Do It! Marketing Blog: Marketing for Smart People™

Case in point - a Philadelphia area communications and design firm whose list I have been on for more than 7 years. They have never - NEVER as in NOT ONCE - sent me a single solitary message that was relevant to me, my business, my marketing, my design needs, or my ANYTHING. Not a shred of value in sight. Zilch. Nada. None.

Every single flippin' email blast they send out is about THEM, THEIR awards, THEIR staff, THEIR media mentions. I mean it's over-the-top ridiculous. I could go on and tell you - but I'd rather SHOW YOU...

For some bizarre reason, I'm removing their name to protect the guilty. I dunno - maybe it's the holiday spirit of thankfulness that I'm not this big of an IDIOT myself. (See previous post on the Real IDIOT's Guide to Social Media for the backstory on this acronym.)

I've used green bold text to show each instance of "I, me, my" syndrome in this incredibly self-centered, years-long and completely ineffective email marketing approach.

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Subject: Good things come in three for IDIOT Design+Communications 

Good things come in three for IDIOT Design+Communications
25th Anniversary, ranked 7th and scholarship winner 

[Unnamed town], PA - November 21, 2011 - IDIOT Design+Communications (ID+C), a brand design firm, is proud to announce three major milestones for the company. 

ID+C celebrates its 25th anniversary in 2011.  What started as a freelance graphic design job in 1986 has grown into a full service design agency serving the Northeast corridor from Virginia to New York. Their expertise includes integrative brand campaigns that span internal and external audiences. Branding initiatives include brand touch points that create and spark perception of brand positioning. ID+C specializes in employee communications and internal branding. According to President and founder, Susan Idiot, "I would have never imaged owning my own graphic design and communication business. It is the support of long-term clients and friends that has allowed me to do the work I love and for that, I am grateful." ID+C built their reputation in the industry on strong partnerships and would like to take this opportunity to thank each of their clients. 

Ranked 7th Among Philadelphia Design Firms  In July, the company was ranked Number 7 in the 2011 Philadelphia Business Journal among Graphic Design firms in the Philadelphia region.    

[Blah blah Name Changed here too] Executive Scholarship ID+C wishes to extend a special thank you to Women's Business Enterprise National Council (WBENC) for their continued support and for awarding Susan Idiot the [Blah blah Name Changed] Executive Scholarship. Idiot used the opportunity to attend Northwestern University's Kellogg Graduate School of Management's Executive Program on Branding. From elite scholars in marketing to an international contingency of fellow business owners and branding professionals, Susan Idiot gained invaluable insights into branding strategy. As a result, ID+C can assist its clients to discover and express their brands' positions and future direction in a dynamic, global marketplace.         

IDIOT Design +Communications
address block
website
phone number
Susan Idiot

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Questions for YOU:

• Is this the kind of email you would pass along to your best business colleagues?
• Would you be motivated to go through your database and see who else could benefit from such a terrific email newsletter?
• Would you rush to your web browser and immediately check out their site to see what OTHER valuable resources they have to offer you?
• Finally, would YOU give these people your email address so they could spam you with their accomplishments, awards, milestones, and anniversaries and spend nary a second in 7 whole years talking about branding, advertising, communications, or marketing ideas that might help you, your organization, or your career?

Yeah... me neither. Click. Unsubscribe. Bye, bye.

BOTTOM LINE: Don't let this happen to you.

What do YOU think? Please use the COMMENTS area below to share your thoughts on "I, me, my" Syndrome or share a success story of more prospect-centered email marketing! 

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!

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.

In my marketing seminars, we spend about 10 minutes talking about what I call "canvas size." And my point is that most people's canvas is too small. Sometimes WAY too small.

To indulge the analogy for a minute, most folks can fingerpaint just as well as others... they just limit themselves to those small little 3x3 canvasses you can get at the art store.

Now, let's say you have big-canvas talents. For example, let's say you're a Chuck Close or a Jackson Pollock.

You could certainly paint on a little 3x3 canvas, but you wouldn't have the space or capacity to express YOUR message in YOUR way.

You'd be constricted, small, and tight. You certainly would not be considered a master of modern art. You're working on the wrong canvas size - it's too small for you.

Or worse, you'll make a mess on the rug and the table as your paint spills over the edges. You need more space.

Are YOU working on a big enough canvas?

Are you SURE?

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David Newman is a marketing speaker and marketing coach who works with professionals who want to do a better job of marketing so they get more leads, better prospects, and bigger sales.

'Ideas are flowing much faster now than they ever used to.'
-- Pradeep Sindhu, Founder, Juniper Networks

This snippet from a FAST COMPANY interview got me thinking that one good metric for corporate innovation is fairly simple to measure: I call it IDEA FLOW.

Here's how to measure it - right now!

Answer these 8 questions:

1. How many ideas have come across your desk in the last 30 days from anywhere in your organization?

2. How quickly did you respond to them with either:
   a. feedback
   b. discussion
   c. implementation

3. How many ideas did you personally contribute anywhere else in the organization?

4. How many got one of the three responses in question 2 above?

5. Where do most of the ideas that are ACTED UPON come from in your organization?

6. What formal or informal structures are in place to harvest, encourage, and reward business ideas - even crazy or offbeat ones?

