Vendors and suppliers initiated the tradeshow concept because it made economical sense, utilizing one centralized location to display products to a captive, seemingly motivated audience. The gathering of multiple people at a single location also provided a price advantage with regard to travel, hotels, etc. What’s more, companies began to use tradeshows as a reward for sales staff and management. Add to the mix associations that provided educational opportunities for vendors to help train support and other staff. All in all the trade show model was win, win, win.

So the birth of tradeshows began out of a necessity for industries to be more efficient, to unite, to acquire knowledge and training, and to distribute product. But as with most growing trends there comes a point where the push to stand out and one up the competition must be weighed against the bottom line. The September 11 fallout combined with continued economic struggles worldwide forced all of us to take a big step back and re-evaluate our marketing investments.

Today’s tradeshows have taken on a new style and with that style has emerged increased effectiveness. Tradeshows remain a highly efficient gathering place where buyers and sellers can converge and communicate. As a matter of fact, today you’ll find many tradeshows boasting 10 percent increases in attendance, as well as an increase in exhibitors. Yet there are clear distinctions from the past. Gone are logo-branded shopping bags or other promotional items or giveaways. Today, these items are being replaced with “knowledge tools” that help people become more cost-effective when they are selling a product or satisfying their client. And, gone are the days when employees are rewarded with a trip to the annual convention or trade show. Today, statistics show that up to 90 percent of show attendees are true decision makers.

What’s more, many company-sponsored entertainment/cocktail events have also disappeared, replaced by educational and training sessions. Often the educational sessions are provided by associations who have now been added to the group of people who have come together at one gathering place.

So at today’s tradeshow, you’ll see associations, user groups, vendors, suppliers and clients collectively trying to make the most effective use of their travel budget, their time and their staff. Companies are sending the people that need to be there. As a matter of fact, 75 percent of the people who make a purchase tell us that they have visited a trade show and that either their purchasing decision was initiated at a show or it was confirmed at a show.

That’s a very high statistic. So what I suggest to you is to take a step back and take a look at the dollars you are spending. Evaluate your marketing budget and see where you can fit tradeshows back in, or perhaps, how you can do more tradeshows and be more efficient and more effective. There’s one thing for certain: today’s tradeshows remain an effective part of your sales strategy. And, if they’re not part of your plan, you might be missing opportunities. As one of my clients recently asked me, “How much do you think we’re going to do if we go to the tradeshow? And, what do you think the repercussions are if we don’t attend?” I answered his question with another question, “What will your clients think if you’re not there, and what will that cost you?”

As the old adage says: Maybe you simply can’t afford not to do it.

That’s Q from the street.

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Why? Because social media is akin to attending a network meeting, whether it’s a local trade network, a regional business lead generation network or a special-interest association. They all encompass what social media represents.

We’ve readily adapted to a slew of technology that has connected people. Think back to the PC, the fax machine, email, cell phones, texting, and the Internet. All of these technologies have converged on us, enlisting us as their proponents and their drivers. These techno-tools have made us more communicative, more productive and more efficient. And they represent a level of professionalism to both customers and colleagues.

So, exactly what does your experience have to do with social media? Simply put, social media leverages your innate ability to keep making connections. Let’s review some of the major players in the world of social media:

