Your Marketing Director's Desk Is A Prison

Call #1: If you're a CEO, President or Managing Partner, call your Director of Marketing's office line three times in the next week.

If she or he picks up the phone, ask the following: What are you doing right now?

Truth is, it makes no difference. If they are at their desk all three times (or even two out of three times), ask yourself why you have a Director of Marketing.  Is it to be your "on call" marketing doer?  If so, then you either need to rethink the person you have in that role or what you expect of that role.  Or both.

As Marketing gets more and more technical, I've seen the role of marketer become more and more of a "desk jockey" position – creating blog posts, finessing SEO, scrubbing webinar lists, and etc.  Important work, no doubt, but is this what you want from a Marketing Director? Let me answer the question for you: No.  Sometimes, yes, but not all the time.

There is much debate about the moment when marketing becomes business development and business development becomes sales.  As well as where the hand-off needs to be for efforts and campaigns.  And there should be that debate.  It's important. So important that I suggest you have a 90 minute strategy meeting on this single point alone.

> On the soccer field, I've seen many coaches tell their defense never to cross the center line.  And for the attackers not to cross it the other way.  In both cases, this seems foolishly limiting to the flow of the game and, often, means there is a gap in both defense and attack.  

However, marketing needs to at least hand off the baton in motion (think relay race) and this requires getting away from their desk and working with both internal and (gasp!) external customers and groups.

Call #2: If you're the CEO, President or Managing Partner, call your Director of Marketing's office line, and ask another question: Which trade groups or associations do you belong to?  (Or use good grammar if you prefer.)

If the answer is "None" or all the groups have the word "Advertising," "Marketing" or "Social Media" in it, then you either need to rethink the person you have in that role or what you expect of that role.  Or both.

If your Marketing lead is a Manager and not a Director, simply search & replace those words in this post.

If your Marketing lead is a Coordinator or Specialist, then you are off the hook.  As far as this post goes, anyway.  You are either just starting up or have bigger issues.

Change "have" to "choose"

Sorry for being AWOL for a bit.  I've been juggling the youth soccer league, the Blackman Kallick Merger with Plante Moran, and our annual fundraiser for The Holiday Heroes Foundation.

Now that those are either over or in full swing, I can come back here and finish some blogs. And I will... soon.

In the meantime... Read this post from Harvard Business Review: If You Don't Prioritize Your Life, Someone Else Will.  

The second piece of advice, i.e. changing "have to" to "choose to" is amazingly liberating.  Try it and let me know how it goes ... or if you start choosing not to.

The third piece of advice requires that you have quickly and clearly articulated values. (I call mine "philosophies" to avoid any religious discussions and because they guide my working relationships, not my life decisions.) Many people who work with me know my two philosophies*.  And I advise leaders to let their staff and clients know theirs.

Do your clients and staff know yours?

But that's off the point of this post.

The reason I wrote it was because the "choose to" advice is damn good and it forced me to come here and post it to my meager reader base.


--END--

*What are they? 1) Don't pee in the pool.  2) A rising tide rises all boats.  

Is your Out-Of-Office message losing you business while you're out of the office?

Why even bother with an automated out-of-office e-mail message?

As you think of reasons, let's roll into the blog post.

I received this message recently:

I am out of the ffice on business and have limited access to emails.  I will return on MArch 12.

That was the entirety of the message.

First, let's discuss the typos...

Is this an example of your attention to detail?  If so, then perhaps I'm glad I am not currently using or referring your services.  Or, if I am, you just lost some credibility in my eyes. 

Even without the typos, there is plenty more to dislike.

1) It's all about you.  If you know me, you've heard the following rule: Never start any communication with the word 'I.' Not saying you need to add the insipid "Your e-mail is important to me..." beginning, but perhaps there is another way to start this auto-reply?

2) I received this on May 4th.  Did he mean "May 12" or did he not revise the auto-reply before re-enabling it? I'll never know. However, May 12th is a Saturday, so I have a good guess.

3) Sucks to be me. OK, I now know you are away.  What should I do if I need something from you or your company during this period? I guess I can call the main line (painful … and not part of your auto-reply, so I have to hunt even for that) or hope you find time to reply during your limited access. In either case the e-mail only serves to solve #1 below.  Not very useful.  And not at all customer-centric.

Amazingly, many out-of-office messages have typos.  And some really bad ones.   I've seen the word 'business' misspelled by a business advisor. I've seen the company name misspelled. (This is more common than you might think.) And, more often, I've seen out-of-office messages that were clearly written for a previous absence, since the dates are old or apply to a prior year.

Tip #1: Proofread your messages!
Tip #2: Check the dates on your calendar.

Now back to the original question:  Why even bother with an automated out-of-office message? 

Here are the top two things your message should communicate to the recipients:

1) Do not expect a fast reply, and 

2) Here's what you can do in the interim.

If your out-of-office message fails to deliver both of these, then you should strongly consider revising it.

And here's a third:

3) Even though I am out-of-the-office, you are smart for using/hiring us. 

Some people add a 'why' or 'where' to the message, such as "...presenting at..." or "...helping a client with..." This shows they are active and/or attentive.

Some others add the heart-warming "...family vacation..." mention.  A recent one I received let recipients know he was taking his daughter on a tour of colleges, which made me think very highly of him. Others might be annoyed, but I thought better of him and it gave me something to talk to him about when we communicated next.

