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Selling to the C-SUITE page 8

The distance between



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Perfectly Perfect...

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n icholas a.c. read, author oF selling to the c-suite.


Vol. 7, No. 05 2010

features: 8



departments: 6 7 16 18 20 22 24

publisher's letter contributors: who’s who in the industry marketing: the distance between good and brilliant incentives: promoting incentives across the board it’s all personal: speed branding travel: branding exhibit: Measuring the Non-monetary Value of Your Exhibition Program

26 28 30

branding: perfectly perfect, almost

33 34


strategies: Alliance Governance; Embrace the Diversity staying sharp: Communication Tips for Your Personal and Professional Life

off the cuff

4 Brilliant Results

| May 2010


publisher’s letter


Brilliant Publishing LLC 9034 Joyce Lane Hummelstown, PA 17036 Ph: 717.571.9233 Fax: 717.566.5431

PUBLISHER / ADVERTISING Why is the author of Selling to the C-Suite on this month’s cover? Because the book was recommended to me by one of our reviewers and when I read it I found some great tips and useful information. Since in one way or another everyone is trying to sell to the C-suite, the insights offered by the author, Nicholas A.C. Read, should make for an interesting and informative read. Although I am constantly reading books about sales, marketing or technology, I must admit that more often then not the cover jacket either pulls me in or it will stay on the shelf. Well thought out cover and first chapter and I am all in!

Maureen Williams 717-608-5869

EDITORIAL Editor in Chief MaryAnne Morrill

Senior Editor Michelle Donofry

Style Editor Charity Plata

Again the importance of considering your end user when designing marketing materials (cover jackets) cannot be over emphasized if selling that product is important. So this month we have wrapped selling, incentives, promotional products and branding into an issue that when used thoughtfully will generate real results! When you read Perfectly Perfect…almost it should provide one of those aha moments where you understand why people watch those dare I say awful reality television programs…they are looking for authenticity. The takeaway cutting edge advertisers are putting more reality in their offerings…Dove® anyone. Turn to The Difference Between Good and Brilliant and speed Branding to discover how a little bit of extra thought can turn a promotional product into a brilliant part of any marketing campaign for little or no additional cost. Promoting Incentives Across the Board offers insights into the importance of engaging your employees in a positive corporate culture that can also build brand awareness.

Asst. Editor Molly Anika

CONTRIBUTING WRITERS Michael Merrick Crooks, Barton Goldsmith, Ph.D., Arnold Light, CTC, Martin Lindstrom, Dave Ribble, MAS, Ed Rigsbee, Barry Siskind, Dr. Peter Tarlow

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 7.

so when you are trying to figure out your next advertising, brand building, marketing or sales campaign try using some promotional products and incentives tied into your social campaigns and watch how many friends and engaged customers you will have to “test” your new products and push your brand. Make it a Brilliant Day

Number 05. Brilliant Results subscription rates: one-year $120; Canadian $160 USD; one-year foreign $225 USD. All subscriptions are non-refundable. Copyright © 2010 Brilliant Publishing LLC. All 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 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

Maureen Williams Publisher 717-608-5869

the products featured in Brilliant Results are for illustrative purposes only and are not available for sale. The marks do not represent the implied or actual endorsement by the owners of the Marks of the product on which they appear. All of the Marks are the property of the respective owners and is not the property of either the advertisers using the Marks or Brilliant Results.

6 Brilliant Results

| May 2010








Ed Rigsbee, Certified Speaking Professional, travels internationally to deliver keynote presentations and workshops on effective and profitable alliance and partnering relationships. In addition to serving as the president of Rigsbee Research Consulting Group, Ed has authored three books and over 1,500 articles to help organizations take full advantage of their potential. Please visit


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


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


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 soughtafter keynote speaker, business consultant and author. His columns appear in over 500 publications, including the Chicago SunTimes, the Detroit News, and the Los Angeles Business Journal. He may be contacted through his web site

Healthcare & Restaurant





Dave Ribble, MAS, is President of The Company Image/TCI Consulting, an award-winning promotional marketing company specializing in great ways to extend your brand and image while adhering to your budget. Ribble is available for speaking engagements, workshops and consulting. Please email him at


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.

Phone # 800-467-1996


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


Michael Merrick Crook owns Crooks Advertising Alliance, a creative strikeforce specializing in creative problem solving. Crooks has gained international recognition for his writing and speaking on the subjects of creativity and promotional marketing. To read more of his unique perspective or to contact him visit To see his latest project visit

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Phone # 800-467-1996

Selling to the -Suite


BY: marYanne morrill

Pictured leFt: n icholas a.c. read, author oF selling to the c-suite. 8 Brilliant Results

| May 2010

THIs MONTH Brilliant Results had the opportunity to interview Nicholas A.C. Read, author of Selling to the C-Suite. Nic has consulted to multinational companies expanding in Asia and around the world; generating billions of dollars in sales as a result of his proven approach to creating demand and closing deals. He has been awarded the International Business Award for Best sales Trainer by a panel of judges that include Donald Trump, Gary Hamel and Tony Robbins. As the author of award-winning sales training workshops sold in more than 40 countries, he now runs the international consulting firm SalesLabs from New York. He also serves on the board of He3, a cleantech company developing technology to harvest potable water from the atmosphere to solve the world's water crisis, and is advisor to the HopeDolls Foundation, a not-for-profit children's charity. His book selling to the C-suite is the result of a 10-year global study to learn how executives get involved in the corporate buying cycle, and what salespeople need to do to become Trusted Advisors. BR: What prompted you to write Selling to the C-Suite? NR : I had a 20-year career selling, managing sales teams and running companies in Asia and europe, and in that time had seen nothing written about this topic worth its salt. Sure, there were books and training seminars about getting to the fox or the ‘very important top officer’ whose signature will make your year. But they were all about techniques salespeople had used. None were based on asking executives what they look for when they buy. Though entertaining, they were anecdotal, and this made them low value. Moving to North America, I found one study by the now defunct Target Marketing systems in Atlanta, conducted in the early 1990s, which leveraged Hewlett Packard and researchers from the kenan Flagler Business school at UNC. They interviewed at length about 150 executives, and found some fascinating insights. But then the Internet took off, the

way people buy changed. Before the Internet, salespeople relied on their ‘information monopoly’: they understood their product, and if the executive was to explore its utility in their company they had to listen to a salesperson explain it. But with the Web, customers could self medicate. They didn't need salespeople anymore because company websites started filling with so much information, even price lists. Many salespeople then found themselves dealing lower down the food chain, treated like a commodity, because executives didn't need them anymore. I knew that if the sales profession was to advance, it had to reinvent itself to remain relevant with executive buyers. Nobody was doing this, so I jumped in. Working with the Hewlett Packard Business School, my team surveyed another 350 executives across multiple industries. These were all CeOs, CFOs, COOs and the like. Middle managers and purchasing agents were excluded. I wanted the real juice from the C-suite. Then I reached out to the manager of that first study, Steve Bistritz, who is credited as co-author of my book. Together we explored our independent findings, and learned that across the decade between both studies, in boom and bust cycles, and across different industries, geographies and cultures, executive buying behavior is remarkably consistent.


had the secret Formula .

