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Category: Personal Development

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Best Practices Marketing Personal Development

Why Your Website Needs an FAQ

You probably know that few businesses can thrive these days without an online presence. Sometimes, though, even the largest corporations neglect to have an essential web site element: a Frequently Asked Questions (FAQ) page. All web sites need one for a number of reasons.

It Answers Questions

How much of your employees’ time gets spent answering potential customers’ questions by phone or email? How much time can be saved through a thorough FAQ page? The answer to both questions is: a lot.

In addition, an FAQ can answer questions during the hours when your business is closed, thus allowing you to serve potential customers 24/7. People can get to know your company better by studying it.

What Goes on Your FAQ?

 The specifics depend, of course, on the particular nature of your business, but some general principles apply.

A good web site will have a lot of information about products and services, but the information in it can’t answer every question. In addition, the information is often spread across a number of pages.

An FAQ provides a highly condensed distillation of the most important facts for your customers and potential customers to know. If you’re not sure what’s important, do this:

  • Ask those who answer customer questions what the most commonly asked questions are.
  • Take this a step further by brainstorming additional possible questions.
  • Study your competition’s FAQ pages. This gives you ideas.

Sometimes it’s best if your answer is a link to another page. For example, if your company sells vacuum cleaners, people might ask the difference between Model VC-20 and VC-30. This tells you the benefit of a page dedicated to a chart that clearly shows the different features of various models. Your FAQ can link to that page.

Basic and Essential Questions

  •  What payment methods do you accept?
  • What warranties and guarantees do you offer?
  • What are your return policies?

This last question is very important and a subject in itself. I recommend that every page have a link to your return policies page and the information on it be repeated on the FAQ page.

An FAQ Page Tells More About Your Company

 A common question in FAQs is “Why is your product better than X’s product?” This provides a great opportunity to both show your expertise and praise your product.

A question about how fast you ship products allows you to state that customer satisfaction is your highest priority.

Demonstrate Your Company’s Unique Qualities

 Make sure that your answers are engaging in character. Show a sense of humor when appropriate. Create answers that use the simplest and clearest language possible. Make it clear that you care about communicating to your customer.

People Will Still Call

 You won’t be shutting down your customer service lines. Some people won’t understand the answers in the FAQ. Some will have questions you never dreamed anyone would ask. Others find it important to speak to a live person because it gives them more confidence in your company.

Nonetheless, having an informative and engaging FAQ can do a lot to help you attract—and keep—customers.

Pat Iyer is an editor, book coach, ghostwriter and online course creator who assists busy business executives share their knowledge. Find out more about her services by visiting www.patiyer.com

Categories
Marketing Personal Development Technology

AI Improves Your Website as More People Use It

Plenty has been written about how AI gets smarter with experience, the way people do. If you perform a task 100 times, you are faster and better at that task the 100th time than the first time–and AI models have that same quality. The more experience they have (usually expressed as the more data they have seen), the more patterns the models can recognize to make better sense of each new thing they see. I do a lot of work with AI models around website customer experience–often focused on how web users search and navigate company websites. The AI models reveal insights of where web users get stuck, or, more happily, which content seems to answer their needs.

That’s very powerful, but even more powerful is connecting AI models to automated actions. You see, if all the models do is to provide better insight to humans, those models are useful, but they will always be gated by the time and cost of humans taking actions on those insights. I have heard clients express to me in frustration that “the last thing [they] need is another dashboard”–even a smarter one populated with keen AI insights, because it still leaves them with more and more manual improvements to make.

What if the models could directly drive updates to the website that make it better?

My recent work with SoloSegment [full disclosure: I am a Senior Strategist and partner with SoloSegment] has opened my eyes to how AI can lead to immediate and continuous improvement of a website. You can use behavioral data to make searches on the site more successful. You can recommend content based on what has worked for others in the past. In other words, your website becomes more autonomous–a living, self-improving entity–that gets better the more people use it.

