This presentation by Rory Sutherland humorously makes the case for selling the intangible benefits of our products and services.

Making the sale often depends on our ability to communicate product or brand benefits that transcend product utility. Marketers tend to think in terms of “solutions” to customer problems — customers are thirsty, so we give them soda pop, they are ambitious so we sell them on college degrees, they want to escape reality so we give them reality TV.

There is another dimension in which needs and wants exist. I call them higher order needs and wants. For those who have memorized Maslow’s Hierarchy of Needs, these are the social, esteem, and self-actualization levels. Whether or not a consumer believes that a product will actually fill those higher order needs is a matter of perception. It is not “inside” the product like an extra-powerful chemical in toothpaste that will make your teeth so white they glow!, but surrounds the product like an aura.

Making the aura real to prospects is the true challenge of service marketing and branding.

Nowhere is the necessity of communicating a service aura more important than in life and business coaching. It’s true that our prospects and clients have real problems that they need help resolving. It’s also true that we cannot expect to make the initial sale or develop a client relationship unless we help solve that problem. But if we think that is all we are doing, we are seriously mistaken.

There are thousands of coaches and marketing consultants who promise to help solve customer problems. However, the only thing that will compel prospects to choose you over all those other solution-providers is your ability to help them perceive the aura surrounding your service. Help them to experience that aura and they will demand that you — and no one else — become their coaching partner.

How are you going to do that?

How many of these “indelible truths” apply to your business?

Understand, quantify, demonstrate and document customer value. When both seller and buyer focus on creating value and sharing its benefits, everyone wins.

Look beyond what customers say. Finding customers’ real hot buttons, and understanding how different purchasing influencers work together on buying teams, are keys to successful selling to business.

Your customers can develop valuable new offerings for you if you let them. Customer co-development programs and studying how your most innovative and unusual customers use your product will spur innovation in market-oriented directions.

Take a long- as well as a short-term view of markets. Even in times of economic recession, marketing is a necessary investment.

Implement STP. Following the discipline and logic of “segmenting,” “targeting,” and “positioning” ensures marketing efficiency and focus.

Never doubt the power of brands in business markets. A brand name built and nurtured to connote value opens business customer doors and impresses buying decision makers.

Keep the right customers; lose the wrong customers.

Communications are no longer from “us” to “them.” The communications models of the 20th century don’t describe a digitally networked world.

Cost and price have never had a fundamental relationship. Effective segmentation goes beyond the obvious ways of categorizing customers, such as industry, size, or location.

In B2B, customers are a scarce resource. Many times you know all of them. “Go deeper” with customers you have, to create and capture additional value.

I use Tweetable for my Emerge Communications blog but wanted something even simpler to use for Coaching News. The solution is a Wordpress blog plugin called Twitpress. It’s incredibly easy to install and activate. You just need to download and activate the plugin, go to the “Tools” menu on your Wordpress dashboard, enter your Twitter account information, and you are ready to post away!

What I like about Twitpress is that there is no complicated API authorization process, which can get a little messy and confusing.

You can find Twitpress here.

In fact, most testimonials do create a favorable impression — that’s why we use them! The question is: why are they so effective? A recent article in Scientific American gives us an answer.

“How Anecdotal Evidence Can Undermine Scientific Results” explains why clients sometimes reject the “facts” you might mention during the course of a consultation and instead adhere to unscientific, subjective stories they have heard or experienced, such as customer testimonials. According to the authors, this tendency to reject factual evidence in favor of personal anecdotes has its roots in our primitive survival instincts:

“We have evolved brains that pay attention to anecdotes because false positives (believing there is a connection between A and B when there is not) are usually harmless, whereas false negatives (believing there is no connection between A and B when there is) may take you out of the gene pool. Our brains are belief engines that employ association learning to seek and find patterns. Superstition and belief in magic are millions of years old, whereas science, with its methods of controlling for intervening variables to circumvent false positives, is only a few hundred years old.”

In other words, this behavior reflects a primitive survival instinct. That’s not likely to change anytime soon.

There are several lessons here. If you are a consultant or coach trying to help a client “get real” about their business or personal circumstances, don’t take it personally if the client rejects your factual “evidence.” When they balk at letting go of attitudes or beliefs based on personal experiences or stories, they are just being insanely normal!

Second, you can alert your client to this very human behavior. Explain that your information might seem to contradict what the client has come to believe anecdotally. Having this explanation upfront might at least open up the client to considering information that contradicts what the client already “knows” to be true.

The third lesson actually uses this primitive instinct in a positive way.

There’s a reason why so many effective marketing programs rely on testimonials to “make a case” for a product or service: they engage our basic human instincts. We tend to pay attention and give high value to stories from other humans. That’s just the way most of us are wired.

