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THE D R A G O N F LY EFFECT By: Co-authors â€” Jennifer Aaker and Andy Smith
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Vol. 8, No. 2 2011
The Dragonfly Effect
departments: 6 7 14 16 18 20 22 24 26 28 30 32 33 34
publisher’s letter contributors: who’s who in the industry
engage: engage the best sales secrets: I hate to sell foresight: ready, set, flush! branding: unity, fraternity, loyalty travel: motivating service marketing: relevancy in promotional marketing real world: best in class loyalty incentives: CRM or employee motivation! exhibit: your Exhibition budget staying sharp: 10 Instant Emotional Fitness Tools ad index off the cuff
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PUBLISHER / ADVERTISING Maureen Williams email@example.com 717-608-5869
One Hundred and forty or less, a college hook-up, a home video player…what do these things have to do with business marketing and branding? In today’s business climate, a great deal. If you haven’t already guessed, I’m talking about Twitter, Facebook and You-Tube. These and other euphemistically called “social” sites are becoming the new interface between company and customer. Word-of-mouth has now become viral and if your organization feels like its playing catch-up, you are most likely not alone. While I have read numerous books and articles about the importance of integrating social media into the company framework, The Dragonfly Effect is one of the few that explains the ‘why’ and the ‘how to’ by offering both ideas and successful implementation examples. The Dragonfly Effect replaces the old standard acronym AIDA (Attention, Interest, Desire, Action) used to judge the quality of an ad campaign with FAEA (Focus, Attention, Engage, Action) as a way of creating a campaign in the social network fabric that produces results. This social network can be used not only to present your products and services in a positive light, it can also effectively motivate your employees, customers and potential customers to take positive actions. In addition to social media motivators, this issue also explores other means of motivating desired results which can be incorporated into an overall strategy that includes both the ‘new’ and ‘tried and true’ results getters like well thought out promotional products and incentives. If this is the month you want to motivate, this is the issue you want to read so that you too will…
EDITORIAL Editor in Chief MaryAnne Morrill
Senior Editor Michelle Donofry
Style Editor Charity Plata
Asst. Editor Molly Anika
Contributing Writers Bob Circosta, Michael Merrick Crooks, Barton Goldsmith, Ph.D., Bob Kelleher, Arnold Light, CTC, Martin Lindstrom, Pierre Politte, Barry Siskind, Dr. Peter Tarlow, Steve Woodburn
PRODUCTION / DESIGN Art Director Jeremy Tingle
Brilliant Results is published monthly by Brilliant Publishing LLC, 9034 Joyce Lane Hummelstown PA 17036 (717) 608-5869; Fax# (717) 566-5431. Postage paid at Michigan City, IN and additional offices. POSTMASTER please send address changes to Brilliant Results, 9034 Joyce Lane, Hummelstown PA 17036. Volume 8. Number 02. Brilliant Results subscription rates: one-year $120; Canadian $160 USD; one-year foreign $225 USD. All subscriptions are non-refundable. Copyright © 2011 Brilliant Publishing LLC. All
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rights reserved. The publisher reserves the right to accept or reject any advertising or editorial material. Advertisers, and/or their agents, assume the responsibility for any claims against the publisher based on the advertisement. Editorial contributors assume responsibility for their published works and assume responsibility for any claims against the publisher based on published work. No part of this publication can
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be reproduced in any form or by electronic or mechanical means, including information storage and retrieval systems, without written permission from the publisher. All items submitted to Brilliant Results become the sole property of Brilliant Publishing LLC. Editorial content does not reflect the views of the publisher. The imprints, logos, trademarks or trade names (Collectively the “Marks”) displayed on the products featured in Brilliant Results are for illustrative purposes
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Bob Circosta, “The Billion Dollar Man”, takes lessons learned from achieving individual product sales in excess of $1 billion to help companies and sales professionals develop effective marketing and promotions techniques to produce sales results. Bob played a key role in the creation of the home shopping industry, and speaks to corporations, small businesses and entrepreneurs on how to sell more effectively. For more information, visit www.BobCircosta.com .
Michael Merrick Crooks owns Crooks Advertising Alliance, an advertising and promotional marketing company that specializes in creative problem-solving. He’s internationally recognized as a thought-leader for his ability to strip away the status-quo to reveal the obscure obvious. To learn more about his creative, writing and speaking services contact Crooks through www.CrooksAdvertising.com.
Barton Goldsmith, Ph.D. For more than two decades Fortune 500 companies, educational institutions, and government organizations have relied on Dr. Barton Goldsmith to help them develop creative and balanced leadership. He is a highly sought-after keynote speaker, business consultant and author. His columns appear in over 500 publications, including the Chicago Sun-Times, the Detroit News, and the Los Angeles Business Journal. He may be contacted through his web site www.BartonGoldsmith.com.
Bob Kelleher is the founder and CEO of The Employee Engagement Group and is a noted speaker and consultant on the subjects of Employee Engagement, Workforce Trends, and Leadership. Bob is the author of the critically acclaimed LOUDER THAN WORDS: 10 Practical Employee Engagement Steps That Drive Results. (http://www.bobkelleher.com/book.html)
Arnold Light, CTC, CEO & President of Fire and Light has 35 years of marketing experience specializing in incentive and loyalty marketing helping multinational corporations develop and implement B2B and B2C results oriented performance improvement programs. For additional information visit www.lightconsults.com.
Martin Lindstrom, a respected branding and marketing expert, was selected as one of the world’s 100 most influential people by TIME magazine. The founder, CEO and Chairman of the LINDSTROM company (Sydney), Martin speaks to a global audience of approximately one million people every year. He has been featured in numerous publications, and on major broadcast and financial television network programs, his previous book, BRAND sense, was acclaimed by the Wall Street Journal as one of the five best marketing books ever published. His latest book; Buyology – Truth and Lies About Why We Buy – a New York Times and Wall Street Journal best-selling book has been translated into 37 languages and is on almost all major best-seller lists worldwide.
Pierre Politte is the Solution Vice President - Recognition and Employee Engagement at Maritz Inc., a human performance improvement company. Pierre consults with companies to design and implement a recognition culture linked to company performance. Pierre has facilitated learning, training, and strategy alignment sessions on five continents for numerous global 1000 companies.
Barry Siskind is an internationally recognized trade and consumer show expert. He is the author of six bestselling business books including Powerful Exhibit Marketing. Read his newest book, Selling from the Inside Out for an in depth guide to a successful sales career. Visit Barry at www.siskindtraining.com.