None of this means that you don’t need people to do the vast majority of the tasks of creating content, improving design, and all the rest of the things we do for our websites. But, for the first time, there are some things that humans don’t need to do, because the AI models, coupled with automated actions, can make some of the improvements in hands-free fashion. I don’t know about you, but this feels like a breakthrough to me, where we finally have linked the intelligence of the models to quickly and automatically improving the customer’s experience. And I can’t help but think there is much more to come.

Categories
Best Practices Management Marketing Negotiations Sales Women In Business

Are You Afraid of Losing to Progress?

“If you fear losing what you’ve gained, you’ve already lost it.” -Greg Williams, The Master Negotiator & Body Language Expert

When you think of progress, do you become afraid? Do you even consider what progress is and what it means to you? Progress will occur whether you’re afraid of it, don’t consider it, or choose to let it pass you by. It’s the one thing that’s constant in life. So, if you want to evolve in the ever-evolving environment that you’re in, you can do that by considering the following.

1. Define what progress means to you and why it has that meaning; you should realize that your definition will change over time. Recognize when those changes occur and what brought them about. Then, use markers to identify and measure how close you are to a goal. Make readjustments when they’re required. If you become apprehensive about making them or you do nothing to address them, consider whether you’re afraid of losing to progress. You may have a mental barrier that’s holding you back.

2. Ask yourself, when did you most aggressively seek progress? Why did you seek it? Other questions to ask are:

  • What changed in your life to cause you to seek progress?
  • How did you feel while you were going through what promoted the need for change, for progress?
  • What has change done for you?

3. What do you fear the most about progress? Is it change itself that causes angst? Other questions to ask are:

  • Are you fearful of leaving those you’ve known behind?
  • Are you concerned about where progress might lead you?
  • Will you regret not following the path of progress later in your life? If so, what does that thought do to you? How do you feel about it?
  • What has frustrated you the most about progress?

When you won’t move forward to embrace a goal, especially if it’s one that’s important to you, something’s holding you back. If you explore all realms of possibilities and you still can’t identify the silent hand that’s gripping you, you might be afraid of losing to progress. To test the theory, ask yourself the questions above. You’ll find answers to your dilemma in those questions. When all else fails let that be the last thought that you tackle. If fear is the culprit and you successfully combat it, you’ll slay that gobbling … and everything will be right with the world.

What does this have to do with negotiations?

Fear prevents some negotiators from being more aggressive. Because of that, they’ll lack the drive to obtain more in a negotiation. While you should exercise caution in a negotiation, caution based on fear can be self-demeaning.

If you fear progress, due to the gains you’ve acquired in a negotiation, assess the mindset that’s motivating you. There are times when leaving too much on the negotiation table is just as bad as attempting to gain too much. In either case, you can appear to be inept. When you display that type of demeanor it can be the setup that signals the other negotiator to be more aggressive with you. That could also be what signals him to push you harder by seeking more concessions. And, that’s a position you don’t want to be in.

Remember, you’re always negotiating! 

After reading this article, what are you thinking? I’d really like to know. Reach me at Greg@TheMasterNegotiator.com

To receive Greg’s free “Negotiation Tip of the Week” and the “Sunday Negotiation Insight” click here http://www.themasternegotiator.com/greg-williams/

#Losing #Fear #Progress, Afraid #Success #Emotion #Business #Progress #SmallBusiness #Negotiation #NegotiatingWithABully #Power #Perception #emotionalcontrol #relationships #HowToNegotiateBetter #CSuite #TheMasterNegotiator #ControlEmotions

Categories
Growth Leadership Personal Development

Delegation Is Not A Choice—It Is a Requirement To Your Success!

We tell everyone, “Do what you do best, and delegate the rest!” It’s kind of like saying, “If you want it done right, do it yourself!” Can you find a middle ground where you have time to focus on advancing your company with your skills without being disappointed by those you rely on?

