C-Suite Network™

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Best Practices Marketing Personal Development

Brand Performance Is Determined by Recognition, History, and Placement

Yesterday, we ran into a new brand. Literally! It was on the floor of our local grocery store, right in the middle of the aisle. We had to maneuver our cart around it just to avoid an accident. But, we noticed a new brand in the process! We found out later that it wasn’t selling fast enough after being on the shelf for months, so it was getting closed out and discontinued. And the store knew that making people “trip” on it would help get rid of it—and fast. In other words, people wouldn’t have to be aware of the brand or be on the lookout for it. They’d just inevitably see it. And we did! It worked!

We wondered why that brand builder didn’t introduce his brand with a floor stack display in the first place. Getting yourself into a store is by no means a guarantee of success. In fact, it’s dangerous, because the store is now measuring your brand’s performance, starting with the day your product arrives in the store and ending with the day it leaves checkout. That timeframe is the speed of the “turn.” In other words, it’s how quickly your brand moves in that specific store.

We understand how difficult it is to get on the floor in a new store without recognition and history. That’s why we recommend that brand builders start slow, building a history of rapid growth—even if that growth is in just a few stores. We like to say, in the beginning, don’t sell your product farther than you can drive in a day. Why? Because your brand’s future performance is at stake!

Your Product is Lost on the Shelf. Once you have shelf space, go to that store at least twice a week. Find any reason why your product isn’t selling. You’re up against the clock! Your brand needs the volume in order to validate a display stack. The attention you’ll have to put into just merchandising in these initial stages will prevent brand expansion. But you shouldn’t try to expand until you excel in your first few stores. Through demos, neighborhood events, or in-store sampling, get that store’s customers to buy your brand—quickly! That brand we ran into clearly did not.

Your Reputation Precedes You. After your product flies off the shelf, then you are in a better position to propose a floor display. Even still, you must be persistent and visit the store regularly. Think of it this way—you’re investing in your reputation, even though the merchandising overhead can push you into the negative. You want that specific store to think of your brand as a “hot mover!” And, take note of the display volume sold over the selling period. That is the most important performance report your next retailer will want to see. They will use this to decide whether or not you get into that next store at all, or claim that sought-after floor space. The more floor space, the better the chances your product will sell.

And the Rich Get Richer! After enough effective floor displays, new opportunities will begin to soar. Larger displays from retailers will create heightened brand awareness, quicker brand growth, and of course, more sales. People will see you as a display brand. Unless you can pay large sums for slotting allowances (where legal), you have to earn your way up to this status.

These are only a few reasons why it’s crucial to be a big hit in a small place right off the bat, and double up on your incremental achievements. Happy selling!

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Leadership Marketing Personal Development

Startup Brand Builders Must Not Underestimate the Retail Sales Process

Too many brands make the mistake of over-simplifying the sales process. We’ve seen some brands state in their sales section, “Will sell at retail.” Yeah, sure—good luck!

Our society constantly misjudges the sales process. This “shopper’s” perception has no place in any business plan. What kills most brands is the lack of adequate sales, so how could anybody expect to build a consumer packaged goods (CPG) brand without respecting the sales process?

It’s easy to see how this simplified view of sales begins. As you shop, you stroll down the aisle of your hardware, drug, or grocery store, looking at the branded CPGs stacked up, lined up, and replenished. This looks easy—an automatic, programmed system. You can get your product there with no trouble, and be front and center! Right?

Many startup companies emphasize administration, raising capital, and production. Wrong! Their focus should be on sales—because that’s everyone’s Achilles’ heel. A sales strategy cannot be separated from a brand-building strategy. In the CPG arena, true brand-building success is in sales, especially in the critical first stages.

Many CPG brand builders successfully secure financing, and it boggles our minds! Their investors should be concerned about precisely where and how their money will return to them. After all, it’s from the customer! But, this route is complex and convoluted in most cases. It is reliant on the brand-builder’s success in accessing the market, and carefully implementing a sustainability strategy.