Given we’re in a global recession where investment decisions go up to the boss more than they did in previous decades, this information isn't just ‘nice to know’; it’s essential reading for every sales professional that calls themselves a professional.

BR: Why is creating value more important than communicating value for today’s salesperson and what is the difference? NR: The first things most salespeople are taught are their product, their industry, their competitors, their reference sites, and their advantages. They’re programmed to parrot all this to customers.

May 2010 | Brilliant Results 9

This is the ‘show up and throw up’ or ‘talking brochure’ approach. Sometimes the messaging is very polished, very compelling and focused on the value of the offering as seen through the eyes of the seller’s marketing department or satisfied customer stories. But there is so much competing for the executive’s mindshare; they filter out anything that looks or sounds like a canned pitch. It’s all noise to them, and it fades into the background. So salespeople who serve as ‘value communicators’ aren’t giving executive buyers anything they can’t get from the Internet. So they switch off. To get on their radar, salespeople need to become ‘value creators’. This is where you do your homework on the customer, master the issues that their executives are grappling with, and challenge their thinking. When you come up with ideas even the executive’s own people haven’t thought of, they’ll listen. That’s value creation. To do this, you must be curious. You must set aside time to research your customers and prospects. You must cultivate an instinct for what they’re trying to do next, and speak their language, not your company’s language. executives surround themselves with people who give them what they can’t do for themselves. You must aim to be one of these people by having an opinion, defining their needs, then satisfying those needs.

BR: In your book you discuss a number of ways a salesperson can gain access to senior client executives who are responsible for approving topdollar deals. What is one technique?

NR: Much of what salespeople have been taught for 30 years turns out to be completely wrong. We’ve all been told by a sales manager or trainer to “sell to the top”. Maybe this works in a small enterprise when the person who runs the store owns the store, but in medium and large enterprises blindly calling an executive just because they’re an executive does more harm than good. They don't want the interruption, and because of this our research unsurprisingly revealed that cold calling the C-Suite only gets you through the door 4 times out of 100. The most effective approach for gaining executive access turns out to be through their network of people who have more time to talk and are more accessible. When you are referred to an executive by someone they trust, your chances of getting a meeting leap to 84%. 10 Brilliant Results

| May 2010

These networks may map to the formal hierarchy and chain of command. But more often they tend to be tribal; the people who followed the executive from their last company, the ones who joined the company together or belong to the same extracurricular groups and LinkedIn communities. When you’re in a meeting with some of the customer’s people, listen to them. Watch them. Figure out who most embodies the attitudes of the executive you want to see. Who asks the questions that sound like they’re what the executive wants to know. These people may be the ones serving as a communications bridge into the executive office. Selling to them is as good as selling to the executive, because if they buy into your ideas, your message will not only reach the boss, but it will carry their endorsement with it. So what the C-Suite leaders suggest to salespeople is to respect their time, and sell to their subordinates who are closer to the operation and are better able to judge if your ideas are of value. If these people get sold, and if you make a case that the next round of dialog is best discussed with the executive himself or herself, they are more likely to grant a meeting. The key for sellers is to recognize however that there are formal subordinates (i.e. direct reports) and informal subordinates (i.e. their tribe or network). Of the two, the opinion of their informal connections (who are usually seeded at all levels inside and outside the company) carries more weight. The lesson here is to keep networking even after you get in the door with a handful of people. The more people you meet that are likely to have the executive’s ear, the better your chances of tapping one of these communications nodes. Of course this doesn't mean you start at A and work to Z in the company Rolodex. It takes some analysis, but is made easier when you have a good enough relationship with someone on the inside to learn how decisions are really made, who has a roving commission to get things done that appears broader than their job title, and who treats the rules as guidelines. This ability to color outside the lines is one of the indicators of people likely to enjoy special privilege with the boss. If you're not ready to map this, you’re not ready to deal at the executive level.

BR: From your research in writing selling to the C-Suite you found three basic issues that salespeople encounter and must overcome for success. What are those issues?

NR: Salespeople struggle to know the right path to the executive, the right time during the buying process to attempt entry, and the right dialog to establish enough credibility to gain a return audience. We discussed the right path above – it’s through their consigliore and trusted lieutenants. The right time is somewhat trickier to explain. executives told us they get involved in internal discussion when they wake up to a problem that needs fixing, or when they hatch a visionary plan. They test it out with their people. They do their own research on ways to get the job done using internal resources or external suppliers. If they find suppliers that promote themselves as solvers of the very issue the executive has, they might establish a dialog directly with them to throw ideas around. But if they don't know who to talk to, C-Level executives typically pass the idea down the line to someone whose job title fits the bill. After that, tenders or requests for information might be sent to vendors.

If you try to engage an executive at this stage, they’re usually detached, having already delegated the topic. But this is where many salespeople first hear about a project. And by then it’s too late, unless you establish a case with the right people to take you into the executive suite. After a project team has vetted suppliers and drawn up a shortlist, the executive will re-engage again at the end of the sales cycle to test if the supplier favored by the evaluation team really can deliver the vision they established. But so late in the game, they rarely veto what their team decides unless a seller has established special value not served by the formal decision process. At the end of the day, if the executive wants one supplier to win and they’re not leading the pack, decision criteria will morph until they reflect the informal preference of the executive. The lesson here is that if you’re an account manager, your primary job must be to get on the executive’s radar early when they first start thinking about new needs. The best way to do that is to continually pitch new ideas to them. Not about your

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product. But about how their company can innovate, change, cut cost or risk, make more money. This is the right dialog. If they see your intent is to create value even when it’s not directly tied to making a sale, it goes a long way to being positioned to chat when they need a sounding board, especially when they see you have opinions and insight broader than their own people. That’s useful to an executive. If you’re not positioned early and don't create these opportunities, you’ll end up being reactive to someone else’s agenda. It’s not impossible to win those deals, but many times the requirements can read like a laundry list of a competitor’s offering. Networking above the purchasing agent is then not only helpful, but also essential.

