This morning I read a press release from Arbitron and Edison Research that “a survey of digital platform usage finds that the percentage of Americans age 12 and older who have a profile on one or more social networking Web sites has reached 48% of Americans in 2010, double the level from two years ago.”
That information came on the heels of yesterday’s announcement that Facebook has added a “Like” button which enables a user to share a Web page with all the user’s friends. Peter Cashmore, CEO and founder of Mashable, a popular blog about social media, who writes a weekly column for CNN.com, thinks, “It's a simple yet powerful feature, one that delivers a significant blow to rival Twitter. Once the network effects take hold, it's frankly hard to imagine how any company could unseat Facebook's social networking dominance in the months to come. Without a counterattack, even Google may one day be dethroned.”
Dethrone Google? What’s going on? Isn’t Google the number one search engine? It is today. However, with the Web only one thing is certain, and that is change. The Web is a bubbling cauldron of activity, much of it happening behind the scenes with developers and across the lines with users. It’s very difficult to know or keep track of what’s happening. It’s even harder to know what is coming. Unless you are in touch with people in the know or you read the right blogs, how can you possibly keep track? While my mind is boggled with the possibility of Google not being on top, that possibility is real.
I’m sure Google knows that.
Think back to AOL being all the rage, Yahoo! being the major search engine, or MySpace being the social networking site. Now AOL is seldom mentioned, Yahoo! is seldom searched, and MySpace is seldom used except by musicians who dominate 80% of it. All three have lost their top positions with the general public. None of them held those positions very long.
Although the names and what they offer may change, one thing is for certain. The Web has grown increasingly important in all of our lives. That Arbitron and Edison Research survey also found that “For the first time, more Americans say the Internet is ‘most essential’ to their lives when given a choice along with television, radio, and newspapers: 42% chose the Internet as most essential; 37% selected television; 14% chose radio; and 5% said newspapers.”
It’s not essential just to kids, either. “Consumer use of social networking sites is not just a youth phenomenon. Personal profile pages are maintained by: 78% of teens; 77% of 18 to 24s; 65% of 25 to 34s; and 51% 35 to 44s.” Reread those numbers. They are significant.
Social networking is growing across all age groups.
How does this affect your business? That depends on what you offer and how you decide to use social media. Only you can answer that question. Do not ignore the question, however. As the statistics show, the Web is gathering steam and changing the way people get their information and make their purchases.
Don’t let it leave your business behind.
Friday, April 30, 2010
Friday, April 23, 2010
Words of Wisdom
Yesterday I had a rare opportunity to attend a teleseminar presented by Jay Conrad Levinson, the father of Guerrilla Marketing. I have been a fan of Jay’s for more years than I want to admit, and I was very complimented when he gave me a comment on both of my first two books. He shared six points yesterday about Guerrilla Marketing that I want to pass along to you.
First of all, Guerrilla Marketing does not cost money. I’m certain that will surprise you. The first question out of most business people’s mouths regarding marketing is, “How much will it cost?” Money in and of itself does not indicate successful marketing. Instead, Guerrilla Marketing requires time, energy, imagination, and knowledge. These four lead to successful, aggressive marketing.
Second, Guerrilla Marketing takes the mystique out of marketing. “Simple works every time,” Jay said, “complicated does not. Vague and hazy marketing is ineffective.” I completely agree. I have had several clients tell me that I take the mystery out of marketing, which is one of the highest compliments someone could give me.
Third, Guerrilla Marketing focuses on solving problems, not presenting features and benefits of your product or service. What customer problems do you solve with your business? Do you tell new customers that you solve problems?
Fourth, the only number in marketing that matters is profits. Merely increasing sales without a corresponding profit increase is not success. Profits alone tell the truth. I agree with this, too, which is why I named my business Profitable Sales and Marketing. My main goal is to increase your profits with your marketing. You would be wise to have that as your main goal, too.