Having been through it all, we are astonished that this piece of any business plan can be summed up with, “Will sell at retail.” It’s like the advocates and their backers think this product is so incredible, so revolutionary, and at such a value that retailers will blindly purchase it, promote it, and keep it stocked. Sure, maybe one day—once it’s a household name, has immediate recognition, and represents a large percentage of the retailer’s profit. But until then, no way! Not for starters. You’ll have to earn your spot on that shelf.

Maybe you’ll catch a lucky break and get your product into Target or Walmart. But without continued sales, your product will be discontinued. This will stain your brand as you expand. Buyers will ask, “Wasn’t your product kicked out of Target?”

We always look for the sales plan first when looking at a business plan for a CPG brand. Is it sustainable? Affordable? Practical? Still, we are stunned by the lack of specifics and the naïve overgeneralizations.

We think a good CPG sales plan should include how the market will be accessed and why, how expansion will be supported by cash flow (not just relying on outside funding), and how preliminary sales will be serviced. We want to see a comprehensive breakdown of the cost of sales. This can only happen once you understand and respect the distribution channel, and what everyone in that channel wants in order to advance your brand. How will the brand be built at each level? Neglect at any point can ruin your brand.

Sure, your new product is amazing. Sure, it’s in demand. Sure, it’s revolutionary. But is it for sale? And is it constantly on the shelf?

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Best Practices Entrepreneurship Marketing Personal Development

Your Brand is Only as Good as Your Distribution

If you want your idea to make money, we like to say, “Wrap it in a business, then wrap the business in a brand, and develop your brand until you can sell it!”

When we started in the wine business, we thought “Oh, the wine industry! Swirl, sniff, sip. How glamorous! Stick out your pinkie and talk about flavor profiles. Say something in French. How fun!”

We never thought we’d spend more money, energy, and time on our distribution than actually making the stuff. We thought the distribution would be handled by the distributor. We truly believed our wine was such a value that customers would break windows and bust down doors to get it. How naïve we were!

We see this same wishful thinking in other companies. Their focus is on production rather than distribution. Look at any crowd-funding website and you’ll see time and time again how “cool” their ideas are with barely any mention of how they’ll get to market—and stay there.

What’s ironic is that even the crowd investors themselves misjudge the value of distribution. More than 70% of these offerings fail despite full funding. Why? Because they ignored the low-key cornerstone to real success. Your product’s brand cannot grow without distribution.

You might say, “We can just sell it online!” But now you are selling one by one, collecting from each customer. Then, you’re competing to have the lowest prices. And now you’re spending excessive time on email and social ad campaigns. You’re trying to sell while lacking proof or comparison to other products on the market, and without established traffic open to learning about your product (as in a retail environment).

Most brands that sell a physical product online would rather be in stores. They want to be paid for one large order to fill a large chain store with their product. They want the people already in the stores to discover and purchase their product. They know their brand will grow faster in stores that can advertise them.

But how do you get there, and stay there? That is the question. And as the situation unfolds, your predetermined misconceptions bring a new reality. You realize you’re doing much more than you wanted, and it is unlike the kind of work you had planned. It has barely anything to do with production, but everything to do with getting new retail placements and never ever running out of stock. So much for flavor profiles!

Some companies find this “distribution wall” so impassable that they completely give up selling in stores—they didn’t sign up for this! Nobody told them about it. But it can be done, as long as you understand what each part of the distribution chain wants, and give them just that. Sure, it will take longer than you would’ve liked, but it’s proven and doable. We like to call it a “get rich slow” scheme!

Don’t give up on your dream of seeing your brand on store shelves just because you’ll be spending more time, energy, and effort in the marketplace. When you understand and accept what you must do to be successful, you’ll be effectively building your physical product brand, and that is distribution management!

