Saturday, January 1, 2011

Strategic Marketing Referral Ladder

Who does not like referrals? 


Our approach to getting more referrals needs to have a clearly understood objective. This diagram helps to give clarity to a strategic marketing referral approach.


The Five-Fold Objective of a Strategic Marketing Strategy are:
1. Turn Prospects into First Time Buyers.
2. Turn First Time Buyers into Repeat Buyers.
3. Turn Repeat Buyers into Members of our unique community.
4. Turn Members into Advocates for our products or services.
5. Turn Advocates into Raving Fans who can't stop talking about our products or services.


Your Raving Fans are those businesses or individuals that generate referrals for your business. Develop a plan that accomplishes the following for your Raving Fans:
1. Decide to contact them on a regular basis (once a month, once every 6 weeks)
2. Add value to your relationship
3. Affirm your relationship
4. Educate them on how to spot a good referral.
5. Decide how to treat all referrals with excellence
6. Show appreciation to your Raving Fan!


Your Advocates are one step away from becoming Raving Fans. Take time to think about what will move them into that new level of professional relationship. The key is two fold: 1. continue to exceed their expectations and 2. make them conscious of ways they can help you (for example, a testimonial, a review, a referral).


Members are loyal to you but are not motivated to advocate for your goods or services. What should your strategy for Members include? Show how you value their loyalty with the following strategies:
1. Listen to their feedback
2. Meet their expectations
3. Take one step beyond their expectations.


These top three rungs of the Strategic Marketing Referral Ladder are the most important and where you should be focusing your energy. Take a few minutes right now and identify who is on each rung. Make some action steps to start an upward movement on your Referral Ladder.
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Perhaps you need to schedule some time to break away and give some focused attention to your Referral Ladder. To help expedite your strategic thinking process, contact your Twin Cities Growth Coach serving Minneapolis, St. Paul and surrounding metro communities.

Friday, December 31, 2010

Beginning with the End in Mind

Today is the last day of 2010. By now you have looked forward and looked backward for the purpose of making significant decisions either professionally or personally.

I bet that on your list of goals some of these Top Ten Resolutions appear:
  • Spend More Time with Friends and Family
  • Lose Weight (or Get Fit)
  • Enjoy Life More
  • Quit Smoking (or quit some other substance abuse/overuse)
  • Get Out of Debt
  • Learn Something New
  • Help Others
  • Get Organized
  • Do Something You Love to Do 
It's like we have all been attending the same school and listening to the same professors. Our collective mantra somehow says, "Yesterday was good; Tomorrow will be better yet!"

And all the people said, "Amen!"

**********

My career path has had me interact with the elderly. What I learn from those who have gone before me is like looking at a dirty GPS screen: I know the future is coming but it is not all that clear to me yet.

For example, I have heard many times how wonderful it is to be a grandparent. This year I get to find out for the first time for myself. It will not be someone else's story; I will own it. The GPS screen will get a little clearer.

We are all heading somewhere. As years fade away the playing field will level out dramatically regardless of money in the bank, letters behind the name, titles before the name, achievements and awards, and the number of pages in our experience journal.

Here are some of the things that I have gleaned from listening to those who have gone before . . . lessons that will be left standing when other things fade away in importance:
  • Loving and caring relationships will always be important
  • Contentment is great gain
  • "Do as you would be done by" is still a curriculum to master
  • Showing gratitude opens doors
  • "No matter how much things change, some things never change." Happy are the people who know what things never change and respect them
  • Pity is reserved for those who let faith die 
  • The right word at the right time by the right person can accomplish so much
  • Accumulated money rots without generosity of heart
Steven Covey, author of The Seven Habits of Highly Effective People, talks about the importance to "begin with the end in mind." "To begin with the end in mind is to start with a clear understanding of your destination. It means to know where you are going so that you better understand where you are now and so that the steps you take are always in the right direction. It's incredibly easy to get caught up in an activity trap, in the busy-ness of life, to work harder and harder at climbing the ladder of success only to discover it's leaning against the wrong wall."

*******
We are all heading into the future ready or not! 

Here is a prediction for 2011: The goals on your list that most closely align with your true values will be accomplished.

Happy New Year!

Monday, December 13, 2010

Benton Clyde Clark

The innate desire to be somehow noteworthy, memorable or at least noticed has motivated people to do . . . well, noteworthy, memorable or noticeable things.

