The paint is still drying at the new place, but feel free to look around. If you are interested, you may subscribe to receive my blog updates via email!

Feel free to share this with others who you think may have an interest. Also, if you find some places that need touch ups, please let me know. Thanks!

Douglas Pals

An example from my daily work is our review process for newsletters – both electronic and printed. The process has saved us many times from making errors both BIG and small. We use similar processes for campaign themes and various other projects, as well. It works like this.

1. We prepare and send a “First Look” which is mock up of the piece. It might have full stories and graphics in some places and ideas for stories in other places. It prompts the discussion.
2. We prepare the newsletter based on feedback and send what is a 98% complete document to make sure the content we’ve developed follows the feedback/discussion provided in the First Look session. We state this is not polished, but should be close and we talk about any holes that still need filling (the 2%). We ask for a keen eye review.
3. Following comments/suggestions/corrections, internally we do what we call the FTC (fine tooth comb). This is a detailed review where you re-read every word and you need to be in full editor mode. After writing and laying something out – often you can’t see the forest for the trees, so you need extra keen eyes at this point.
4. After FTC, we send the final out for approval. If someone finds something, we fix it. Most often, it is approved and we order.

This process works because it has been developed over time and everyone knows what to expect. We use it consistently and participants know what is needed at each step. It makes it easier for all involved AND we get the best results because of it.

What processes do you use to make your tasks easier to accomplish? An advice to make our process better? I love to learn.

But, there are at least two areas you can’t hire out:

1. Your company or organization’s purpose

AND

2. The passion it takes to sustain the organization or company

One can’t be sure of the reason some companies try to outsource these core elements. My guess is they are tired or they are lazy.

I’ve seen this done under the veil of ‘planning’ where an organization wanted the facilitator to lead them to their passion or purpose. In reality, they were not willing to do the soul-searching work it took to get to the answers they needed. Granted, sometimes you may need the assistance of someone to help you with unpacking the ‘how’ of your purpose, but never the ‘what’.

I urge you to do the work. If you don’t know how, try this. Shut off all electronic devices and go to a place you cannot be disturbed for a few hours. Without distraction, it may not even take this long. Be sure to take a pen and a legal pad with you.

1. Then, ask yourself this question: Why do people come to your business or organization?
2. If you are failing and need to make a change, the question might be: Why do you want them to come to your organization or business?
3. Then, ask yourself this: What really makes me excited about our business?

Discovering these answers will invigorate and excite you. If it doesn’t, you have not found your purpose or passion.

Here’s the short version: Flight was oversold in an airport full of people who had been delayed by weather, so there is a standby list. Gate agent continually begs people to give up their seat, so they can get down to the number. I’m not sure if anyone bit or not. Regardless, boarding goes on as normal.

An adult son of one of the standby passengers is on the plane. He calls Mom and says they are about to close the door and there are 5 seats available. Mom goes to gate agent saying, “Hey, please get me on that plane. My son on the plane says there are 5 open seats.” Agent was about to close the door says, let me check. Turns out there were 6 seats available, so most of the stand by passengers got to go – thanks to the son.

I understand that in this situation there are MANY moving parts. Stress is huge for all involved. The airline wants to be ‘on time.’ However, I was struck by how little the airline staff seemed to care. They had 6 open seats on a plane leaving an airport PACKED with people and they didn’t appear to be acting to fill them. Wow!

Again, I realize it is crazy for airline staff in situations like this, but what a perfect time to really care about the people standing there waiting to go – wherever they planned to go.

This situation caused a discussion among our traveling party about how to make people care. Of course, there are no quick fixes and even caring people can have a bad hour or two.

So what can you do to instill caring as part of your company culture? Here are some things to consider.

     1. If you have the chance, hire to this skill. Make it one of the skills you MUST have. Department doesn’t matter.

     2. Make sure you model caring to your staff. Help people. Show compassion. Let them know this is who you are as a company.

     3. Make your expectations clear and give them permission to fix a problem. You might need limits, but keep them general.

     4. Reward employees who consider customer experience – before or during a problem.

Regardless of your industry, caring employees matter. Your company will thrive because of them while others wilt.

What are your favorite ways to make employees care?

Make it easy to understand = customer buys.

Make it confusing = customer ignores you or moves on to buy from someone else.

Selling really is this simple. But, we make it more complicated all the time. I understand that some products or services are complex. Honestly, that doesn’t really matter.

If the seller is transparent (demonstrates trustworthiness) the buyer will pick up the cue. It is easy to be clear when you are trustworthy.

Is it somewhat scary for the seller to be vulnerable? Absolutely!

Is it necessary in order to be overwhelmingly successful in any type of sales. Yep.

Often, the scary part for sales people is they don’t want to be transparent enough to allow clarity to happen, so they skirt issues, they mitigate their speech, or use industry jargon for cover. The adage goes – if you can’t convince them, confuse them.

Customers, not wanting to be ‘taken,’ are on guard all the time. They’d love to be open, but experience has taught them not to say too much for fear of losing leverage.

If you’ve ever had the pleasure of a transparent sales person, you know the comfort that feeling provides. Start building an organization of transparent sales people today. Your customers and your bottom line will thank you for it.

I’ll admit I was practically born on a baseball field and I love the game. Certainly not everyone has that same experience. However, there is a lot the game can teach marketers if we see what is really happening with every pitch.

Baseball is a game of fundamentals and planning. So is marketing.