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Categories
Best Practices Growth Personal Development

Rebrand with Your Brand Equity Intact

Rebranding is risky! Be careful! Ever notice that so many brands disappear right after they’re acquired? It’s because the acquirers thought they could do whatever they want with the brand—they thought they “owned” it.

Perhaps the new acquisition is just another label to them, or maybe a new outlet for their raw materials. Or, maybe they wanted a blank slate for their marketing team to redesign. Maybe they wanted it to feel like their other brands. Whatever the reason may be, the brand they acquired was, and is, owned by the customers! This makes the acquirer more of a brand representative than a brand owner.

Serious changes to the catchphrase, logo, packaging, or positioning can diminish the brand’s equity the acquirers thought they purchased. Why? Ultimately, because brand equity is customer loyalty. The brand isn’t strong enough to keep its present customers through any changes that dissatisfy them. It’s delicate, and it’s risky to mess with.

When the brand’s customer base feels a significant change, they become suspicious. The brand’s perception of authenticity and entrepreneurial look may have kept them faithful. It could’ve been the reliable positioning and familiarity that kept them coming back. It was their brand, but someone has “degraded” and “ruined” it, giving a friendly, original label a boring, “corporate” look.

When it comes to rebranding, we recommend evolution, not revolution! Be cautious as to not drop your supporters and customers along the way. Keep in mind, consumers don’t want to shop for new brands. They are only so faithful and forgiving because finding a new brand leads to uncertainty, anxiety, and potential disappointment. So, take it slow. Be patient. Rebranding while keeping your customers is an art. You need a sharp sensitivity to your consumer’s concerns—those who actually own the brand.

What do devoted customers expect the brand to look like? What do they think it represents? What do they expect quality, price, and status to be like? What kinds of changes will lead to suspicion, doubt, and loss of trust? Get this all figured out first! Unless you want to rebuild your customer base from scratch, you may not have the privilege of making big, drastic changes. We like to say, “Competition doesn’t kill brands. Self-inflicted wounds do!” Rebranding an already-established brand, especially when it comes to larger corporations, can be a death sentence.

One of the most frequent errors we’ve seen in rebranding is corporate standardization—for standardization’s sake. It makes things easier for the corporation (as if that’s a real reason to disappoint the customer). Quality ques are the first to go. The use of pricier treatments and inks in labels, like silver and gold, are eliminated. The logo comes next. It’s usually simplified into a version with less color, character, and individuality. It is now apparent to the customer that this is just part of a wide range of brands owned by a giant corporation, not an entrepreneur’s only brand. To the customer, the brand is losing its individuality and even breaking its promise.

After rebranding, there’s always discussion in the press about whether the new or old brand is better. But we think successful rebranding should be delicately phased—there is no debate because the change was so gradual that nobody even noticed. Of course, being noticed is the fundamental goal of rebranding. Drastic changes will be noticed alright—Just be prepared to rebuild when you rebrand!

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Categories
Growth Operations Personal Development

Vigilant Quality Control Can Save Your Brand’s Reputation

When it comes to building your brand, your best supporters can become your worst critics—overnight! It takes years of consistent quality to grow a strong base of happy customers who will go the extra mile and actually promote your brand. This is the strongest and most sincere form of advertising.

Your brand supporters will tell neighbors, friends, and colleagues to buy your brand. They are confident doing so, because you have shown a consistent history of quality they now depend on. They want the people closest to them to have the same great experience they had. By recommending your brand to others, they put their own personal reputation on the line.

But, mess with the quality just once, and your supporters will immediately reconsider. They’ll feel compelled to warn others that your brand “isn’t what it used to be” and that its “quality has taken a turn.”

While we built the Barefoot Wine brand, we were offered a wine blend that was not up to par with our products. When we told the producing winery, they said “it will sell through” and that it was “acceptable for general consumption.” We knew that rejecting this wine could result in a loss for us, but our word-of-mouth reputation would be hurt if that product got to our customers. We would let our customers down, and we would turn our loyal supporters into detractors.