BR: What are the 8 drivers of executive decision-making and how does each one impact the sales process? NR: Today’s

Supplier drivers - If you are an executive on the buying side of the supply chain, your concern is about reliability of supply, quality, economies of scale, inventory turnover, shrinkage through loss or theft, warehousing and distribution technologies, demand forecasting and many of the same issues that trouble executives on the selling side of the supply chain.

executives expect you to have done your homework before meeting them. They don’t want to educate you on information that can be readily obtained from the Internet or a subordinate. And they expect you to commit them to take action as a result of your call. Prepare yourself for those career-defining executive calls by studying your client’s internal or external business drivers. This helps you put in context how your products and services can make a contribution that’s better, faster or easier than the approach presently used. What do these drivers of executive decision-making look like? Financial drivers - every executive is under financial pressure to perform. At the most basic level, executives must do one of two things to produce a profit: increase revenue or reduce costs. For salespeople to build business value for an executive pressured by financial drivers, they must ultimately help them move the needle on profit or cost, and to do so in a way that’s consistent with how their

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industry measures success. For example, in the Airline industry, you’ll get on the executive’s radar if you’re articulate about the drivers that are specific to airlines such as load factor, a variable planning horizon, high seasonality, fierce competition, excessive government intervention, high fixed costs and low margins (while the airline industry generates billions of dollars it has a cumulative profit margin of less than 1 percent). Show how your solution impacts these financial or industry drivers, and you’ll get their attention. When selling to a Bank, different drivers accumulate interest: organic growth, maintaining customer loyalty, increasing customer transactions, risk management, reducing fraud and bad debts, consolidating and upgrading infrastructure, shifting from bricks (branches) to clicks (online banking), industry reform and regulation, merchant alliances and so on. Operational drivers executives concern themselves trying to determine how to improve the internal organization and affect the financial return based on that improvement. At the most basic level, executives are concerned about having the right strategy, and taking advantage of the latest approaches, the right people, processes and technologies to execute that strategy. One executive in our study looks to salespeople as gateways for “expertise we don’t have, coupled with experience for producing this type of capability.” Look at how you can help executives do a better job of making, quality controlling, selling, and delivering their business plan. All will be impacted by the effectiveness (doing the right things) and efficiencies (doing things right) in the operation. Supplier drivers - If you are an executive on the buying side of the supply chain, your concern is about reliability of supply, quality, economies of scale, inventory turnover, shrinkage through loss or theft, warehousing and distribution technologies, demand forecasting and many of the same issues that trouble executives on the selling side of the supply

chain. There’s very much a level of interdependence between the buyer and seller, so approaches to realtime data sharing, shared infrastructure and shared risk management remain compelling to discuss, especially when a salesperson can cogently present how any of their solutions in these areas do the job faster, better or with less risk than how the executive does it today. Business Partner drivers - Your customers may even now be evaluating their business partner relationships in light of changing business environments. This represents another opportunity to create value by demonstrating an understanding of their pressures and offering solutions by orchestrating relevant introductions to your company’s network of people, partners and affiliates who have value to add. Solutions are sometimes about the relationships you help broker more then the product or service you sell. Customer drivers - Maintaining and growing their existing customer base, creating and enhancing loyalty, and delivering value are of prime importance to most executives. But how do you target the right customers? How do you anticipate their needs? How do you develop new products that will be ready when the market starts to demand them? As a salesperson, if you can demonstrate how your product or service can add value in these areas you will be seen as a resource who can help create a competitive advantage, and executives will want to talk to you if they recognize they have a problem in this area. Competitor drivers - While executives immerse themselves in their own company affairs, the fact that you sell to many companies places you in a unique position to have something those executives always look for: insight into marketplace trends. So share your ideas and help them see beyond their silo walls to how other companies are solving the same competitor drivers they face. One caveat: don’t disclose specific competitor names – these may also be your customers, and their activities with you should remain confidential if you don't want to lose credibility. Instead, interpret the trends you see across companies, and help your customers see the future. Globalization drivers - Globalization impacts executives in a variety of ways. As they face competition from cheaper labor and production abroad, they risk losing market share. Consequently to remain competitive they must drive cost from their domestic infrastructure, or outsource production

and services to low-cost offshore providers. either course of action creates risk as well as opportunity. How do they find the right production and distribution partners? How do they drive risk out of an extended supply chain and hedge for multiple currencies? How do they recruit and keep the right people? If globalization means closing domestic factories, how will they manage labor laws, public relations and finances? Do they have products that appeal to multiple markets? Helping executives anticipate and navigate these issues is a tremendously valuable contribution, and to do so you need to have studied the customer’s situation and weighed their options as judiciously as though you were on their Board— it’s the value they’re looking for. Regulatory drivers - In response to corporate scandals that have plagued the headlines in the past decade, governments, industry regulators and shareholders are demanding greater accountability and transparency from corporations. Companies must operate under new regulations designed to maintain stability in financial markets that are already under pressure, and to protect shareholder interests by restoring investor confidence. Regulatory drivers keep executives awake at night including financial accounting compliance, workplace safety, labor laws, equal opportunity, environmental emissions and carbon credits, anti-money laundering and international tax. If you have a solution that helps executives stay compliant with regulations and out of jail, and if you can demonstrate how it will work in the context of their business today, you’ll unlock the C-suite every time. You can generally be confident that after you study the drivers affecting the executive’s world, connecting them to their role-specific issues will give context to the discussion, and serve as an additional framework for positioning why your products or services are relevant to them.

BR: In your opinion, what is the best marketing/ sales campaign you have seen and why? NR: Non-disclosure agreements prevent me from talking about sales campaigns where my clients completely re-engineered the deal and pulled the rug out from their competitors. But I can comment on a marketing campaign that fascinates me because it’s been rolling for a while and shows no signs of slowing down. We all know the rivalry between Apple and May 2010 | Brilliant Results 13

Microsoft over operating systems. The Wintel cadre between Microsoft and the PC manufacturers kept Apple in the cold for years. So Apple kept a presence in the computing space while they drove a marketing campaign into a completely different space: pushing sony out of the portable music market with iPod and iTunes, and going after Nokia and Motorola with the iPhone. Word of mouth built mindshare. Mindshare built market share. The playful banter in video ads where Justin Long and John Hodgman played a Mac and a PC helped Apple’s appeal with the sardonic youth; then they migrated their customers to the trendy Mac and now the iPad. They couldn’t win the toe-to-toe battle, so Apple marketed itself into other categories until they had the momentum to strike back at their core market again. They changed the rules of engagement. It’s a classic marketing campaign made even better by the comical adverts that ran for years. You’ve seen them: “Hi, I’m a Mac, and I’m a PC,” personalizing the Mac and PC as actors.