Dr. Peter Tarlow is the founder and president of Tourism & More Inc. Dr. Tarlow has appeared on National televised programs such as Dateline: NBC and on CNBC. Dr. Tarlow organizes conferences around the world dealing with visitor safety and security issues and with the economic importance of tourism and tourism marketing. He also works with numerous cities, states, and foreign governments to improve their tourism products and to train their tourism security professionals. For additional information visit www.tourismandmore.com
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By: C o-authors — Jennifer Aaker and Andy Smith
Brilliant Results was recently asked to review The Dragonfly Effect, a guide for how individuals, organizations, and companies can use social media to propel social change. While we often receive books to review, this one captured our attention and the concepts it presents merit more than a simple review. In the words of Lisa Edwards, Head of Global Business Development, Visa, Inc., (The Dragonfly Effect) “... makes readers answer the question "how can I make an impact in the world?" with yet another question: "what am I waiting for?" Aaker and Smith show you how to harness the power of social media as a force for good in a way that even a CFO will love.” Co-authors and husband and wife, Jennifer Aaker and Andy Smith, bring a breadth of expertise and hands on knowledge to The Dragonfly Effect. A social psychologist and marketer, Jennifer is the General Atlantic Professor of Marketing at Stanford University’s Graduate School of Business. A sought-after teacher in the field of marketing (she has also taught at UC Berkeley, UCLA and Columbia), Professor Aaker also teaches in many of Stanford’s Executive Education programs. Her research includes the study of time, money and happiness. She is widely published in leading scholarly journals in psychology
THE D R A G O N F LY EFFECT
and marketing, and her work has been featured in a variety of media including The Economist, The New York Times, Wall Street Journal, Washington Post, BusinessWeek, Forbes, CBS MoneyWatch, NPR, Science, Inc, and Cosmopolitan. An experienced tech marketer, Andy is a Principal of Vonavona Ventures where he advises and bootstraps technical and social ventures with guidance in marketing, customer strategy and operations. Over the
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past 20 years, he has served as an executive in the high tech industry leading teams at Dolby Labs, BIGWORDS, LiquidWit, Intel, Analysis Group, Polaroid, Integral Inc. and PriceWaterhouseCoopers. A sought-after speaker on social technology, engineering virality, and brand building, with a focus on applying technology to address real problems, Andy has appeared on NBC, radio stations across the US and spoken at The 140 Characters Conference, Social Media Breakfast, The American Marketing Association, World 50, Marketing Week, TechCoire and Interbrand. Andy is also a guest lecturer at Stanford’s Graduate School of Business. To better understand the dragonfly effect and its power Brilliant Results posed the following questions to Jennifer and Andy: BR: What motivated you to write The Dragonfly Effect? Both of us had been moved to give back and were involved in social causes, but we had always approached them from different perspectives and with different strategies. Jennifer tended to go were help was critical and urgent and frequently lent her energy and talent to support people who were facing acute difficulty such as life-threatening disease, disaster or hunger. I tended to go where I thought my skills would achieve the most leverage and where my contributions would lead to an inflection point and upward trajectory in the lives of the people I helped. I tended to participate in activities that offered me the opportunity to find an idiosyncratic fit where I could contribute particularly effectively due to a close match with a specific talent. So having paid my way through college by building decks, I would help build homes with Habitat for Humanity. I was also attracted to efforts that help people help themselves and their community such as Kiva. org. Our interests in cultivating social good converged when our friend Robert Chatwani shared his amazing story of how he and his friends challenged the odds (1:20,000) to find a perfect bone marrow match for their friend fighting leukemia. After hearing that story, we felt that there was an opportunity for the two of us to join forces and create something that combined a deep sense of service with behavioral research and business insights. Plus, we could create an operational model that would help others replicate Robert's success, without making them reinvent the wheel. By doing all this, we thought we could help people connect how they spend their time with where they derive meaning in life, as well as find a fit between their assets and talents and maximize their effectiveness. Finally, we were also motivated by a sense of timeliness. Several social, technology, and economic trends were
happening in parallel. We felt we could work to bring them together and that the resulting whole would be greater than the sum of the parts. For instance: the idea that a small act can lead to a big change is an idea deeply embedded in our culture, but in the past such change has been incredibly hard to achieve. With the rise of the social web however, nearly any person can tell their story at zero cost. Now an individual can tell a story that incorporates the elements necessary for spread and action. Financial resources matter much less and real change may be realized in a way never before possible. BR: What is The Dragonfly Effect? The Dragonfly Effect is a term that we borrowed from chaos theory. You may have heard of the butterfly effect, well The Dragonfly Effect is a twist on that. It starts with the idea that a small act can lead to big change, just as a dragonfly's wings flapping might set events in motion, so might the acts of a highly motivated individual, organization or company. The dragonfly is unique in that when its four wings are moving in harmony, it can fly in any direction: backwards, forwards, side to side, even hover. In our book, The Dragonfly Effect, we outline a framework of four simple distinct actions (mapping onto the 4 wings of the dragonfly) that people must take to be effective. Those four actions are: Focus on a single clear goal, Grab Attention to make people look, Engage through storytelling to make people care, and Take Action, allow your effort to expand beyond yourself. BR: What are the design principles behind each wing? Briefly describe each one. In the book we map key activities to each of the wings of the dragonfly then apply simple design principles to consider for each wing. The purpose of Focus is to develop a clear and motivating goal that will continuously serve as a touchstone for motivation and guidance throughout a program. The five design principles behind Focus are captured in the acronym HATCH. Hatch stands for humanistic, actionable, testable, clarity and happiness. · Humanistic–focus on who you want to help rather than jumping to solutions. Empathize with your audience to develop points of view thus deeply understanding the problem and how it is experienced before trying to solve. · Actionable–long-term or macro goals need to be broken down into tactical micro-goals to ensure a basis for action and thus effectiveness. · Testable–identify metrics that will inform your actions and help evaluate success. Run low-cost trials to test your February 2011 • Brilliant Results 9
assumptions. Set performance metrics to measure progress, and plan how to solicit feedback from your audience before you launch. Establish deadlines, and celebrate small wins along the way. · Clarity- Keep your goals clearly focused to increase your odds of success and generate momentum. No one connected to your effort should have any doubt what the goal is. · Happiness- Ensure that your goal is personally meaningful. The thought of achieving it should make you and your audience smile.
In Grab Attention the design principles are: · Personal–create the personal hook in mind. · Unexpected–people like consuming than sharing new information. Draw them in by piquing curiosity. Look to reframe the familiar. · Visual–show…don't tell. Photos and videos speak millions of words. · Visceral–design your campaign so that it triggers the senses–sight, sound, hearing or taste. Use music to tap into deep, underlying emotions.
BR: How can the dragonfly effect be utilized to grab attention? In 2009, only 6% of consumers surveyed said they believed marketer's advertising claims. According to another survey conducted in 2009, 90% of consumers trust product recommendations when they come from personal acquaintances–making such recommendations the most trusted form of advertising. It stands to reason that no matter what you're trying to promote, integrating Facebook, Twitter and other social media channels into your campaign and enabling the sharing of ideas among your audience and their friends makes a lot of sense. One of the most universal “hooks” that resonates with people is a simple matter of how they spend their time. By referencing time, marketers have found that they can tap into more favorable attitudes–and sell more. Look at your efforts and ask yourself: am I respecting people's time? How can I do a better job? As a species we remember 85 to 90% of what we see, but less than 15% of what we hear. So show, don't tell. How could you use images or video to attract the attention of your audience?
In Engage the principles are:
Here are some simple tips:
· Tell a story–find compelling, sticky stories to convey critical information. Remember: less is more. Stories have arcs. · Empathy–as you engage, let your audience also engage you. What is important to them? How does that relate to your campaign? · Authenticity–true passion is contagious. The more authentic you are, the easier it will be for others to connect with you and your cause build common ground by sharing values and beliefs. · Media for your message–how we say something can be as important as what we say. Align communication and context.
· Be short: Whether it's a video or tagline, brevity keeps people's attention. As an example Dove's Real Beauty campaign was based off of a single brief video. · Make it personal: People listen better when they know they're being spoken to individually. When was the last time you opened a piece of mail addressed to “occupant” anyway? Make sure you add people's names to e-mails and promotions that you send. · Own a color or image: Breast cancer awareness owns pink, Apple owns white, Lance Armstrong's Livestrong campaign owns yellow. Think: what could you own?