When the production people said the blend was acceptable for general consumption, they took the market for granted. We consistently put out a superior product for the money, and our customers were being labeled as, well, general. We constantly worried about our reputation and sales; meanwhile, they’re saying, “It’ll sell through—don’t worry!” Our hard-earned customers would expect this product to have the same quality they had grown to depend on, but they’d stop buying our brand completely after seeing the quality had taken a hit. Accepting that inferior product would mean permanent damage to our brand. So, we decided to reject the wine, which led to a financial loss, rather than hurt our brand’s reputation—which would have been much pricier in the long run.

Michael was shopping for groceries last week to entertain guests for the holidays. Chickpeas for the fresh crab salad were on the list. When he got home, Bonnie said, “Oh, no! Not that brand. I don’t buy their products anymore!” She was upset with Michael’s choice. “What’s wrong with this brand?” he asked. Bonnie retorted, “I used to buy their products. They had the best prices for organic beans, and they were always in stock. But the last time I bought their kidney beans, they fell apart and overcooked! I don’t have faith in that brand anymore.” Luckily for the brand (and for Michael!), the chickpeas were great and Bonnie will give them another try, but maybe not their kidney beans.

Did someone at this company think these beans were okay for general consumption? If Michael hadn’t chosen this brand by “mistake,” would Bonnie have bought it ever again? How many other people out there have gone from supporters to critics? It didn’t sell through—it stopped the brand’s future sales.

This is why diligent quality control is the foundation of brand building. Don’t allow production people to depreciate your branding efforts just to cover their bad quality control. Get on top of it—and stay there! Reputation is everything! It can enhance or completely destroy your brand—even if it’s just a can of beans.

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Categories
Growth Personal Development

5 Methods to Boost Your Brand’s Relationships in the New Year

At this time of year, your key players are considering making changes, changes that could positively or negatively affect you. What better time to recommit yourself to the people who keep your brand together, and prove that you have their best interests at heart? Let them know why and how much you appreciate them. Remind them how much time and resources you’ve saved them. Make sure they know you don’t take them for granted.

Who are your key players, anyway? Why are they so crucial to your brand? They are the ones who think they’ll get ahead when you get ahead—they’re your strategic allies. It’s in your mutual best interest to work closely, make allowances for one another, and ultimately enhance each other. Your commitment should be clear as day.

Your Suppliers. Let them know how you’ve improved your procedures and policies to be easier to work with, and how you’ve increased your business with them. Open up to them. Share your future plans, and show how they fit in with your goals, which will enrich your relationship. Make sure to thank them for any allowances they’ve made to cut your costs and risks. Consider a long-term relationship based on future deliverables and concessions. Let them know what’s necessary for you to increase your volume with them. Ask them how you can improve your communication and relationship.

Your People. Congratulate your staff on a job well done throughout the previous year. Validate their improvements, and inspire and empower them to do even better. Include them in your business’s challenges. Prove that they are crucial to your business’s development and success by asking for their thoughts and suggestions. They should feel like it’s their business, too. After all, your people are your company’s most valuable assets. Your success is apparent in how they improve their skills, how they achieve security, and, most obvious of all, their paychecks. Take the time to plan out the upcoming year and what it means to their jobs and your company as a whole. Make sure to let them know that you, their coworkers, and your customers depend on them.

Your Retailers. Present a business report that shows how well your products sold in their stores throughout the last year. Show them your rate of growth in the previous year. Remind them of any and all allowances, refunds, or returns they received. Prove your reliability and your promotion of sales in their stores. Reflect on your community fundraisers and in-store demonstrations in their territory, and how you’ve contributed to increasing sales in their stores. Thank them for displaying your products and make sure they know how important they are to you and their community.

Your Middlemen. Whether they’re brokers, distributors, or jobbers, they allow your product to be available in spots you can’t cover. Thank them for prioritizing you and your brand. Demonstrate how your sales grew and became more important to them. Share your plans for growth over the coming year and where they fit in. Prove you appreciate them by committing early in the year to have representatives work in their territories to promote your brand’s awareness.