On the plus side, I've read some strong out-of-office messages that either made me laugh or were written in a way that made me hear the sender's voice.  That being said, some read like small novels and, well, that can be hit or miss.  Especially if the banter buries the "Here is who you can contact in the meantime" portion.

Perhaps there is a chance to show some creativity, as you might do with your voice mail message?

To end: Your out-of-office message is your representative while you are away.  Think of what you want it to communicate while you sip that Mai Tai or slide your rollercase into the overhead bin.

At least, fix your typos and let me, your potentially important client or prospect, know what I can do in your absence.  

  

Ain't Talkin', Just Walkin' – Inspiration Comes From Odd Places

Question: Where do you find inspiration for your business development efforts?  

Some people find their motivation from YouTube Videos with soaring music, spacious images and cliches.  And that's fine.

Others find motivation from inspirational case stories such as people who climb mountains with only one leg, recover from tragedy/beat illness, and succeed despite odds that make you embarrassed to complain when the barista puts skim and not soy milk in your latte. And that's fine, too.

Me, many years ago in NYC: "I hate shaving."My roommate: "If you had no hands, you'd be happy to be able to complain about hating shaving." (Even so, I grew a beard.)

For business development, for me, it's a combination of three things:

1) Curiosity.  I meet a new person and I really want to know what they do, how they help others, what sets them and/or their offerings apart, and how they go about letting others know about this stuff.

2) Data.  I kind of get off on listening to folks say "Great work sells itself" and then checking to see the growth of their client base and the number of people they've networked with in the past 90 days, as well as their other business development efforts.  (Hint: doing a good job/having quality products are table stakes, not your business development plan. I have tons of data to prove this.)


Also, I like seeing how opportunities arise - using spreadsheets and forms.  Often, business developers are so sure they know who refers them business and how opportunities appear.  Often their beliefs are anecdotal and the actual metrics do not fully support them, or identify unnoticed veins of opportunity.  This takes effort, but the strategy is about as simple as it gets: Things that work once tend to work again. Things that work twice tend to work over and over again.

When you walk in the gym and suddenly feel tired, how do you steel your heart for the work-out, and even push yourself to do one more rep, one more mile, 100 more calories, ten more pounds?

3) The music in my iPod.  Today, while on the treadmill (since it was too cold for rollerblading), Bob Dylan's "Ain't Talkin', Just Walkin'" came on.  I found this motivational.  Four simple words.  I also like the lines: "Heart burnin', still yearnin'" and "My mule is sick, my horse is blind."  Now the rest of the song isn't very inspiring from a BD perspective, but I do like the idea that Bob Dylan (or the fictional singer of this song) is simply moving forward and not spending time telling people about what he "plans" to do. 

So... from where do you find inspiration for your business development efforts? (Post below if you are so inclined.)  If you don't know, perhaps finding this source would help motivate you to put one foot in front of the other and move forward. 

/talkin'.

But I Licked it First! -or- How to Ensure Prospects Die on the Vine

So here's the situation: One of your sales reps, partners, whatevers meets someone at a networking event. He or she logs the contact in your CRM (which is great), but then the wheels come off. No one else at your organization can even touch that contact or that company. Oh, they can, but they won't.

Why not? Because if anything ever closes from that contact or that company, the person who logged the contact has progenitor, that is, proof he or she was the origin point and, in many situations, gets all the credit and commission – regardless of any effort past the first touch.

"But everyone should advance the lead for the good of the business," you say from your corner suite.

"All I will get is pain and grief if I even go near it," they mumble from their office a floor (or more) below.

--

Why "licked it first?"

You open a box of donuts. There is one Boston Creme donut in there, but Bob quickly leans down and licks it. While many others wants that donut, no one will ever touch it. Why not? Because Bob licked it.

Eventually, the donut goes stale and it's tossed into the garbage.

Sadly, this describes the "origination" policies of many sales & marketing organizations. (And, in my world, every organization is a sales & marketing organization.)

How can you solve the donut problem? Drop a plastic knife into the box. Then people will cut off part of the donut and leave the rest for others.

--

An interesting 'fail.'

Sitting in a meeting (as a consultant), I learned that marketing had "stopped" delivering leads to a specific business developer. Funny, since the marketing team had no knowledge that they had been formerly successful for that individual. No credit was provided to marketing on the BD's reports. No mention that the efforts had led to "over the transom" calls. Not even a "Hey, thanks!" Nothing. Until, of course, the leads stopped arriving. And then, the marketing team was criticized for suddenly being a failure. (How heart warming!)

Now the marketing team knew their efforts were, possibly, indirectly helping that BD guy, since he was doing well on sales and they were promoting his services – but they did not know a specific direct path was working.

Why didn't the BD mention anything before? Because he did not want to lose the commission or have to fight for it. Also note: the marketing team at this organization receives no commission for being part of the success path. None. But the BD guy did not want to lose the leads to a "house" account, or even have to share the kudos, so he said nothing. Who won here? (Considering all the parties and making a mental tally...) No one! And everyone left the meeting annoyed at everyone else.

Who's fault is this? Leadership's for rewarding individual success and punishing teamwork.

So what can be done?