Fifth, a logo is no longer the right graphic representation to have for your business. Today you need a meme. Have you heard of a meme? I hadn’t until a few weeks ago. A meme is a visual communication of an entire idea. Jay gave an example of a cave man who was trying to catch a fish for dinner. After many unsuccessful attempts, he returned to the cave empty-handed and despondent. As he sagged down against the wall of the cave, he noticed on the wall across from him a drawing of a man spearing a fish with a stick. That graphic gave him the idea to grab a stick, sharpen it, and use it to get the fish. It worked, and that evening his family had a bounteous meal. That drawing was a meme. Memes communicate ideas quickly. With our time-pressed lifestyles, you are way ahead when you communicate your message to your customers quickly and completely. Memes do that better than logos.
Sixth, ask customers questions and sell them what solves their problems. Often what they come in asking for may not do that. Talk to your customers, find out their problems, and offer them solutions that will work. Your customer will be happy; your business will be profitable; and you will receive word-of-mouth marketing which brings in more customers.
Jay called marketing sell biz. “Marketing is not show biz, as some claim,” he exclaimed. “Marketing is not sneaky, unethical, boring, or truth-made-fascinating. Marketing solves your customers’ problems and increases your business’s profits. It’s that simple.”
Thanks, Jay, for your words of wisdom.
First of all, Guerrilla Marketing does not cost money. I’m certain that will surprise you. The first question out of most business people’s mouths regarding marketing is, “How much will it cost?” Money in and of itself does not indicate successful marketing. Instead, Guerrilla Marketing requires time, energy, imagination, and knowledge. These four lead to successful, aggressive marketing.
Second, Guerrilla Marketing takes the mystique out of marketing. “Simple works every time,” Jay said, “complicated does not. Vague and hazy marketing is ineffective.” I completely agree. I have had several clients tell me that I take the mystery out of marketing, which is one of the highest compliments someone could give me.
Third, Guerrilla Marketing focuses on solving problems, not presenting features and benefits of your product or service. What customer problems do you solve with your business? Do you tell new customers that you solve problems?
Fourth, the only number in marketing that matters is profits. Merely increasing sales without a corresponding profit increase is not success. Profits alone tell the truth. I agree with this, too, which is why I named my business Profitable Sales and Marketing. My main goal is to increase your profits with your marketing. You would be wise to have that as your main goal, too.
Fifth, a logo is no longer the right graphic representation to have for your business. Today you need a meme. Have you heard of a meme? I hadn’t until a few weeks ago. A meme is a visual communication of an entire idea. Jay gave an example of a cave man who was trying to catch a fish for dinner. After many unsuccessful attempts, he returned to the cave empty-handed and despondent. As he sagged down against the wall of the cave, he noticed on the wall across from him a drawing of a man spearing a fish with a stick. That graphic gave him the idea to grab a stick, sharpen it, and use it to get the fish. It worked, and that evening his family had a bounteous meal. That drawing was a meme. Memes communicate ideas quickly. With our time-pressed lifestyles, you are way ahead when you communicate your message to your customers quickly and completely. Memes do that better than logos.
Sixth, ask customers questions and sell them what solves their problems. Often what they come in asking for may not do that. Talk to your customers, find out their problems, and offer them solutions that will work. Your customer will be happy; your business will be profitable; and you will receive word-of-mouth marketing which brings in more customers.
Jay called marketing sell biz. “Marketing is not show biz, as some claim,” he exclaimed. “Marketing is not sneaky, unethical, boring, or truth-made-fascinating. Marketing solves your customers’ problems and increases your business’s profits. It’s that simple.”
Thanks, Jay, for your words of wisdom.
Monday, April 19, 2010
Overnight Success?
Last night I watched Carrie Underwood win entertainer of the year at the Academy of Country Music Awards for the second consecutive year. As she excitedly accepted the award and gave thanks to all, I thought about how few of the American Idol graduates have truly “made it.” She is the top one. For all the hype and attention Idol receives, its winners, mostly, are not even one-hit wonders.
Why?
Many cynics may answer that fame is fleeting or that the attention span of the average American is short. While both may be true, I don’t think that either apply to this situation. The answer lies with all the other winners last night who were not contestants on Idol. Although they may suddenly appear on the national scene, they are not overnight successes. No, they have been performing for years, building a fan base. Successful performers do more than thank their fans. They interact with them. They talk to them. They sign autographs. They wade into the audience during the performance and do meet and greets after. They tweet their fans and have a MySpace or Facebook page.
