Do It! Marketing Blog: Marketing for Smart People™

Every consultant, expert, and professional services firm leader needs to establish their thought-leadership in order to stand out from the crowd and be heard above the noise. 

There's no room for the "Same-O Lame-O" dry boring MBA PhD guru guy or gal. Their days are over and their influence and impact are declining... daily... and dramatically. 

So that means that every day you wait to claim your place among the thought-leaders in your industry and in front of your target buyers, you're losing time AND money. 

Don't let that happen to you.

The good news is that independent research with over 200 buyers of professional services shows that at any given moment, between 52%-72% of them are willing to change professional services providers.

Across all service areas, more than 50% of purchasers could be considered Switchers, open to changing providers, ranging from 52% Switchers for Legal Services to 72% Switchers for Management Consulting. ("How Clients Buy" 2009-10 survey)

Additional research from the Wellesley Hills Group entitled "What's Working in Professional Services Lead Generation" surveyed over 700 firms and showed that the #1 source of leads is "Warm Calls to Existing Clients" - No surprise there. If you're great at what you do, the old adage applies - "your business comes from your business." 

The #1 source of NEW leads for NEW business for professional services firms, however, may surprise you: it is "Speaking at conferences, trade shows and seminars."

Put these two pieces of research together and the dramatic discovery you'll make is... 

You're never more than one good presentation away from generating new clients and new revenue.

So the question is... How successful are you at the #1 strategy of lead-generating speaking to drive credibility, visibility and revenue in your professional services practice? 

And do you do it "once in a while" with mixed results or has your professional services firm nailed down a process, a speaking "system" and a targeting methodology that consistently puts you in front of the right groups in the right rooms with the right people to say the right things in the right ways to reliably generate new revenue for your firm?

If yes, great - welcome to the 1% club. If not, we should talk. Call me at (610) 716-5984 or drop me an email (david@doitmarketing.com) and let's have a conversation about how you can do a better job of generating more leads, better clients and bigger revenues every time you stand up to speak. 

And then leave a comment below with your questions, thoughts, and advice on the ideas above.

Are you a DO IT freak? Welcome to the club!! Please use the social media buttons at the top of this post to share it with your network. YOU are a rock star!

Guest post by Steve Markman

Marketing mix: Your marketing and PR efforts should be in the forefront of your organization, given today's competitive climate and the uncertain economy. Standing out from the crowd, regardless of your organization's industry, is a huge challenge. How can you meet this challenge?

Many organizations have recognized the value of holding seminars at which their executives make presentations. The problem with these seminars is that, more often than not, the attendees are existing customers, clients or individuals who are already familiar with the firm.

Companies need to expose their expertise to prospective customers and clients. What is a proven method of accomplishing this objective? By speaking at public forums - at conferences, seminars and forums held by independent event organizations, associations, professional and industry trade groups, and academic institutions and think tanks - enormous exposure is created.

There is much evidence in the field of professional services marketing that speaking in public forums often results in new business, by providing increased awareness of your company in general and specific subject areas in particular, to an audience of your potential customers or clients. Presentations about industry trends or "how-to" talks can make a large impact on your audience.

Speaking opportunities for consulting firm principals, corporate executives and entrepreneurs represent a strong marketing, public relations, and business development tool for the following reasons:

    1.    Attendees get to learn about your firm's expertise firsthand and can interact directly with your speaker immediately before or after the presentation. An attendee asking for a business card can be the first step to obtaining a new client. The press in attendance also present opportunities for added exposure. 


    2.    Gaining increased visibility in vertical/industry sectors or broad-based areas that your firm has determined is in need of greater exposure. This can be an established line of business where your firm speaks from a position of strength and is known as a "go-to" firm for a particular area. Conversely, presentations can cover an area that is just getting off the ground or at an early stage in its development and needs some fast exposure to let your potential customers know about your newly offered products or services. 


    3.    Your company gains "advertising" by having its name and your executive speaker's name published in the agenda of thousands of brochures and promotional announcements mailed or e-mailed by event organizers.