1) Time bombs. Set up a rule that any contact that has no activity for 30, 60, 90, or 180 days is fair game. (Think "fast fish" from Moby Dick ... which I believe I referenced in an earlier post.)

2) Teamwork. Sure, give credit for the original touch, but not 100% credit. What is the right number? The one that gets people to request help from the 'licker' (creating a pursuit team) vs. watching the contact die on the vine.

3) Bonus for growth, not specific sales. Sure, give the 'licker' a spiff for bringing the contact into the fold (after something closes or, at least, after there is a real proposal/contract on the table of course), but also give the other team members a bonus for hitting their larger goals.

4) Psychic rewards for playing nice. Publicly thank the other players, by name, and with some small or non-monetary reward. Too many leaders publicly call out the individual who originally licked the contact or brought the ball over the finish line without even recognizing the blockers or tacklers. Or, perhaps worse, pacifying them with "...and the many other people who helped here..." said right before the bonus check is handed over to the single individual.

A simple question.

Are you creating Bobs that lick the best donuts? ...or are you dropping a plastic knife in the box to promote teamwork?

Being Smarter is not a Selling Proposition.

John Tuld: There are three ways to make a living in this business: be first, be smarter, or cheat.

ˆˆ This comes from the movie "Margin Call" which is well worth watching.

SPOILER ALERT!

John, the firm's leader, continues to explain that cheating is off the table (you can decide if this is true in their case) and that the other firms' people are just as smart as they are (he says this even knowing they have a literal rocket scientist in the room.) So the only option left to them is to be first.

Whether or not you believe this is a false choice, that is, that there are 4th and 5th options, those of us in marketing (especially for professional services firms) are often presented with "we are smarter" as part of the firm's value statement.

First of all, no, you are not smarter.

You might know more about a specific area or have more experience in a specific circumstance, but you are not smarter than your competition. Bristle all you want and, to be fair, you might be right to do so. I've met some people who are, quite simply, smarter than the rest of us. I think of myself as pretty smart, but I often run into people who quickly leave me in their dust. (Likely even more than I believe there to be.) You might be one of them.

I've also met a few people who are able to more adeptly apply their intelligence (and/or experience) to specific needs. And you might be one of those.

In fact, you might be the rarest of all rarities and in both categories. But I'd bet against it. Odds, are you only believe this to be the case. Many people I meet feel they are in this rare air and, well, not so many of them are in either category. But that's fine. Nothing wrong with thinking you are smart, so long as you don't put off people by lording your intelligence over them (regardless of it being true.) Believing you are smart and can apply this intelligence is a good thing.

Secondly, who said being smarter was good for business development?

My experience shows that intelligence does not equate to rainmaking skills. Some smart folks are good at bringing in new business. Some aren't. Some truly dull wits (a few who make you wonder how they manage to tie their own shoes) are phenomenal at getting clients and customers in the door.

You find me the best rainmaker at a company and I very much doubt you will have found me the firm's smartest professional. Some of the best rainmakers I know are very bright people. Some are below average by comparison to others in their field. And they know it. And they shrug it off. In fact, a good number of them have told me (sotto voce) that they know the race does not often go to the mentally swiftest. "The trick is to make the client think he's the smartest person in the room and you just happen to be good at the one thing they need you do to."

The real trick, I believe, is to have a great idea and present it in a way that makes the client thinks it was his idea.Often this is the best (or only) way to get anything approved. But I digress...

You are not smarter. And, even if you are, this is not a value proposition.

Putting a finer point on it, telling people you are smart is the opposite of marketing. Showing them that they are smart to hire you or buy your stuff is what we strive for in marketing. The more we can do this, the more customers we will get and the longer we will keep them.

Never miss an opportunity to let your customers know they were smart to hire you and to keep paying you. A great way to do this is to get a referral from them and have that referral thank them for the introduction; or have them thank their friend for turning them onto your service or product. This makes your customer feel smart and helps you get new business. But again, I digress.

Also, being smart does not equate to providing value.

It's how you apply the combination of your experience and intelligence that matters. And it depends on what you are building. Google has made a business of hiring the smartest people around. We've all heard about their interview tests. But the fact they are smarter has no value to me. What's valuable to me is that Google's tools help me find and promote things more efficiently. Which helps me sell stuff for my clients, even if they might be less intelligent than their competitors. And helps me out maneuver marketers who might be far smarter than me.

The next time someone asks what sets you and your company apart and you think "we are smarter" or "I am smarter," rethink. You are not smarter and, even if you are, it makes no difference.

So... using the choices above, you can either be first or cheat. I think Mr. Tuld chose wisely. But what do I know? I'm not a rocket scientist.

How NOT to handle an internal referral

We think of referrals as something that comes from an external source, that is, someone outside of our organization*. And, generally, people know how to handle these.

1) Keep your referrer in the loop. Do not let them hear of your success (or lack thereof) from a third party.

2) Show appreciation regardless of the end result.

3) If the referral is not in your sweet spot, use this an an opportunity to help the referrer better understand what a sweet spot referral might look like – and make sure you also understand their specific needs & wants (which might not be a quid pro quo referral.)

That being said, I notice that most people are far weaker when it comes to internal referrals, that is, referrals that come from people within your organization. I can easily guess why these are treated differently ("It's their job to bring me referrals," ... "What? Do they think I can't do my job without their help?" ... Etc.), but guessing at this reason is not the point of this post.