As advisors to small and medium businesses, we always see owners trying to do everything on their own. This prevents growth, and also prevents the company from succeeding. Owners think they’re saving some cash when they do everything themselves. Or, they may think they’re saving the company from failure. But in reality, they stretch themselves too thin and try to perform beyond their skill set.

As advisors, our job is to find the skills and tasks that must be delegated in order to move the company forward. Here, we face two major obstacles—One of them being that the owners think they can do everything themselves, to the point where their business is hurt by their limited skill sets. And the other obstacle is that the owners just don’t understand how to delegate.

Most owners thoroughly believe in their mission and their concepts. It’s the reason they left their careers and bet their success on a positive outcome. It’s the reason they work 18 hours a day, almost every day, without breaks. But does this mean they’re good at managing people? Not always.

Yes, they own the company. They think they’re the boss. And yes, they’ve done all the hiring to the point where they see a positive cash flow. Now that they’re expanding, though, they must bring on a full, skilled staff. Who does the hiring, training, and managing?

When it comes to knowing how to hire and direct people to get the job done, most owners take it for granted. They may never consider that they’ll need a professional to do this work down the line, as their business grows. But we think they should consider this first.

As businesses grow through the four startup stages (startup, buildup, buildout, and enterprise), they require different managerial skill sets. But, if the owner can carry the business through the dreaded startup phase and score some clients in the buildup phase, why can’t this same owner scale and expand their business in the buildout phase? Most businesses fail during this phase because they drastically underestimate the work that’s required to take care of their new accounts and clients.

This is where delegation comes in—where the business needs a skilled professional who understands the challenges to come, knows how to look for the “perfect” new hires, is able to identify and communicate deliverables, and establishes a sense of accountability to ensure all tasks are done—and most importantly, done right!

In most cases, this skilled professional is not the owner. At this point, it’s tough for owners who have carried “their baby” so far, only to give up some control in order to see eventual success. It was hard for us, too, and our business was actually held back for a few years because of it. Once we finally bit the bullet and put professionals in charge, we started seeing the growth that we always knew would happen.

But don’t get us wrong! We made a bunch of false starts. With every mistake, we learned even more about what we could do ourselves and what we could not. We still had the last word on new hires, for example, but we let our managers create their own plans of accountability (and we approved those, too).

The accountability plan was our key to successful delegation. Just answer these questions: What needs to be done? Who’s going to do it? Are they able to do it, and do it well? When will it be finished? How often will status reports be created, and what will they include? When is the final deadline?

Delegation is not easy. It will be a roller-coaster ride for the first few years. Most business-owners are scared to give up any control! But as time goes on, you will get better at it. And if someone you rely on doesn’t perform to your expectations, feel free to use our favorite four-letter word: “NEXT!”

For more, read on: http://c-suitenetworkadvisors.com/advisor/michael-houlihan-and-bonnie-harvey/

Categories
Best Practices Entrepreneurship Investing Management Marketing Negotiations Sales Skills Women In Business

How to Win More Negotiations by Framing Better

 

“Framing is the impactor on one’s sensibility.” -Greg Williams, The Master Negotiator & Body Language Expert

When framing anything, the better the frame, the greater the chance for a successful outcome. Consider a wall, versus a fence, versus a barrier. You can use all of them to protect those that are inside. They can also be what keeps those on the other side from gaining entrance. And, you can state that they can protect those on either side. So, what’s the difference from a framing perspective? The difference lies in the perception of how you define the barrier. That’s why framing is so important.

When you frame content to be discussed in a negotiation, your framing of it determines how it will be perceived, how it will be discussed, and how the negotiation will flow.

The following are a few insights you can use to win more negotiations by framing them better. Doing so will increase your chances of having a winning negotiation outcome.

