesday at 11:45?" Showcase your sales savvy by contacting the new acquaintance's administrative assistant for follow-up details.
"I recently visited the town you're based in. Are you originally from there?" Show an interest in the person's background to try to establish common ground.
"I was just speaking with so-and-so, and…" When trying to establish commonalities between yourself and the potential contact, drop names -- not your resume. Avoid selling yourself at first -- for example, don't introduce yourself by listing your accomplishments. People aren't likely to care how much you know until they know how much you care about their interests.
When approaching a potential contact, keep in mind that if you appear to have something to offer him, he will be more inclined to return the favor.
Schedule Time Out of the Office by Chris Lytle
"Cellular telephones may not be used at any time during the flight as they may disrupt the navigation equipment on the airplane."
One of my favorite things about flying is that, for a few hours, nobody can get to you. Think about it. How many people have you seen make a phone call from those expensive airplane telephones? The sound quality is low, and the price is high. An airline seat may be the only place where you have time to just sit, read and think.
Personal productivity expert David Allen estimates that a typical businessperson has 170 interactions every single day. An interaction includes taking a phone call, listening to a voice mail, and reading and responding to email. Of course, there are also scheduled staff meetings as well as impromptu hallway conversations.
How long is your average "Got a minute?" meeting? Answer: At least five and often 15 minutes or more. Those are the meetings that drive me crazy.
It gets worse when you do the math. One-hundred-seventy interactions per day mean 850 interactions per week. Divide 850 by 40 hours, and you have a whopping 21-plus interruptions per hour, meaning that you have less than three minutes in a row to think about any one thing before the next interaction presents itself.
What's needed is not a more elaborate time-management system, but more of what management consultant guru Peter Drucker called chunk time -- a block of time devoted to one thing instead of multitasking.
Coming in early, staying late and working Saturdays is the way many busy salespeople buy some time to think and focus on one thing.
There is no question that coming in at 6 a.m. is one way to get significant work done before interactions start. But is it the only way? Long hours can ultimately take a toll on your personal productivity and family life. Even Bill Gates claims he is not working Sundays anymore and has cut back to eight hours per day on Saturdays.
Many of my clients now say to me, "Why don't you call me at my home office. I work there Thursday afternoons." This is a trend. In fact, I know of one boss who ordered his report to take four uninterrupted hours away from the office every week so he could think about his job instead of reacting to everyone on his team who wanted a piece of him. Some millionaires have home offices where they work uninterrupted on important projects that need their full attention.
Assuming you aren't on airplanes every week, consider scheduling time at home or in a spare office somewhere else. Check your voice mail and email every hour or two if you must, but allow yourself an hour of full concentration on an important issue or project. That proposal you're procrastinating on writing will yield more in commissions than having a cup of coffee with a coworker.
Think of this time as time to think. You can thank me later, and you'll actually have the time to do it. By the way, I went home and wrote this article in less than two hours. It would have taken me a day to get it finished at the office.
Sales Departments vs. Sales Forces by Chris Lytle
Most companies have sales departments. Fewer have sales forces. After talking to a general manager about an upcoming sales training seminar I was doing for her people, we uncovered the potential key to this problem.
"Carrie," I asked. "What would you like to see your salespeople doing more of? And what would you like your salespeople doing less of?"
"Chris, I've got some highly paid salespeople who have developed some extraordinary faxing skills. I want them to develop extraordinary selling skills," she said.
By walking around her office doing her managerial duties, she saw the problem firsthand. When you have six-figure salespeople lined up at the fax machine, something is wrong.
She knew that a $6-per-hour intern can fax price sheets and order forms for customers. Salespeople earn their money in the field talking to prospects about problems and proposing solutions to those problems.
Members of a sales department may have extraordinary faxing skills. But it's the members of a sales force that have extraordinary selling skills.
Today, it seems like email, voice mail, pagers and cell phones let us stay in constant communication. But they also keep us from getting in front of our customers.
One of the most important things you can measure for yourself is time spent selling. How many minutes did you spend in front of live prospects and customers this week? Don't count driving, waiting in the lobby or filling out call reports. Use a stopwatch and record how many minutes or hours you spend each day in front of the people who buy from you.
It's a reality check. You'll be astounded or terrified at the amount of time you do anything but sell. Once you have the baseline data, work to increase the time spent selling by 15 to 20 minutes a week.
Sales go up when time spent selling increases. Sure you're working long days, but are you spending enough time selling during the day to stay on your plan? Until you make this critical calculation for yourself, you may be leaving money on the table. That's because you aren't at the table long enough to get it.
The Power of Attitude by Chris Lytle
There is a scene in Ron Howard's film Backdraft that still inspires me.