As a back stage coordinator for Country Fest and Rock Fest for a couple of years, I witnessed this process first hand. An artist who was just getting his start at the time, Jonny Lang, sticks out in my mind. After his performance, the autograph line was so long that finding its end was difficult. That didn’t bother Jonny. He stood in the booth, talked to the fans, had his picture taken hundreds, if not thousands of times, and signed until the last fan was satisfied. In fact, the next act almost finished before he was done. From my perspective, he and his management were very easy to coordinate.
I can’t say that for everyone. There were some big names who were very difficult. You’d be surprised at the acts which made me cut the line and disappoint fans. I did not like doing that. Turning away a customer goes against my grain.
For those of you who are thinking, “There is more to success than pleasing the fans such as good tunes and new stuff,” I agree. However, giving fans attention increases their connection with the artist and that builds loyalty. Loyal fans play well-loved tunes longer and more patiently wait for new ones. Shania Twain is an excellent example of an artist who has loyal fans. Although she has not had a new album in years, her fan base is eagerly awaiting one. Her appearance on Idol this year was highly watched, prompting the producers to invite her back for next season. Just like Shania, the other winners last night have spent years building that fan base at every performance they give.
As business people, we would be wise to take that same attitude with each customer. View each customer not as a single transaction, but as a life-time customer. Even if what you sell is only purchased once in a lifetime, customers talk to other potential customers. Word of mouth is powerful marketing. Encourage customers to say positive comments about your business. Give each customer the attention that you give your biggest customer. Treat each customer as critical to the health of your business.
In truth, they are.
Why?
Many cynics may answer that fame is fleeting or that the attention span of the average American is short. While both may be true, I don’t think that either apply to this situation. The answer lies with all the other winners last night who were not contestants on Idol. Although they may suddenly appear on the national scene, they are not overnight successes. No, they have been performing for years, building a fan base. Successful performers do more than thank their fans. They interact with them. They talk to them. They sign autographs. They wade into the audience during the performance and do meet and greets after. They tweet their fans and have a MySpace or Facebook page.
As a back stage coordinator for Country Fest and Rock Fest for a couple of years, I witnessed this process first hand. An artist who was just getting his start at the time, Jonny Lang, sticks out in my mind. After his performance, the autograph line was so long that finding its end was difficult. That didn’t bother Jonny. He stood in the booth, talked to the fans, had his picture taken hundreds, if not thousands of times, and signed until the last fan was satisfied. In fact, the next act almost finished before he was done. From my perspective, he and his management were very easy to coordinate.
I can’t say that for everyone. There were some big names who were very difficult. You’d be surprised at the acts which made me cut the line and disappoint fans. I did not like doing that. Turning away a customer goes against my grain.
For those of you who are thinking, “There is more to success than pleasing the fans such as good tunes and new stuff,” I agree. However, giving fans attention increases their connection with the artist and that builds loyalty. Loyal fans play well-loved tunes longer and more patiently wait for new ones. Shania Twain is an excellent example of an artist who has loyal fans. Although she has not had a new album in years, her fan base is eagerly awaiting one. Her appearance on Idol this year was highly watched, prompting the producers to invite her back for next season. Just like Shania, the other winners last night have spent years building that fan base at every performance they give.
As business people, we would be wise to take that same attitude with each customer. View each customer not as a single transaction, but as a life-time customer. Even if what you sell is only purchased once in a lifetime, customers talk to other potential customers. Word of mouth is powerful marketing. Encourage customers to say positive comments about your business. Give each customer the attention that you give your biggest customer. Treat each customer as critical to the health of your business.
In truth, they are.
Monday, April 12, 2010
Tell Me About It
As I was finalizing my purchase at Office Max last week, the assistant manager came over, extended his hand, and introduced himself. "Hi, I'm Brian, the assistant manager. I see that you are a Max Perks member."