7. Are managers rewarded for not only the ideas they come up with, but others' ideas that they credit, promote and implement?

8. What is the path of the typical IDEA FLOW in your organization? Are there many stops along the way or is there a streamlined process?

Do you remember the public TV cartoon on "How a Bill Becomes a Law?" - connect that to "How Do Ideas Become Profit?"

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David Newman is a marketing speaker and marketing coach who works with professionals who want to do a better job of marketing so they get more leads, better prospects, and bigger sales.

Almost 10 years ago, I wrote an article for the Philadelphia Business
Journal (and an abbreviated version for WallStreetJournal.com) entitled "Marketing is Everyone's Business."

Upon re-reading it recently, I came to the sad conclusion that the article wasn't that strong although the concept behind it was HUGE then - and it is still HUGE today...

It was inspired by my 10-minute conversation with Susan Bach
of Adolor Corporation in Exton, PA. Susan gave me more
information about her company and their positioning,
products, and future plans for new drugs than most brand
managers at competing companies could have done. The catch?
She's the HR Director.

The bottom line: You gotta KNOW the business and MARKET the
products, services, and value prop no matter what the title on your business card. Great companies KNOW this and TRAIN for it. Does yours?

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David Newman is a marketing speaker and marketing coach who works with professionals who want to do a better job of marketing so they get more leads, better prospects, and bigger sales.

Guest post by Karl Bryan

Here is a laundry basket of word of mouth small business marketing initiatives I have used over the years for retail clients that have worked successfully.

I’ve done it in a list form, so you can go through and highlight the ones you want to put into action.

These are offered by George Silverman who wrote the amazing book, The Secrets of Word of Mouth Marketing.

Put your seat belt on... because here they are...

1. Give them something worth talking about
2. Cater to your initial customers shamelessly
3. Give them incentives to engage in word of mouth
4. Ask them to tell their friends
5. The customer is always right
6. Always tell the truth
7. Surprise the customers by giving them a little more than they expected
8. Give them a reason to buy, make them come back and refuse service from anyone else other than you
9. Make eye contact, and smile, even through the telephone
10. Find ways to make doing business with you a little better: a warmer greeting, a cleaner floor, nicer lighting, a better shopping bag, extra matches, faster service, free delivery, lower prices, more selection.
11. Never be annoyed when a customer asks you to change a large bill even if he doesn't buy anything.
12. The customer is your reason for being. Never take her for granted. If you do, she will never come back, and will go straight to your competition.
13. Always dust off items, but never let the customer see you doing it.
14. Never embarrass a customer, especially by making him feel ignorant.
15. Never answer a question coming from a desire to show how smart you are. Answer with a desire to help the customer make the best decision.
16. Never shout across the store, "How much are these condoms?" or anything about the personal items a customer is buying.
17. When you don't know, say so. Do whatever you can to find out the answer.
18. Every customer is special. Try to remember their names.
19. Don't allow known shoplifters into the store.
20. Don't ever let two sales staff talk when a customer is waiting. The worst thing you can do is count your cash while a customer is waiting.
21. If you can suggest something better, they will be grateful. Always respect their choice.
22. Never pressure anyone into buying anything.
23. Never knowingly give bad advice. Just help people come to the right decision.
24. Personally visit the store of the competition or assign people to visit and report back to you.
25. Hire a shopping service to prepare periodic reports on how your people are treating your customers.
26. If you hear of a store where the management is insulting the customers, buy it, then put up the sign "Under New Management" outside. Then sell it later based on the increased sales.
27. One expert (in the drugstore's case, a nurse or physician) who is convinced you are better brings hundreds of customers and their friends through word of mouth.
28. Always look for ways to make a stranger a customer.
29. People will walk several blocks to save a dollar, or see a smile, or be treated right.
30. Always run a sale promotion or an offbeat event. Make them come back to see what you are cooking up next.
31. Use the best sign-maker you can find and pay him more than anybody else.
32. If someone is mad at you, they will tell everyone who will listen for as long as they are angry, maybe even longer. So correct any dissatisfaction, and ask customers to send their friends.
33. Treat your employees and salespeople who sell to you the same way you treat your customers.
34. Have a zero error system. There may be terrible consequences for example, if a mistake is made filling a prescription. Have people check each other's work for safety.
35. Occasionally make intentional mistakes to see if people are checking.
36. Always measure your performance.
37. Always ask a customer to "come back soon"
38. If customers say they are moving away, offer to send them their favorite items by mail.
39. Tell jokes.

This is a lot of information to digest, so we’re going to wrap up this list and leave you with the homework of going through and taking a look at the tips and tricks you like best.

Also, look for tips that fit your company, products, services and target customers to maximize their effectiveness.

As a marketing speaker and marketing coach, I've seen small businesses at both ends of the spectrum - from the very successful to the very NOT successful (and, of course, a lot in between).