BR: How do you see social networking, mobile marketing, the Internet and social media like Twitter impacting the sales process? NR: An

| May 2010

BR: If you could only give a salesperson one piece of advice, what would it be? NR: Don't act needy. executives surround themselves with people they need, not people who need them. BR: Do you have any final thoughts or advice for our readers on how to succeed in meeting today’s selling challenges? Selling is a tough job that rewards drive and curiosity. To have drive you need to stay healthy: eat right, hydrate, exercise and balance your time to avoid burn out. Do this and you won’t need energy drinks and caffeine to get started. You’ll have enough energy to have a home life as well as bringing your A-game to work. The way you feel affects the way you sell. So treat yourself as your most important sales tool. To have curiosity you need to invest time in learning about your customers and their industries. Do your homework, learn how your prospect’s companies work then find ways to make it better. Always make the type of sales calls the customer would write a check for because you gave insight and new thinking. And treat every customer meeting like a job interview, because that’s what it really is. Now stop reading this and go sell something!

An executive’s community ranges further than their own company. When salespeople track where their prospect appears in online social communities, they can gain access and knowledge that can’t always be divined at a distance about their interests, their alumni, their habits and routines.

executive’s community ranges further than their own company. When salespeople track where their prospect appears in online social communities, they can gain access and knowledge that can’t always be divined at a distance about their interests, their alumni, their habits and routines. I don't advocate stalking your customer as a good strategy. But social media is a great leveler, and provides a level of familiarity and relevance – if the executive uses it. And chances are they do: I saw a recent Forbes/Google survey of greater than 300 executives showing more than 50% of leaders under 40 years of age maintain a workrelated blog, they Twitter their thoughts, and visit

14 Brilliant Results

online social networks frequently. Yet fewer than 5% of executives over 50 do the same. So it appears that if you're selling to an executive in the sub-40 age group, your chances are good that you’ll see them joining discussions about topics they want a voice in. Joining those discussions is as good as playing golf on the back nine.

Brilliant Results wishes to thank erin MacDonaldBirnbaum of smith Publicity, Inc. in Cherry Hill, NJ for bring this prominent author’s work to our attention.



v I sIT






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Once aboard the ship, we had the opportunity to purchase a soft drink card that would give us unlimited soft drinks while on board. We also received a 16oz tumbler emblazoned with the Coke® logo and a small Princess® Cruise logo. It is a nice tumbler and God knows we got our money’s worth. Coke had its name in front of 3,000 travelers for 10 days playing an integral role in life aboard the ship. Good promotion, no question. This strategy is a great example of what Martin Lindstrom talked about in his book, “buy•ology”, when he explained the difference in how Coke and Ford® promoted themselves in association with American Idol. Coke integrated itself within the program while Ford, spent the same amount of money on commercials within the program. Coke made a bigger impression in the mind of viewers. Again, this is all good. Now that I’m back home, however, there sits these four tumblers on my counter. I see the Coke and the Princess logo … so what? I am motivated to do exactly …nothing. For starters, it would have cost no more to imprint a website on the tumbler and perhaps a message that said, “Visit (website) to continue your cruise experience.” Taking it a step further, since the tumblers were shrink-wrapped, it wouldn’t have cost much more to add an interactive

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And, I promise you, who contribute most positively without forcing them toinformation buy “MEET co-branded “Cruise Gearâ€?. Forto THE WEST’S they will remember you if you ensure to to your workplace, you’ll send adhere your schedule the way a sure, links to the Princess website. FASTEST GUN-FIGHTER a clear message that you value your name stays in front of them during telephone call does. But AT I believe my most powerful HIGH NOON AT positive THE collaboration and thisI’m downturn. Here arefond a few ways to particularly postthought would be to encourage AMCOM AIR SHOWof–people AND thinking. do this. I am sure you will undoubtedly Colorful, distinct in and to the tocards. take WIN photos of themselves ports of A GENUINE, OLD think ofPoor more: point, postcards can serve a numbehavior and interpersonal WEST TEN-GALLON call holding their tumblers — andHAT.â€? send •ber Personal, encouraging notes tosizzle key squabbles employees ofHere functions: we arebetween selling them in. 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Share what–you and tackling problems it, theytrade wouldshows tell all – their friends and is exclusivity. cise fashion doing and take the credit foryou it when necessary, can family to go to study the website and see One released 3ERVEASATANGIBLEREMINDERTOVISIT successfully tame office •sKeep reminding your target youtension are Withthe a little moreShow thoughtBureau Coke Trade your exhibit and keep ghoulish here for them, in the formpersonalities of cool and Princess could have leveraged reported that half the people s2EINFORCE THE VALUE YOU PLACE ON in check. promotional items something that I relationship had to purchase in attend trade shows the who customer Folks will remember you if you go specifically to see new the first place ‌ to their benefit! No s3ERVE AS THE INITIAL CO MUNICATION put it products out there that you want tothat be and services kidding. Thinkmarketing about that. Imessage paid money of your for of service, whether they buy your not been shown event for the thehave tumbler and drink card,before. giving products right now or not. Use costthem the opportunity to market to me Ifeffective, you’re introducing a new effective promotional products that To bethe postcards must: during cruise and after technology, a interactively new or carry your message and product, that remind the cruise. Now that’sversion brilliant!of an old an improved them you are with them all the way. s" EDISTINCTIVE Instead, I haveplay a tumbler that (yawn) product, this up your You never knowINwhen theyin might s " E DELIVERED A TIMELY FASHION passively reminds me of my vacation. mailing. Emphasize both the have choose your product or theretois absolutely no sense in sendNow, I’ll admit. It’s easyproduct for me to importance of the as ing out aelse’s, mailing willtalking not arrive someone sothat keep to sit herewell andas pontificate aboutthe they way the fact that reader until after the show is over their needs, not your own. They will having seeI things is could be inana opportunity perfect world. s#ONTAIN A COMPELLING OFFER THAT respond favorably brand loyalty it knowledge first – an with opportunity not have no of how the whole motivates your attendees to visit when the dust settles. extended to otherregarding people promotion came together the booth Is this the personal way to letsense them in the business. This Megan Slabinski is executive their budget and timeframe. But I do know you careof about them? Of course. director The Group, a of exclusive, of being know, thatbeing if you areCreative in themaking midst of Ensure your success prespecialized staffingby service placing It’s ALL Personal. first, is flattering, and it can developing a promotional campaign, showcreative, promotion part ofmarketing your tradeadvertising, do wonders for yourwith response and web professionals a to perhaps now you have a bit more SHOWPLANNING2EACHINGOUTTOYOUR rate. variety of fi rms on a project basis. think Ask yourself, simply key about. customers and hot“Isprospects For more information, visit www. the logo eventonmay little having our an take item agood