The point of this post is what often seems to happen next:

1) a lengthy dissertation on how well the professional is already connected to the prospect,

2) a long sigh about this now being added to an already full work load,

3) twenty questions (a la Reservoir Dogs) about the path or opportunity,

4) a complete lack of response, leaving the referrer wondering if the recipient has fallen off a cliff. (And when the recipient is toggled, the internal referrer sometimes receives a snippy "Will look at this when I get a chance" e-mail in response.)

What the internal referrer almost NEVER receives is the following: "Thanks." Or "Great work." Or "Appreciate it." Or etc.

What the internal referrer also RARELY receives is any follow-up information on what happened next, if anything.

Since the internal referrer frequently receives no value from the referral (other than a self-applied gold star he/she can use on a future performance review), this strikes me as short sighted on behalf of the recipient of the referral (read: the last referral you will get from this source) and debilitating to the organization as a whole. Not to mention brutal to the referrer who now has nothing to report back to his/her network contact. Does the recipient think the internal referrer lives in a vacuum?

Anyway, this is kind of like the star running back failing to acknowledge a good block that set him free for a touchdown run or a long pick up. Sure, it's the blocker's job to do so, but why not take the second to acknowledge it?

However, unlike the blocking analogy above, you will never know when the internal referrer missed (or ignored, or avoided) an opportunity to help your organization gain a few open yards. Also unlike the analogy, it's often not this internal referrer's job to find referrals. It's just something he/she was doing to help rise the tide at your organization. And they were treated poorly for doing so.

To end: Perhaps you should assess how your organization responds to and recognizes internal referrals from all parties, even those who are not incentivized to do so.

*Can't stop myself from mentioning that current customers/clients should be a strong source of external referrals. If this is not the case with your business, then, well, fix that, too.

Customer Complaints: Deal With Them, Don't Just Delete Them

Recently, I had a complaint with a late fee from my gym (automatic credit card processing issue), so I posted a request for assistance on their facebook page. When I went back there to check the resolution, having heard nothing from them online or in RL, I noticed that my post had been deleted. No resolution offered. Simply "poof" gone.

So, of course I reposted it. And added a handy tip about social media strategies ... but this got me to thinking.

We rarely remember moments when we've been provided efficient service, since we expect that we will be treated fairly and that most things will go well. Sad but true that we simply don't take the time to appreciate when things go right, or don't even think about it (until we get a customer satisfaction survey.)

What we remember is how we are treated – or mistreated – when things go wrong.

Meaning: Your opportunity to create a loyal customer and promoter – or an unwilling hostage and detractor (or a lost customer and detractor) – often starts when they bring you a problem to help them solve. You might even have caused this problem and all they are asking is for you to undo the damage.

Most companies seem to see complaints as issues to be resolved (and assign low-level, disempowered staff accordingly), not opportunities to reward customers for their patronage and create long-term loyalty.

Many, many years ago, we ordered a product from Home Improvements and it arrived with a chip in it. Perfectly functional, but it had a slight chip. We called them up and they said they would ship another one out immediately. We asked how we should return the chipped one and the CSR said, "Either throw it away or put it in a place where no one will see it and now you have two." (Which made sense for the item.)

I've told this story a number of times and, I expect, this simple and inexpensive act on their part has earned them at least a small handful of new customers over the years. And it cost them nothing. In fact, I expect it saved them money.

So... how do you handle complaints? Do you simply deal with them? Do you delete them? Or do you use them as rare opportunitites to show customers that you value their loyalty.

WWED? = What Would an Entrepreneur Do?

A number of month's back I wrote "WWED?" on a post-it note to help stimulate discussion with a partner at a law firm. I stuck that note to my bulletin board and find myself pointing to it day after day – as well as using it to help fuel my own decision making.

Many people use the I/U process (Important/Urgent) to help focus their time and effort (as do I), but I am not sure this helps decide what you should do. Or how you should act.

"WWED?" delivers instant clarity.

A few times, I have done nothing more than point to the post-it note to help my client get over the decision-making 'hump.'

So... What would an entrepreneur do?

I doubt there is a comprehensive list or even an action plan for decision-making entrepreneur-style, but I do think there are some ground rules.

1) Make decisions. Stop waiting for others to force your hand. If you need to be nagged to move forward, you are either being guilted into a bad course of action or you are not an entrepreneur.

2) Lead by example. Leave a wake, not a memo. Enough said.

3) Pick up the phone. E-mail is great for sharing details, but not for having decisive and brief discussions, providing solutions or delivering bad news (and eating crow.) Or better still, make a personal appearance.

4) Trust your people. Even if you did not choose them. And even if they are your superiors. Let them know that you don't always expect success, but you always expect sweat, urgency, and immediate heads-up when a problem occurs. And you expect them to learn when they fail.

5) Rise the tide. Too many people think that entrepreneurs are looking to hobble their competitors. Anyone who believes this is not an entrepreneur. So-called competitors are often the best collaborators and, even as adversaries, provide later insights you won't get if you ostracize them.

6) Find time to think. Entrepreneurs are doers, but, even more so, they are thinkers. They carve off time, close their door, walk to lunch instead of taking a cab, draw on napkins, etc. ... all to figure stuff out vs. checking stuff off.

… and the list goes on.