• Facebook. This is perhaps the epitome of social media because it enables people to socialize with others, be they friends, family, or just-met acquaintances. It became so ubiquitous so quickly that the business world felt compelled to get involved. Facebook developed corporate pages whereby companies submit a corporate viewing page that must be associated with a person, an administrator, who also has a personal account on Facebook. It’s important to realize that the personal account and the professional page will never be connected. My company has a Facebook page, and I have a personal Facebook page. If someone requests friendship from me on my personal page, I can let them in that world. But on the corporate page, they can just indicate they “like” my company.
• LinkedIn. This is a professional business directory. Though global, you can use it to identify and target localized opportunities. Maybe it reveals 50,000 potential clients, but because of your unique selling proposition only 500 are your ideal prospects. LinkedIn gives you the ability to get in contact with those unique people in the industry that’s in your sector. Let’s revisit the association analogy I made earlier. Usually, in every association there’s a vendor, there’s a supplier, and maybe there’s an associated member. With LinkedIn you can get in contact with those people that are in your community and the other communities that you’d like to be in touch with. Folks can check your bio, your background, and your professional credentials. I highly recommend including a photograph of yourself to bring a little more personality to your listing.
• Twitter. In essence, Twitter is a brief 140 character electronic press release, providing a cost-effective way to get quick notices out to clients, Folks who read your “tweet” are known as “followers.” My recommendation is for you to follow all the people that you admire, all companies that are your prospects, certainly all your clients, and then, from there, hopefully people will follow you back. Aspire to be Ashton Kutcher, who at last look had over 7 million followers. With one tweet, he can sell a product off the shelf in an hour. Seriously, Twitter bypasses the need to get a notification out via an internal database, or an email that might not be checked promptly, or via snail mail that winds up on the bottom of an in-box.
• YouTube. This is your video message to the world. Today, with a digital camera of decent quality, you could upload a video that introduces you and your company “up close and personal” and thanks folks for viewing your channel. Moreover, you can get the word out about your website, and ask viewers to “like” you on Facebook, and “follow you” on Twitter.

The important thing to remember is that social media is a vital part of communication today, and your networking experience—whether it’s within associations, whether it’s referring people to one another, whether it’s finding the trends in your industry that are slightly ahead of the curve—these innate communication abilities give you a distinct advantage in the brave new world that’s social media. Your sustained business experience, your ability to conduct yourself, to both share and seek knowledge, to help others in your industry, to find those really unique things that give you an advantage and your clients an advantage, those are your instinctive skills that can’t be replicated by someone who has great computer skills and 17 different social media accounts. Yes, in time they can develop these skills, but right now, these novices are electronic savvy, not business savvy.

So start embracing the social world to ensure you’re covering all your bases when communicating with clients, prospects, and suppliers. And don’t let social media intimidate you. You’ll discover there are plenty of people out there that want to lend support (don’t forget I’m one of them). And, if you’ve been looking for a way to make yourself feel a little younger, it certainly helps.

That’s Q from the street.

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Welcome to Joe Anzalone, our newest member of the Q Group.
Joe joins Q and is responsible for web production, HTML development, and Social Media support. Good Luck Joe!

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Just started using this social media web app, great tool! Find it at pixelpipe.com -Q

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Oftentimes tough economic times have provided opportunities for many to enter and realize their entrepreneurial dreams.  We need to decide where the opportunities are and leverage what we’ve already built. Business school teaches three ways to grow a business:

1. Sell more to existing clients.  This is usually considered the biggest opportunity, as low-hanging fruit are often located in an existing client base.  Many clients have the ability to grow their sales as much as 50 percent within their own database.
2. Grow the area you sell to.  The Internet allows many of us to sell products if not worldwide, then certainly nationwide. Some products, such as knowledge or services, can be readily adapted to Internet    applications.  And, with the use of multi-media services that offer online video communications, the cost of travel is no longer prohibitive.
3. Increase product lines through synergistic offerings.  FedEx realized that people who ship documents probably also need to create them. Thus, they purchased Kinkos. In addition adding storefront FedEx locations provided a retail revenue stream that did not exist in the past.

So what’s the best strategy to grow your business?  I believe that at the very heart of each of these three options is the definition of your ideal client based on the unique combination of skills and experience that they—and you—provide.

With the 80/20 rule in mind, I took a closer look at a trucking client and evaluated their client base. We discovered that most, including some larger customers, did not have a dedicated fleet or traffic master.  Sure they had people who were in charge of moving freight and warehousing, but they didn’t have a dedicated traffic foreman.