Your Consumers. This is the perfect time to launch a customer loyalty program, increase value, and give discounts. Thank your consumers not just for purchasing your brand, but also for suggesting it to friends and family. Utilize this opportunity to reaffirm their purchases with marketing materials that show the growing popularity of your brand, and the improvements you’ve made. Find out which charitable causes they hold dear, and donate goods and services to them. Let them know that you’re a member of their community, giving them a social reason to choose your products.

You can make a great impression at this critical time and set the stage for the new year by replenishing your commitment to your key players. Remind them how much you mean to them, and appreciate how much they mean to you. Make sure they know you are there for them—now and in the upcoming year!

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Categories
Entrepreneurship Marketing Personal Development

5 Traits of Authenticity that Diversify Your Brand

When your brand is seen as authentic, your competition pales, your customer loyalty skyrockets, and your sales grow. According to Wikipedia, authenticity is “truthfulness of origins, attributes, commitments, sincerity, devotion, and intention.” In other words, it’s the real deal! Over time, authentic brands become reliable, consistent, and reputable. Not only are they first to market, they are also first to a specific market. In most cases, they’ve withstood the test of time—they are the real thing. They are leaders in their category, looked up to by their pretenders, and put on a pedestal.

So, how can your brand become “authentic?” Here’s our list:

  1. Principal.Your brand signifies high standards of quality, dependability, customer service, craftsmanship, and community support. You have the reputation of treating associates, employees, neighbors, and the environment with compassion and respect. You protect this reputation devotedly.
  2. Original. Your brand was first to satisfy a necessity. Other brands in your niche are considered knock-offs. But that can only be true if your brand consistently delivers superior quality. Knock-offs will try to see how little quality the market will accept (thus undercutting your price) in order to take advantage of the market you defined. Being first has a feeling of authenticity, especially in applied technology, but your brand must consistently please an unstable, unpredictable market.
  3. Classic. Your brand’s actual image carries classic conventions, not just a popular trend at the time (eventually outdone by yet another glitzy fad). From its logo to its packaging to its signage to its trade dress, your brand image sticks to classic representation. It’s easy to read and pronounce, easy to recognize and remember, and it respects tried-and-true graphic relationships for color, spacing, and quality queues.
  4. Pedigree. Your brand’s name is synonymous with quality. But unless your brand is Rolex, Tiffany, or Chanel, you must wait until your brand has a history of superior performance before you can get those privileges. Your brand’s story diversifies your brand, and can give it a unique quality identical to pedigree.
  5. Persona. Like Mark Zuckerberg for Facebook, Henry Ford for Ford Motor Company, and Steve Jobs for Apple, your brand has an actual person behind it. They represent the brand, as though they’d say, “I guarantee it!” as former president of Men’s Wearhouse George Zimmer said. A real live person behind the brand, rather than an impersonal logo, adds the integrity that authentic brands truly need.

These are our top 5 traits of authenticity, but there are many more! It’s fascinating that “authentic” brands risk losing one or more of these traits for efficiency, standardization, or profitability. Their authenticity could be exploited without appreciation for the details these traits convey to the market. Authenticity is difficult to earn, and must be carefully protected.

Your faithful customers will demand authenticity once your brand earns that reputation. This is an exceptional advantage in keeping your brand stocked and on the front page.

Retailers understand the influence an authentic brand has. If they want to appeal to the brand’s faithful following, they have to carry it. They must keep it stocked to satisfy their customers and maintain their reputation as a retailer.

After all, there’s nothing like “the real McCoy.” So why not enhance your brand with some authenticity?

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Entrepreneurship Marketing Operations Personal Development

Without a Brand Promise a Brand is Just a Label

Brands go back to the Roman Empire. Products were emblazoned with a mark that identified the merchant. Today, brands don’t just indicate identity; they also represent the brand’s promise. This promise covers much more than just performance—it reaches packaging, quality, price, availability, and other factors that create your consumers’ expectations!