Consider what it must be like to be one of ten children. How do you get noticed when so many are living under the same roof? My neighbor has multiple children who I cannot name. They range in ages from toddler to college grad. Large families cause me to imagine all kinds of things. When my mother got upset she would run down the list of her kids' names — first and middle names — until she got to the one she was after. Me. So it sounded something like this: Jeffrey Laurence Paul Frederick Alan Jack. What must that be like in a family with ten children?

I can only imagine.

Benton, however, did not have to imagine what it would be like. He had nine siblings. Growing up on the Mississippi farm meant they all had plenty to do. I suppose if a chore did not get done on the farm, it was not long before someone noticed. Stuff piles up pretty quickly on a farm.

All the chores could not keep Benton from eventually wondering if there was something more for him than farm life. It was an inner calling to do something noteworthy. At the tender adult age of 18 he left the farm to go work for his older brother at his jewelry store in Texas. Under his brother's professional care, Benton learned about jewelry and watch repair.

The desire to strike out and pave his own destiny kept Benton looking and listening. Stories of fortunes being made up north in Indian Territory intrigued him. His dreams of money and adventure propelled him to leave his brother's store and hop a train towards Chickasa in the Indian Territory with fifty dollars in his pocket.

Pulling to a stop in Purcell, Benton went to purchase a ticket for the remainder of the trip to Chickasa only to discover that his wallet was gone! Penniless and in a town where he knew no one, Benton was nowhere near noteworthy, memorable or even noticeable. A man of weaker resolve might have begged his way back home with his ego bruised to live a life unnoticed in the shadows of the familiar. The 23 year old son of a Mississippi farmer decided that going back was not an option.

Some might call it fate and others might call it Providence when Benton met up with a familiar face from Texas. A gentleman from down South had opened a racket store (a forerunner to the five and dime store) in Purcell and permitted Benton to set up a corner where he could fix watches. It was an opportunity.

Benton hung up a shingle proudly announcing his service.

The town of Purcell was a regular stop for trains from the North Division and the South Division. Railroads required all company watches to be inspected every fifteen days! Benton the watch repairman became a noteworthy stop for railroad employees and a business that moved out of the five and dime into a store of his own.

Within a few years a watch engraved with his name had the reputation of fine quality sought after by railroad employees.

Benton weathered severe economic times by diversifying what he offered in his store. He sold phonographs, player pianos, the first General Electric refrigerators and even cars. Even though jewelry and watch repair remained his core business, it became known that this father of six was resourceful and determined. It was his good business sense in responding to the needs of his market and his creative solutions that kept his business growing while many others shuttered their doors.

Benton's commitment to customer service, superior quality, resourceful and entrepreneurial spirit engraved his name in the territory we now call Oklahoma. A memorable and noteworthy business. A true American success story. Most people do not know this old family story when they pass by one of three jewelry stores that bear Benton's name in Oklahoma City today. Most shoppers are unaware that the fine store was the idea of a Mississippi farm boy.

Ask anyone on the streets of Oklahoma City about Benton Clyde Clark the jeweler and you might get a puzzled look in return. "You mean B. C. Clark?" followed by a warm smile.

B. C. Clark, the business that is known for it's Christmas jingle. A jingle so familiar and so endearing to Oklahoma that Christmas would not be Christmas without it. A jingle that has been sung every year since 1956.

I bet you'd like to hear it for yourself . . . the jingle that is so noteworthy, so memorable, so noticed that young and old alike sing it with a smile on their faces . . .


Noteworthy. Memorable. Noticed.

Monday, November 29, 2010

fritzed

Fritzed is the word of choice in my family to describe what it's like when life and responsibilities get overwhelming. This past weekend I have heard it a lot.

Dictionary.com says that "fritz" is of obscure origin — possibly coming from the theater. Drama. That sounds about right. Maybe the stage show on that particular day when the phrase was coined headlined an actor named Fritz. He had too many lines to memorize, too many directives being thrown at him by too many people, too many things going on at home, too many critics scrutinizing his every move, . . . and then it happened. He collapsed on the stage. The audience gasped. The corners of the critics mouths curled up fiendishly.

On the front page of the paper the next day a journalist coined the phrase "fritzed out."

Sounds about right. Well, that's my take on it since the origin of the word is "obscure." (Maybe I will post that in wikipedia. After I get my other things done.)