Even though our rational, logical selves tells us that four or five positive testimonials from satisfied customers are not scientific proof that the service is good for us — perhaps there are, unknown to us, two hundred dissatisfied customers! — our primitive emotional side tends to place greater weight on the positive, anecdotal evidence we read in an ad or on a web site.

Although this Scientific American story seems to contradict other studies about the way humans process information — for example, high-risk, high-involvement decisions often drive consumers to seek factual information before they make a purchase — it explains a human characteristic that most of us have experienced as consultants (at least, anecdotally speaking!).

Bottom line: you can use this lesson to help clients come to terms with facts they might otherwise be reluctant to accept. As for all those testimonials on your web site or blog saying what a great business you have — keep them! Now you know the real reason they are so effective.

Then, today, comes this article from the Wall Street Journal about the demise of email and a follow-up piece from OnlineMediaDaily suggesting that email might still have a role to play in the way that people communicate.

All this makes me wonder if the growing popularity of social networking sites like Facebook and Twitter are slowly killing off email as an effective marketing tool?

It’s important to put the email versus social networking contest into perspective. As the WSJ itself points out, email continues to grow, as does social networking, albeit at a faster rate:

In August 2009, 276.9 million people used email across the U.S., several European countries, Australia and Brazil, according to Nielsen Co., up 21% from 229.2 million in August 2008. But the number of users on social-networking and other community sites jumped 31% to 301.5 million people.

The problem with the Journal’s “death of email” article is the assumption that two methods of communication cannot coexist, each having a unique role to play. For decades now, television and radio have managed to survive — and even compliment each other — even though many media experts believed that TV would kill off the radio box. Likewise, the Internet was supposed to kill off everything — but it hasn’t (though I know some magazine and newspaper publishers who believe the Net gave them two shots in the hat).

Email and social media both have a specific utility. One does certain things better than the other — and that utility can and will change over time. Right now email works best for longer messages, communicating with more personalized, targeted audiences, and adding embedded content. Social networking offers greater immediacy, ease of use, a sense of personal empowerment, and potentially higher levels of frequency.

Email and social networking sites are used in different ways and communicate different kinds of information. One easily compliments the other. Like many of you, I tweet, participate on social networking sites, and send out and receive tons of email.  (I also blog, manage several web sites, and participate in various forums, but that’s another story!)  I don’t see the two as competing for my attention. I use them in the way that I need to and choose my tool according to the task I have in mind.

Given the increase in email use by 20% in the past year, I think we can safely say it is not going away. What does alarm me, however, is the attitude within some companies that social networking is somehow evil and should be ignored by employees and the marketing department.

Ignoring 300 million users on social networking sites? Unless you’re selling cruise missiles to the Pentagon and don’t care about consumers, that’s more than a little short-sighted.

One way they try to reduce risk is to conform to the attitudes and preferences of others. Family, friends, coworkers, and other groups influence your prospects and their buying behavior. Sometimes called reference groups, I call them “invisible buyers.” Your invisible buyers are a point of comparison for your prospect’s own choices and attitudes. Sometimes the influence of others is subtle; other times it is quite apparent.

For example, as a coach, your invisible buyers can influence prospects by. . .

– Directly recommending a specific coach or training approach they already know about or have used themselves.

– Giving your prospect a frame of reference and an opportunity to compare your coaching service to what is acceptable to group members.

– Influencing the prospect to change his or her attitudes about using a coach so that they are consistent with those of the group.

– Providing reassurance and approval to the prospect’s decision to use your services.

Occupation, memberships, social class, and education are all good indicators of which groups are important to your prospect. The prospect may even mention having had a conversation about using your service with a friend or coworker.

By noting how others in the prospect’s reference groups have used similar services, you can reassure your prospect that working with you is a smart choice.

I would strongly suggest that in your first contact with a prospect that you ask if they or someone they know has used a coach before. Probe a little into that area if they say “yes.” What kind of coach? Was it a positive experience for them? Would they do it again? How much weight does your prospect give to their prior coaching experiences or those of friends and coworkers?

The next step is to adjust your conversation to respond to concerns or experiences that might negatively influence a sale. Similarly, you can reinforce positive experiences and subtly refer to them during your conversation to help establish the value of your service.

There is a game being played somewhere right now within almost every government organization. The game is called ‘In Search of Best Practices’ and it is played something like this: “We’re about to launch a major change (like putting in a leadership development program). Before we do, let’s benchmark the best organizations around to find out what they do, and especially, let’s see what other government organizations are doing. After all, we don’t want to reinvent the wheel now, do we?”