But the point is this:

Regardless of your role at your organization, you can create a mental box of your ownership. You can determine the part of the business you control and from which you can create value for all the boats in the lock, not just your own dingy.

That is, if this were "You LLC," how would you act? What decisions would you make? What would you stop doing?

You would never say, "It's only company money." Or blame others for your failure. Or wait for outside forces to force your hand. Or goof off on Facebook because no one is watching. Or show up at 9:00 am sharp every day since that's when your job starts. Or do value-less things because others assigned them... Etc. ... Etc.

To end:

Next time you are face with a decision, no matter how seemingly small, ask yourself, "WWED?"

What is a Promoter and how do I make more of them?

In February, I wrote a blog post entitled: Stop Networking! You Already Know Enough People. While you don't see comments here at Blogger, I continually receive notes and in-person queries, many of which are basically the following question:

"OK, so how do I monetize my 'large enough' network?"

Good question. Strike that. Great and possibly, the best question.

First of all, there are three types of people in your network:

1) Promoters and prospects

2) Time sucks

3) Friends and family

Separate your network into the three categories as above.

If they fall into category 1… keep them on the list.

If they fall into category 2… take them off your list and DO NOT SPEND ANOTHER SECOND ON THEM. You will never get that time back. This is why you have so many people on your list and, adding up the hours spent on them will only make you cry. I suggest you throw away the rear view mirror and move forward.

If they fall into category 3… take them off your networking list and put them on your holiday card/BBQ invite list.

Your list should now only have promoters on it and should be, at most, 5% of the original size.

"OK, so how do I figure out who my promoters are?"

Assess them against the three attributes, starting with the first one.

1) Access.

They hang around people who could be your clients. If they do not have access to your prospect network, they can never be promoters and will only ever be time sucks. In other words: If they are on your networking list and they do not pass the "access test" then take them off your networking list. Send them e-blasts, perhaps, but not lunch invitations.

|> I've watched a lot of football over the years, and I have never seen someone in the stands throw a receiver a touchdown pass. Nor have I seen someone in the audience get an assist for a hockey or soccer goal. <|

2) Interest.

They believe you can help their network and want to help you. You can test this by providing them with a referral or an introduction to a promoter of their own and seeing if they return the favor. If they live at the end of a cul-de-sac... take them off your list. Or, you can ask for a specific referral and see how they react. Better, though, to start by helping them and see if they pay-this-forward, even if it's not to you.

3) Understanding.

They appreciate the value you can provide to their network. Note: I did not say they understand what you do, definitely not how you do it, or why you are so special. In many cases, (cough cough...approaching 100% of all cases), the only thing that makes you special is they are willing to refer you to their clients.

Prospect: "What sets you apart from the 500 other people who seemingly do what you do?"

You: "I'm in the room with you right now and they aren't."

Odds are, there are dozens or hundreds of people who do what you do and only your mother thinks you are special. (Or at least you hope she does.) Please do not waste any time trying to explain what you do or what sets you apart. Even if they could understand, which they can't, they don't care. They only care that you can help their network. Better to tell them when you can help. ... but that's a blog post for another day.

Next up:

> Triggers and USPs

> The LinkedIn trick for finding the real promoters in your network … and what you can do to find them if you aren't using LinkedIn. (Read: You like doing things the hard, old-fashioned way.)

November Fast Five – Marketing Ideas You Might Have Missed

Here is the November Fast Five, as published in the Association for Accounting Marketing's "AAMMinute." It includes articles on "mocial" and "favicons" as well as a collection of marketing tributes to Steve Jobs.

Enjoy.

Have an unhappy client? Here's a moment of clarity.

UNHAPPY. CLIENT.

Which of these two words do you want to change?

If you don't quickly change one, the client will make the choice and he/she will almost always change the second word.

I've heard it said you should pick one, but that's both untrue and short sighted. Even if you decide not to keep them as a client, which sometimes is the right choice for the company and the client, you should try hard to not let them go away unhappy. Unhappy ex-clients are not much better than unhappy clients. Some would argue they're worse. (I won't.)

Just because they are an unhappy client, doesn't mean they are unhappy with you or believe your company provides bad products or service. They might simply be a square peg in a round hole.

Try to keep them as clients, if it makes sense. If it doesn't make sense to keep them as clients, then still try to fix whatever it is that's making them unhappy.

This way, when they go away, they won't go away mad.

While you're trying to figure out how to make that happen, you can listen to this Blondie song from Parallel Lines.

The Two Most Damaging Words at a Professional Services Firm

Let's rip the bandaid right off...

The two most damaging words for a professional services firm are:

"My client."

I've actually heard an engagement lead chastise another senior firm member for talking to 'his' client at a social event. The other person was not talking about business, she was just making polite conversation. Even had she been talking business, the lead was hurting his firm and the client by creating this wall.

Why do engagement leads want to discourage access to their clients?

This is their "book of business" (three words that are also harmful to a professional services firm) and they are worried that the other people will, somehow, damage the relationship and, ultimately, the client will leave.

There is no fear the other person will steal the client, since most firms have this part of the compensation well structured.

Playing the odds game, they fear scorched earth, which is very unlikely, and yet do not appreciate the value of having a deeper relationship that leads to more value for both sides and, likely, more sales and referrals. Crazy!

Why should the engagement lead encourage access to their clients?