Modern distribution and communication can bring your brand to widespread recognition and reputation that are based on both past and present behavior. But this is an intricate double-edged sword! A brand with all-star reputation and distribution can excel in the marketplace, but on the other hand, a brand can lose its charm when just one consumer necessity fades. For example, brands can continue to provide good quality, dependability, and price, but they can lose favor by breaking their promise in different ways, like environmental practices or labor relations.

The brand promise is complex. Your consumer has their own expectations based on knowledge of your brand, no matter what you want your brand promise to be. If a consumer’s recent experience doesn’t match their expectations, not only will they stop using your brand, but they’ll also be compelled to warn others (to whom they’ve previously promoted your brand) to avoid it! When it comes to reputation, your former promoters can become formidable opponents. They have more authority with your consumers than you do.

This is why it’s essential for small startups and large corporations alike to understand the unpredictable nature of a brand promise. Start with accepting that you don’t own your brand. The consumer does! You don’t even own your brand promise—the consumer does! Your brand promises certain behavior in your customer’s experience that you and your marketing team might not even notice. New competitors, changes in the market, changes in your category, or even the news can sometimes alter your brand promise in your customers’ eyes. So be cautious and pay attention!

When people trust a brand, they want to feel completely comfortable. So, they stop looking for an alternative once they’ve discovered their brand. Shopping for a new brand fosters anxiety and possible disappointment. Understanding this can be a huge advantage to brand builders who don’t disappoint their followers. The more you know about how customers see your brand promise, the better you can honor it and remain relevant in their point of view.

Your customer service and salespeople know more about marketplace dynamics and consumer perception than your marketing staff. Why? Because they talk to consumers every day! Your salespeople have the most up-to-date info on the competition, your category, and the marketplace. When you break your brand promise, your customer service people know before anyone else in your company. To live up to your brand promise and to keep your devoted customers, we suggest a regular and formal line of communication between your Customer Service and Sales teams and your Production, R&D, Marketing, and Administrative teams.

It’s easy for creators to get too comfortable with their brands. They think they have reached their destination, when maintaining your brand promise is actually a persistent journey. Don’t allow your brand to become just another label. When you keep your brand promise, you keep your faithful customers as promoters for your brand.

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Categories
Best Practices Entrepreneurship Personal Development

Your Brand Promise Depends on Quality Assurance

Quality assurance is just that. Your customer is assured that the products he expects are exactly what he gets. We’ve noticed that despite having the trademark and being the producer, you don’t own your brand or your brand promise. Your customer does—period!

He expects certain dependability, consistency, availability, and quality in your product. His expectations are developed by personal history with your brand, not by your advertising, labeling, and catchphrases. If you, your distributor, your supplier, or even your retailer let him down, he will blame your brand, and start shopping for an alternative. But, the trial-and-error process of finding a new brand creates anxiety and potential disappointment, so he doesn’t really want to shop. Yet, he feels obligated since the quality assurance has faded, and therefore the brand’s promise has been broken.

When your faithful customer wants to depend on your brand, why take the risk? Guarantee him availability, dependability, and quality, and he will never leave. Your brand will be his brand, the one he buys time and time again—and the one he recommends to family and friends!

Quality assurance is a promise to your customer. If it is challenged for any reason, we recommend giving an apology, an explanation of how you will fix it in the future, and, rather than refunding his money, giving your customer more of your products at no charge. This says, “Please give us another chance, and allow us to show we can exceed your expectations.”

Then, put new procedures and policies in place, add clauses to your production agreements, and create a signoff sheet or a new form to improve quality control and reestablish your value in the customer’s mind.