Value Proposition:

Before you attempt to frame a discussion, you should know what someone’s value proposition is. Because, if you make a concession that’s not perceived as being valuable, you might open yourself to a greater request (e.g. I don’t need that, but how about ‘x’). If you’d not intended ‘x’ to be discussed, you could have framed your offer by stating, I can concede on this, but not ‘x’. By doing that, you take ‘x’ off the table before it has the chance of entering the offer proposition. Mind you, the other negotiator can still request to have it, but you will have set a marker for denying him his wish. If you’ve used it as a red herring, you may turn the perception of its value to a greater benefit to your position. Then, if you wish to concede it, you should request something substantial in return.

Framing Mindset:

“He was right before, isn’t he right now?” Be careful of how you validate or accept a point as being valid. Just because an entity has been right 99 percent of the time, doesn’t mean that it’s right this time. Then again, if the other negotiator subscribes to such a thought, use it to your advantage.

You can do that by stating that you’ll be discussing ‘x’. Then, state that ‘x’ has been proven to have a 99 percent accuracy factor. Framing any point in that manner lends more credibility to it. There’s also a sense of security implied in the statement, because most people like the perceived sense of being surrounded by others.

Combating Opposing Framing:

If it doesn’t serve your purpose, be prepared to refute the framing attempts of the other negotiator. While doing that, have your own talking points ready to rebut his attempts to refute yours.

A good negotiator knows the hidden value that lies in framing a negotiation. Therefore, there will be an aspect of ‘give and take’ as you and he spar over the process you’ll use, and how you’ll frame those processes, to engage in the negotiation. During the planning stage of the negotiation, give serious thought to how you’ll frame your points and the strategies you’ll use to alter the other negotiator’s perspective.

Personas:

How are you going to act? The persona you project during the negotiation, confidence, or a lack of, and when you project that persona, will impact the negotiation. So, you should plan for how and in what circumstances you’ll promote a certain persona versus another. That’s also where framing comes in. If you synchronize the framing with your persona, you’ll have more perceived credibility.

Framing can serve as a silent ally that lies dormant while waiting to lend assistance in positioning the negotiation. When used stealthily, it can be what gives you a hidden advantage that the other negotiator never sees coming. Thus, using it wisely can enhance your chances of winning more negotiations … and everything will be right with the world.

Remember, you’re always negotiating!

After reading this article, what are you thinking? I’d really like to know. Reach me at Greg@TheMasterNegotiator.com 

To receive Greg’s free “Negotiation Tip of the Week” and the “Sunday Negotiation Insight” click here http://www.TheMasterNegotiator.com/greg-williams/

#Framing #Negotiations #bodylanguage #Negotiator #Business #Management #SmallBusiness #Money #Negotiating #combat #negotiatingwithabully #bully #bullies #bullying #PersonalDevelopment #HandlingObjections #HowToNegotiateBetter #CSuite #TheMasterNegotiator #psychology #NegotiationPsychology

Categories
Best Practices Entrepreneurship Leadership Skills

Selling Your Ideas Up: How to Overcome Objections and Get Your Ideas Approved

In an era of fiscal and time constraints, is it possible to sell your ideas to company leaders? Yes, but the success depends on how you frame the opportunity.

The first step is to avoid talking about the idea itself. While that may sound strange, it’s the primary sales rule that most people break. You may love your ideas, but the feeling isn’t always mutual. When you’re selling your ideas to others, you shouldn’t focus on your preferences. You must focus on the other person, and here’s how:

  • Understand the pain of the person.

Forget about how excited you are about the idea you want implemented. If you’re going to sell your idea, you have to understand where the other person’s pain is. Maybe they’re dealing with upset stockholders or perhaps sales are down. Do your research and uncover the main challenge they’re presently dealing with.

Once you know the other person’s pain, you can position your idea to sell as a solution to it. Essentially, you have to show the person that there’s a direct payoff to them if they approve your idea. If you know that the CEO’s greatest pain is a lack of communication between departments, then you have to consider your proposal and figure out how it can ease the pain and bring resolve to the situation.