For Take Action, the design principles are: · Easy–make it easy for others to act. Prioritize your calls to action. Your campaign is more likely to succeed if people understand what you need and can take immediate action. · Fun–consider gameplay, competition, humor and rewards. Can you make people feel like a kid again? · Idiosyncratic–people are attracted to programs that they perceive are uniquely tailored to them–where they are uniquely advantaged to do well and have disproportionate impact. · Open–no one should have to ask you permission to act. Provide a frame–your point of view and the story–and empower others. 10 Brilliant Results
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BR: How can social media be used to engage an audience? Social media can engage an audience through fostering a personal connection. Engage is arguably the most challenging of the wings to execute against, because effectively engaging others is more art than science. Engagement has little to do with logic or reason. You might have really good arguments as to why people should get involved in your effort, but if you can't engage them emotionally, they won't be swayed. Engagement is most frequently achieved through effective storytelling. Stories are important for several reasons. Physiologically our brains are hardwired for stories to organize information, orient us to the world around us and help us understand how we got here and where we are going. Psychologically
stories provide us with patterns to recognize and decode. Stories help us with our defective memory. Humans tend to remember only 1% to 10% of what they hear but a good story leaves a trail of breadcrumbs in our minds that dramatically increase our capacity to retain information. Stories also help us maintain attention, even before social media overloaded us with information coming from every direction our minds tended to wander every seven minutes. A story serves to hold attention longer and keep us focused on wanting to know what happens next. Finally, stories have the capacity to combine facts and emotion to bring your audience passionate understanding and ultimately: commitment.
Some simple tips for effective engagement: · Keep your audience wondering what happens next. · Get attention fast. · Make it sticky. · Focus on the protagonist…People are fascinated by people, not things, situations or facts. · Keep in mind what it is you want your audience to ultimately do. By the end of your story, the audience should feel compelled to take that action.
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BR: How can the dragonfly effect motivate people to take action? Getting other people to take up your effort as if it were their own is the purpose of Take Action. To do this you must enable and empower others and relinquish control. Take Action is critical to closing the loop on the effort invested in the previous wings by enabling others to exert themselves and to make the transition from being interested by what you have to say to actually doing something about it. A key element in getting people to take action is simply making it easy. Make whatever you're asking people to do small, discrete and concrete. Make good use of their time and energy by providing them tools and templates to form their Take Action kit. Don’t make them re-create anything that already exists, but encourage them to improve upon and share whatever you give them. Think about what kinds of templates and tools you could develop for your effort. Alex's Lemonade Stand Foundation provided not just signs, cups, and how-to lists for holding a lemonade stand fundraiser but also supplied press release templates to promote them.
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BR: As social media becomes more prevalent in dayto-day business endeavors, can companies apply The Dragonfly Effect? We believe that the rise of social media will have a deep and transformative impact on business as well as nonprofits. Public trust in institutions has been shattered by events such as Enron, BP and the financial crisis. Not coincidentally, the associated effectiveness of traditional advertising has also been on the wane. But companies that connect with meaning–the things that the company stands for, values that customers and employees share, will see their fortunes rise with the rise of social media. Social media shakes the foundations of traditional marketing because it's about people connecting with people rather than people connecting with companies. Companies that appreciate this and capitalize not just on the human characteristic of the brand but the actual humans that work for them, allowing them to be the face and voice of their business in the social web (as you see at companies like Zappos.com) will see increases in customer loyalty as well as employee retention. The Dragonfly Effect can be applied by businesses not just by incorporating social mediarelevant concepts such as the ripple effect or an emotional contagion, but also by looking at their efforts through the lens of The Dragonfly Model. What is their single focused clear goal? Is it motivating? What's the story behind it? Why should people care? And so on. BR: Please give our readers an example(s) of the dragonfly effect in action. The story at the heart of the Dragonfly Effect is that of Sameer Bahtia (HelpSameer.com). A group of friends were faced with an unacceptable situation. Their best friend was stricken by leukemia and a potentially lifesaving bone marrow match was not available. These friends banded together to decide what to do. Doctors told them that there was a 1 in 20,000 chance of finding a bone marrow match for their friend Sameer. Rather than take these odds as discouragement, they integrated them to make the recruitment of 20,000 bone marrow donors their key metric on their way to finding a bone marrow match for their friend. First they focused on a single clear goal: find a bone marrow match for their friend. Second they grabbed attention by presenting images and words that stopped potential donors in their tracks. Third they told the story of 12 Brilliant Results
• February 2011
a very young, successful, recently married Indian man who had his whole life ahead of him. Sameer told his own story too through blogging and YouTube videos. Finally they allowed people to take action. They made it quick and easy not just to sign up as a bone marrow donor, but just as easy to hold a bone marrow drive. They created a "bone marrow drive a box" kit with everything anyone needed to know to quickly and easily launch a bone marrow drive at work. Include in the kit were FAQs for potential donors, contact information for the bone marrow registry and pre-filled templates of the e-mails and the permissions they needed to seek. In just a handful of weeks, they held hundreds of bone marrow drives throughout the United States, recruited over 24,000 people into the bone marrow registry and found a perfect match for their friend. BR: What is one social change you would like to see the dragonfly effect help cause? American education at all levels, but particularly at the primary and secondary school level is in a terrible crisis, and has chilling implications for our children’s future. We would like to see the country's best educators apply The Dragonfly Effect to not only reverse its decline but reinvigorate and re-energize educators, parents and students alike. BR: Do you have any final thoughts or advice for our readers? Think deeply about how meaning connects to what you do and what you want to achieve. Once you find that connection, consider applying The Dragonfly Effect to achieve your goal.
Editor’s Note: If you don’t already own this essential guide to using social media and are looking for the social media “how to” and not just the “why”, please visit http://www.dragonflyeffect.com/blog/ and purchase The Dragonfly Effect today!
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By: BOB KELLEHER
This extended downturn in the economy has no
doubt taken its toll on employees. Training budgets have been slashed, wages frozen, and promotions delayed as employees were asked to “do more with less”. Therefore, I project that we’re entering the era of the “disengaged” as many employees seek alternatives elsewhere. Companies will start hiring again soon, employees will again believe that it is OK to be someone’s low man on the totem pole, and the musical chair aspect of job movement will take root. I also project that firms will not simply return to their prerecession turnover levels. For instance, if a company's traditional voluntary turnover dropped from 15% to 5%, the 10% of the workforce that didn’t leave during the past year is now in queue, and will be in addition to the traditional 15% voluntary turnover. Can a company handle turnover levels of 25% or higher? How will this impact employee engagement, or client satisfaction, or the bottom line? In Louder Than Words — 10 Practical Employee Engagement Steps …that Drive Results! (www.BobKelleher.com) I lay out the following 10 engagement practices that will help companies focus on their engagement and retention strategies today to be prepared for tomorrow: 1. Link your engagement efforts to high performance: Employee engagement is not about employee satisfaction. The last thing you should want is a team of satisfied but underperforming employees. Engagement is the unlocking of employee potential to drive high performance. Employee satisfaction will be an outcome of a great culture, but it should not be the goal. 2. Engagement starts at the top: Most studies show that a key engagement driver is the actions of senior leaders. Leaders must demonstrate support for an engaged culture by personally living their company’s values. In today’s recessionary times, leaders have large shadows – and employees are watching everything they do! 3. Engage First Line Leaders: The old adage, “employees join great companies, but quit bad managers” is true. Based on research, the key driver of engagement is the relationship with one’s direct manager. Studies show that if one’s line manager is disengaged, his/her employees are 4 times more likely to be disengaged themselves. However, we woefully under invest in supervisory training. 4. Focus on communication, the cornerstone of engagement: Successful leaders 14 Brilliant Results
• February 2011
recognize the power of a robust communication plan, one built on clarity, consistency and transparency. With today’s technological advances, we’re also dealing in an era of information overload. Communication experts tell us you now need to tell your employees a message 13x before they “hear” it. Learn how to leverage the various communication venues available to you (especially social media), and how to tailor communications to reach vastly different generations in the workplace. 5. Individualize your engagement: Today’s leaders must tailor their communication approaches, rewards and recognition programs, and training and development investments to the unique motivational drivers of each employee. It is no longer “treat people they way you want to be treated”, the new mantra is “treat people the way they want to be treated” 6. Create a motivational culture: Leaders cannot motivate employees long term. They must create motivational cultures where employees can flourish. Leaders do need to understand the different intrinsic motivational drivers of their employees. Experts agree that a key engagement driver is showing empathy towards employees. Leaders are more apt to get the discretionary effort of their employees when they think you care about them as people! 7. Create feedback mechanisms: Companies need to ask employees what they think, and employee engagement surveys are a great tool to check an organization’s pulse. Are your employees currently engaged? Are you capturing their discretionary effort? The latest research by the Corporate Leadership Council is staggering: only 5.9% of surveyed employees are giving their employers high levels of discretionary effort. Wow! Are your employees highly engaged? How would you know? As we slowly recover from this deep recession, some enlightened companies are beginning to ask their employees “what do you think?” as they conduct employee engagement surveys. 8. Reinforce and reward the right behaviors: Employees are incredibly motivated by achievement, not money. Actually money can disengage if employees perceive unfairness. Because employers will get the behavior they measure, a blend of both quantitative and qualitative metrics is strongly suggested. To build a high performing business that is true to their culture, leaders should have consequences for poor performance and for behaviors inconsistent with their core values. Anything less will erode alignment with employees. 9. Track and communicate progress: It is amazing how few companies have balanced scorecards in place. Employees are no different than leadership – they both want to work for a ‘winning’ organization. Leaders need to reinforce “line of sight” by telling their employees where they’re going, how they’re performing, and where they fit in. These are key alignment and engagement necessities. 10. Hire and promote the right behaviors and traits for your culture: You don’t have an engagement issue, you have a hiring issue – you’re hiring the wrong behaviors and traits to succeed in your culture. To reinforce this message, I suggest a B.E.S.T profile of staff selection. Although we place much emphasis on one’s educational background and skills (the E. and S.), people generally succeed or fail because of their behaviors and traits (the B and T). Editor’s Note: Brilliant Results wants to thank Cynthia Kazan, President of Communi-K, Inc. (www.cindykazan.com), for bringing Bob Kelleher’s work to our attention.