The value your firm provides to clients includes creating relationships and bringing ideas beyond what the engagement lead brings to the table. Also (see above) these discussions can lead to uncovering new requirements at the client's company ... and hence more business. Call it 'greater wallet share', since the company is likely currently using other firms, possibly competitors, to service these needs.

Why should firms encourage (read: structure and compel) this access?

One word: depth. If the engagement partner gets hit by a bus, wins the lottery or is recruited by a competitive firm you have another point of contact. Also, the other person (or people, since I suggest at least three connections) will be able to see loyalty issues that a single person might miss or, let's be blunt, not bring to the firm leaders' attentions.

Two words: more business. See above.

In short:

If you hear "my client" come from an engagement lead or salesperson (for those of you at a product company), this should be a signpost that the client is being underserved and is less likely to be loyal. Meet with the engagement lead to add more service depth (I recommend creating a 3x3x3* map) at that organization.

Greater client satisfaction and increased revenue will follow.

*More on the 3x3x3 model at a later date.

Drive and 10 Easy Ways to Improve your Website

A (somewhat) Mini-Review of Drive.

Keep meaning to write a review for the book Drive - The Surprising Truth About What Motivates Us by Daniel Pink, but have not yet gotten to it. So, here's a mini review:

• Raman Chadha, the Executive Director & Clinical Professor of DePaul University's Coleman Entrepreneurship Center, turned me on to it. If you knew Raman, this would be reason enough to read it.

• It uses quantitative data and studies to support its ideas, not anecdotal ideas. (It's not a another insipid business parable, thank God!) Another good reason.

• I have often thought the carrot&stick approach was either ineffective or outdated and this book provides a strong argument to that effect. Again, using studies for comparison.

• My biggest problem with carrot and stick is that it provides rewards (or rapped knuckles) at the end of the process, which is often at the end of a fiscal year. Yes, I know you can reward/punish sooner, but this is still too late for marketing and business development. "He failed, so we will ding his annual bonus." "But I want him to do better now, not feel pain at the end of the year." (Also, too many bosses let them off the hook at the end of the year or the people do not think it'll stick, so they bet on not actually having to pay for their failure.)

• A carrot or a stick provides a "cost" for action or inaction. Too many people will pay this cost. And this cost is variable, since people value money differently. What I like about Drive is that it explores this "failure payment" idea.

• My last issue with carrot & stick motivation is the amount of effort is takes to create and track that effort vs. creating and tracking the desired process and outcome.

• Drive explores just how much money motivates action. And how much people "game" the system to get the money without actually performing the desired action. Certainly not performing it in any sustainable manner. More importantly, it goes down the path of what you can (and should) do instead.

In short: if any of this makes you curious ... read Drive, the book.

Ten Easy Ways to Improve Your Website And Bring in More Customers.

Co-wrote this article with WSI. Pretty basic stuff, but that was the intended audience. I welcome any comments.

Why I Hate Triangle Relationships – A Rant

Your client hires you as their marketing firm. Then they, separately hire an SEO firm, or website developer, or PR firm, or etc., or etc. And, of course the client expects you to both to play nicely and provide integrated services that build on each other … "the sum of the parts ..." and all that.

Hint: This is not limited to marketing relationships. Not nearly.

All well and good until something doesn't work. Or there is a new project on the table. Or new data appears. Or a process needs to be developed. Or feedback is required. Or it's a Tuesday.

Then you get this unhealthy triangle where two firms are fighting for attention, respect, information, and, worse still, budget. And you, the client who thinks competition is a good idea, end up with fighting sibling that aren't related by blood so have no sticky red reason or impending reunion to bury their hatchets. And you are doing double work to keep both teams up-to-speed.

The single line worth reading in this post:

Set up a straight line relationship from you to a lead to a sub.

Take it from someone who has been part of many triangles and been the lead and sub for many, many projects: Avoid the triangle relationship like the plague.

If I, as the sub, cannot take direction from your chosen lead, then give me two options: 1) shut up and 2) leave. Or a third option: 3) shut up and leave.

At worst, I will sit back and wait until the lead's total incompetence is discovered and I get promoted or, in a better case, we'll find mutual ground (with your best interests in mind). In the best case scenario, we'll get along and develop a business relationship, perhaps in the same lead-to-sub line or perhaps reversed, but always thinking of you every time another client sends us a check.

But please do not expect that you can magically make the triangle relationship work.

You can't.

/rant.

Literally "Phoning It In"

The Urban Dictionary defines "phone it in" as ...

1) Literal - To present something, whether an idea, project, product, etc. by way of a phone call, rather than in person.
2) Used to describe a lazy or uninspired attempt. Perform an act in a perfunctory, uncommitted fashion, as if it didn't matter.

Reviewing a new business opportunity with a Partner at a professional service firm, I asked, "When are you presenting the ideas?"

The response, "On Monday."

I knew the answer before I asked the next question, so I asked it in a leading manner, "Are you going there or is _Name_ coming here?"

Without hesitating, he said, "We're talking over the phone, but I plan to e-mail him something to review prior."

Phoning it in.

We seem to have taken a literal term and made it into a euphemism for "perfunctory." This is dangerous.

Now that we have e-mail, many people rationalize a phone call believing they could do worse and simply e-mail the prospect. However, being able to do worse does not mean you did well. And many people would argue that a text or e-mail is actually more personal than a phone call.