What should your professional services firm be doing to get your executives and managers out on the speaking circuit? Take the following eight steps:

    1.    Decide which product or service area(s) your firm should be targeting for increased visibility. Make sure that you have executives in those areas committed to the idea of making public presentations. Some will resist the idea of taking time away from other business activities so make sure that you have their full support. 


    2.    Get the right speaker on board. Proposed speakers should be experienced executives and, preferably, experienced speakers. Small-to medium-sized organizations should nominate their CEO or other senior executive. Large organizations can also nominate staff at the director or manager level, depending on the criteria of the speaking opportunity. 


    3.    Speak to the right audience. Thoroughly research the events for which representatives of your firm can be proposed as speakers, as solo presenters or as panelists. There are so many events taking place on so many topics, frequently simultaneously, that you'll need to choose diligently in order to maximize the time and expense associated with speaking. Identify speaking engagements whose audience represents the customers and industries your organization wants to reach.


    4.    Develop a proactive speaker placement program. It's fine to evaluate unsolicited speaking opportunities. However, having someone dedicated to the task who will aggressively identify opportunities, develop relationships with event organizers and write and submit speaker proposals, should lead to an increase in the frequency of speaking engagements and thus increased visibility for the executives participating and the firm as a whole. 


    5.    Decide on the geographic area to target for speaking engagements - locally, regionally, nationally or even internationally. There are thousands of speaking opportunities held worldwide every year. 


    6.    Create high-impact presentations. Audiences want to get actionable information they can take back to their organizations. They don't want to hear that your firm is the leading firm in this or that subject area. A solid, informative presentation that covers applications or technologies and is not product or company specific will create instant credibility and obviate the need for a "sales pitch." A presentation that turns out to be a sales pitch will ensure low evaluations by the audience and a one-way ticket home from the conference organizer. The speaker who gives a sales pitch is duly noted and rarely invited back, oftentimes tainting the entire company in the eyes of the event organizer. 


    7.    Learn the process for submitting a speaker proposal to the event organizer - follow the format established by the organizer for writing a presentation abstract, submitting bios and speaker expertise, previous speaking experience information, and, of course, meeting the proposal deadline date. Make sure you tailor the abstract and the bio to each speaking opportunity so that they fit the objectives of the audience. 


    8.    Follow up continuously and persistently with the event organizer to help your company stay above the noise, since you will often be competing with several other companies for the same speaking slot.

By developing an effective speaker placement program for your organization, you will have taken a big step in meeting your marketing, PR, and business development objectives.

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Steve Markman is President of Markman Speaker Management (MSM) a Needham, Mass.- based speaker placement and conference development firm established in 1994.

Guest post by Rob Brown

Marketing coach tip: Let's talk about referrals. You do all this networking to either win direct business or cultivate relationships that will lead you to direct business. This second strategy is referrals.

The problem is that few people can tell you what a referral is.

Getting terms mixed up can make you sound a bit confusing when you ask for help. What you think is a referral might be a lead to someone else. You can see how it will help to get people on the same page. Would it help you to get a definitive answer on this?

Knowing exactly what a referral is should be the logical starting point in any guide on winning more referral business. Otherwise you ask 20 different people what a referral is and get 25 different answers!

See, many people mix up words like referrals, introductions, recommendations and leads. Then they wonder why the whole process is so confusing and why their customers and contacts struggle to pass them the business they want in the way they want it. So let's define some terms:

A LEAD. A lead is a contact that may come from any number of sources. This contact is generally not expecting your call. For example, if someone gave you a list of people who bank with a rival and are in your target range, you might consider that a lot of good referrals. Unfortunately, because the prospects are not expecting a call from you, it'sbasically not much better than a cold-call.