reward the right
are incredibly motivated by achievement,
not money. Actually
money can disengage if employees perceive unfairness.
February 2011 • Brilliant Results 15
sales secrets BY: BOB CIRCOSTA
I Hate to Sell I have a secret that might surprise you - I hate to sell! I know this might confuse you, and you’re probably thinking, “How can this guy be so good at sales if he hates to sell?” In my early days, I was the first on-air host of what was then called the Home Shopping Club, and today is known as HSN. One day, I was feeling burned out – as any highperformance professional might – and told my boss, network president Lowell “Bud” Paxson, that I wanted to quit selling. “I’m not a salesman… I don’t want to sell… and I’m just worn out with trying to figure out how to sell all these products,” I told him. Bud looked at me and told me something, and I had no idea what he was talking about. He said, “Bob, selling has nothing to do with sales!” I was so confused, what did he mean? Then he shared something with me that truly changed my professional life in an instant. He told me, “… Bob, remember this: when you are selling something, you are doing something TO someone, but when you are helping, you are doing something FOR someone.” My life stopped… it was truly one of those “wow” moments that I will never forget, and something that completely changed how I viewed what I was doing – and how I looked at sales in general. 16 Brilliant Results
• February 2011
“Bob, the problem is that you’re thinking you’re selling products to people,” Bud said. “Instead, try looking at what you do as a way of helping people. Every product you sell fits a need for one of our viewers.” In other words, he was telling me: Stop selling and start helping! I spent a lot of time thinking about it, and it turned out that Bud was right. It changed the way I thought about sales. This concept relates the power of selling a product’s benefits, and not its features. I didn’t feel like I had to come up with ideas on how to sell something anymore. I just had to put myself in the customer’s shoes, and think about how a product could help someone. In 30-plus years of selling on the air, I’ve accounted for more than $1 billion in sales from all types of products, from the mundane (a water filter – almost 1 million sold) to the truly bizarre (an AM-FM toilet paper dispenser – more than 5,000 sold in less than 10 minutes). The concept of selling benefits can help in all sales channels - phone, online, TV, or talking with someone in person. No matter what your product, service or idea, selling benefits works every time. Here are five tips that can help you do it well:
Remember, you are there to help the customer. Think about the companies that are famous for customer service, like Nordstrom or Southwest Airlines.
1. Listen. In every case, there is someone somewhere who wants your product. To figure out what will motivate them to buy your product, you have to pay attention to what they are saying as you present it. How do their questions tie into how they will use the product? And how will your presentation reduce the number of objections they have? 2. Be quick on your feet. The type of give-and-take that effective selling requires can’t be rehearsed. You need to be ready to shift the conversation in whatever direction needed. Often, a question can lead to the description of a benefit of the product, even if the answer is, “it doesn’t do what you’re describing, but what it does do that could help you is …” 3. Practice makes perfect. No one ever gets it right the first time, or every time. Don’t let a slipup or a bad day get you down. So much of successful selling is attitude. I’m not talking about cheesy, over-the-top bravado. I’m talking about the type of confidence that shows you know the product, and even more important, know how it can help the customer.
4. Tell the truth. Don’t make up statistics, don’t exaggerate results, and don’t offer customers testimonials that don’t exist. If you try to get away with exaggerations and halftruths, it will come back to bite you, I guarantee it. 5. Remember, you are there to help the customer. Think about the companies that are famous for customer service, like Nordstrom or Southwest Airlines. Employees have been known to refer a customer to a competitor, if that helps them find the exact product they are looking for. This attitude of “going above and beyond” will come back to you many times over. I know we have all heard the term: features and benefits. However, in future columns, I will share with you a totally different perspective on understanding and using them in order to describe how to analyze a product’s features and quickly come up with the key benefits it offers for a buyer. This is a critical step in getting ready to sell – and I would say you can’t be successful in sales in today’s economy if you don’t know how to do this. Indeed, the days of “taking orders” and just walking a customer through a product’s features are over. As an example, think about what it takes to sell a home today, compared to what it was like when houses and condos were selling as soon as they went on the market. The top Realtors around the country are still doing well, though, because they know how to quickly figure out what the prospect wants, and what it’s going to take to satisfy that need. The age-old statistic that 80% of the sales are made made by only 20% of the salespeople is still true today! And there’s a reason. This skill, along with the understanding that a purchase is as much emotional as it is rational, is a key to success in any type of sale. This ties directly into selling benefits, not features. And besides, this is a more fun way to sell – try it, and you’ll find that your job won’t seem like drudgery and you’ll experience a level of sales success you never thought possible!