We once incorrectly labeled a 1.5L bottle with a 750ml-bottle UPC code, which is double the volume and almost double the price. This led the retail store to charge customers almost half of what they should have. This particular store had already scanned hundreds of bottles, costing them thousands of dollars in lost profits by the time we found out! We took complete responsibility, despite it being our contracted bottler’s mistake. Our sales manager brought a check to the buyer’s office to cover his losses, fortunately before he was aware of the issue. Not only did we have a check in our hand—we also had a schedule to replace the mislabeled products with properly labeled products. Then, we gave the buyer something even more important—a report of how we would prevent this from happening again. We earned his respect for that, and he gave us an ad then and there. Now that’s quality assurance!

Quality assurance is essential, especially when handling outsourced services, processes, and goods. We were always wondering why some contracts were so long. Our bottling contracts were only 3 pages long when we started Barefoot Wine, but when we sold our brand nineteen years later, our contracts were 37 pages long!

Quality assurance is not an endpoint; it’s a journey. Once you realize your reputation and brand promise are on the line, make sure your company constantly looks for ways to prevent issues from reoccurring. This is the key to persistently improve quality assurance.

Don’t make your brand’s customers cry, “But, you promised!”

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Categories
Entrepreneurship Management Personal Development

How Employee Engagement Can Be Smothered by Compensation, Compliance, and Corporate Structure

Today’s C-Suiters search for ways to enhance empowerment, employee engagement, and entrepreneurial culture. They can say they want a more innovative, entrepreneurial environment, but they need the tools to get there.

Our book, The Entrepreneurial Culture, 23 Ways to Engage and Empower Your People, is a companion to our New York Times Best Seller, The Barefoot Spirit, which gives you what you need to foster a dynamic, constructive, and progressive corporate culture. The Entrepreneurial Culture speaks to corporations, giving them successful entrepreneurial tools to engage their employees.

Developing a new corporate structure from scratch isn’t necessary—these tools can benefit a company’s present structure. In order for these tools to be successful, changes must start from the top, and tip-top management must be eager to make those changes. But, a common trait of many C-Suiters is that they are terrified of change. A C-Suiter might think that change will result in legal issues, wasted money, or an employee rebellion. What they might not realize is that they can prevent employee empowerment and engagement by praising the three sacred corporate cows.

1. Compensation: Salary is the most popular method of compensation among corporations. But salary does not pay for performance—it pays for attendance. With salaried pay, a raise is not personal. It’s not based on accomplishments, good ideas, or profits; instead, it’s based on tenure. Why should an employee care what they accomplished this week if their paycheck will look the same as it did last week? This teaches employees that they are unappreciated—they are not respectable assets to the company. Two or more employees might be paid the same salary if they do the same work. So, why would either of them put in extra effort when it won’t be acknowledged? These people will leave to find employment that pays in line with production. Who can blame them? How can an employee work to their potential if the company’s compensation plan holds them back?

2. Corporate Structure: Most companies operate in a pyramid shape, functioning from the top down. Within the company pyramid are several smaller pyramids. Each small pyramid ferociously defends itself from the other small pyramids, creating an environment susceptible to turf wars. This jagged structure can prevent great ideas from moving upward, potentially stifling any chance of real breakthrough. It’s tough to expect employee engagement when their ideas will be forgotten, withheld, or altered. How can anyone feel comfortable coming up with resolutions for other departments’ challenges if they are seen as forbidden territory.

3Compliance: Compliance is designed to mitigate liability. Instead of finding reasons why things should be done, the legal department finds reasons why they shouldn’t be. Compliance is not a quick process—it creates a backlog, and employees know it. This alone can discourage them from proposing new solutions and ideas. Since the legal department is paid by the hour, they have an interest in running everything through compliance. Some legal departments go as far as to discourage public recognition for good work, fearing it could be used against the company in a legal dispute. What these legal departments fail to understand is that public acknowledgement encourages positive production, sets a standard for appreciation, and creates a respectful environment.

Want to discover how to achieve entrepreneurial culture by rounding up the sacred cows and removing the element of fear? Come back soon!

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