So the change team dutifully goes out, does their research, makes some site visits, documents their findings, and then prepares a menu of best practices from which a program is built. The game proceeds by briefings up the line which are bolstered by citations from the Who’s Who of Best Practices—prominent companies in the news, selections from the 100 Best Companies to Work For, other Federal agencies, etc. The game is won when the program, designed around the Best Practices, is given the go ahead. So what’s the problem? It may possibly be declaring a premature end to the game by failing to realize that ‘best’ is simply a local term, not a universal one, and that there may be better and prior wisdom that is being ignored in the bargain. It’s something worth discussing.

Interesting Practices
The victory lap cannot realistically be taken until the program design actually produces the results that people intended because somewhere in people’s minds is the sneaking suspicion that if we do it like the big boys and girls we will be like the big boys and girls. But that syllogism can turn out to be false, and some have fallen into that trap—including me.

Dave Ulrich, perhaps the wisest human resources expert around, uses the term “interesting practices” to describe such approaches to a range of human resources initiatives. They may work in the long run–or they may not. The key is to understand the culture of the organization, the capabilities the organization possesses, and the needs it is trying to address. Keeping up with the GEs or the Microsofts of the world or even the IRSs does not mean your approach to leadership development will mirror the outcomes of theirs.

Five Best Principles
It may make more sense to start with a solid understanding of what can be called ‘best principles’ in succession and leader development and then see which practices will work for your organization’s culture and its specific needs for future leadership. If you begin with the best principles, you can then safely test out your proposed practices to see which ones best fit your situation. Here are five principles that have bred success, specifically in excellent Federal Government organizations:
1. They base their practices on the four proven principles of how leaders learn to lead—challenging and varied work experiences; significant relationships with senior leaders; self awareness based upon feedback, reflection and lessons from the hardship crucibles of life; and self development and selected training.
2. They make a business case for developing future leaders with decision makers that helps drive the mission and avoids the trap of simply being something ‘good’ to do.
3. They recognize that initiating leadership development, at least in the Federal Government, is most often a cultural change as well where leaders shape the culture and it is not simply a case of human resources development (HRD) standing up another new training program.
4. They understand that the key cultural change is this: it takes leaders to grow leaders—not trainers, not HRD experts, not consultants: leaders grow leaders—and that it will take a serious time commitment on their part.
5. Senior leaders hold themselves and their human resources development and training partners accountable for results—those results are that a next generation of good, solid leaders emerge (who, in turn, grow those behind them).

Getting It Right
In my opinion these are tantamount to being non-negotiable principles of developing future leaders, forged from experience. These must be the framework around which any leadership development program is designed before anyone starts thinking about best practices. And if you look carefully, four of these five principles are based on an assumption that it takes leaders to grow leaders. These principles are not a menu; each one is critical to success. Successfully applying these principles requires hard work and persistence over a long period of time—make no mistake about that.

So, what do you see in your own leader development efforts in your organization? If you are a leader, are you actively engaged in developing the next generation in your own organization at whatever level (and devoting the time it takes)? What barriers do you face in doing so? If you are an aspiring leader, what can you do to help imbed these principles if they are not yet implemented? Do you think you can make such an impact on those above you? Finally, is it a realistic expectation that the public service leaders of today have the time and the capability to help grow the next generation or the awareness that their contribution is sorely needed?
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Ray Blunt is currently the Associate Director and Fellow at the Washington Institute for Faith, Vocation and Culture. For the past 12 years he has served as a leadership consultant and teacher for the Council for Excellence in Government and the Federal Executive Institute as well as for several government and non-profit organizations. He spent 35 years in public service in the US Air Force and the US Department of Veterans Affairs.

Since the success of your practices are fundamentally based on the success of our client relationships, it makes sense to interact directly whenever you can with potential customers. Seeing and talking to you will give the prospect a real sense of your style, interest, and professional manner. That’s where trade shows fit in.

Given the large number of trade shows available throughout the year, how do you know which ones to attend?

Before allowing some other experts in trade show marketing chime in, let me lay down CNE’s tradeshow marketing rule #1: The attendees at the prospective show need to closely match your target market profile. For example, if you do life coaching and your target market consists primarily of stay-at-home moms with a home business, don’t waste your money going to trade shows designed to meet high-end business executives. Of course, if they are your target market, by all means go.

In 25 years of marketing I can say with some certainty that most of the waste in marketing budgets goes for marketing programs that reach the wrong people. So, do your homework, define that target market, and then choose the trade shows you want to consider.

In a very helpful post, Trade show Marketing — Getting Ready for the Big Event, author Patty Stripes offers advice about several essential topics. Some examples:

Demographics of previous trade shows: Did the last show done by the trade show provider have a decent show of visitors? Is the trade show provider boasting about the numbers on its marketing material or hiding it in some obscure corner for the number crunchers? Did the trade show provider have a professional organization draw up the demographics of the visitors? Do the demographics fit your requirement? Answers to these queries should help you decide if you should use this trade show as a sales and marketing vehicle for your company.