February 2011 • Brilliant Results 17
foresight By: steve woodburn
Ready, set, flush! Did you ever see the Leslie Nielsen movie, “The Naked Gun: From the Files of Police Squad”? Remember the scene at the press conference when he goes to the bathroom still wearing the live microphone? As funny as that scene is, faux pas like that in business are becoming more common as technology puts us in situations that aren’t normally equated with business. More and more meetings are held via conference calls and video conferencing and the chances to do something really stupid have gone up astronomically. In a 2006 study (the most recent I could find) by Internet Security Company SonicWALL, they found 12% of male and 7% of female telecommuters worldwide work at home in the nude. As long as you aren’t the person hosting a video conference using a webcam I guess working in the nude can be…fun? While it may seem like common sense to hit your mute button or look professional in front of a webcam, many of us truly remain clueless as these examples show: · On a regular basis I’ve been on conference calls where some of the participants are working from home and I’ve heard everything from babies crying to passing gas, dogs barking, people cussing, siblings fighting and heavy breathing. · People hosting a webinar forgetting that everything on their desktop and messages they may be writing can be seen by the audience. From online chats with romantic interests that get a little spicy to credit card information, lewd pictures and personal appointments (5pm laxatives for the colonoscopy tomorrow!). · Recently I was on a conference call with three new clients I had literally just met and five of my co-works on the call-in line. During a brief lull in the conversation there was, over the speaker phone, the unmistakable sound of a toilet flushing. To this day no one has confessed! Etiquette in business has taken on a whole new meaning in this world of instant communication and you must be aware of how to incorporate it into your business life. Here are a few things to remember as you jump on that conference call or hook up your webcam to join others in a video conference meeting. 1. MUTE, MUTE, MUTE. It’s true that conference calls can drag on for eternity and given how our minds wander after just a few minutes it’s important to hit the mute button. That way if your other phone rings, your kids are fighting and need a referee, the dog is barking relentlessly or you drop something 18 Brilliant Results
• February 2011
and spout an obscenity, you won’t be heard. Be ready though to un-mute if you’re asked a question or need to respond so the others on the call won’t think you’ve fallen into a coma. 2. If you are on a video conference call it’s a good idea to dress as you would if you needed to be at the meeting in-person. No one wants to see you in a T-shirt with an inappropriate saying, in your PJ’s or with a hang-over. And if you happen to be running the meeting, remember everything you do on your computer can be seen by everyone. Plan ahead, rehearse and make sure you are in a place where there is nothing inappropriate behind you. 3. If you are on a conference call in your office, you most likely have music on hold or some other message for callers to listen to when they are on hold. If you put the conference call on hold, everyone on the call will get to hear the music or message. Not cool!
4. Don’t eat while you are on a conference call unless you follow rule #1 and mute. Even then, if someone asks you a question and your mouth is full you might be challenged to speak legibly. 5. Learn at least the basics of the technology you are using and be on time. Also know that on certain kinds of calls; usually videoconferencing, the host and anyone they want to share it with can see who is, or more importantly, who isn’t on the call. Face it, it’s here to stay so better to make friends with and know the technology than to be caught doing something really dumb. Like the guy who was running a video conference call and could be seen in a shirt and tie and looked very professional. Until he stood up to reach for something and everyone saw he had neglected to put on his pants. Let’s at least hope he was wearing clean underwear!!
February 2011 • Brilliant Results 19
branding By: Martin Lindstrom
In the good
old days, recognition was something customers were able to establish with their favored stores over time. I'm sure you know the feeling. It's that special warm feeling you get when you're remembered by name, and by your usual purchase, when you enter a store. Well, being remembered is still common today â€” on the Web, that is. The personal touch has been transferred to the Web and, sure, the old trick gets some of us. But does it really inspire customer loyalty? Most likely not. By now, consumers can see the trick for what it is, and the Web's version of the personal touch
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is not perceived as being very personal at all. Customers no longer feel particularly special just because a site welcomes them back by using their first names. So, what more can you do to really keep ahead of your competitors? Let me share an anecdote with you. In outback Australia, I visited a small (and, when I say small, I mean small) town. From a metropolitan person's point of view it looked as if there could be no possible benefit in living in this remote, isolated, and sparsely populated community. Far from the coast and innocent of the seaside scenery urban Australians take www.brilliantpublishing.com
for granted, deprived of shopping and entertainment venues, ostensibly devoid of interesting outlooks (both the scenic and imaginative varieties), and far, far away from any other population centre, the place seemed to be a hotbed of social malaise. But, very quickly, it became clear to me the people living in this town were incredibly happy. And they were incredibly happy not because of the town itself, but because of the community that composed it. The atmosphere of support, helpfulness, and neighborly good cheer that prevailed was so positive the happy milieu approached fairytale proportions. In short, I came to the obvious conclusion that social commentators must take as a given: that what makes a city great is its community, its people, and its social cohesion.
So, what has this to do with branding? I'm sure the justification for my analogy is obvious: I believe the creation of a feeling of community around a brand can make all the difference. Why? Because, it's important to remember, a brand is not a factory creation. It's created in the minds of customers and in the collective mentality of the community of which those customers are part. In e-tailing and branding terms, we're way past automatically generated greetings, behavioral-prediction programs, and automatically generated emails. These techniques hold no persuasive power for the educated customer base. Let's face it. We all take that stuff for granted. But what we don't take for granted are meaningful indications of the presence of real human beings â€” true interaction. Gimmicks and tricks just don't cut it. Let me give you an example from my experience as a customer. I once chose to fly with an airline that was reputedly unique in the facilities it could offer its patrons: fully reclining beds, interactive entertainment systems, and even on-board Internet access. I just had to try that! But, as is so often the case, my preconceptions didn't match the reality. Sure, the airline had all those great electronic features on board, but the personal interaction was nonexistent. Had I not spilled my drink in my seat, I'd have never gotten a smile from any of the flight attendants. On the way back, I chose to fly with another company, a company without all the fancy equipment, but one, which rightly boasted of impressive staff courtesy and care. Which brand do you think I'd choose again? The latter, of course! It happens that since I had these two experiences, almost every European and Asian airline has started offering the fancy technical features provided by the former airline. And guess what. None of them seem to be offering the smiles I remember so happily from my return flight. www.brilliantpublishing.com
I still remember Jones Soda, not because of its taste
(because, if I have to be honest, I barely remember what it was like), but because of its attitude. So, where does this get us? The importance of involving your customers in everything you do. And I don't just mean setting up chat rooms. Jones Soda, a well-known soda producer, surprised me with a sponsorship program in which it supports ordinary people doing special things. Visit the company's site and you'll see that more than 10,000 people have created a "Jones Soda Label." The result is you can find labels created by the product's own customers. The Jones Soda brand is no longer owned by Jones Soda but by its customers, a fact that inevitably has had a substantial influence on the company's decisions, image, and attitude. That last word is crucial. Brands that really want to survive need to sell more than nice products. They need to sell attitude! They need to sell opinions and feelings. When I drink a Jones Soda, I don't drink what's inside the bottle; I drink the label. And I drink what I see on the company's site and in stores. Sure, a brand's spirit might be reflected on bulletin boards, chat rooms, chain email letters, peer-to- peer programs, and general creative thinking. But what's common among truly successful brands is a strong idea. Jones Soda's marketing execs haven't established a chat room just because the marketing manual prescribes it. They haven't done anything just because of any formula. They've created and fostered a strong idea that's gained potency from a community of understanding among the brand's customers. Only then have they used chat rooms, bulletin boards, and peer-to- peer programs to fortify and promulgate the solidly founded brand idea. I still remember Jones Soda, not because of its taste (because, if I have to be honest, I barely remember what it was like), but because of its attitude. There's the crux. That's exactly what's behind long-term customer loyalty to brands: sharing feelings with users by revealing the real people and ideas that compose the brand's community. February 2011 â€˘ Brilliant Results 21
travel BY: DR. PETER TARLOW
Motivating Service Motivating employees is a perpetual challenge for any manager. When we add to this fact the fact that the long winter months and the enduring economic crisis add to the desire to hibernate rather than creatively work, we can understand how important motivation is for a brilliant career and a successful business. It is never easy to motivate employees, especially during the winter season when many parts of the world suffer from a lack of sun and weather conditions that can make even the shortest commute a challenge. Travel can provide a break from the dullness of the winter landscape and help us to motivate our staffs to do their best and to bring a bit of sunshine to the pursuit of good customer service. Smart business managers get brilliant results by using travel as a means to develop well-motivated and creative staffs. A common complaint heard from shopkeepers to major business corporations is that all too many front-line personnel have forgotten that employees who lack motivation to provide good service not only create anger but hurt the bottom line. Especially in difficult economic times and when people are recuperating from the Christmas season's bills, it is essential to motivate employees and staff members. One way to do this is by using travel as an incentive. Travel not only helps to change attitudes but it also acts as a great way for your staff to learn about different parts of the world and to experience both good and bad service. Here are some ideas on how to use travel as a motivational tool to help stimulate your employees and yourself and to instill a desire to provide the type of service that produces brilliant results:
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• February 2011
· Create situations that allow employees to compete for travel rewards. Many of us are exhausted after the holidays, the late winter and the early spring are the perfect time for short get-away vacations. Amazingly the three-day get-away may have as much motivational value as the two week vacation and costs an employer a whole lot less. · Send your employees where the action is. There is nothing wrong with combining an incentive or motivational trip with a learning experience. In fact, seeing how others do the same or similar jobs builds not only competence but also a sense of camaraderie. · Provide your employees with the opportunity to share their travel experiences with workplace colleagues. Travel is more than merely going from one place to another place; it is also about the sharing of experiences and the retelling of the voyage. Invite your employees to share what they have learned from their travel experience, encourage them to present new ideas, show photos and use the travel experience as a means to critique their own business and/or customer service skills. · Have fun. Perhaps the best motivational technique is to work hard and at the same time have fun at work. Providing our employees with the gift of travel helps to transform the work into one of our most brilliant motivational tools, puts a smile on our employees' faces, and encourages them to encourage their fellow employees to do their best. Take the time to laugh and lighten up. What makes travel a great motivational tool for industry is that seeing new places, experiencing new foods, meeting new people and developing a network of colleagues helps to turn every job into a profession and every profession into a vocation. The result can be brilliant results for the business and better customer service for our clients.