We then looked at what type of freight their clients moved, and whether there was opportunity to grow the area they currently sell to.  It turned out it really wasn’t about the type of freight they moved.  It was the level of customer service my client offered.  Whether a client required industry-specific documentation, or buttoned-up knowledge of government regulations regarding hazardous material or food, my client provided a knowledge and skill set that was out of the norm. So what their clients really valued was an outsource traffic department or freight department to manage this part of their business for them.  My client? They never skimp on customer service and pride itself on the fact that they have never let a client down in more than 30 years.

When you ascertain that your clients have a special need, you need to scrutinize and adjust your sales process. That process is geared towards how you can be a strategic partner in the day-to-day operations of their company.  How you can positively impact their P and L.  How you can help grow clients.  How you can direct day-to-day customer service that eats up too much of management’s valuable time.

When it comes to growing up companies and clients, we need to take a step back.  Borrow a page out of Bill Gates’ book and take a couple of days out of the office. Think outside the box and about why clients remain so loyal to us. And why we’re a good choice for them.  It’s great to think it’s because they like us or the restaurants we take them to. The fact is that our quality clients make choices on what is good for their business and their business’ bottom line.

So take a closer look at how you can change your industry for the better.  I’ve worked with printing companies who are now CD and DVD distribution companies.  I’ve worked with equipment manufacturers who are now system reengineering people focusing on work flow.  I’ve worked with clients who had national sales forces of 20-30 salespeople and are now down to two.  And they’re doing more business through the Internet.  So go ahead, get out of the box, see what your clients really think you’re about, what you mean to them.  Sometimes you’ll find opportunities right under your own head.

That’s Q from the street.

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Did you ever notice the people that go over the top in their “appreciation to clients” usually have good reason to. Perhaps it’s a waning relationship, or maybe, more commonly, a new buying relationship. Did you ever look at these relationships and compare them to the insecure person that tries to impress, solidify, or even hold on to their partner?

So what makes a healthy relationship with our clients? I think balance is at the center of this answer. Specifically, Balance of a relationship’s Big Three: Respect, responsibility, and reliability.

These are the real gifts that your clients value all year round. That token material gift, without the balance of the Big Three, is just a symbol with no real impression or value. However, supported by the Big Three, the material item becomes a reminder of all that your relationship brings to that special person and their organization.

Let’s break them down:

Writing this article is certainly going to have me try harder this New Year. If my words have any effect, I hope they can take one of your relationships to a newer level in 2011.

Q,
From the street. Keep on selling.

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Choosing the right method of showing our appreciation for a client has its challenges. We struggle with political correctness and varying corporate guidelines, balancing our appreciation with a need to demonstrate it in compliance with a new set of gift giving rules born from the economic restructuring of business as we know it.

Did you ever notice the people that go over the top in their “appreciation to clients” usually have good reason to. Perhaps it’s a waning relationship, or maybe, more commonly, a new buying relationship. Did you ever look at these relationships and compare them to the insecure person that tries to impress, solidify, or even hold on to their partner?

So what makes a healthy relationship with our clients? I think balance is at the center of this answer. Specifically, Balance of a relationship’s Big Three:  Respect, responsibility, and reliability.

These are the real gifts that your clients value all year round. That token material gift, without the balance of the Big Three, is just a symbol with no real impression or value. However, supported by the Big Three, the material item becomes a reminder of all that your relationship brings to that special person and their organization.

Let’s break them down:

Respect.  Some believe that this word is at the very core of good and bad. No matter how it is displayed or expressed, showing respect is the first symbol of gratitude in a relationship. Mom, Dad, client, friend, are all people we respect in a myriad of ways: greetings, punctuality, communication, assistance and, most importantly, watching out for them. So the next time you take a client for granted, remember it’s a sure sign of disrespect.

Responsibility. Every relationship contains varying levels of responsibility. But no matter the type of relationship, at the core of being responsible is being truthful. Relationships based on truth are always fruitful relationships. Think back in your past and reflect upon the people who have had the most positive impact on the direction of your life. The best parents, teachers and managers, are the ones who follow the laws of fairness, honesty, and truth, no matter how difficult. So remember. Always be completely honest if you want your relationships to grow.