Be sure to state it clearly to avoid guesswork. For example, you could say, “I know you’re dealing with poor internal communications. I’ve come across some things that I believe can help you overcome those challenges so the company can grow.”

Then talk about the new idea in terms of solving the current problem only. Don’t go into all the benefits, functions, features, or costs. Right now, you’re simply getting the decision maker on board with the idea and its problem-solving potential.

  • Solve the predictable problems in advance.

As you have this discussion, you’ll also have to address common objections. Plan for them in advance by figuring out what their objections could be and solve them before the discussion.

For example, if you’re talking to the CEO about your idea and you know budgets are tight, you can deduce that they will say, “This sounds great, but the CFO won’t approve this right now.” However, because you’ve anticipated this objection, you can reply, “I’ve already run this by the CFO because I knew it was important.”

Of course, before going to the CFO, you’ll have identified their greatest pain and presented the idea to solve it. If what you’re proposing is really a solution, and you showed how it benefits the company’s strategic imperatives with a good ROI, you will have a receptive CFO.

The goal is to overcome the potential blocks before they arise.

  • Use the power of certainty to your advantage.

When you’re selling your ideas, the people you’re talking to are thinking risk. Alleviate this fear by remembering that strategies based on uncertainty have high risk, while strategies based on certainty have low risk. Prior to the discussion, ask yourself, “What are the things I’m absolutely certain about regarding this idea? What are the current hard trends? Where is the industry, company, and economy going with or without this solution?”

Make your list the things you’re certain about. For example, mobile devices are quite popular. Is this a trend that you know will continue, or will people eventually trade in their mobile devices for an old flip phone of yesterday? The answer is obvious: people won’t go back. Look at sales trends, customers, the economy, and everything around you. Get clear on what’s a hard trend and what will pass.

Additionally, look at the strategic imperatives of the company and the current plan. Determine if your proposed idea is an accelerator or decelerator of that plan. You want to show how your idea can accelerate the plan and how your solution can help increase sales, innovation, and product development.

Go into your list of certainties by saying, “Here are things I’m certain about in the marketplace and in our company. Based on this certainty, here is why implementing this idea is a low-risk winner.”

An Anticipatory Approach to Selling

It’s important to remind yourself before the meeting that if you haven’t done the groundwork to excite the listener, you’ll lose them. As you’re busy talking about features and benefits, the other person is thinking about costs, risks, and uncertainties. Having a preemptive solution is an anticipatory approach to selling – you’re anticipating the problems, rejections, objections, and concerns so you can overcome them.

Anyone who has worked with C-level executives knows that leaders get excited about many things while carrying the weight of costs, controls, and constraints. Challenge those issues by making what you offer about priority, relevancy, and strategic imperatives to sell your ideas.

Categories
Best Practices Entrepreneurship Management Skills Women In Business

Building Credibility for the Win

Being an entrepreneur is not for the faint of heart. It takes guts, a rock solid belief in yourself and patience. Success is not going to happen overnight, you’ve got to work. Hard. I started my coaching business three years ago. I floundered for a while with my message (too broad) because I wanted to help all the people. I switched gears a few times with regard to my niche (not specific enough) because I wanted to help all the people. You see the recurring theme here – I wanted to help all the people. The problem was, none of the people knew who I was (most of them still don’t!). So how was I supposed to get them to buy my coaching services and book me to speak at their events if I was an unknown?

I needed to get visible. I needed to build some credibility.

Over the last few years I’ve focused on every aspect of my business with one major thing in mind – building credibility by establishing myself as an expert in my field. You may be wondering how one does that – build credibility when they’re new in their business and have no idea where to start. Well, my friend, today is your lucky day because I’m gifting you with my top 5 tips for gaining credibility in your field. Hopefully this will help you accelerate your success and bring you clients!!

1. Network. Research and attend events in your area where your ideal client lives. Join associations. Get outside of your comfort zone and mingle with real people. Shake hands, pass business cards, talk yourself up like it’s nobody’s business. You are your greatest asset, use it.