Kurt Russell (Bull) and William Baldwin (Brian) are talking. Bull lays out the facts about fire fighting with these words: "This isn't like selling log cabins in Aspen, Brian. If you have a bad day on this job, somebody dies."
Firefighting was a profession to Bull. Selling isn't. Selling is just a job. If you wince at Bull's dismissal of sales, think about it from the firefighter's perspective. Then ask yourself, "What if my job requires me to have one good day after another or someone might get hurt? Would I come to work a little more focused?"
One definition of professionalism is someone who has a good day at work whether or not he or she feels like it. This is critical in light of an important survey reported in Elaine Hatfield's Emotional Contagion. The survey found that, at the time, 75 percent of Americans considered every third day to be a bad one. That means a typical salesperson has four bad months a year!
Four Bad Months!
In City Slickers, Billy Crystal's character, Mitch, declares to his wife at the end of the film, "I'm not going to quit my [sales] job. I'm just going to do it better."
Your clients get better when you do. You have to choose to like the job and then choose to do it better. Too many salespeople blame bad moods and bad days instead of taking control of their own attitudes.
A good attitude is a powerful sales tool. Believing you can have one good day after another is one place to start.
When you have a good attitude, you can often change others' attitudes. Here's the proof: It is 11:45 p.m. Friday night. My plane just landed almost three hours late, and I missed the second consecutive dinner party with my dear friends. I head for my car on the frigid roof of the Madison, Wisconsin, airport parking ramp. As I get to the parking control gate, I discover my window is frozen solid. I open the door and hand the ticket to the attendant. She greets me with a pleasant, "Hello, that will be $12."
As she completes the transaction, she hands me my receipt and says, "Thank you, sir. And welcome home."
She didn't say, "Here's your receipt."
She didn't say, "There you go."
She didn't say, "Three dollars is your change."
Here is the late night parking lot attendant acting as a self-appointed welcoming party. And just when I needed a kind word.
I drive out of the airport and go home feeling better than I did when I landed. I think about how an attitude of service and a sincere concern about your fellow human beings can make a big difference in even the most minor transactions.
No matter how mundane your job, you don't have to have a mundane attitude. As long as you're going to do something, put your heart into it. Your clients will notice.
What could you do with four more good months a year?
Cold Calling 101 by Ron Coxsom
Some salespeople consider cold calling a waste of time. It can be -- if you don't use the right approach. The best cold calls can yield long-term customers. But how can you make sure they're successful?
Prepare
A crucial step before making cold calls is setting clear goals. Your main objectives are to make a good first impression and to secure an appointment. Use the following tips to help you further focus before making your calls:
Consider what percentage of your revenue you expect cold calling to produce. If you have a realistic estimate in mind, say 25 percent, then you have a clear goal. Having this goal will help keep you motivated, even when you make a few dead-end calls.
Target your prospect. Work hard to ensure all the people on your call list are potentially interested in your product or service. Avoid making an unwanted phone call, and you will be less likely to waste your time.
Implement a schedule for making calls, but remain flexible. Remember that you are initiating a relationship with a potential customer. While it is important to be productive with your time, it is equally important for your potential customers to feel your calls are productive for them.
Be Innovative
Offer your prospects what others within your field may be neglecting. These examples can further inspire you:
Develop a survey to find out what your prospects want and need. In addition to helping you hone your selling technique and product, a survey can help break the ice on a cold call.
Write your prospects a letter before making the call. Introduce yourself and outline your services or products. This way, when you call, you can be following up on the information in the letter.
Cold-Calling Techniques
When it comes time to make the call, follow this advice from Jerry Hocutt, president of Hocutt & Associates in Kent, Washington:
Make certain you are in a quiet area before you make your calls.
Stand up while you're on the phone, as this allows the blood to flow through your body and may accentuate a tone of authority.
When leaving a message, follow instructions. For instance, if the person on the recording asks you to leave a brief message, avoid leaving a long message. Speak clearly, and mention your name and phone number at least twice.
When leaving a message with a receptionist, ask for a specific time your prospect will be available to speak with you and be sure to call at that time. Learn the receptionist's name, and address him by name every time you call the prospect. Remember to be courteous to everyone you speak to, as each person is a gatekeeper to your prospect.
When talking to your prospect, make sure you are of assistance; don't leave her feeling that she was giving you her time, but rather with the impression that you may help her solve a problem.
When introducing yourself to a prospect that has been handed down to you, feel free to open with “I have just inherited your account. May I update your current information?”
Befriend your potential customer. Do not attempt to immediately sell your product; remember that to the person on the phone, you are a faceless stranger and people are naturally skeptical. Your reasoning for making the call is to make contact, not acquire a credit card number.