Baseball is a game of strategy and patience. So is marketing.

Baseball is a game of subtlety and adjustments. So is marketing.

A fundamental example: if a base stealer’s footwork is bad, he will need to be one step faster than someone with perfect fundamentals to steal a base. If a marketer doesn’t engage staff early by asking questions and using their feedback, your campaign/promotion won’t be as successful as if you had.

A strategy example: there are (at least) 5 more ways to score if a runner is on second or third base, so you will see team sacrifice an out to move a runner up. It is basic baseball strategy, based on numbers. As a marketer you need a strategy and then you need to follow it. Too often I see a lot of wishing and hoping. Have a well-considered strategy. Use it patiently. Judge it carefully.

A subtle example: professional baseball players are great defenders too. They make hard plays look easy. Why? Because they were positioned correctly or they anticipated where the ball would be hit based on the pitch thrown or the hitter’s tendencies. They or their coaches notice small things and adjust accordingly. Baseball is a game of constant change. Marketing is exactly the same. Your ability to adjust in the short and long term is what will make your success.

See, baseball is not slow or boring when you know what to watch. Enjoy!

Today there are numerous ways to interact with people. Facebook. Phone calls. Email. Skype. And yes, even face-to-face. This method will work with all of them.

It has nearly miraculous warming effects on people. The better you get at this the more positively people will think of you or your company. They’ll remember you. You likely will make more sales and build more brand equity. You’ll probably be happier too.

What is this wonder skill? Questions.

Ask questions in a kind and polite manner and doors will swing wide open for you.

It takes sincerity. Failure may be painful because false sincerity is worse than rudeness. Consistency is needed to prove your sincerity at times.

If you show an interest in the people, remember names and use them to address those in which you speak, you’ll stand out and be remembered. Remember the sincerity rule here because you don’t want to be ‘that guy’ that over does this.

People care about their own interests and wants. That is not a fault; it’s just a fact. They might need what you have, but given the choice they’d rather get it from someone who is interested in them.

Done right. You’ll get more bees with questions. I promise.

The interaction was fine, but it was not great. And that is “The rest of the story.”

Some departments at this company insist on making it difficult to do business with them. How they make it difficult does not matter. Difficult is relative, but you’ll know it when you see it. My guess is that the CEO and the department leader have no idea this is happening.

Are you making it easy or hard to do business with your company?

You might be able to separate yourself well enough to answer this objectively. If you can, great. Do it.

If you can’t, ask some staff members that have the ability to reflect and analyze things like this. Or, ask a few good customers.

Start with a question like:

What really bugs you about doing business with us?

or

What one or two things would you ask me to fix if you took over our business tomorrow?

All this assumes you are willing to change or at least adjust the problem area. If you’re not, you might want to wait until you are ready.

So if you are interested in pricing and bundling your products or services, you might want to scan this. I’ll include a link to the slide deck at the end of this post.

So, what are the initial questions you want to ask yourself before you dive into bundling or a pricing restructure? Here are a couple to get you started:

• Do you have the margin for it? Sometimes bundles just don’t make sense. If they are not for you, don’t push it.
• Do you have capacity? This can be defined however you want: time, inventory, capital, etc.
• What are your competitive pressures? Simple question. How does competition affect your pricing?
• What are the goals for your bundling? Simple questions #2. What are your reasons for wanting/needing to bundle?

Reasons to bundle vary. Below are some to consider that MAY apply to you or could if you worked at it.

• Stickiness: in most industries customers in bundles with more products reduces churn significantly!
• Customer expectation: bundles are easy (think Extra Value Meals and 2for1 deals). Customers like them.
• Easier to sell/explain/understand: putting stuff together that makes sense is easy to buy and sell.
• Increase revenue: Often bundles are used to raise Average Revenue per User/Customer.

Be relevant if you decide this approach is right for you.

• Talk about what is important to customer, not what is important to you.
• Create products that show you are concerned about customers needs.
• Educate them concerning products and services they want or need.

Finally, be creative with your creative!

• Be thoughtful about your customer. Use words & graphics that connect to them & pull them in.
• Be consistent with your look & message. About when you are getting bored, they are starting to hear.
• Know the hot buttons and push them. What matters to customers? It shows you care and are listening to them.

Click here to read or download slide deck.

Good luck. Please let me know what questions you asked yourself as you considered this for your industry or business.

Many fathers celebrated yesterday and I’d be willing to say that many cards had words similar to “thanks for helping, protecting and loving us.” I’m glad so many fathers are deserving of such praise.

Though companies are NOT families, they need many of the same things from their leader (whether female or male): assistance, safety and love, which are the foundation for trust.

If you are a manager at any level, you are entrusted with the care of those you manage. They need to trust you. You need to trust them. This is never a one-way street and it always starts with the leader. Always.

This can be somewhat scary if you are a new leader or just starting to build your culture. You’ll feel exposed. If you do, then you’re doing this right.

When your staff feels safe to make a tough decision because they know there’s a trust safety net should things go wrong, productivity will soar – theirs and yours.

Need more upside? Decisions will get better because trust leads to more open feedback on the front end, which leads to better results. Obviously, part of trust is holding people accountable to their expectations. Expectations provide the guidance everyone needs to be successful.

The best news of all is trust works for everyone from marketers to technicians regardless of industry.

I’ve heard many great stories about how trust has been demonstrated. What are some of yours?