2SQS[PS` %j0`WZZWO\b@SacZba " January 2008 | Brilliant Results 31 17 November May2008 2010 | | Brilliant BrilliantResults Results 39 October 2008 | Brilliant Results 39

incentives BY: ARNOLD LIGHT, CTC

CROss PROMOTING incentives today has taken on a whole new meaning. First let’s define incentives to mean motivation and not just the rewards. Next let’s factor in engagement. Now you have the basis for cross promoting of incentives. engagement is becoming the linchpin not only for motivation but for the modern day enterprise as a strategy for success. Here’s why. extensive research confirms that a strategic focus on enterprise-wide engagement yields significant longterm financial benefits and that leadership, communications, incentives and recognition play a big role. Companies with engaged customers, distribution partners and employees consistently outperform other companies in terms of earnings per-share and stock market performance. engagement in and of itself is cross promoting its virtues across an entire enterprise. so when we refer to “Promoting Incentives Across The Board” we mean that literally because engagement touches not only on employee recognition but also on customer service, employee retention, competitive performance and profitability, meeting strategic business goals and shareholder and other stakeholders expectations for a great return on their investments. There is an interesting case study from the Royal Bank of Scotland (RBS) that depicts how the above might be accomplished. At RBS every business unit knows its measure of employee engagement and every measure is underpinned by management actions that will impact directly on customer satisfaction and business performance. 18 Brilliant Results

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The group calculates an ‘engagement index’ from the annual employee survey, measuring three key areas: employees desire to say positive things about RBS, to stay with the company, and to go the extra mile to contribute to business success. Once the survey findings have been identified including pulse surveys from new and exiting employees as well as local factors it can build a model of 10 engagement drives. This feeds back into how the company manages performance indicating the top three issues staff need to work on, as well as the three they are currently good at, but need to keep an eye on. RBS has reported a 45% increase in job satisfaction over the past three years. Now we can see the importance of using metrics to build models that

will support and help an organization achieve its goals. Successful companies like Ge, Apple, Disney, H-P and Google all use metrics that will foster engagement across its businesses. And these wellmanaged companies align their reward and recognition programs (incentives) with their measurement metrics to inspire continued good intrinsic behavior. The key for a corporation to cross promote its reward and recognition programs and to motivate is through engaged employees. The question is: How does an employee become engaged. First and foremost is the corporate culture. A corporation must create an environment where the employee feels a sense of belonging and of fitting in, that they a have an opportunity to grow and a say in their own career paths and that their current job is secure, that

their supervisors are considerate and caring and that they have mentors in the company who will support them along the way. And so to promote corporate incentives across the board (and this is my final point) Gallup research has shown that engaged employees are more productive, profitable, safer, create stronger customer relationships and stay longer with their company than less engaged employees. If you are a corporate manger no matter what the size of your organization, and have not established a policy of engagement for your firm this might be the right time to start to strategize with your executives to design a plan of engagement. The difference will send positive results to your firms bottom line. Have A Rewarding Day!

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May 2010 | Brilliant Results 19

it’s all personal BY: DAVE RIBBLE, MAS

Speed Speed Speed SpeedBranding? Branding? Branding? Branding?


in late, the MC of the group completed the instructions on how Speed Networking would work. I found myself teamed with another straggler and as we started, I wondered just how much real business comes from such an exercise. My thoughts were soon confirmed. “Hi, I’m Jane from So and So Insurance Agency and we specialize in every kind of…”,

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she began. Her eyes were glassed over, as if she was possessed, and she seemed overly cautious that she say everything in perfect order. I don’t remember her breathing in, either. Her dangling earrings seemed to help orchestrate her main points to what seemed to me to be an enormous amount of information that kept coming. About, oh, 115 seconds into the allotted 2 minutes we were supposed to have together, it finally dawned on her that my half of our time was also up, and, with a half-hearted apology, she moved on to take position with the next victim, I mean prospect. I still wonder if interrupting her would have necessitated a do-over from the top. In the course of 20 minutes, we did that exercise 10 times, yielding my left side pocket 10 business cards with hastily written notes on them. As I reviewed them later that evening, I thought about Branding and how we often think of Branding as just having to do with putting a company’s logo on a Polo shirt or fine Writing Instrument, when, in fact, Branding is really a lot more than that; it is the feeling your people convey, good, bad or indifferent, to the buying public every day. Image equals your Brand, so just know that even the guys in Accounting who decide to go out one night and bust it loose at a bar can have a profound effect on your company’s Image, therefore your Brand, by the next morning. Branding is Image, Image is Branding! As I reviewed that stack of

people I encountered more closely, I noticed that some business cards were well designed, some not. Most noticeable were the business cards obviously generated from desktop publishing software, then printed on inferior printing systems. The phrase ‘good enough, isn’t’ seemed to scream volumes to me and I wondered what others might have also wondered: how good are their products and services if they are this cheap with their networking tools? Shortchanging the strategies and standards that go into how your Brand is conveyed by everyone who represents you could very likely be costing you business. To reiterate, probably until the cows come home, your Brand and Image are at the forefront of first impressions and you may never get a second shot at that. How your products are delivered, how your brochure is printed, how your people show up and how prepared they are to provide the best possible service is all part of something we call your Brand. Certainly, your Promotional Products specialist will help you with great tools that carry your Brand nicely, but check to see if the salesperson that gives out those promotional items, and thereby represents the rest of you, is shining his shoes, too. It’s more than just a logo on a promotional item; it’s about the image you convey. Your Brand is everyone in your company, and everyone in your company must make it personal, because It’s ALL Personal.




ONe OF THe hottest topics in the travel and tourism industry is the issue of branding. Branding is what distinguishes a product from its competitors. It allows for almost instant recognition and once the brand has taken hold, it immediately conjures up a whole host of emotions and ideas regarding a particular product. Tourism branding is in its essence the attempt to create the right verbal and image combinations so that your tourism product will appeal to the largest number of potential visitors. In order to accomplish this goal it is essential that you know your target audience. Brands that speak to everyone in the end speak to no one. Thus, good branding begins when your tourism product interests your target market. The best branding is when the word convinces your audience that you have something special, something that makes you unique from your competitors. When selecting a brand, choose something that reflects the essence of your tourism product. emphasize what sets you apart. Remember people visit places that are different from where they live, not the same. A tourism brand has to make it clear to your niche market that your product is providing something that the visitor cannot get at home. Make it clear that we are all better off because of your product and that the world would be a lot less exciting or fun without you.