2. Leverage Social Media. Get active in all of the social channels you hang out in. Create a Facebook Business Page and if it makes sense for your business, create a private Facebook Group for your followers. Join other groups that are relevant to your expertise and start building connections there. Over on Instagram and Twitter follow people/influencers you admire and build a relationship via likes, comments and direct messages. The lead time for client conversion is longer as opposed to in person networking, but the reach is greater.

3. Give it away for free. Seriously. Offer free coaching calls to anyone who will take one. Volunteer to speak for free at local events that are related to your business. Give away free advice, tips, and tools whenever you can. This shows your prospects you mean it when you tell them you’re there to help AND by providing useful information to them, you’re building the know, like, trust factor.

4. Contribute. If you write a blog (who doesn’t?) then you’re ahead of the curve. Reach out to publications and blogs that are in line with your message and offer to write articles and blog posts for them. Build a relationship with the editors so they promote your pieces. Become a go to authority for them. Then you can go write your book!

5. Be a Guest. This is one of my favorite things to do – being a guest on a podcast, video show or any kind of live media is so much fun! It allows you the opportunity to have a great conversation with a live person who is interested in your product or service. It showcases your expertise and gives the listener/viewer a flavor for your voice.

Credibility is so important when you’re building your personal and business brand. Everything I do when it comes to my brand includes my hashtag #WhyAmIYelling on it. In the last three years, I’ve partnered with some of the leading names in the media – Forbes, The TODAY Show, Thrive Global and HuffPost to name a few. I’ve been on a ton of podcasts, video and radio shows. I’m continually curating my network of experts, collaborators and mentors to help me continue to grow and expand my knowledge and business. And I wrote a book. Phew – that’s a lot!

And while some days it feels like I’m behind the curve on where I want to be with my level of success. The reality is that I’m exactly where I should be. So if you’re feeling like you’re not getting the results you want (yet), keep going. Stay focused on building your relationships and getting visible. You may think no one is noticing, but I can assure you, a lot of people are.

Categories
Best Practices Growth Personal Development

Do You Have These 7 Powerful Success- Building Characteristics?

Many successful people have similar personality traits. If you don’t have these seven, start cultivating them now.

Successful people have many of the same characteristics in common. The following are seven characteristics that highly successful people have that are critical in both business and life.

1. The disrupter mindset Successful people passionately seek out opportunities for change or ways to disrupt their industry altogether. So, learn how to break the rules to stand out in your industry. Always look for the chance to profit from change and/or an innovative way to adjust how business is done so you can stand out and succeed. Don’t get me wrong — you need to start with a useful idea. But when you think you have one, don’t hold back. Take the core concept and turn up the disruption dial to the highest volume.

For example, Sean and Thora Dowdell are the owners and founders of Club Tattoo, a chain of tattoo studios in Arizona and Nevada. They turned the tattoo business model on its head by avoiding the unapproachable atmosphere of typical tattoo parlors. Instead, they took a high-end, modern, customer service-focused approach to the studios and retail stores, which brought the tattoo business into the mainstream and built a multimillion-dollar business for them in the process.

2. A vision for opportunity

Successful people seek out opportunities everywhere. But finding good business opportunities isn’t going to mean anything if you can’t recognize them. Recognizing good opportunities takes talent — you have to know what to look for and you need to be able to envision the future of that opportunity. Understanding the type of opportunity you’re looking for and having a few goals in mind is crucial and will help determine which factors make it a good opportunity for you. The first step is to remain on high alert to spot opportunities while remaining ruthlessly disciplined about limiting the number of projects you pursue. Go after a tightly controlled portfolio of opportunities in different stages of business development. Link your strategy with your choice of

projects rather than diluting your efforts in many areas. Make quick decisions instead of over-analyzing new ideas, and execute a plan of action.