Of particular interest to me has always been the small business marketing challenges of the solopreneur.

You too may have come to the realization that running a successful solo business is a real F.E.A.T. -- and here's what that means to YOU: 

Fee - Demand high fees. Right from the get-go. Why? Because if you're a solo business owner, you live or die on your margins. Profits are not optional, they're required for survival. Early on, they help you stay afloat and that's even more important at the outset than later.

Wanna be cheap or affordable? Terrific. But wait til you're successful and your retirement fund is in the bag!

Starting out at the shallow end of the money pool is a fast way to drown!

Enthusiasm - Energy and drive and fun are REQUIRED to keep you going. You won't always be up and happy, but your core enthusiasm is the deep-rooted foundation that will help you get back up just one more time after you're knocked down. Again and again. And again.

You gotta love what you do - or do what you love. This is a decision, by the way - not a circumstance and not a "woo-woo" pile of nonsense. If you need a personal "live-with" or mantra to keep you on track towards enthusiasm in your business, then so be it.

I'll share mine with you if it's helpful:

"Do work you love WITH those you love and FOR those you love." 

That's it - pretty simple. But if a project, task, client, or intitiative comes across my desk and it's NOT in line with my personal live-with, I DON'T do it. And you shouldn't take on people or projects that violate yours, either.

Altitude (aka what I call the "Alpha Dog Effect") - Your ambitions and accomplishments ALWAYS gravitate to the same level as that of the people you hang out with.

What does that mean for you? Easy: Hang with the cool kids, successful kids, optimists, drivers, movers, shakers. Seek out the people who are doing more of what YOU want to do more of.

Hang with people who earn more than you - and you'll soon join their ranks.

Make friends with people who are dedicated to bringing MORE to their business, their clients, their prospects, and their marketplace. And you'll bring more to yours.

Do NOT waste a moment of your time with the brokeass losers, whiners, coulda-beens and excuse mongers ("It's the economy, it's the banks, it's the government, it's the weather, it's the market, or my favorite - it's the stupid prospects")

Tenacity - Like a dog chewing on a bone, you have to stick it out.

If you are able to get up in the morning and just as happily work for someone else - you're MUCH better off if you just go do that. Entrepreneurship might not be for you. 

If you're like most of us, then you're in business for yourself (and for YOUR specific business) because you don't know how to wake up and NOT do it.

Bust through walls for your business and soon you'll be sitting on an empire.

Not because you read it on some marketing guy's blog -- but because you're on your way to doing it anyway. Long before you landed here to get my encouragement, respect, and congratulations!

A colleague recently said to me, “No one has found the top secret formula for successful online marketing yet.”

I disagree. A number of companies know exactly what works and are making small fortunes with it.

The primary concept is that online marketing works best when you e‐mail to people who ALREADY know you. Therefore, successful online marketers build their “house file” or “e‐list” (lists of prospects and their e‐mail addresses) using the process outlined below, and then sell to those people via e‐mail marketing:

1. Build a Website that positions you or your organization as an expert, guru, or leader in your field or industry. This is the “base of operations” for your online marketing campaign.

2. Your Website should include a home page, an “About the Company” page and a page with brief descriptions of your products and services (each product or service description can link to a longer document on the individual item).

3. You should also have an “Articles Page” where you post articles your company has published on your industry or area of specialty, and where visitors can read and download these articles for free (e.g., a home improvement contractor would have tips for small do‐it‐yourself home improvement projects).

4. Write a short special report or white paper relating to the problem your product or service addresses, and make this available to people who visit your site. They can download it for free, but in exchange, they have to register and give you their e‐mail address (and any other information you want to capture).

5. Consider also offering a monthly online newsletter, or “e‐zine.” People who visit your site can subscribe free if they register and give you their e‐mail address. You may want to give the visitor the option of checking a box that reads: “I give you and other companies you select permission to send me e‐mail about products, services, news, and offers that may be of interest to me.”

6. The more “content” (useful information) on your site, the better. More people will be attracted to your site, and they will spend more time on it. They will also tell others about your site.

7. The model is to drive traffic to your site where you get them to sign up for either your free report or free e‐zine. Once they register, you have their e‐ mail address and can now market to them via e‐mail as often as you like at no extra cost.

8. The bulk of your online leads, sales, and profits will come from repeat e‐ mail marketing to this “house” e‐list of prospects. Therefore, your goal is to build a large e‐list of qualified prospects as quickly and inexpensively as you can.

9. There are a number of online marketing options, which can drive traffic to your site, that I can help you with. These include free publicity; e‐mail marketing; social media advertising; search engine optimization; direct mail; and e‐zine advertising.

10. The key to success is to try many different tactics in small and inexpensive tests, throw out the ones that do not work, and do more of the ones that are effective.

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Need a great marketing speaker for your next association conference, company meeting, or franchisee/dealer event? Marketing speaker David Newman delivers the goods - over 600 presentations since 1992. David's clients include 44 of the Fortune 500 and countless small and mid-size organizations, associations, and non-profits.
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