Reliability. The last the Big Three dictates that no matter what time of the day, no matter what the situation, you know this person will not let you down. They say we are lucky if we have more than two or three true friends when our life is all said and done. Those are the people that we know we can call, whenever or whatever the situation. So think about that the next time your client is calling at 5:30 in the evening on a Friday night. And remember that sometimes just “Being There” is monumental.

Writing this article is certainly going to have me try harder this New Year. If my words have any effect, I hope they can take one of your relationships to a newer level in 2011.

Q,

From the street. Keep on selling.

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On average, for every three pitches, we close one. And that’s usually with the guy that, when our ten minutes are up, spends another hour or so asking questions.

So what’s really working here? Time and time again, it comes back to one thing: relationships. When we started out in the sales game, conventional wisdom claimed that three specific characteristics were needed in order to be successful: empathy, perseverance and ambition (i.e., defined goals). I never agreed. I believe that all salespeople need the potential to acquire these attributes, but what’s paramount is empowering these traits with a passion for your product or service. When you possess that passion and you begin to communicate to someone who has a need, it becomes clear you are serious, not only about your business, but the needs of your prospect.

And, once you sell with passion, commitment to success and a sincere belief in your product or service resonates not just through your words, but in your comportment and your energy.

So how can we improve our close ratio? A typical presentation or pitch begins with an overview of your company, service, product, staff and, naturally, some nice, colorful charts and graphs that make us look professional. As an afterthought, we leave the prospect with printed collateral: oftentimes client references, case studies, and relevant success stories that we like to leverage.

I suggest you try this approach: Flip the order. Rather then starting by telling how great your company is, how many years you’ve been in business, and why you can offer more benefits and features than the last guy, talk about some of the projects you’ve worked on, just like those case studies that we typically leave behind. But this time, let all your passion and enthusiasm and belief resonate. Be prepared to discuss two or three projects that the prospect can most closely associate with.

Then watch what happens. This technique will peak an interest in the prospect because you’re now engaged in a dialogue, not a presentation. The dialogue will evolve into a conversation which will lead to the beginning of a relationship. And that, my friend, is our goal. They’ll be plenty of time to talk about how long you’ve been in business and the particulars of the company and staff. Because once we’ve established that relationship, all those other factoids become supportive to the close, but not necessarily integral to it.

Anthony Quaranta spent 30 years as a sales professional generating upwards of $10M in revenue annually, calling on businesses in the tri-state area. Today he is President of Q Group, a sales and marketing consulting firm that focuses on “Building Business…… Measurably” by setting goals, synchronizing marketing and sales efforts, and tracking these activities in order to improve a company’s overall results. The Q Group team works with organizations with a sales force of one to larger nationwide teams. You can contact Anthony by visiting www.QGroupltd.com or calling 631 234 7670.

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•    Crash diet versus a Weight Watcher approach.
•    90 day gym membership versus a lifetime daily exercise program.
•    Disciplined eating versus unconscious food choices.

In addition to the lack of a dedicated marketing plan, many businesses employ “quick fixes” in other managerial areas, including:

•    New employee training.
•    Written job descriptions.
•    Procedure documentation.
•    Goal tracking and measuring.

And, especially during tough financial challenges, there’s companies that cut back on the little things, like coffee, only to hear from a disgruntled employee that coffee enables them to work even harder.

So, what does all this have to do with marketing? When economic woes reduce revenues, many of us turn to the expense side of our business for cuts. We look at the obvious journal entries and use our influence in a way that will have immediate impact. In order words, wherever we can, we slash, slash, slash.

Rent                     Fairly untouchable.
Payroll                 Obviously a tough one, but only as a last resort.
Office supplies     Slash. But no real savings.
Marketing             Slash. Looks like some real savings can be realized, and no one is buying anyway.