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In order to have a successful tourism branding campaign, make sure that you realize that there is something special about your tourism product. Look at the competition and then try to determine what that something extra is that you have to offer. Is your tourism product efficient or romantic? Do you offer your guests a special feeling?  Can you provide a tourism warranty?  Does your location make you special?  Or do your offer a unique form of customer service? It really does not matter if you are a community or an attraction there is some element that makes you unique. Study your own product and then compare it to your competition. That uniqueness is the basis for your brand. Good branding starts at recognizing what sets you apart from the others.

•• Develop a motto or slogan that makes your name recognizable.   People need to remember who you are and what you stand for.  That does not mean that your name has to be an easy name, for example there are products that make fun of themselves and their names, but it does mean that once your branding campaign begins, the name has to be one that is recognizable.  If your name uses a strange or unique spelling either change the spelling or make the uniqueness part of the brand. •• Develop a logo that matches the message that you are trying to get across with your name and make it big enough that others can see it.  Often logos fail because they are so complicated that no one can understand them.

•• The bottom line in tourism is that our visitors are our guests and not our students. Remember to keep the logo simple. •• Make sure that your brand is honest and true.  Your public messages must match reality. Do not sell what you do not have. In tourism credibility is everything and once that is lost, it will take years to rebuild.  Never be afraid to flaunt what you have, just make sure that when your visitors come, you can deliver on what you have promised. Once you chose a brand, use it over and over again. Put your logo everywhere, on your business cards, on your business stationery and on all of your written brochures.  Use the slogan as a means to answer the telephone and repeat it all over town so that it becomes part of the local vocabulary. 

May 2010 | Brilliant Results 23


Measuring the Non-monetary Value of Your Exhibition Program Looking at the

return on your exhibit investment often has to do with monetary gains. But what if you are among the many exhibitors whose objective has nothing to do with sales? Are these exhibitors doomed to a life of never knowing whether their exhibit program is yielding value? The answer is “no”. Corporate and not-for-profit exhibitors can enjoy the non-monetary value of their exhibition program if they know where to look. The 2009 Center for Exhibition Industry Research study called “The Cost Effectiveness of Exhibition Participation” reported that over two thirds of respondents either agreed or strongly agreed with the following three statements: •• Exhibitions increase corporate and/or brand recognition, •• Exhibitions assist in gaining/ retaining market share, •• Fewer sales calls are needed with an exhibition lead because the decision maker was able to meet with staff at the exhibition. The conclusion was that there is additional value to a show beyond the ability to generate leads. Exhibitors who focus on lead generation alone look for a return on investment (ROI). Exhibitors who focus on nonmonetary objectives look for a return on objectives (ROO) 24 Brilliant Results

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Calculating ROO is a matter of taking the following steps. 1. Articulate your objective Non-monetary objectives include such things as your ability to reinforce relationships with existing customers, introduce a brand message or create awareness. The trick is to think carefully about what is the primary focus of your exhibit. 2. Identify who the message is for Except in the case of a highly focused show, rarely will one message be of interest to all the attendees at a show. It is important to create a profile of the person who will most likely respond positively to your messages. 3. Quantify Putting a number to the objective is simplified once you have completed the first two steps. Your quantified objective now reads, “I want to introduce three key messages to fifteen senior buyers of large chain stores. See how clear it can become? 4. Determine your performance indicators You now need to ask the question “How will you measure the results?” The answer to this question is in your performance indicators, which are the tools you will use for measurement. Performance indicators can include such things as surveys, postshow web-traffic, or appointments

with qualified buyers. Choose the performance indicator that makes the most sense for measuring the specific objective. When you change your objective you may also need to consider changing the performance indicator. 5. Establish your benchmarks Benchmarks are an important consideration with non-monetary objectives. Benchmarks provide you with an objective method of measuring improvement. Let’s say that your non-monetary objective is to reinforce brand awareness and you choose to measure it with a survey of booth visitors. Before visitors leave you should ask them a few pointed questions, which will reveal their perception of your brand before they entered the booth and the change in their perception after the visit. Let’s say that at a show you found an increase of 20% in visitor’s awareness of your brand message. The next time you go to this show you now have a benchmark, which you can use when making changes to your display and your booth personnel’s approach. You might target to increase the percentage or leave the percentage the same but at a lower cost. You may always have thought that there was real value in your exhibit program. Now you have a way to prove it.


Perfectly Perfect... We’ve seen it and heard it a thousand times – the flawless model posing in an ad for facial-blemish cream... an extremely powerful cleaner that removes every trace of dirt in one effortless wipe... the picture-perfect baby modelling the 100% waterproof diaper. In these scenarios, there’s not even a hint of a single red spot, a stubborn stain, or a bedraggled mother. This is the story of the past 50 years of commercials, and they all have one thing in common – they all feature perfect brands in perfect environments. En masse, we all must believe what we see, or do we? Take for example the most watched videos on YouTube. Most are by amateurs whose work looks amateurish. We watch reality shows on television, and despite all predictions that they’re on their way out, they keep inventing ever-new situations. Some months ago a major European cosmetic brand was forced to cut costs. 26 Brilliant Results

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t s o ...Alm This is the story of the past 50 years of commercials, and they all have one thing in common – they all feature perfect brands in perfect environments. En masse, we all must believe what we see, or do we?

They were not alone, but the only way they could do this was by reducing the length of their TV commercials. They aimed to cut their regular 90-second spots down to 30 seconds. The big dilemma they faced was which scenes should be cut out? Instead of taking the conventional route – opinions and guesswork – they used a neuro-scientific tool based on EEGs whereby brainwaves of consumers were measured and evaluated. By scientifically analysing the commercials they were able to assess which scenes were the most emotionally engaging. To everyone’s surprise, one scene – the one all the senior executives wanted to cut out – showed to be the most powerful of them all. It was a scene where two ladies were huddled close, with one touching the others cheek as she was crying. For want of a more diplomatic description, the client referred to it as “the lesbian scene”. Whether it was the notion of lesbians or crying women, the prevailing thought the client had was that this particular scene would negatively affect their brand. However, based on the neuroscience, a 30-second commercial was cut and tested. To everyone’s surprise it showed that not only were consumers substantially more emotionally engaged, but when asked to pick a product in a simulated retail store, they ended up ‘buying’ 35 percent more of the brand. In fact you may very well recognize the commercial – it’s still running.