A RECOMMENDATION. A recommendation is something different. It's an endorsement to action. It makes you want to do something. It is similar to a referral, and makes a fine substitution. But all it does is tell you to call someone, go see that movie, eat at that restaurant. It is similar to a lead in that the person you approach still may not be expecting your call. A recommendation comes in the form of wise advice. The tone is ‘if you were me, you'd do this.' They have your interests at heart. Take action and you'll get good things!

A REFERRAL. A referral is a little more. It has more engagement and attachment from those involved parties. A referral is the opportunity to do business with someone in the market to buy your product or service who's been told about you by a mutual friend or associate.

"A referral is not a guaranteed sale. It is an opportunity for somebody to present their business where that presentation will be looked forward to with anticipation."
-- Dr. Ivan Misner, Founder of BNI

With a referral, you hope that when you contact them, they already know who you are and what you do. It is stronger than just a lead because the prospect has talked to your referral source and is generally expecting your call. Hence, they are referred.

AN INTRODUCTION. An introduction is simply the bringing together of interested parties. It's what you should do with a lead or referral. You've probably introduced people on email, by phone and of course, in person. When you bring people together, you become the social glue that oils the wheels of commerce. You are the catalyst that makes things happen. You are the conduit and the hub through which social capital travels.

When I talk about referrals , I'm expecting that you involve your referral sources as much as you can to bring about those introductions. When you do that, you're more likely to convert your referrals and keep everyone happy! A word of caution. Unless your network of customers and contacts are familiar with the word ‘referrals' and know exactly what it means and how it works, then we suggest you make ‘referrals' an internal word. Here is a great quote from Bill Cates, one of the top referral gurus in the USA.

'When we ask for referrals, what we really want is an introduction - a connecting to the new prospect. An introduction implies recommendation, but goes a step further and creates a connection. Someone can recommend us to someone, but not connect us to them. Likewise, someone can introduce us, but not recommend us. Which would you rather have? I'll take the introduction any day of the week. Ultimately, you should use the word that works best for you and flows most naturally for you. This way, you'll engage in the process more regularly.'

To recap... a lead is cold, a recommendation warmer, an introduction warmer still, and a referral the package of all three. So your mission is to generate a whole lot more of them for your business!

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Rob Brown is the UK's leading authority on how to perform better and win more business through networking and referrals.

Every day here at Do It! Marketing HQ, we work hard to make sure the clients we love are extremely happy with our work and our results. At the same time, we work hard to keep OUT clients who will make us nuts, sap our energy, or for whom it will be impossible to do our best work.

In this spirit, here is today's marketing concept: Your Client GPS tool (Goofball Prevention Screening)

A client may well prove to be a Goofball if they…

1. Lack high standards of excellence – Good enough is good enough…
2. Don’t care about increasing their knowledge – Not committed to becoming valuable resources to their own clients and customers…
3. Refuse to work hard and commit to their own success – Lack persistence and are unwilling to try new things to achieve results…
4. Think they already know everything – And are unwilling to accept help in expanding their skills, expertise, or capabilities…
5. Resist investing in themselves and their business – They fail to understand that this is the best investment of all…
6. Operate from a mindset of fear and scarcity – They can’t make good decisions long-term because they are so risk-averse in the short term…
7. Won’t (or can’t) pay their bills – Their lack of financial responsibility spills over onto others in the form of late payment, non-payment, and endless excuses…
8. Exude negative energy – Negative self-talk, pessimism and cynicism repel new opportunities, new partners, and new ideas (all vital to success)…
9. Can’t commit to mutually supportive relationships – In business and in life, the most successful people don’t make it alone…

And then leave a comment below with your questions, thoughts, and advice on the ideas above.

Are you a DO IT freak? Welcome to the club!! Please use the social media buttons at the top of this post to share it with your network. YOU are a rock star!

As a marketing speaker and marketing coach, the question often arises about how to deliver persuasive speech topics effectively. 

This week, we lost one of the great journalists of our time, Andy Rooney. As a side note, there is a strong case to be made that Andy Rooney was the very first video blogger - and certainly the first man to produce viral videos. You can see some examples here and here and a CBS-produced retrospective here. 