But in the long term, what are the effects of reducing or eliminating your company’s marketing budget? All businesses have a business generation process which requires new lead generation with the goal of sales conversion. And marketing is the very bloodline of that process. Assuming you have done proper planning and you have a profitable business generation process, you generate gross margin. That’s more margin to pay overhead and deliver profit.

Historically, sales statistics confirm that, in the most challenging economic times, clients seek new resources to help them meet their needs in a more strategic way. So why do we not see today’s economic climate as an opportunity to keep our companies infrastructure intact by increasing revenue, rather than slashing existing overhead?

Revenue growth and cost reduction are two goals that all business seeks today, growth that is efficient, profitable and quantifiable. Modest cost reduction can complement the attainment of revenue goals, not the elimination of entire budgets that are responsible for watering and feeding the seeds we have spent years of cultivating.

Interactive marketing such as PURL, email distribution, and web-based campaigns are achieving some of the highest response rates ever experienced. Personalized direct mail is now affordable like never before, and “executable without a dedicated IT team.” Web-based advertisement delivers laser like focus for advertising to prospects. And, much like the way of flat screen displays, printing and promotional items have become more competitive in this global on- demand world. Large format signage and banners are now affordable in substrates that were never before affordable to most.

So try to remember to seek options that can provide paradigm shifts in the way you choose to accomplish your goals. Think twice before eliminating expenses that should really be looked at as investments. I often wonder why we ”invest in equipment” yet “spend money on marketing.” Why do we treat an investment in a fork lift as an asset, but an investment in our brand as an expense?

I think I know the answer. Experience tells me it’s the same reason we choose the crash diet over a lifetime of healthy eating. In other words, lack of a dedicated commitment to the challenge at hand. I guess that’s why I’m 30 pounds overweight, and have five former gym memberships.

There is some good news, however. My wife still makes homemade manicotti, but now she uses low fat ricotta.

Still trying and standing outside the trees,

Q

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That’s why the challenges facing today’s printers are complex and multifaceted, and include:

• A sales force with decreasing product knowledge, yet increasing relationship-value.  Most sales teams are made up of veterans from the offset community with 15 to 20 years or better experience.  Their customers trust them.
• A limited number of younger professionals entering the field. This is creating an even greater reliance on these experienced veterans.  But their knowledge of the digital age needs to keep pace with what their customers need and want.

That’s why it’s the CEO’s job to retool these valuable human resources so they can continue to represent the organization—while supplying the print communications vehicles demanded in today’s competitive world.

So, exactly what needs doing?

• Restructure the sales force to be more of a marketing focused team.  Salespeople need not only to be able to speak about the digital landscape in terms their client can understand, but also anticipate their challenges.  Knowledge of the client’s business is more critical than ever, in order to recommend solutions that can leverage the hardware and the iron that their print company has invested toward, while keeping pace with today’s technology.
• More marketing “about us.”  As traditional print companies, we’ve always marketed to manufacturers, distributors, maybe even to some vertical markets that used traditional printed product.  But now much of this traditional printed product has simply gone away.  Yet opportunities still exist, and these opportunities have to be marketed to in a different way.  Consider the prominence of variable image printing.  Our challenge is developing a marketing program or campaign that addresses these opportunities, perhaps electronically, and communicates that your organization is digitally savvy.  In the past, most printers have not relied on marketing that generates leads. It’s all been about relationships and referrals that have built over time.  That needs to change.
• Make it easier to do business.  Today you need to compete for orders on all platforms.  Increasingly, customers are placing large orders on the Internet with a couple of clicks.  So we need to offer that interface as a service to those customers who choose this method.

But one mandate remains the same:  What’s imperative is that we position ourselves to be our client’s strategic partner.  They need to know that we bring expertise to their industry and their client’s industry.  So overall it’s really a combination of understanding the market and having the right products and services for that market.  Sales teams must be able to professionally present the advantages that today’s technology offers while clearly understanding the organization’s goals and objectives.  Bottom line?  A return to sales training or perhaps, more appropriately, sales retraining of those professionals who have already proven their success for years.

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