When work and life get dramatic and you feel like you are fritzing out, what do you do?

I mean apart from letting someone be the recipient of some choice words. Or heading out to your favorite watering hole. How do you un-fritz?

  1. Step back. It is part of my daily discipline to step back. This is my perspective time of the day when I warm up my motor, assess the lay of the land, and make sure I'm ready for whatever snowballs are going to be hurled at me. But when the unexpected assault begins, I have to mentally make the choice to "step back" and get perspective before I do something that I will regret.
  2. (Re)assess. Here's one image of what it means to reassess: I am standing in the middle of my workroom facing all my tools and jars of nails and bottles of glue. Envisioning what I am trying to build, I gather together the tools I need to make it happen. Do I need to call on the glue of my people skills? Is it time to take out the hammer of persuasion? What would happen if I used the screwdriver? One huge help in assessing is being able to implement an objective ear to help me see things clearly before proceeding.
  3. (Re)engage. As much as I would like to retreat to an island in the Bahamas for a looooonnnnngggg time, I do have to engage with the matters at hand. The good news is that having stepped back and reassessed the situation, I can engage from a position of strength and control. 

I don't know if Fritz had the opportunity to step back, reassess and re-engage during an intermission or scene change. But maybe if he had, "fritzed out" might have an entirely different meaning.

Monday, November 15, 2010

Too Busy

Always rushing. Too many things to do and not enough time to do them. Something is always screaming for attention. Not enough time to do those things that are most important. Stressed out. Out of control. What can be done?

Start by knowing that you are not alone. Many small business owners feel like their business has grabbed the reins of their lives and is calling all the shots. No one intends to have this happen. (Imagine someone's business plan stating the intent to have their business take over their life!) The solution, however, must be intentional. You have to make up your mind that something can be done, identify what needs to be done and then do it.

Here's an abbreviated list to help jump start your thought process:

1. Just say "No." If it's unimportant, just say no. If someone else can do it, let them. If it doesn't generate revenue, how important is it? If it's urgent, decide who is in control.

2. Prioritize. Some people mistake time management for priority management. Not everything that demands your time is a priority. That's how many people get caught. Identify your priorities based on your vision, your talents, your values, and your revenue generating strengths. Let everything else fall to the bottom of your list where it can be delegated or deep-sixed.

3. Manage your money. When was the last time you heard yourself say, "I'd do it if I had the money." This often feels like a catch-22. Make up your mind that you are in control of spending, earning, and managing.

4. Focus. How important is getting clarity to you? When you know where you are going and how you intend to get there, the journey is more like hopping on the interstate instead of taking all the dirt roads. Gaining clarity can have immediate positive effects on your business.

5. "To thine own self be true." Look inside the treasure chest of your talents, skills, limitations, and strengths. Chances are there is not a suit made of lycra with a bold S emblazoned on the chest. Give yourself to your strengths and let go of those areas where someone else can be more effective.

An essential key to being more effective and successful starts here.

*****
Making an investment in a coaching process can be the first definitive step in turning things around in your business and life. Take charge and start working "on"your business and life!

Sunday, October 24, 2010

Of Leaves and Roots

The dynamics of change is curious. I think most people are content with status quo. Change takes effort and for most people life is pretty much o.k. without change.

This is why there will always be Get Rich Quick and Fix It Fast scams - the promise and allure of a quick fix is so enticing. Real change takes effort. Real change costs you something. Real World 101.

Individuals that can engage in real effective change rise to leadership. They are the exception.

*****

An organization began to question why their numbers were dropping. Their product was good but fewer were buying. To grow they knew they had to increase their revenue. The decision was made to formulate a survey and see if they could learn what they were missing.

The survey results seemed to identify some key areas requiring attention; things like packaging and value to the end-user and availability. Surveys can mislead and so can the interpretation of the data collected. The axiom about listening (we have two ears and one mouth) never goes away. Even after we get the survey results.