So as you're crafting your next persuasive speech topic, here are seven lessons from Andy Rooney to inspire your preparation and increase your effectiveness...

1. Start strong - don't waste a lot of time in the wind-up. Begin like a good courtroom lawyer and come out swinging with no doubt as to your position and perspective.

2. Use specific examples we can all relate to. Model your favorite stand-up comedian: "Don't you hate it when..." "How come that every time you..." or "The thing that makes me crazy about ABC is XYZ." Specificity sells your ideas - and in the case of comedians, it also adds humor.

3. Go negative when it makes sense. And it almost always makes sense. Yes, when it comes to marketing and persuasion, some people will tell you to plant yourself firmly in the world of aspirations, dreams and goals. I disagree - the sound bite is "If you're going to sell fire extinguishers, first show the fire." Sell their problem - then you can sell your solution.

4. Don't be afraid to share your opinions on the facts, not just the facts. Yes data is important - but it's emotion that sells. Andy Rooney always had plenty of emotion behind his comments - and he often tapped into yours. Spark an emotional reaction and you'll quickly separate your supporters from your detractors. And when you're trying to persuade, it's the middle of the road where you find the roadkill. 

5. Don't let the critics get you down. As I always say to my audiences as a marketing speaker, "if you don't risk turning some people off, you'll never turn anybody on." If you are working on a persuasive speech topic that is selling an emotionally charged idea or one that requires your audience (prospects, colleagues, boss) to take a leap of faith, you will have to deal with critics, skeptics, haters and even some saboteurs. Take it all in stride and understand what my friend, motivational speaker Marvin LeBlanc likes to say - "You ain't nobody 'til somebody hates you."

6. Charm will go a long way. Even at his most ornery moments, Andy Rooney always had a twinkle in his eye. Yes, he could be sarcastic, negative, nasty even... but although he took his subject matter seriously, he never took himself too seriously. And his good-natured charm showed through his most acidic banter, sarcasm, and negativity. It set a unique contrast. It was effective for him and it might be effective for you.

7. Share your passions. Persuasive speech topics are nothing without the persuasion - so once you've made your case, don't be afraid to go positive in a strong way and share what you love, what you believe in, and what you want your audience to believe in. One of the greatest examples from Andy Rooney is this piece in honor of newspapers.

Andy's obituary in today's New York Times concluded like this:

Mr. Rooney frequently said he considered himself “one of the least important producers on television” because his specialty was light pieces. “I just wish insignificance had more stature,” he once said.

But he put things in perspective in his 1,097th and last regularly scheduled “60 Minutes” appearance.

“I’ve done a lot of complaining here,” he said then, “but of all the things I’ve complained about, I can’t complain about my life.”

Thanks, Andy - for showing us how to persuade, how to spread your ideas, and how to have a great time doing it.

Guest Column By Lee Thayer

Firing someone is often a distasteful, sometimes painful, act. It is the end of something. Hiring someone is usually full of hope and expectation. It can be exciting. It is the beginning of something.

You could learn a great deal about yourself and about others from the process of firing someone, however.

If you can do a better job of firing, you could do a better job of hiring. The most direct way of learning how to do a better job of hiring lies in what you can learn from the process of firing.

Here’s why:

• Hope and wishful thinking clouds your perspectives when you are hiring someone. But when you fire someone, you are challenged to understand why.
• Firing can clear the lenses. It can be – ought to be – a very rational process. If you do it right, you are dealing with bedrock criteria, not wishful thinking.
• If you can figure out why and how and when to fire someone, it will clarify why you went wrong in the first place.
• If you did a perfect job of hiring people, you would have a perfect understanding of how to fire people. But most organizations haven’t done a better job of hiring people in spite of the tsunami of advice about how to do it.
• You have to come at it the other way around. There is no reliable recipe for doing a perfect job of hiring. You have to learn from your failures – as all leaders have had to do.
• It is figuring out who needs to be fired and why that provides the clarity needed to get better and better at hiring.