3. Shared belief system

Successful people build a great support team. One characteristic of a strong supportive team is a shared belief in the same set of values, which helps create a bond so the team works and supports one another. Shared values serve to connect team members at a core level, and this, in turn, serves to validate and strengthen their support for you as their leader. Their support continues to level up your success.

Begin to engage the energies of everyone inside and outside your organization in the pursuit of good opportunities. Successful people create and sustain powerful networks and business relationships rather than go it alone. You know how to best leverage the wisdom of experts and other resources to help achieve your goals. Business associates and joint venture partnerships can help move you miles ahead of your competitors.

4. Common business sense Successful people have good common business sense and are always looking for ways to continue educating themselves.

Developing good business sense is about continually seeking to understand the ever-changing business environment. It’s not a skill you can learn from a book. It’s something you acquire through hands-on experience and trial and error, but it can also be fostered through the wisdom of others. Brainstorming with seasoned business professionals can give you insight into how successful people with good business sense think and make decisions.

5. Motivation to learn

Successful people continue to learn throughout their lives with great enthusiasm and motivation. When you learn more about your business and successfully implement the strategies you discover, you become enthusiastic about learning even more.

Successful people become sponges to absorb anything that can help take their business to the next level. It’s almost as if they can’t get enough! Call them engaged, devoted, enthusiastic, or even obsessed — successful people believe in their mission so much that it’s contagious to everyone around them, who marvel at their commitment and dedication. This energy can fuel you to remain focused on your mission and help you persist through difficulties.

6. Ability to adapt

Successful people keep moving forward and adapt as needed. They’ve learned to change and reinvent their business often as the world and their industry change around them. If you fail to adapt, you’ll simply get left behind.

To keep growing, you must continuously think of ways to improve. Allow time in your busy schedule to learn new things and come up with new ideas. Successful people remain in constant motion by investing in learning because they’re eager to pursue knowledge. They understand the world is always changing, so they need to adapt to avoid getting stuck in a rut. Successful people keep moving forward and reinvent themselves when required.

7. Observant communicators

Successful people are observant communicators who pay close attention to how other people react. Communication is an activity, skill, and art that incorporates lessons across a wide spectrum of human knowledge.

One of the most likable characteristics of successful people is how observant they are. They give their full, undivided attention to others. Those who’ve mastered this are great communicators who go far in business.

Successful people learn this skill by being more self- aware. Being observant requires practice to perfect. These seven key characteristics will move you forward every day, keeping you in constant pursuit of a creative purpose that inspires you. You’re more likely to get three to 10 times more accomplished in a day than the average person because you’ll stay focused on what empowers you the most.

Categories
Leadership Marketing Personal Development

Is This the Best a Brand Can Get?

Gillette has caused quite a stir this week with the web ad they released to celebrate the 30th anniversary of their slogan “the Best A Man Can Get.”

The new “The Best Men Can Be,” campaign is intended to address such negative behavior as bullying, sexism, and “male toxicity,” and to encourage men in this #MeToo era to practice more positive behavior in order to be their best. The campaign includes $1 million a year donations to organizations like the Boys & Girls Clubs of America for the next three years.

The initial ad, called “We Believe,” focuses on negative behavior among men, and then says, “ We believe in the best in men: To say the right thing, to act the right way” because “the boys watching today will be the men of tomorrow.” Razors and blades are barely mentioned.

It’s a daring move. Some people think it’s great. Others hate it. Still others think it’s a nice try but poorly executed. Some are comparing it to the ads Nike ran featuring former NFL quarterback Colin Kaepernick for the 30th anniversary of the Nike slogan, Just Do It. Those ads led to some customers boycotting Nike products, but also resulted in a 30%+ year over year increase in online sales for Nike.

It’s too soon to know whether or not this campaign will pump up Gillette’s sales. But one thing is certain: People who haven’t thought about Gillette for years (or ever) are now talking about the brand.