L i v e G o o d Luck Ba mb oo IDEA STARTERS • Corporate Awareness Gifts • Eco-Green Programs • Image Building Gifts • Account Openers • Grand Openings • Special Events • Fund Raisers • Trade Shows • Loyalty Gifts • Direct Mail
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marketing By: Michael Crooks
Relevancy in Promotional Marketing Last month I was in Las Vegas giving a presentation at the Promotional Products Association International (PPAI) Expo. My presentation included a section on relevancy. My goal with that part of the presentation was to help promotional marketers understand the importance relevancy plays in message development and product selection. From a promotional marketing standpoint the promotional product and/or the promotional message should be: 1) Relevant to the wants, needs and desires of the prospects, or, 2) Relevant to the business, product or service, or if youâ€™re really good, 3) Relevant to the wants, needs and desires of the target and to the business, product or service. 24 Brilliant Results
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The sad fact is the issue of relevancy escapes lots of marketers. Many times, promotional products are used in promotions simply for the sake of a “Wow” factor. Sure, the initial “wow” factor is delivered, but many times at the expense of long-term success. About a year ago, a pen manufacturer made a big splash with fellow promotional marketers and me by sending out bottles of wine. The wine was accompanied by a product samples with more samples arriving by mail about a week later. The word of mouth on the discussion boards was immediate, positive and deep. The “promotion” created a lot of favorable discussion and word of mouth. Everyone thought it was great … except me. The whole thing just didn’t make sense to me. None of the supporting materials that came with the pens explained the relationship between this company’s pens and the wine. Apparently, the wine was simply to deliver a “wow” factor. To that end it worked. At the time of the wine mailing there were two pen companies that were highly rated within the discussion group. Fast-forward a year later. The two pen companies that were most highly recommended prior to the wine mailing — are again the most highly recommended. The wine-pen company is almost never mentioned. I believe part of the problem was sustainability. The company spent so much money on their initial “splash” that there wasn’t money left for on-going marketing. But I believe the biggest part of the problem is that the company failed to establish a position in the mind of its target market. They spent a lot of money to deliver a message. Problem was, the message wasn’t made clear. Upon review of the company’s marketing materials, wine-pen’s real offer was the fact that it could lay down a 2 color imprint, while one of the top rated competitors only offers a one color imprint. From a marketing standpoint, this is a huge benefit…A benefit that was buried in the collateral material…A benefit that had absolutely no relationship to the wine that was sent.
Everyday, marketers are missing their mark by not communicating their true marketable difference. I believe more marketers could come a lot closer to hitting the mark if they applied the rules of relevancy I outlined earlier. Case in point. I recently conducted an exercise during a presentation to a group of distributors. I gave two volunteers identical plastic flyers. I said, “In a few minutes, I’m going to ask you to tell us why we should buy that flyer from you.” After a few minutes of thinking, they made their presentations. The first said that we should buy the flyer from him because he would guarantee the imprint for life. The second said we should buy the flyer from her because it was soft and bendable and was fun. I then took the flyer and made my presentation. I related the fact that the flyer was made from a higher grade of plastic that made it pliable and prevented it from splintering and breaking into sharp pieces. I said, “I think enough of you as a client that I would only sell you this flyer because I’m confident that it will keep a child or a pet from being hurt. That it will greatly reduce the possibility of a public relations problem for you or a lawsuit.” By a show of hands, everyone in the room wanted to buy the flyer from me—including my two “competitors.” Why? Because, while I highlighted product features, I focused on the benefit of the product, relevant to the “client’s” wants needs and desires. I.e.: avoiding a public relations problem or a lawsuit. Not product features. Not product pricing. Not guarantees. Not gimmicks. An apparent economic recovery not withstanding, money is tight. Those in the know are talking $4 a gallon gasoline in 2011. Transportation costs affect everything. Marketers will have to work harder to get consumers’ money. Those who craft ads and promotions are going to have to work harder to develop ads and promotions that are relevant to the wants, needs and desires of their target audience. My comments aren’t intended to throw water on the hot fire of incentive use. All I’m saying is that if an incentive or gift is part of the plans … make it relevant.
Everyday, marketers are missing their mark by not communicating their true marketable difference. I believe more marketers could come a lot closer to hitting the mark if they applied the rules of relevancy I outlined earlier.
February 2011 • Brilliant Results 25
real world By: Pierre J. Politte, Maritz
Loyalty Lessons from an Unexpected Player Overview – I am often asked by clients, “What is your favorite customer loyalty program?” I admit that I have cited numerous examples in response to this question. • American Express Membership Rewards does a great job of segmenting customers. • Game producers such as Modern Warfare’s producer Activision do a great job of keeping the benefits rooted in social interaction. • Capital One focuses effectively on acquisition. • A few company-sponsored clubs such as Harley Owner’s Group do a great job of attracting brand advocates. • Starbucks does most of the above and has a caffeine pick-me-up to boot. But, I have a new and unexpected answer. After a recent visit to the emergency room, I realized that modern medicine delivers some important aspects of a successful loyalty program better than anyone. It is exemplified in the evidence based medicine movement – using evidence [data] to practice medicine. The medical system is a surprising example because it does so many things wrong when it comes to customer loyalty. Namely, it does not: • Consistently create strong customer relationships • Focus on increasing Customer Lifetime Value (CLV) • Build a specific competitive brand So, to understand this example, we must consider medical providers as a system, not as individual competitors. Competition becomes alternative medicine, spiritual healers, or suffering without treatment. What does modern medicine do well? – Better than anyone?
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In a successful customer loyalty initiative, data I recently took a brave six year old to the emergency room. Hours later, exhausted father and son both back at home on the couch, I reflected on the experience and what my clients could learn from it. I saw best practices for customer loyalty where none were expected.
collected creates both a long-term and a short-term profile to better address customer needs and engagement.