There are always the conventional reasons for firing someone: poor performance, redundancy, obsolescence, RIF, attitude, and myriad others. There are reasons. And then there are the real reasons.

It is these real reasons the chief executive needs to uncover. You have to plow through the verbiage and your own thinking to arrive at the real reasons. Was it a poor hire? Was it just a poor “fit”? Was it the culture of the organization that was at fault? Was it the attitude of the person’s peers? Was it the person’s boss? Could it even be you?

Done well, this kind of forensic exploration begins to illuminate better hiring practices by starting with reality rather than the jargon of the day.

To the person targeted for being fired, there is often no correlation between the reasons offered and that person’s assessment of his or her own performance. Big clue.

Here is the crunch issue:

The person being fired was probably not told at the time of hiring the specific reasons that might lead to dismissal.

Three mistakes were likely made:

1. The person was probably provided with a list of activities to be performed. That’s the way conventional “job descriptions” are constructed. There may have been some past experience or credentials thrown in for the company to hedge its bets.
2. It was likely nothing was said about what was to be accomplished. You can’t measure activities objectively. But you can measure accomplishments.
3. The person was most likely hired for a “job.” He or she was not hired to a role in the organization’s future. It is the future that really matters, not the past. Past performance does not predict well to future performance.

Competence is difficult to measure. So most organizations measure what’s easy to measure – the financials. But, to use a provocative metaphor:

Financial performance can only be measured in the wake of the ship. It is where the ship is headed that matters most. And then it is how it is powered and steered to get there.

It is full competence in every role in the organization that seals its fate. If you hire for full competence to carry forward in a well-specified role, you won’t have to fire for incompetence.

A key ingredient of competence is being in the “learning mode.” The best evidence for being in the “learning mode” is that the person performs his or her role better today than they did yesterday. You fire for lack of that. Maybe you should hire for the presence of that.

And, if it isn’t necessary for the person to perform his or her role better, poor performance may not be the person’s fault. It may be your fault for not making continuous improvement in every role necessary.

What is necessary will likely happen. What is not necessary may not happen.

Every organization, like every person, arrives at a status quo – ways of doing things that take precedence over doing them right. Percy Barnevik of ABB fame considered the status quo to be the enemy. His suggestion? Kill it.

There are people who have one year’s experience repeated 20 times. They become deadwood. How frequently do you clear the deadwood? Ranchers cull their herdsat least annually, in order to get better breeding.

Jack Welch eliminated the bottom 10% of performers annually. That takes the uncertainty and pain out of firing.

Outstanding performers are disruptive of the status quo. They are therefore more likely than mediocre performers to get the axe. If the culture of your organization is a safe haven for mediocrity, you are not doing a good job of firing.

And if you aren’t, you can’t do a good job of hiring.

One of the hidden reasons for firing people is that they don’t seem able to learn from experience. They never seem to get consistently better at what they do. Lesson? Make that explicit.

The best CEOs are not in their role to do the job. They are there to learn how to perform their role better today than they did yesterday. They expect the same of others.

If that’s not why you are there, you should be fired. You are, after all, the exemplar.

The best time to fire someone is the day before you hire them. If you can do that, you will be doing a far, far better job of hiring.

The bonus is that firing the wrong people for all the right reasons makes room for hiring more of the right people for the right reasons. But you have to know clearly what those are.

This is why knowing the real reasons for firing people will help you to make better and better judgments about hiring. In other words, the best way to get better at hiring is to get better at firing.

For what good reasons would you fire yourself? If you really figure that out, you will do a far better job of hiring – including casting yourself in the right role.

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Lee Thayer has been a CEO coach and consultant for 45+ years and is known worldwide for his work “in the trenches” with executives to create high-performance organizations. Dr.Thayer has also held distinguished professorships in many of the major universities worldwide. His recent, acclaimed books include: Leadership: Thinking, Being, Doing; The Good Leader; Leaders and Leadership; Leadership Virtuosity; How Leaders Think; Explaining Things and The Competent Organization.