In this industry, the razor is usually given away to sell the blades. Once a customer has Gillette’s razor, they’re hooked—switching costs are high. But today, there are more interesting and lower-cost offerings, like Dollar Shave Club and Harry’s, aimed at younger men. Millennials likely aren’t hooked on Gillette products and probably think about Gillette as the name on that stadium in Foxboro, MA where the New England Patriots play. Until now.

One way to be heard above the noise is to do something different and a bit outrageous. Yes, you run the risk of getting cut when you shave too close. But is it better to slip away into obscurity because you’re afraid to sharpen the blade?

Linda Popky is an award-winning Silicon Valley-based strategic marketing consultant who helps organizations get heard above the noise and the author of Marketing Above the Noise: Achieve Strategic Advantage with Marketing that Matters. She is also the Executive Director of the Society for the Advancement of Consulting.

Categories
Best Practices Leadership Personal Development Sales

Boundy’s Bookshelf: The Silo Effect. Are Your Sellers Siloed?

I just finished reading The Silo Effect.  The Peril of Expertise and the Promise of Breaking Down Barriers, a 2015 Book by Gillian Tett of The Financial Times.  I recommend it to anyone in a business leadership position.  For my own work with clients, I found Ms. Tett’s observations helped me clarify how important and valuable a company-wide focus on customer valuewill be to any company.

Most business people know that the word silo refers to “a system, process, department etc. which operates in isolation from others”.  Organizations establish specialty sub-organizations while pursuing efficiency, manageability, and other worthwhile goals.  The term silo tends to be used when dysfunctions arise: information hoarding, parochialism, competition for resources.

Silos sometimes contribute to more than mere aggravating dysfunction.  According to the book, regulators over-compartmentalized in the early 2000s, causing them to fail to connect all the contributors to the 2008 financial meltdown.

Siloed Sellers.

For me, a seller is anyone who touches the customer.  In many companies, this can include a wide variety of specialty roles:

  • New customer sales
  • Existing customer account management
  • Sales engineering, technical sales
  • Demonstration specialists
  • Inside sales
  • Bid/RFP services
  • Customer service
  • Technical Support
  • Implementation/customer success
  • Finance/accounts receivable/billing/credit
  • Key account managers
  • Channel management
  • Marketing
  • ..and more.

Forget all of the non-seller functions in your company: there are a lot of potential silos just among the roles that interact with customers.   And that’s a problem.

Your customers hate your silos

We’ve all had frustrating experiences when each new person we talk to needs us to explain a full backstory…often made more frustrating when they don’t believe what their last co-worker told us. All of these experiences tell us why we shouldn’t inflict negative experiences on our customers.

Worse, avoiding negative experiences is setting the bar far too low.  I advise that every seller (anyone who touches a customer) be equipped to talk to customers about their needs, problems, and aspirations.  Better, your people should be able to uncover and develop value with a customer.  Further, every seller role probably looks into your customer from a different angle; combining value insights into a single de-siloed view is something few great companies achieve.

De-siloing.

In The Silo Effect, Tett describes how data technology is coming of age to share information across silos.  She also maintains (as do I) that such technology is valueless if there is not strong leadership and a vision that busts down silos.  She shares stories of several organizations with strong leaders dedicated to silo-busting business models.  It’s an interesting read (made even more interesting when you imagine what one of those companies learned about its blind spots in 2016, the year after the book was published…unending vigilance and a little healthy paranoia is the lesson, I think).

I love working with clients to unite every seller role around customer-perceived value.  The key is finding the right leadership, and helping them operationalize the tools.  Companies who pursue a corporate “culture of continuous value improvement” use technology and training to translate a customer value focus into a cohesive corporate culture.  It’s probably not the only way to bust seller silos, but you seldom go wrong trying to deliver too much customer value.

If you’d like to discuss a more coordinated approach to your customers – say, the important ones you would hate to lose – reach me at mar@boundyconsulting.com.  You can also comment below.

To your success!