Use Data to Understand Your Customer – In a successful customer loyalty initiative, data collected creates both a long-term and a short-term profile to better address customer needs and engagement. My medical history accumulates from every significant interaction I have had with the system. It even includes knowledge of my ancestors! While the healthcare data system is not perfect, it does do a good job of collecting a stream of data for the immediate problem at hand. “When did it start?” “How intense is the pain?” “Does it hurt when I do this?” “Swollen? Rash? Fever?” “Living will? Religious preferences? Acceptable visitors?” Each data point is used to treat me differently and provide a segmented offer. It is worth mentioning that before you are able to use data, you must collect data. We know from our own experience and from external experts like Loyalty Management or The Wise Marketer that collecting data is a worthy and often challenging first objective for many loyalty programs. Segment the Consumer Offer and Treat Me Differently – Like many parents, my first interaction in the medical treatment “purchase cycle” was a midnight call to the Pediatrician’s Exchange. Should we go to the emergency room, wait for an appointment with our pediatrician, or stay home? At the Emergency Room, our “greeter’s” title was proudly displayed on her name badge – Triage Nurse. I understood that she was designing/dictating my experience by evaluating if there was a higher priority customer in the room. It is not hidden; instead I know that I will be treated differently than the other “customers” in the room. Therefore, at the core of this “loyalty program” was the specialized offer I received. It’s the right diagnosis, drug, prescription, and treatment, personalized and relevant to my needs – 1 in 100,000 in this case according to the Centers for Disease Control. Not a Bolt On – The use and collection of data paired with segmentation and differentiated treatment did not occur at the end of my interaction. It is not a separate, additional enticement to purchase. Instead it was core to the way they www.brilliantpublishing.com
deliver. Only when a Loyalty program is implemented as part of the product, relationship or service you are buying is it likely to produce loyalty to that offering. Without that connection to the core offering, a bolt-on program creates little emotional connection to the brand and will be separated in the minds of your customers.
So What? – So what can we learn or be reminded of from this unlikely example? • Customer engagement initiatives might not need to perfect all thirty major success factors identified in the invaluable reference, The Loyalty Guide (version III) to be effective. • Successful programs must be grounded in data collection and use… even if we must convince executives that data collection is the primary near-term objective of the program. • Engaging customers in a dialogue about how to segment them is often better than a hidden, behind-the-curtain approach. • Segmenting your offer to provide more value to the customer based on the data you have is key. This may appear obvious, yet I am surprised by the number of clients for whom this is a secondary objective or worse. • Identify how segmented offers based on data collection becomes part of your delivery DNA. • Finally, be curious and inquisitive in your quest for inspiration and creative applications for your loyalty program. Basic loyalty programs can get stale, and a creative new idea is often more effective than simply increasing program spend. I wrote above that the medical industry does a poor job at building a competitive brand, but when we consider the current system, we can appreciate the data driven approach, and segmented and individualized treatment. In fact, we’re quick to rise up at the thought of not having access to the system we’ve come to rely on – just look at the current controversy over health care reform. Whatever side you’re on, fear of not having access is at the source of the concern. Our dependence on, and expectation of a data-driven, segmented approach is evidence of their successful execution of these important customer loyalty program best practices. For those concerned, my son spent the holiday in a wheelchair the following weekend, but we were delighted to have him fully recovered within a week. And the great lessons I continue to learn from him are not limited to the topic of loyalty. February 2011 • Brilliant Results 27
incentives By: Arnold Light, CTC
CRM or Employee Motivation! Which Comes First?
Customer Relationship Management is a great tool. Getting tracked information about customers is the easy part. However gathering this data does not insure success because what you do with the data is critical to a companyâ€™s overall management of its customer demographics and preferences. The more state - of -the -art the
CRM technology is the more skilled the receiver of the information must be. Therefore proper training and education of employees is vital for a successful corporate environment
CRM process can evolve and thrive with the most accurate information. And the key to this success is employee motivation. where a
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Because employees have a direct impact on the way your company’s CRM is managed, keeping them motivated about the work they are doing and their jobs in particular is paramount for success relative to the investment in the CRM system and the data produced for immediate and future use. A Customer Service Rep’s job is often mundane because of the repetition of the functions and low pay. Retention is very difficult with up to 80% turnover rates for many companies therefore motivation is critical for retention. How you motivate an employee can be handled many ways and there are tons of white papers, books and digital offerings out there, but the one thing that stands out is recognition. Recognizing and acknowledging good work on a consistent basis, not just a one-time program, can make a huge difference in motivating an employee and cut down on turnover. Here are a few ideas on how recognition can make a difference. From a Customer Service Rep Club and link it to a blog where you can not only recognize outstanding performance but also ask for comments form the CR folks. This will get them engaged in the business and when a suggestion is used you can use it as peer recognition and post it on the blog and make all the “Members in The Club” aware of this great idea. Use the blog for team members to identify other team members for a job well done or to post customer thank you letters and emails exclaiming a particular CR’s helpfulness. All of these ideas can be wrapped around an ongoing, online incentive program where CR’s receive points for all of the above plus certain other goals that are set by management like completing a training program, upgrading a customer’s spend, introducing a new product to an existing customer and getting high scores on a phone monitoring program. Another benefit of the award points program is that it will help change the dynamic of an otherwise boring job, it will help the CR want to become
more than an employee who just answers questions and makes adjustments. The award points can be used by the CR to redeem for merchandise or for an exciting travel vacation. The award structure should be generous enough so that it can help motivate CR’s to stay with the company because we all recognize that it is far less expensive to keep an employee than hire a new one. The best motivator, if budget permits, plan a long weekend away at a nearby resort for the whole team and their guests if certain goals and objectives are met. As with sales incentives this kind of annual trip can play a crucial role in retention. Speaking of rewards there is nothing more rewarding and motivating than seeing your salary grow. Many CR jobs are at entry-level wages and this often leads to very discouraged employees. A good formula is to add a bonus element to the base salary such as for the number of calls handled and of course for a satisfied customer. This will make the CR more challenged and aware of the quality of the service they are providing. Finally how about treating the CR person as well as other employees the same way as external customers. Why? Because a company will do whatever it takes to keep an external customer, shouldn’t it treat its internal customers (its employees) in the same manner…do whatever it takes to retain them? When an external customer is treated with care and respect there are positive feelings about the company. Don’t we want our internal customer to feel the same way so as to develop loyalty and a sense of belonging? So why not take a tactic that works for the customer and apply it to the employees? Therefore it is important for management to show caring for all employees as a people and just not as a function. This will go a long way in retaining employees and helping a company decide what comes first, CRM or employee motivation! Have A Rewarding Day…
How you motivate an employee
can be handled many ways and there are tons of white papers, books and digital offerings
out there, but the one thing
that stands out is recognition.
Recognizing and acknowledging
good work on a consistent basis, not just a one-time program, can make a huge difference in motivating an employee
and cut down on turnover.