I mumbled an affirmative.
"We are making a point to talk to all Max Perks members," he continued. "Do you have any questions?"
My standard response of "No" slid out of my mouth, and I turned toward the door. "Wait a minute," I thought. "What do I mean that I don't have any questions? Yes, I do. A couple of days ago I was wondering how Max Perks worked."
Turning back, I caught Brian's attention. "On second thought, I do have a question. Just how do Max Perks work?"
"For every dollar that you spend, you accumulate points. Those points are dollars that you may apply toward your purchase. The points are only available for ninety days, and then they disappear, so you need to use them fast."
"I never understood that."
"We discovered that many Max Perks members are in the same boat. That's why as managers we are making a point to meet every Max Perk member and answer questions. The other day we had a member who had ninety dollars in points. He was glad to understand the program and use the points because they were about to expire."
"Wow! I bet he was happy! Talking to customers is a good idea. As a marketer, I applaud that you are taking this step to teach your customers about your program."
Like most customers, I had been offered to sign up for the Max Perks program one day when I was checking out at Office Max. Every checkout person had been taught to ask, "Want to sign up for our Max Perks program? It'll save you money."
In a situation such as that, I find the easy answer to be "Sure."
Therefore, I was signed up, told to go online, and instructed to register there. Of course, as soon as I left the store I forgot all about doing that or, for that matter, the Max Perks program until the next time that I checked out at Office Max. "Are you a Max Perks member?" the checkout person inquired.
"Oh, yeah," I stumbled, "but I don't have my card with me."
"That's okay," replied the checkout person, "just give me your phone number, and I will apply this purchase to your Max Perks account."
Every purchase since, my conversation with the checkout person has been identical.
This is a classic case of creating a customer rewards program, working out every detail, printing the materials, setting up the online access, promoting it through the checkouts, and forgetting to tell the customer about it. It's easy to get a customer to sign up for a program which supposedly saves the customer money. However, it's difficult to get a customer to take time to learn more about a program which seems like it has more in it for the business than for the customer. People are just too busy to take the time. In addition, many of us, myself included, are somewhat inundated with customer programs, all of which have a purpose of increased customer frequency and most of which seem to want more business without first asking the customer what would encourage him or her to do more business with that company. Not only are we not told about the program, we are not asked about it in advance, either.
If you have a customer rewards program or are thinking of implementing one, first ask your customers what they want in a rewards program. Compile your findings and use them when creating and launching the program. Then tell your customers about the program so that they understand it. When you do, your program will be much more successful. Best of all, your customer will understand what’s in it for him or her and actively use the program.
That will accomplish your goal of increased customer frequency.
I mumbled an affirmative.
"We are making a point to talk to all Max Perks members," he continued. "Do you have any questions?"
My standard response of "No" slid out of my mouth, and I turned toward the door. "Wait a minute," I thought. "What do I mean that I don't have any questions? Yes, I do. A couple of days ago I was wondering how Max Perks worked."
Turning back, I caught Brian's attention. "On second thought, I do have a question. Just how do Max Perks work?"
"For every dollar that you spend, you accumulate points. Those points are dollars that you may apply toward your purchase. The points are only available for ninety days, and then they disappear, so you need to use them fast."
"I never understood that."
"We discovered that many Max Perks members are in the same boat. That's why as managers we are making a point to meet every Max Perk member and answer questions. The other day we had a member who had ninety dollars in points. He was glad to understand the program and use the points because they were about to expire."
"Wow! I bet he was happy! Talking to customers is a good idea. As a marketer, I applaud that you are taking this step to teach your customers about your program."
Like most customers, I had been offered to sign up for the Max Perks program one day when I was checking out at Office Max. Every checkout person had been taught to ask, "Want to sign up for our Max Perks program? It'll save you money."
In a situation such as that, I find the easy answer to be "Sure."
Therefore, I was signed up, told to go online, and instructed to register there. Of course, as soon as I left the store I forgot all about doing that or, for that matter, the Max Perks program until the next time that I checked out at Office Max. "Are you a Max Perks member?" the checkout person inquired.