Yet when you stroll down the aisles of a supermarket, every product stacked on the shelves – from bread to bath salts – features perfect pictures of the perfect fruit or the perfect smile or the perfect cookie. Furthermore, if you ask customers about the criteria they want their products to have, more and more will say they’re looking for a product that’s authentic. The thought of gigantic factories churning out millions of cookies, or food being injected with additives that boost the ‘natural’ color or enhance the aroma, or irradiation processes that keep old fruit looking new – well, all these sophisticated processes just seem to generate feelings of enormous distaste and even horror in the minds of consumers. I recently visited Trader Joe’s where some luxury chocolate called Ghirardelli was on sale. Ghirardelli

was selling “bulk” chocolate chunks packed in large brown paper bags marked with a style of old-fashioned handwriting. The bag contained hand-made chocolates cut into uneven pieces – some large, some very large and some tiny bits. There was no doubt that this looked as fresh and authentic as it could be –until I happened to buy two bags and coincidently discovered that all the uneven, hand- cut pieces had a perfectly matched partner in the second bag. The broken chunks were not accident at all but were moulded to look like random broken pieces. There was a very clear plan to appear homemade, and for a while, I believed it. Studies show that the people we relate best to are those who we perceive share our weaknesses –those who mirror, or at least seem capable of mirroring the mistakes we tend to make. Regardless of the evidence, brands continue in their quest to present as perfect, because it’s quite simply not in the vernacular of advertising culture to really tell it like it is. Please don’t misunderstand me. I’m not asking the ad agencies to focus on the negative aspects of a brand. What I’m suggesting is to show how life really looks. Babies do not stay clean when eating their pureed food, and apples are never all the exact shape and size and color. Messages portraying perfection are not trustworthy. No one actually believes them. We don’t believe candidates applying for jobs that claim they can do everything you can think of – perfectly of course! We don’t believe the person we sit beside at a dinner party who tells us everything in their life is just, well, perfect. So why should we believe it of brands? We don’t. Yet for some reason the world of advertising continues to think we do. 

Studies show that the people we relate best to are those who we perceive share our weaknesses –those who mirror, or at least seem capable of mirroring the mistakes we tend to make.

May 2010 | Brilliant Results 27

strategies BY: ED RIGSBEE, CSP

Alliance Governance; Embrace the Diversity I like to call alliance success, “Partnering for Profits.” Unfortunately, a frequent alliance success pitfall is attempting to make your partner in your image—do things the way you do, think the way you think, and follow the same methodology. While it may appear in the short-term, to ease the rocky road of alliance governance, what it really does is minimize the value your partner delivers in the alliance relationship. What it was that attracted you to your alliance partner in the first place were their core competencies and the belief that together, value added synergies would be created and deliver benefit to both; and now you want them to change? How much sense does that make?

First the Process of Working Together When you set up your alliance expectations in your alliance agreement, the first success should be successful organizational alliance integration—a strategy to collaborate in developing a cooperative process with which both organizations can successfully implement and integrate into their current processes and methodology. First you have to successfully cooperate and collaborate before you can implement the actual stated alliance function.

Cultural, Strategic, and Operational Fit For any alliance to be successful there is the need for a reasonable cultural, strategic, and operational fit. 28 Brilliant Results

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organizations in the alliance development process. During this very important alliance development step, you really do need to be honest with yourself and your potential partner(s) as to your partnering expectations, your own capabilities, and the partner capabilities you seek. For years I have been saying, “People do not change after marriage.” What I mean by this in the partnering arena is the, all too frequent, misguided belief that one’s partner will get better after the alliance is implemented. How wrong can a person, committee, or organization be? Pick the correct alliance partner from the beginning. Trying to change them after is a fool’s errand. However, there is not a need for exact cultural, strategic, and operational duplication. The cultural fit is about how compatible the management teams and corporate cultures overlap. The important question is can they successfully work together? The strategic fit is determining how well aligned are the objectives of the participating partners. Opposing corporate strategies can greatly handicap, even a well implemented alliance. Operational fit is the tricky one. How complementary are the business models, processes, and methodology? Notice I stated aligned, and not, the same? With alignment there can be differences, yet cooperation and collaboration.

Partner Due Diligence is

I truly believe that due diligence the “Achilles heal” for most

New Alliance Tools for Smaller Organizations When I first started writing about alliance development, many of the tools were financially only available to the larger corporations. However, with the preponderance of today’s social networking capabilities, many savvy smaller companies are using Facebook and Linkedin for alliance success, especially in the areas of governance and implementation capabilities. As the social networking sites are now allowing greater control over privacy, they become even better alliance tools for smaller business alliance success. You will find that with a small amount of creativity, social networking sites can truly be a boon to alliance governance, implementation, and success.

staying sharp BY: BARTON GOLDSMITH, PH.D.

Communication Tips for Your Personal and Professional Life

MANY PeOPLe struggle with learning to fight fairly. What needs to be said (and how to say it) and what not to say are just a few of the challenges facing those who can’t seem to argue appropriately. Learning to state your needs without adding fuel to the fire is a relationship necessity. Here are some communication tools for resolving disagreements and making your interactions easier and more satisfying. • Verbal attacks, bad language, and continually criticizing someone are ways of deconstructing your connection to your team. These words chip away at the foundation of your business relationships by weakening your team mate’s selfesteem and ability to see what it is that really needs healing. If there 30 Brilliant Results

| May 2010

are behaviors that you need someone to change, point them out, using solid examples along with suggestions of how you would like things to be different. Often, people are unaware of how their words can affect those they live and work with and how simple changes in language can make a vast difference. Just making the agreement to stop swearing is a powerful tool that will immediately lower the tension in your home and office and you’ll also be more respected. • By staying on topic, you can avoid having a conversation disintegrate into an uncomfortable argument. Bringing up the distant past can be a way of not allowing closure to the issue at hand. It can also be a

way of punishing the other person for your pain. Keep your conversation focused on the current problem and solve it. Then, once you have made appropriate adjustments and come to a conclusion, spend a moment to go over what was said. Making sure you are both on the same page will prevent you from having to deal with the same issue repeatedly. • Clarity can be difficult when emotional issues arise. Sometimes our feelings take over and we either get scared by our feelings or are blinded with anger. Being open and honest with your partner, even if you are anxious or hurt, is the best way to resolve your issues. Clamming up, sending double messages, or being evasive will


Following these guidelines will help everyone involved understand and communicate with each other much better. Remember that communication is the most important thing in business and that we can all get better at it.

Communication Repair Rules Rules for Speaker:


1. Speak for yourself. Don’t mind read. 2. Keep statements brief. 3. Use a softened start-up. 4. Present your complaints without criticism. 5. Stop & let the listener paraphrase what you’ve said.