"But you can't hear tone in an e-mail, which is why I call people directly," he argues proudly.

> Don't be so proud. You can't see expression on a phone.

"That's why I use Skype," she beams.

> Better, agreed, but are we looking to be better or make the sale? "That was a better shot, this time," says the coach, "but you still missed."

We need to remember why the expression "phoning it in" became an expression in the first place. Sending an e-mail or Skyping, whether or not this is better or worse than a live call, is still "phoning it in" if it replaces an in-person meeting.

While there are many times when an e-mail, phone call or Skype is more efficient and environmentally-sound than an in-person meeting, we need to keep the expression "phoning it in" in mind when looking to close business.

To end: If you are using the phone or your computer instead of your feet to deliver an idea, then ask yourself the following: "Am I phoning it in?" If you start to weigh the answer against worse forms of communication, then the answer is "Yes, you are phoning it in." And you know what to do instead.

--

On a positive note, I recently received the following note as part of a pipeline update: "They sent out the RFP to 8 firms and __name deleted__ said we were the only firm to come out and speak to them."

Fast Five – Some Marketing Ideas You Might Have Missed

For those of you looking for interesting marketing links, Daniel Jackman, e-Marketing Coordinator at Blackman Kallick, and I write a monthly column called the FastFive in the Association for Accounting Marketing newsletter.

I keep meaning to post links in this blog and keep forgetting... until now.

Enjoy.

Is a Specific Promotion Worth the Spend?

When a marketing or promotional opportunity appears, the question is... Is it worth using any of your precious budget or time?

Normally, the question of ROI comes up: Will we get our money back or 4x to 8x our money back? If the answer is "yes", that is, you can guarantee that your spend will return 4x or 8x the investment, then stop here. If you are 100% sure that putting $1,000 down will return $4-8,000 in the next, say, 12 months, there is zero reason to hold off. In fact, please contact me and I'll pay half ... assuming you will give me half or even a quarter of the return.

Since sure things are rare in marketing, read on...

How to quickly judge if a marketing opportunity is worth pursuing:

1) Ignore ROI. Yes, I said it, ignore ROI. Recall, you are guessing, not guaranteeing. If you can guarantee it, then read above.

2) Avoid any "Act now or forever lose the opportunity" offers. One of my clients, long ago, said, "I do not regret any missed opportunities that turned out well. I regret the ones I took that turned out poorly." There are opportunities, like interviews or speaking presentations, that time-bomb quickly ... so assess them quickly. But do not say "yes" only because they go away soon. Anyway, if a rep says you need to let them know about a 50% off deal by Friday or you lose the space, and this wasn't already in your plans, then nine times out of ten you are better off shrugging and pressing delete on the voice- or e-mail.

3) Determine the 'all in' cost, that is, money and time. No need to figure out the hourly or billing rates of the people involved, simply make a list including dollars and people hours. I.e. inventory your investment.

4) Ask yourself the following question: Is this the best possible use of this investment? Make a list of what else you could do and rank them. If the opportunity in question rises to the top, then go for it. If not, then don't do it ... regardless if you will actually move forward with the better option(s).

A Partner at an accounting firm and I did this assessment the other day and he quickly listed out two or three things he would rather do "...if we had this money and time allocated." End of discussion about the so-called opportunity that instigated the assessment. We had better uses for the time and money and, while we may or may not move forward with any of those, why would we move forward with the lesser option ... regardless of estimated ROI?

In short: Judge "act now" opportunities not on whether or not they are a good buy, but if you could do better.

Branding Strategy of the Day: Everyone Else Lies

This blog post is in two pieces, since the discussion that prompted it was also in two pieces. First of all, I want to thank the folks at Hinge Marketing for not only providing a thoughtful presentation with (gasp!) empirical (vs. anecdotal) data, but also for having a business card that's hinged. See Why Do We Still Have Business Cards?

Piece One: Everyone Else Lies

Thinking back, I can recall more than five client engagements where we had reasonable facsimiles of the following branding strategy discussion:

Them: What we provide is innovative in our space.

Me: But a quick web search shows many competitors that say they do exactly the same thing in the same way.

Them: They're all liars.

Me: We can't create a brand based on being the one company in this space that doesn't lie.

Them: Why not?

There is no doubt that many companies over-promise or dress for the business they want instead of the one they have. This creates a great deal of noise for the company that actually does what everyone else only says they do.

But first... a little due diligence should show if the other companies are really "overstating" or if your company is actually only hoping the others are liars. And a little more due diligence (read: customer surveys - both present and past) will show if your company is also overstating or, perhaps more importantly, if anyone actually cares that they receive this additional "value."

Let's assume that both due dillies reveal that a) your company is unique and b) the clients do care. Now you have the challenge of marketing the "other companies are liars" messaging. Good luck with that.

In all the cases where I found myself in this position, we took another tact. We marketed the end point of the value, not the innovation or ability*. The client interviews were instrumental here, since the clients told us what it felt like at this end point and we used that for messaging. The competitors did not know what the end point looked like, let alone get their clients to articulate this for them, since they were unable to deliver it.