The key players met to discuss the findings and what should be done about them. Without engaging their clients and potential clients in further discussion (one mouth, one ear with a weak battery in the hearing aid), they began to make decisions.
  • Decisions about packaging. Change the font. Instead of square, let's do rectangle. Can't the container be clear? If we package it this way it will look like the customer is getting more. (If we can't change the real value, then we can change the perceived value.)
  • Decisions about value. They chose to define value in monetary terms (cost per unit) instead of in terms of benefit to the customer. 
  • Decisions about availability. We will put our product in these new venues.
None of the decisions they made were necessarily wrong. All of the decisions increased work load. None of the decisions increased revenue that validated the changes. In other words, they could have done nothing at all and their bottom line would remain basically the same.

It appeared that they were trying to change their harvest by playing with the leaves and ignoring the roots. Leaves are easier to access. You can trim them, rake them into a pile and jump in them, sit back and admire them. But roots are beneath the surface and not so easy to see. They are not as easy to change.

Turns out the company's product itself just did not taste as good as their competition. Changing packaging, pricing or availability did not address the real problem.

*****
Change - effective change - is the arena of Leaders. For effective change to occur Leaders focus their concern on the roots. That's where the real action is.
  • Active listening (like radars that never turn off) helps the Leader to hear "through" the answers to its questions.
  • Vision casting helps the Leader to take his people from where they are at to where they need to be.
  • Priority management helps the Leader stay out of the galley and in the cockpit.
  • Reality checks help a Leader to stay fresh and relevant.
  • Smart goals and accountability help a Leader to keep moving forward.
  • Identifying the root issues and addressing them decisively causes beneficial change.
*****
Put the rake away. Pick up the shovel.

Compelled

A powerful or irresistible effect; influence.

Now there's something I'd like to have in my back pocket. A compelling message-product-service that would cause people to line up and drop money into my checking account!

*****

I remember a story from my Sunday School days of a man who walked through a field and discovered a treasure. Until he found the treasure the plot of land was just some undeveloped real estate - a field of dirt, rocks, worthless trees and bugs.

When I lived in Spain I used to drive away from the city and park my car and go walking out in the Castillian landscape filled with rocks, dirt, scrub trees . . . and sheep droppings. Worthless for most people but for me that barren landscape held value because that's where I could go to retreat from the noise of the "to-dos" and take time to focus. I did a lot of conversating out there with my own thoughts and the Maker of barren fields. But I never hopped back in my car to return home without having made some kind of decision. It might have been a decision about someone I had to talk to, something I had to purchase, a move I had to make, or a course of action that had to be implemented.

Fields have value according to the user.

So the guy from the Sunday School story might have been wandering in the field for similar reasons. Why else would you go out kicking around the dirt and rocks? Apparently he already owned enough stuff to make a life and take some time off. I think he was probably basically happy. After his morning cup of tea he announced to his wife, "I'm going for a walk. See you when I get home."

Out walking in the sun, enjoying the horizon, poking around with a stick until he was interrupted by a hidden something. Brushing away the dirt revealed something he did not already have and once he saw it, he realized he was missing something.

That's when he made a decision that altered his future. Returning home he set about selling everything he owned and approached the owner of the field. "I'd like to buy your field."

The old landowner probably had an interesting conversation. All the intricacies and nuances of bartering and negotiation with his mouth saying, "What field?" and his head thinking, "Oh? How come?" Long story short, he sells. "You want that plot of land, it will cost you." The wanderer walks away and the former land owner with a twinkle in his eye relishes in the deal he just sealed.

But it was the wanderer who found the greater value that the field held and the power it had to alter his life.

****

In a recent coaching workshop the question turned to Our Greatest Talents and how those Talents turned into money in the checking account. These astute professionals seized the moment and turned the tables on me. They asked me about My Talent. What was it? What do people say about their coach?

I tried to change the subject and move on. Nuthin' doin'. They insisted that I say something. *sigh*

"When I have the opportunity to sit down with professionals and business owners I do a lot of listening and a little talking. You all know that. But one thing I invariably hear from everyone is 'That's a good question.' And then I can see their gears turning and their thoughts processing. I know a decision is about to be born."

Around the room a chorus of "Yes, that's what you do" affirmed what we all already knew.

Coaching sessions are like a field. Useless for a lot of people who choose not to go there. But for those who make the choice to break away and focus, the treasure the coach brings is the power of the Question. The Question combined with the owner's desire to see good change in their business and life is powerful. The results are empowering decisions that alter the future.

For those who experience it, it is compelling.

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What is it that makes your product-service-message compelling to your audience?

Look at your calendar: When is your next scheduled breakaway for "treasure hunting"?