Rules for the Listener: 1. Paraphrase what you hear the speaker say. 2. Focus on the speaker’s message. 3. Don’t rebut. 4. Accept influence. 5. Positively take in the other person’s requests.


Rules for the Speaker & the Listener: 1. The Speaker has the floor. 2. T  he Speaker keeps the floor while the listener paraphrases. 3. Share the floor. 4. Put the brakes on conflict. Do anything to halt negativity. 5. If discussions get over-heated, take a time out for at least 20 minutes. 6. De-escalate discord. Stop and redirect the energy. 32 Brilliant Results

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only serve to frustrate both of you. Say what you need to say in an appropriate manner so that you can move on and enjoy your life together. Learning to never terrorize your loved ones or business associates is one of the most valuable communication tools you can use. So many deals and relationships would be saved if one or the other person refused to devalue his or her client or lover with threats. These inappropriate remarks are actually a way of saying to the people you care for, "I'm hiding the fear I really feel, but I sense this isn’t going to go the way I want it to." It would be much more productive if you could honestly say, "I need some clarity, let’s chat." When discussions digress into yelling matches, taking a time out is a tried and true method of keeping things on track. Either person can call a time out, but both of you need to agree before hand that you will commit to completing the conversation, no matter how uncomfortable it may have become. Leaving things unfinished is an invitation to further misunderstanding and hurt feelings. Interrupting anyone when he or she is sharing their feelings is a way of discounting what the other person is saying. By cutting him or her off you are saying, "You're wrong, I'm right and my ideas are more important than yours." Instead of blurting out what you are thinking, chose to remember your thought and share it with the other person when he or she is finished. The interrupting technique is also a way of not listening to your someone's feelings and that also causes emotional pain. Disagreements are a part of communication and a part of life. Acknowledging that it is okay for a teammate or life-mate to have and express a differing opinion, rather

than stuffing his or her feelings, is a sign of a mature and nurturing personal or business relationship. In the long run, differences can make for more interesting conversation and work. Besides, having someone agree with everything you feel can take some of the mystery out of life. •• If either of you are not in a place to communicate when another person needs to, you have the right to say so. However, you must agree to have the conversation sometime within a reasonable period of time. I don't think it's a good idea to let things go unsaid for more than a day or two. •• When something is bothering you, it is important to bring it up as your issue instead of pointing the finger at that person. Owning your emotions and using "I statements" to describe how you are feeling keeps things clear and allows whomever you are speaking with to hear what it is you are saying to him or her. "I" statements are where you talk about how you feel and give a corrective action rather than just telling him or her what you think they are doing wrong. For example, instead of saying, “You always leave the dirty work for me” say, “It bugs me when you don’t complete the projects we are working on.” Sharing your feelings in this way minimizes defensiveness because you are not blaming. It will help both of you create agreements that will make your working relationship healthier and happier. If having unpleasant exchanges with co-workers or clients is the norm in your company, you have to change the way you communicate or your chances of achieving success will be greatly diminished.

May advertiser’s index

Free Product Information For free product information from these suppliers, please complete and mail this page to: Brilliant Results Magazine, 9034 Joyce Lane, Hummelstown, PA 17036 or fax to (717) 566-5431 Please circle items of interest.

Supplier ........................................................................... Page No. 3M ÂŽ ........................................................................... Back Cover Aprons, etc. .................................................................................7 Brilliant Publishing .......................................................................19 Chocolate Inn ..................................................... Inside Back Cover Display solutions by Aprons, etc. ................................................. 7 evans ............................................................................................3 GROLINe ...................................................................5,15,25,29,31 Image Products ........................................................................... 11 Key Bak .......................................................................................17 Magazine Publishers of America .................................................23 Promotion express ..................................................................... 21 Warwick Publishing ...........................................Inside Front Cover












May 2010 | Brilliant Results 33

off the cuff "What’s a brand? A singular idea or concept that you own inside the mind of the prospect."


"Your premium brand had better be delivering something special, or it's not going to get the business." - WARREN BUFFET

Brand Taglines & symbols Trivia ~ Match the Brand with its tagline: 1._ _ _ _ _ _You deserve a break today. 2._ _ _ _ _ _Be all that you can be. 3._ _ _ _ _ _Just do it. 4._ _ _ _ _ _It’s the real thing.

a. 7-Up b. Ge

5._ _ _ _ _ _It takes a tough man to make a tender chicken.

c. M&Ms

6._ _ _ _ _ _Mmm mmm good

d. Timex

7._ _ _ _ _ _It’s where you want to be.

e. Burger King

8._ _ _ _ _ _It takes a licking and keeps on ticking. 9._ _ _ _ _ _Don’t leave home without it.

f. Hallmark g. Campbell’s h. The New York Times

10._ _ _ _ _ _The Uncola.

i. Coca-Cola

11._ _ _ _ _ _Melts in your mouth, not in your hand.

j. American express

12._ _ _ _ _ _When you care enough to send the very best.

k. McDonald’s

13._ _ _ _ _ _Have it your way at… 14._ _ _ _ _ _All the News That’s Fit to Print. 15._ _ _ _ _ _We bring good things to life.

l. Nike m. Perdue n. VISA o. U.S. Army

16. What company is represented by a polo player on horseback with a polo stick held high? a. Ralph Lauren b. Hugo Boss c. Giorgio Armani

18. What does a sphere made of puzzle pieces with letters and symbols on each piece represent? a. UPs b. Alitalia Airlines c. Wikipedia

17. A red horse with wings flying high above the station represents which company? a. Pegasus TelCom b. Mobil Oil c. Buell Motorcycles

19. What organization is represented by fleur-de-lys encircled by a rope tied in a square knot at the bottom? a. French Foreign Legion b. World Organization of scouts c. Home & kitchen Design Inc.

Answers: 1. k – 2. o – 3. l – 4. i – 5. m – 6. g – 7. n – 8. d – 9. j – 10. a – 11. c – 12. f – 13. e – 14. h – 15. b – 16. a – 17. b – 18. c – 19.-b

34 Brilliant Results

| May 2010

There’s no hiding

3M, Post-it and the color Canary Yellow are trademarks of 3M. © 3M 2010

from a bad decision.

Make a good decision.

Demand quality:

Promote your business with Post-it® Brand products. or 1-877-863-6961


The distance between Perfectly Perfect... page 22 page 26 page 8 page 16 May | 2010 $10. 00 TM Foil Stamped | Pr...


The distance between Perfectly Perfect... page 22 page 26 page 8 page 16 May | 2010 $10. 00 TM Foil Stamped | Pr...