What is the total number of booths and what is the occupancy rate a few weeks before the show? The thumb rule is that a trade show can have about 5 to 10 percent of empty stands about 2 weeks before the event which eventually gets filled in my last minute confirmations or by sponsors. If the numbers are higher that this, you should check the official reason given by the exhibitors to ensure that you don’t end up participating in a show which has too many empty stands.

Is the trade show provider offering a ‘desperate’ discount and doing unusual number of follow ups? If you get an offer for a trade show booth which is just too good to believe then it is probably too good to believe. ‘Desperate’ discounts are offered by event planners as a last ditch attempt to sell all booths as you should only participate is such trade shows if you have unique reason to do so.

Want to know the Common Exhibit Marketing Mistakes: Ten Tips on How to Avoid Them? You can find all ten in an article on Marketing Today, written by Trade Show Coach, Susan Friedmann, CSP. Giving visitors an incentive to come to your booth and having “giveaways” that work are two common sense pieces of advice.

Trade-Show-Advisor.com bills itself as a one-stop trade show resource and knowledge base. Indeed, I found plenty of sound advice for someone considering a trade show. For example, under Trade Show Promotions they suggest the following –

Personalized contact with your target audience prior to the event. This includes pre-selling attendees through phone calls, personalized invitations, direct mail, email, or meaningful giveaways to introduce your products and encourage conference registrants to visit your booth.

Marketing activities during the event to attract conference attendees to your exhibit booth. This includes live entertainment, hands-on activities, audio-visual programs, unique trade show booth attractions such as a cash cube money machine or high-tech interactive game, tradeshow giveaways (make them as distinctive as possible), and food – if permitted. Of course, a well-trained, professional, and welcoming trade show staff is essential to your success.

Follow-up initiatives after the show with each individual who visited your booth to help turn leads into sales. Send a personalized handwritten note, along with a customized company information packet or other appropriate material, within a week following the trade show event.

You can also find a very thorough guide to all things trade show in this lengthy PDF file, Trade Show Marketing Manual. Take a look!

Happy marketing at your next trade show! And don’t forget to bring plenty of candy (to keep your blood sugar up!).

As reported in Alchemy Exchange, the Society for Industrial and Organizational Psychology (SIOP) is sponsoring a conference next month focusing on the psychology of coaching, the impact of coaching and best practices in coaching that maximise return on investment (ROI).

A study by The Human Capital Institute and DBM found that 60% of American companies use executive coaches and 78% consider coaching an effective way to develop leaders. But although most coachees and their managers agree that executive coaching is a valuable exercise, the managers need credible evidence to show top management that coaching is a worthwhile expenditure.

The SIOP conference will bring together leading-edge scientists and practitioners to explore meaningful ways to measure the value and return from investing in executive coaching. With executive coaching costing $20,000 to $40,000 for a six-month engagement, it is easy for decision makers to focus strictly the costs especially if they do not have a clear understanding or first-hand experience of the value that coaching. These decision makers need to be convinced that, if properly executed and deployed, an investment in executive coaching can add significantly to their business bottom line.

Click here to get more information about the conference,

Birds do it. Bees do it. Most of us writing blogs do it.

Social networking as a business development tool now seems as ordinary as sending out press releases used to be. The question is: are the some social networking strategies and tactics that are more effective than others?

Charisse, owner of Emergence Business Coaching believes their are. In a blog post titled Get Social, she offers some of her best thinking about social networking.

Here are some of the tips she gives to her business clients:

• Limit your participation to just a few websites, highly targeted to your market.
• Spend the necessary time with your profile to create the brand you seek (People recognize a rushed profile)
• Decide the type of people you’d like to network with, and seek them out
• Make it personal – get to know people, and ask how you can help them with their business
• It’s not about the quantity of people in your network, it’s about the quality.  One or two powerful connections can make a huge impact on your business.  Focus on finding them.
• Allot yourself a certain amount of time each day for participation on these sites.  Set limits.

As you would expect, Charisse is personally sold on the value of social networks.

These social networking sites are helpful for people who see the value of connecting with people they would otherwise not meet.  They become a valuable platform to showcase your business.  They offer a cost effective (mostly free) way for people to brand their business, and potentially gain client relationships or joint venture partnerships.  Social networking presents powerful opportunities to enhance your business.

A certified business coach, Charrise founded Emergence Business Coaching in 2006. She is a published monthly feature writer for several magazine publications, and has written her first book called “14 Lessons on Power”.  Visit www.emergencebiz.com for a look at her blogging.  She is actively engaged in public speaking and training workshops, sharing her unique message with the world.