1. I'm scared to...

2. They won't let me...

3. It sounds too simple...

4. It sounds too complicated...

5. I'll never find the time to...

6. Sounds crazy...

7. I've never done anything like that before...

8. I've done that a bunch of times...

9. It'll turn everybody off...

10. I don't know how...

11. That's not the way we do things around here...

12. It's too expensive...

13. It's too far-fetched...

14. I need another 6 months to test it...

15. I need to be 100% sure...

16. It's not perfect yet...

17. People will say I'm foolish...

18. People will say I'm crazy...

19. I would never buy something like this myself...

20. I don't know...

21. I'm not ready...

22. I'm not smart enough...

23. I don't have the right degrees and certifications...

24. What's the exit strategy?

25. The competition is already way ahead of us...

26. We can't just pick up and start...

27. The other guys are bigger...

28. The other guys have more money...

29. The other guys are so well-connected...

30. It'll never work...

31. Maybe next year...

Which one(s) of these scare YOU the most? Please use the comments area below to share your SCARIEST source of fear, uncertainty and doubt... so we can overcome them TOGETHER!

Want to blow past all these scary excuses and tackle your most important marketing, sales and business growth TO-DO items all in a single, super-focused day? Check out DO IT DAYS and join us for the next one.

As a speaker marketing expert and head honcho of an inbound marketing agency serving speakers, consultants, and thought-leading professionals, I often find myself with prospects who want to get involved in social media but - sadly - do not understand the intent, ideas, or influence factors that make social media an effective tactic in their overall marketing arsenal.

How can I put this? Ummm... well, they're idiots.

Relax... IDIOT is an acronym that stands for the 5 key misconceptions, faulty assumptions, and pillars of goofy thinking that prevent most thought-leading professionals (YOU perhaps??) from generating maximum results from your social media efforts.

Namely...

I: I, Me, My syndrome

D: Dumb it down

I: Information without invitation

O: Over-selling

T: Today vs. tomorrow focus

Let's take a look at each of these in a bit more detail:

I: I, Me, My syndrome. No, your social media postings do NOT need to be all about YOU. In fact, if all you talk about is YOU - your company, your book, your blog, your brand, your articles, your resources, your tools, your programs, your products, your services... people will ignore you, tune you out, and dismiss you for the self-centered idiot that you are. (Please remember - idiot is an acronym used throughout this post.)

Experts promote other experts. Experts are not insecure about shining the spotlight on others. Experts are curators and pointers-out-of-cool-things. Experts post book reviews BY other experts FOR yet other experts' books.

As long as YOU can be counted on to share interesting, relevant, valuable, sometimes even edgy content, guide your followers to the "good stuff" online, and position yourself as a reliable sherpa in your expertise, you'll get PLENTY of attention, love, and respect. Even MORE SO if you're not a mental weakling who is focused only on hyping your own crap.

Grow up. Step up. Be a real expert and learn once and for all - it's not about YOU.

D: Dumb it down This mistake comes from the fear that if you give away your VERY BEST ideas, strategies, tools, tactics, insights and other secret sauce (yes, the stuff you get paid BIG BUCKS for with your paying clients!) that you will somehow diminish the demand for your paid products and services.

So you "dumb it down." You post that second-rate article. You remove some detail from that tip sheet because you want people to buy your consulting services and not do it themselves. You post the video that only has 3 of your 10 key ideas because heck, if you gave all 10 ideas, they'd never hire you to keynote at the big industry conference - you've already "spilled the candy in the lobby."

Yep - you guessed it: You're an idiot.

The reality is - it works 180 degrees the other way. The ONLY way folks are going to pay you the big bucks is if they have a FIRSTHAND experience of your genius - if they feel it, taste it, touch it, and fully experience it. ONLY THEN will they want more. ONLY THEN will they share it with their colleagues. ONLY THEN will they call their boss over to look at your website or email them your link.

Do you want to be SHARED - or do you want to be SCARED? Your call - but you already know which answer will make you more money. Unless you're an idiot. 