February 2011 • Brilliant Results 29
exhibit By: Barry Siskind
Your Exhibition Budget – Step one
The challenge with a trade show budget is that it’s hard to know where to start. One commonly used method to estimate your show budget is based on a ratio of your space cost times three. For example, if the average square foot cost for exhibits is $25.00 and, if you need 200 square foot (18.5 square meters), your estimated cost should be $25.00 × 200’ × 3 or $15,000.00. The validity of this estimate lies on the premise that you had calculated your space requirement correctly. So, the place to start is with a reliable formula for the actual amount of space you need. Once this is determined, applying a dollar amount to your exhibition budget becomes a lot more realistic. Let’s go through this calculation: 1. It is crucial to stay focused. If you aim to reach 100 percent of the visitors (which exhibitors should only rarely do), then you are spreading your resources very thin. As a result, you will likely neglect some wonderful opportunities. For example, let’s say the show has a projected audience of 20,000 people. After talking to show management or reviewing the audited information from previous shows, you determine that 8 percent of this audience fit your profile, leaving you with 1,600 visitors. 2. Will all of these 1,600 people stop by your booth? Likely not. Every show is different. The number of visitors who actually stop at each exhibit varies. The Audience Interest Factor (AIF) calculates the number of highly interested people. If you don’t know your AIF, the rule of thumb is 16 percent. If you keep track of your show results, then over time you will learn your specific AIF. For now, use the 16 percent rule of thumb. Your potential number of visitors now is 16% of 1,600 or 256 potential high-value visitors. 3. Next determine the number of active show hours. Every show will produce a different flow of traffic. Often there are distractions where all delegates are drawn off the show floor to attend education sessions, hear a keynote speaker, or watch a floor show. At some shows, more people arrive in the late afternoon than early morning. For our purposes, let’s say that the show is open for eight hours each day for three days, which means there will be twenty-four show hours. Based on conversation with the show organizer you determine that the last two hours of each day and one hour during lunch are slow, so your calculations of active hours will be:
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1. 24 show hours – 9 (3 slow hours each day) = 15 active show hours 4. Now divide the number of visitors by the number of active hours: 2. 256 ÷ 15 = 17 visitors per hour 5. The next step is to calculate the human element. How long will your staff need to spend with each visitor in order to accomplish their goal? For the purpose of this exercise, let’s set a target for each booth person to talk to six people per hour. If we have the potential of seventeen visitors per hour, then in our example we need 3 booth people. 6. Another rule of thumb is that each booth person needs 50 square feet (4.5 square meters) of unoccupied space to work in. This means that in a 10-foot by 10-foot (3-meter by 3-meter) booth, two people can carry on two conversations simultaneously with two visitors. The key word here is “unoccupied.” You need to include your product, displays, demonstrations, furniture, and so on. In our example, we would need 150 square feet (16 square meters) of space for three booth people plus 50 square feet (5.5 square meters) for product display. Therefore your total exhibit space is now 200 square feet (22 square meters.)
Booth Space Calculation Total number of potential visitors........................... 20,000 Percentage that represents target audience............... 8% Total number of targeted visitors............................ 1,600 AIF............................................................................. 16% Net potential booth visitors................................... 256 (a) Number of show hours.................................................. 24 Less inactive hours......................................................... 9 Active show hours.................................................. 15 (b) Number of visitors per hour (a ÷ b)......................... 17 (c) Number of minutes spent with each visitor is 10 or 6 per hour................................ 6 (d) Number of booth staff (c ÷ d) ................................... 3 (e) Amount of booth space (150 square feet + amount of space for hardware, furniture, products, etc.)........................ 200 You have now calculated the realistic amount of space you need and can now move on to create your entire show budget.
February 2011 • Brilliant Results 31
staying sharp By: Barton Goldsmith, Ph.D.
Life Is NOT Fair Life is not fair. Since I was nine, my baby sister was taller than me. I wanted to be a rock star, but started going bald at twenty-two. My media career has stalled more times than Snoopy’s Sopwith Camel. And many years ago, way before her time, the woman I loved died in my arms. People I work with have lost money, relationships, their homes, and even their sense of well-being. It seems that
No matter who you are, there will be times when someone does something so unjust that your head spins for days, weeks, or even longer.
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the pressure of the real world, which many of us didn’t see until this recession, takes its toll on all of us, no matter what our station in life. Sometimes, when you are doing everything you can to make things go your way, something totally out of your control will punch you in the stomach. And it just doesn’t seem fair. Guess what—sometimes it isn’t fair, and that’s the very painful truth about our lives. Fairness is not necessarily part of the bargain. No matter who you are, there will be times when someone does something so unjust that your head spins for days, weeks, or even longer. You live with these little thoughts of disbelief that these people, who you trusted with every fiber of your being, turned on you. And their reasoning was spurious at best. If you are one of the lucky few, such a setback can inspire you to really kick yourself into high gear. If not so lucky, you may lose control of your emotions and fly into a rage or cry like a baby. I hate it when that happens. You may fantasize about getting even or causing the offending party some kind of pain. When your balance is momentarily kicked sideways, it can be difficult to get a good sense of direction. But just for the record, revenge seldom makes it all better. Your best bet is always to focus on your next step. After you’ve gone through this a few dozen times, you may want to give up. Don’t. I know too many people who got passed over for a promotion, lost the love of their lives, or had to change their lifestyles drastically and found a way to reinvent themselves, move forward, and turn things around. You also have to consider your own sense of fairness. It’s not necessarily unfair if someone else got something you wanted even if you felt you had earned it. More likely, the other person was chosen for reasons that were different from what you would have considered. It’s not wrong; it’s simply a choice that you had no say in. The feelings that go with it aren’t nice, but it isn’t a total castigation of your ability or value as a person. When fairness seems to fly out the window, don’t let your inspiration go with it. There is always a new path you can take, and oftentimes it proves to be better than the one you were on. It keeps happening to me, although I am still five-foot-six.
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February 2011 • Brilliant Results 33
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answers: 1. string of ponies; herd of cattle; pod of seals; murder of crows; colony of ants; brood of hens; school of fish. 2. Raze (to tear down) 3. Dreamt 4. Outstanding (satisfactory - standard exceeded) and Outstanding (unsatisfactory - standard not met); Oversight (check, monitor) and Oversight (neglect, forget); Weather (endure - stand test of time) and Weather (erode - wear down); Clip (join two or more things as with a paper-clip) and Clip (divide something into two or more pieces, as in clip an article from the paper); Dust (remove a layer of powdery substance) and Dust (apply a layer of powdery substance, as in dusting crops or dusting for finger-prints); Trim (add to or embellish, as in trim the Christmas tree) and Trim (cut away something, as in trim someone’s hear or a hedge); Cleave (split apart or break) and Cleave (stick or adhere); Ravish (to violently abuse) and Ravish (to delight); Fast (quick) and Fast (stuck tight); Sanction (a permission) and Sanction (a preventative penalty); Sanguine (cheerful) and Sanguine (bloodthirsty); Bolt (secure in place) and Bolt (run away); Garnish (add to - embellish or decorate) Garnish (remove from - as in legally serving notice to seize money or assets); Bound (fixed) and Bound (moving, as in travelling); Left (gone) and Left (remaining); Mad (angry about) and Mad (attracted to). 5. Ten minutes past ten, because it looks like a smiling face. 6. A coffin.
7. Spoken aloud they all make words: essay, decay, excellency, envy, enemy, and expediency.
and motivational games, etc. com for the trivia questions. Please visit this site for team building Editor’s Note: Special thanks to http://www.businessballs.
3. What is the only word in the English language that ends in mt?
SA - DK - XLNC - NV - NME - XPDNC? 2. Fill in the blank with the word that sounds exactly the same but has the opposite meaning: Raise (build up) - _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
1. Match the Word with the group it describes: (draw a line to the appropriate match)
7. What's special about these sets of letters: 6. What is it? The people who make it don't want it, the people who buy it don't use it and the people who use it don't know. :
5. What is the analog time usually displayed on watches and clocks in advertisements? Why? _____________________________________ _____________________________________ _____________________________________ _____________________________________ _____________________________________ 4. List at least 5 English auto-antonyms (words which without changing the spelling or sound have two opposite meanings).
Trivia ~ ~ Arthur C. Clarke
“The only way of finding the limits of the possible is by going beyond them into the impossible.”
“Constant dripping hollows out a stone.”
~ Albert Einstein
“Great spirits have always encountered violent opposition from mediocre minds.”
off the cuff
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