Then we could follow up with case studies and client testimonials supporting this messaging. And we named names and gave out customer phone numbers. In one case, the customer called me and said he felt like he was our new salesperson since he spent all day on the phone telling callers that, yes, this really happened. The market now knew the competitors for what they were (cough cough liars) and did not need to take our word for it.

In other words, as the travel company adage goes: Sell the destination.

*We also created branding that looked very different from what was prevalent in the space. Most industries (like soup cans) have common color templates. We picked away from this list. This does not mean we needed to be garish, just not soup can red.

Piece 2: You Shouldn't Have a Position Where There is No Viable Opposite.

Look at professional service firm positioning: Excellent customer service. We care. We're responsive to your needs. Experience where you need it most.

Not only are these positions bland, but if you cannot be positioned opposite, then you cannot be positioned positive.

Let me write that again: If you cannot be positioned opposite, then you cannot be positioned positive.

Pick one: Excellent customer service. -or- Shoddy customer service.

Pick one: We care. -or- We don't care.

Pick one: We're responsive to your needs. -or- We focus on what's best for us. (Which is true most of the time, but no one wants to say this out loud.)

Pick one: Experience where you need it most. -or- Experience in places that don't matter.

As you create your positioning, think of what the other side of the mirror looks like. And if any of your competitors would ever want to be on the other side of the mirror, let alone a significant subset. If not, then you aren't positioning or differentiating, you're pontificating.

Another option is to get specific. If you are going to say you are responsive, for example, say how responsive. And provide a guarantee. Examples: 30 minutes or it's free. Less expensive or we'll provide a competitor's name. However, you had better be able to deliver most of the time or you will quickly go broke and/or lose all of your customers.

Or get creative. Example: Not just fast, but freaky fast. However, you had better back this one up. And if you ever order from Jimmy Johns, you will hear yourself say, "Wow. That was freaky fast."

While no one would say they have slow delivery, they might not say they have "freaky fast" delivery. And not everyone would guarantee 30 minutes, since they might prefer to trade some speed for more quality.

Clearly not all hooks have viable opposites. So, if you do pick a hook without a viable opposite, sharpen the hook until fewer companies would (or could) hang their hat on it.

Piece out.

ROMI and Women's Literature -or- Pretty Fly for a Marketing Guy

Years ago, at college (more years than I plan to say), I was signing up for English classes and I saw, for the first time in my young existence, an elective called Women's Literature. I wasn't sure if it was a literature class for women or a literature class featuring women writers. I wasn't being incendiary, I was trying to understand.

This evolved into a heated debate, with me cast as the villain (a role I am always content to play), about the rationale for this type of class.

• Do they need to lower the bar so enough women writers can hop over?

• Is this so that male chauvinist professors actually consider female writers in their curriculum? This argument doesn't make sense, since small-minded teachers can now let the Women's Lit professors cover those books.

• Are we focusing on literature written from a woman's perspective? And, if so, then why not read books by both genders with similar themes and/or are written in similar places and times? I would very much enjoy reading and discussing, say, Frankenstein and Moby Dick in the same class … and I was sure a literature professor could find hundreds of such pairings.

But this isn't a blog post about Women's Literature classes, so suffice to say that I just didn't understand why we needed a subset of literature called Women's. I still don't, but now have learned not to start this discussion.

Fast Forward to 2011.

In the past two weeks I have heard a great deal of discussion about ROMI (Return On Marketing Investment) and ROMI modeling. And I just don't get it. Why isn't it simply ROI?

• Is ROMI some sort of 'special' ROI to help lower the bar for Marketing efforts?

• Did we need some new buzzword to further confound management now that we can track more and more of our tactics? "I can show you, predictably, how engaged prospects are 15% more likely to become customers, how they will spend 20% more in their first year, the margin on this spend during that period, and exactly what it costs to engage them … but let's instead talk about ROMI."

• Does this make us feel good about ourselves as Marketers?

• Or is this a term used by Marketers that cannot yet figure out how to show value without their trusty mirrors and smoke machines?

Every time I hear ROMI, I think of sports statisticians who (rightly) create coefficients to predict a player's success rates from the farm leagues into the majors. "Sure, they're batting 380 in AAA, but the pitching isn't as strong there, so it's like batting 280 in the majors. Still strong, but let's not get that excited just yet."

I am unsure if ROMI shows a higher percentage figure than ROI or if ROMI-using Marketers have different calculations to find their ROMI score. If the scale is different, then it's not really ROI. If the scale is the same, then why do we need a special term?

An example where a special designation makes sense: Instead of calculating a publication's CPM (Cost Per Thousand), for example, I was taught to calculate CPTM (Targeted). While publication A reaches 200,000 readers, we really only care about 60,000 of those and, perhaps 1/2 care about 40,000 of those, so the CPTM calculation ... based on: $s/sum[60M + (0.5 x 40M)] ... shows the cost of the targeted portion of the readership. Publication B reaches fewer people, but the CPTM might reveal a better buy, even though the CPM is higher. This makes sense, since it actually discounts non-targeted reach.

But ROMI seems to be a buzzword that puts Marketing into a special (read: lesser) class of ROI. "Your ROI is pretty weak compared to the initiatives of other executives here at BigCo, but it's pretty good for a Marketing person. Keep trying, son, and someday you'll make it to the bigs."

In short: If it's ROI, please call it ROI. If it's not, then keep your mouth shut until you can use the "ROI" term without the asterisk.