I: Information without invitation  Social media sites are not a dumping ground for your old, outdated, crappy content from books you wrote in the 1980s or articles that you could never get published.

Even rock-solid, current, highly relevant information is NECESSARY but NOT SUFFICIENT to fuel your thought leadership platform and build your empire as an expert.

Here's a secret - the internet actually does NOT need more information posted on it. Not from you. Not from me. Not from anyone.

An effective social media campaign will share information of standalone value and then INVITE a two-way (or 5-way or 17-way) conversation around that information.

Ask questions, seek engagement, invite involvement. 

Offer value, seek opinions, spark conversation - and ask the most powerful question in sales AND leadership AND relationships: "What do you think?"

O: Over-selling One particularly idiotic individual told me that he wanted ALL his Facebook posts to have a hyperlink. Every. Single. One.

Hyperlink to where, you ask?

To HIS online store, HIS products, HIS books on amazon, HIS speaking page, HIS consulting page, HIS services overview. He said, "If you're not linking every Facebook post to a selling opportunity, you're just putting a lot of dead-end junk on Facebook and you'll never make any money." 

Wow - this guy is a WORLD-CLASS idiot.

Social media is not about posting "here's how to buy my crap" - it's not about creating an extra dozen or so sales pages for your products, services or programs.

If your goals are: Sell on Twitter. Sell on Facebook. Sell on LinkedIn. Sell on YouTube...

Your results will be: Unfollow. Unfriend. Unlink. Unsubscribe. You're done. Buh-bye. Idiot.

Lesson 1 for you to share with your idiots: Content comes before commerce.

Lesson 2 for you to share with your idiots: First you earn their attention. THEN you earn their money.

T: Today vs. tomorrow focus The final mistake is to think of social media in the same way that you might think of outbound sales activity.

Think about it: Cold calls. Email blasts. Direct mail. Do those things and the natural question to ask is - OK, how much did we sell?

You made 100 dials, you connected with 20 humans, you had 14 conversations, you qualified 5 serious prospects and then how much did you SELL TODAY?

You sent 10,000 postcards. Requests came back for 300 quotes. So how many widgets did you SELL TODAY?

Social media doesn't work that way. Social media is... well, social. It's about relationships and trust. Relationships and trust don't have an ON/OFF switch - they develop over time.

Transactions happen today from relationships you built last week, last month, and last year. The benefit of that - and the reason it's worth the "wait" is that social media gives you a permanent asset - TRUST.

Blog entries are forever. They continue to sell your expertise, your company, and your value day after day, week after week, year after year. LinkedIn recommendations are forever. People that wrote glowingly of you in 2002 are still "selling" for you and your reputation TODAY.

A voice mail? BEEP - gone. An email? ZAP - gone. A face to face meeting? DONE - bye. Those happen today and they're gone today. 

Sure, you have to sell today. You have to make your quota today. You have to feed your family today. But social media marketing helps you ensure that what you create ONCE today works and lasts and brings customers and clients to you for many years to come...

Not because you SOLD them like an IDIOT -- but because you built the trust and relationships that HELPED THEM BUY today, tomorrow and beyond!

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So... what do YOU think?

And then leave a comment below with your questions, thoughts, and advice on the ideas above.

Are you a DO IT freak? Welcome to the club!! Please use the social media buttons at the top of this post to share it with your network. YOU are a rock star!

I got a phone call a few days ago from my friend Steve who is a fellow independent professional. He said to me at the beginning of the call, "David, I'm calling you as a reference."

So I'm thinking, "OK, he wants to hire someone I've worked with or someone I know - perhaps even a client of mine whose testimonial he saw on my website."

I say, "Steve, what can I do for you?"

And then he mentions someone's name. Let's call this person Larry. Now I like Larry and he's a good guy - perhaps a little confused about his marketing and messaging... and frankly that's OK because Larry is NOT a client of mine (although I've given him plenty of chances!)