"Oh, yeah," I stumbled, "but I don't have my card with me."
"That's okay," replied the checkout person, "just give me your phone number, and I will apply this purchase to your Max Perks account."
Every purchase since, my conversation with the checkout person has been identical.
This is a classic case of creating a customer rewards program, working out every detail, printing the materials, setting up the online access, promoting it through the checkouts, and forgetting to tell the customer about it. It's easy to get a customer to sign up for a program which supposedly saves the customer money. However, it's difficult to get a customer to take time to learn more about a program which seems like it has more in it for the business than for the customer. People are just too busy to take the time. In addition, many of us, myself included, are somewhat inundated with customer programs, all of which have a purpose of increased customer frequency and most of which seem to want more business without first asking the customer what would encourage him or her to do more business with that company. Not only are we not told about the program, we are not asked about it in advance, either.
If you have a customer rewards program or are thinking of implementing one, first ask your customers what they want in a rewards program. Compile your findings and use them when creating and launching the program. Then tell your customers about the program so that they understand it. When you do, your program will be much more successful. Best of all, your customer will understand what’s in it for him or her and actively use the program.
That will accomplish your goal of increased customer frequency.
Friday, April 2, 2010
One Bold Move
I heard an interesting story of entrepreneurship a couple of days ago. Angie and her husband, two teachers, wanted to start a business to earn extra money for their children’s college education. The idea of making kettle corn caught their attention, and Angie's husband searched for three days before finding just the right equipment at just the right price. They bought the equipment and began experimenting with their recipe.
Once they had the recipe to their liking, they attended local events and sold their freshly-made kettle corn. After doing this for a couple of years, they had a wild and crazy idea: Take samples of their kettle corn to the Viking's training camp. They stuffed 120 bags of freshly-stirred kettle corn and dropped them off for the Vikings. As the players and staff consumed the kettle corn, many exclaimed, "What is this stuff? This is really good."
The next day, Angie and her husband received a call from the Viking's front office, inviting them to serve Angie's Kettle Corn at all Vikings home games, which they have been doing ever since. That opportunity grew their business substantially. In addition, the presence of Angie's Kettle Corn at Vikings games prompted interest from area grocers, Cosco, and Target.
Angie and her husband's one bold move of taking samples of their kettle corn to the Vikings launched their business from a small operation to a large one. How often do bold ideas run through your mind, but because you are busy tending to your day-to-day business, you do not act on them?
I have done that.
The challenge with bold ideas is first to pay attention. Stop, think the idea through, and mull it over. Ask a couple of people whose opinion you trust for their input. Be careful to ask those who are unbiased. If you know in advance what answer you will receive, why ask? Then act on the idea. Bold ideas love speed. If you receive a bold idea, don't shelve it in your "idea" file. Do something with it quickly.
If you don't, someone else will.
Once they had the recipe to their liking, they attended local events and sold their freshly-made kettle corn. After doing this for a couple of years, they had a wild and crazy idea: Take samples of their kettle corn to the Viking's training camp. They stuffed 120 bags of freshly-stirred kettle corn and dropped them off for the Vikings. As the players and staff consumed the kettle corn, many exclaimed, "What is this stuff? This is really good."
The next day, Angie and her husband received a call from the Viking's front office, inviting them to serve Angie's Kettle Corn at all Vikings home games, which they have been doing ever since. That opportunity grew their business substantially. In addition, the presence of Angie's Kettle Corn at Vikings games prompted interest from area grocers, Cosco, and Target.
Angie and her husband's one bold move of taking samples of their kettle corn to the Vikings launched their business from a small operation to a large one. How often do bold ideas run through your mind, but because you are busy tending to your day-to-day business, you do not act on them?
I have done that.
The challenge with bold ideas is first to pay attention. Stop, think the idea through, and mull it over. Ask a couple of people whose opinion you trust for their input. Be careful to ask those who are unbiased. If you know in advance what answer you will receive, why ask? Then act on the idea. Bold ideas love speed. If you receive a bold idea, don't shelve it in your "idea" file. Do something with it quickly.
If you don't, someone else will.
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