Closing the Call
When your prospective client begins to ask questions, you can start closing the call by setting up an appointment. The following are examples you can use to secure your next meeting:
“I am going to be in your area this afternoon around 3:15 or 4:30. Which time is best for you?”
“I realize you're concerned about price; most of my clients were as well. I have an opening this afternoon to meet with you to discuss this further. How about 5:15 or 5:45?”
You need to remain resilient; Hocutt attributes his ability to make 90 cold calls per day to his commitment and consistency.
Learn from No
How to Turn a Negative Reaction into a Positive One
by Naomi Wax
"No" is unpleasant. It's frustrating, it's demoralizing, it's downright annoying. It's also inevitable if you have a career in sales. You're going to hear it at some time or another, and though that initial sting might get you every time, there are ways to make "no" work in your favor. It doesn't have to resound endlessly in your mind and undercut your morale.
To begin with, be aware that as much as "no" is a refusal, it's also an opportunity -- one that many salespeople fail to capitalize on. When you're met with "no" as the final answer, rather than trying to force it into a "yes" or feeling bad and walking away, try asking questions. If you can find out why, you'll be in a better position to garner a "yes" from your next prospect.
Why Ask Why?
People have all sorts of reasons for not buying, and you shouldn't necessarily take "no" personally. The more you can put your ego aside and gracefully accept the refusal, the more you might learn from the experience. So, assume for the time being that you've been turned down and your business with this person is done. Make it clear that you've accepted the reply. If you're no longer trying to sell him, you and the buyer will be in a more neutral territory, and you'll have an easier time getting information that will help you. Begin by saying that you appreciate the time he's given you and ask if he would be willing to take just a few more minutes to talk about why he isn't interested. Explain that the information will be helpful to you in your job and you'd be thankful for the feedback.
You might not get a straight answer initially, because people are often uncomfortable with having said no and want to get out of the situation as soon as possible. They're likely to offer a pat answer about price or prior loyalty, but if you probe a bit you might find your way to a more substantial reply.
Some approaches that might lead you to the truth include:
"I realize price is an object. If it weren't for the price what would you think of the product?" If they say they'd be interested, gather more information by asking how they think their company would benefit from it.
"Might there be a time in the future when my product will fit your budget or is there something more than the cost involved?"
"I respect loyalty to X company, and I'm wondering if you can tell me what sort of things have inspired that loyalty. What do you like most about doing business with them?"
"Is there something we could be offering that would make our product more attractive to a company like yours?"
Was It Something I Said?
A difficult question to ask, but a crucial one to find out whether there was something in your presentation that the prospective buyer found off-putting. Again, you'll want to indicate through your attitude that you aren't going to fall into a fit or respond in rage. Attitude and tone are crucial here, and unless you've established a friendly rapport, you may not be able to pull it off.
If the mood seems right, try saying, "I hope this isn't asking too much, but was there anything I did that interfered with your decision?" You might want to add, "This is what I do for a living, and it would really help me to know."
Even if there is something about your approach that blew the sale, keep a professional attitude. No salesperson is perfect, and any approach can stand improvement. Also, an approach that works for one customer does not necessarily work for another -- this is just one person's opinion based on one interaction.
Gather as much information as possible and consider the criticism carefully. Perhaps run it by colleagues and friends to see if they think it's well-founded. But rather than letting it get you down, focus on how you can use it to improve your approach. And remember, a problem with your presentation is not an indictment of you as a person or a determination of your future in sales.
No Does Not Mean Never
When you're turned down for a sale, whether you're able to gather more information or not, don't give a "no" more weight than it merits. If you find yourself panicking that it's all you'll ever hear or that you'll never meet your quota, remind yourself that it's just one sale. Every salesperson hears "no," and it's no indication of how your next meeting will go.
And don't forget, if you field this "no" with finesse, the person who didn't buy may be left with fond enough feelings to find a way to send future business your way. Establish whether you can call on the prospect again in the future (be specific about when, suggesting a time when the circumstance that led to the "no" may have changed), and make sure your clients know that they can call you as well.
When to Take Your No and Go
In some situations, you'd be better off letting "no" stand without questioning it. If the person you've been dealing with has been a naysayer from the start -- if he's been patronizing, prickly, or strikes you as pretty imperceptive -- it's probably not worth pursuing his opinion. Solicit feedback only from people you respect and who you sense will be honest and constructive in their response.
Finding the Yes
If every cloud truly has a silver lining, your challenge as a seller is to find the sliver of silver sagacity in every sale that slips away. If you set your sights on what you can learn from each "no" and the sales it might lead to, who knows, you might come to see "no" as an inspiring response and the seed for a future "yes."
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Sunday, October 28, 2007
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