Steve stops me and says, "No, no... I don't want to hire Larry. Larry wants to hire me. I'm calling you to ask you what kind of client do you think he would be?"

Wow. It's not a consultant reference, speaker reference, or service provider reference - Steve was asking me (essentially) "Would this guy be a good client?" FYI Steve saw me connected to Larry through LinkedIn and some other social media sites.

Lessons for YOU:

• We live in a hyper-connected world
• People DO read your social media profiles
• People DO judge you on the "company you keep" both online and off
• If you're a pain in the ass - as a consultant, speaker, vendor, partner, OR client... word will spread faster than you can imagine
• The top people in their field (ahem, YOU) do not have the bandwidth nor the interest to work with folks who are a pain in the butt
• YOU can't afford to be a pain in the butt on EITHER side of the professional services buying equation

Comments? What do you think? Have you had some experiences to share along these lines? Would love to hear from you in the Comments section below...

Guest column by Tom Marin, Orlando Business Journal

Brand marketing is facing a power-shift in today's marketplace. Customers want to be part of a brand's direction and development.

Listening to their expectations can determine your firm's level of success. To take full advantage of today's market share, companies will need to "lose" control of their marketing strategy to ultimately gain it, by embracing this powerful dynamic of customer expectations.

Fifty years ago, there weren't the number of brands or media choices there are today. The market is filled with brands, sub-brands, cross-brands, and strategic-brand partnerships. Add to that list the ever-increasing media choices, including Internet marketing, and it's difficult to make a minor change to a brand that will affect top-line sales significantly.

Investing in cutting-edge, no-cost and low-cost promotional tools for branding ideas will allow you to market your company profitably.

Consider these suggestions for energizing your brand in today's marketplace:

• Create uniqueness. Uniqueness is a brand's No. 1 asset. The greater the brand uniqueness, the higher its score in market share. And those brands that create a unique brand category usually become the leaders. What comes to mind when you consider: theme park, soft drink or overnight delivery? Most likely it is Disney, Coke and FedEx. They are the recognized leaders, though there are other brands in their categories. Your brand's uniqueness can be determined by completing this sentence: Our (brand name) is the only (product category) that (does what).

• Replace repetition with interactive promotions. A common branding strategy is repetition of the brand message to build awareness. This strategy is not as effective as interactive promotions. For example, a 30-day trial use, a sample pack, an on-premise presentation or a portion of the service you offer are all effective interactive strategies. They allow customers to discover the benefits of your brand and move closer to making a purchase decision than the repetitious sales pitch provides.

• Replace outbound marketing with inbound branding. Traditional methods of outbound marketing include telemarketing, voicemail campaigns, e-mails and direct marketing. These standard marketing strategies have become less effective because people use spam-ware, caller ID, firewall devices and the "circular file" to eliminate them. Internet searches have become a primary source for obtaining product information. Popular Web sites such as Google and Yahoo are tapping the exploding volume of today's online buyer.

To increase your potential customer base, consider using these methods:

1. Publish articles on Web sites that are relevant to your target audience.

2. Write book reviews on related topics for Web sites such as Amazon.com.

3. Publicize your brand on Web sites like prnewswire.com and prweb.com.

4. Increase your online identity with listings on LinkedIn, ZoomInfo, Ziggs, Naymz and others.

• Replace monolithic marketing with customer-centric branding. Don't be a follower. If you're trying to overtake a brand leader, don't emulate their strategies. Create your own. And let your strategy strike at the heart of what your key customers want. Of course, knowing what they want will be paramount to your success, so ask them.

• Don't plan for overnight success. If someone offered me $10 million to help them launch a successful brand tomorrow, I'd tell them instead to give me $1 million and five years to make their brand successful. Understanding this dynamic of time, I'll bring home the bacon based on what prospective customers want.

Accepting and using this branding power-shift between you and your customer will allow you to involve their needs in your strategy and, in time, will establish your brand successfully. Their involvement offers them new reasons for becoming a loyal customer.