28. December 2010 by Frank Goad.

Definition: “Delight - To take or give great pleasure or joy.”  You often hear companies being told to “Delight your customers.” You definitely should do that, but let’s go over the definition of “delight” as it is a bit overblown in some of the things I’ve been reading, especially in light of the definition I use and how it relates to brands and marketing.

Going over the top with offers and special deals is for the 20% of your customers in the 80/20 rule (80% of your business comes from 20% of your customers). Most folks don’t have the time or resources to lavish great attention on every customer, much less get employees to really care enough to do it (the last paragraph address this).

My personal definition of a brand is, “A brand is a promise of repeated delightful experiences based on a history of delightful experiences.” Given that the customer owns your brand, and you or your clients do not, it’s up to them to decide what’s delightful or not.

There are so many times when we go to see, buy or do something and the experience falls short of what is promised in ads. Consistently good results for our investment of time and/or money makes us happy - delighted, if you will - because being disappointed is so common. Getting what we feel is fair value for our time and money is delightful.

Customers should be delighted every time they do business with you or your client; i.e., they should be quite pleased or feel a bit of joy. Coke and McDonald’s delight customers with every purchase. How so? Well, water, bread and lunch meat will satisfy hunger and thirst but, on a hot, dusty, day, a cold Coke is (say it with me) delightful. When you’re pressed for time, a hot, grilled chicken sandwich on a whole grain bun with lettuce, tomato and mayo is a damn sight better than a pack of cheese crackers from a gas station, especially if an ice cold Coke is served with it. If I’m really, really hungry and an hour from anywhere that sells food, finding a pack of cheese crackers is - you guessed it - delightful. I’m not overjoyed by my discovery (unless it’s my first meal in days), but I am delighted.

Let’s say I own a junk yard and a person calls me looking for a part after calling five other yards. I have the part and they’re delighted, and I was simply doing was my job. That puts me at the top of their list for next time. When they call again - and I’ll likely be the first call after being their part savior before - and I don’t have the part, I offer to locate it for them, and that makes them happy. To go one further (and keep the business), I offer to get it sent to my store, they’re delighted and, again, I’m just doing what I do. Even junk yards can delight customers.

I’m delighted when:

• I can help my clients set higher marketing and advertising standards

• We educate all  their employees about the value and importance of those standards and how their contributions help everyone (”A rising tide lifts all boats”)

• We put systems and rewards in place to ensure that measurable goals are achieved and perpetuated

• They make excellent internal and external communications about their products, services and company the rule

Why am I delighted and not overjoyed? Because what I described is my job as a marketer. I’m overjoyed when they come back and have added ten, twenty or thirty percent to what I set out. Now, THAT’S some serious, overwhelming, tear-jerking joy! 

Posted in retail, Branding, building business, Success, delight, FrankyGee3, Frank Goad, Frank Communications, business relationships, business, advertisers, responsibilities, Advertising, Frank, "The Frankifesto", training, business plan, Marketing | Print | No Comments »

8. December 2010 by Frank Goad.

I am absolutely furious and know there’s not one damn thing I can do about it. A person close to me - one of the sweetest, most gentle people on earth - was humiliated in an airport recently. It was uncalled for and showed how dangerous our government is getting. Why dangerous? Because we’re putting systems in place that have inadequate quality measures. Put another way, we’re putting incompetent, untrained people in positions of authority without proper guidance and oversight, then wonder why there are so many stories of abuse and humiliation in public places.

The person was going to board a plane, hence had to go through TSA security, and opted out of being irradiated in the x-ray machines (not the real device name, I know, but the effect is the same). They chose the manual search instead because this person has an ostomy bag – a huge burden unto itself – and didn’t want that displayed on a screen for all to see. The TSA agent feels the bag and takes them into a room for a search. But wait, it gets much worse.

In their infinite paranoia, the TSA agent orders them to put their clothes around their ankles and under their arm pits with everything inbetween exposed. They decide to swab for gunpowder - yes, gunpowder on an ostomy bag - get in the middle of the procedure, leave the room for another swab and leave the door wide open exposing my friend to everyone passing by. That is unforgivable and humiliating. If the agent were working for a private company, they’d have recourse. Since they’re a government agent, all the aggrieved can do is file a complaint, and that has all the impact of a paper fan in a hurricane. Even if the complaint is filed, it’s quite likely the employee will hear nothing whatsoever, meaning their incompetence will be perpetuated.

Now, imagine if that was you or someone you love. Who deserves that sort of rank humiliation? How totally incompetent or stupid can someone be? What’s worse is that, if you raise hell, then they lock you up and further humiliate you for hours to spite you for daring to show anything but ultimate patience in the face of unreasonable or incompetent behavior. We are at the mercy of employees who are often not suited for dealing with the public, much less security issues. To be sure, the TSA has some good employees, but what recourse do we have when dealing with those like this person had to deal with?

What’s worse is that, now that I’ve dared to speak up about this, it’s not unlikely that I’ll be put on some sort of watch list. I could well be the next person humiliated by a TSA agent and subjected to harassment. To be honest, I sort of expect it now. Why? There are myriad stories of folks who speak up and find themselves in the situation they protest about. As an American, this galls me.

This is bad, folks, and we’re the cattle they’re herding. Please spread this post because our liberties and right to dignity are going down the tubes. Perhaps George Orwell was right.

Posted in strip search, airport security, watch list, Frank Communications, FrankyGee3, Frank Goad, TSA, training, Frank, backlash, damage, PR, Public relations, responsibilities | Print | No Comments »

19. August 2010 by Frank Goad.

A friend of mine admitted today that he needs help with his advertising copy. It took courage to admit that. The sad thing is, there are so many people who won’t admit it (or their ego says that they’re good), and then they wonder why their ad doesn’t “pull” or their brochures are met with jaw-breaking yawns. I’m amazed at how many people are convinced that they can write good ad copy despite having no experience or training. Getting A’s in college English is not a good measure of your ability nor is having a neighbor say, “Wow, you oughta be a writer.”

For instance (and I’ve seen similar examples dozens of times), someone writes, “and best of all, it’s free!” If being free (or low cost or inexpensive or … ) is the best thing about your product, then you don’t have much to offer. The sentence degrades the product or service and psychologically pushes them away from you.

A local direct mail piece came to me the other day with this sentence:”You will have more enjoyment from this (product) than you will expect to have!” That is one of the weakest sentences ever written, besides being a mish-mash. Despite sounding like the text on many foreign websites, it was sent by a Lexington company. That’s an extreme example, but lesser offenses push people away from you, too.

Local P.R. guru Douglas Alexander and I have often discussed the differences in our writing styles. We have somewhat settled on this difference (and this is not hard and fast): P.R. is more reactive in nature and marketing is more proactive. He often writes in response to something (like a pending piece of legislation), and I often write to cause something (like getting someone to be my client’s customer). My writing often carries more “force” because it has a CTA (call to action) that is designed to compel the reader to do something.

Neither is better than the other and our discussions center on why one style fits a situation better than another. We have different roles and have shaped our writing skills over decades of experience to adopt the best tone and style based on the target audience, publication it’s published in and the product/service/issue/etc.

If you need a video, you don’t hire the neighbor’s fourteen-year-old son … well, I hope you don’t. Likewise, if you want to tell the world why they should come see you, get someone who knows best how to do that. So, unless you write for publication or advertising for outside interests, get some help. Whether you hire me or someone else, work with a professional writer.

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22. May 2010 by Frank Goad.

Despite all the talk about social media, “the long tail,” web advertising and other new frontiers in marketing, most local businesses still deal with customers one-on-one. All of those things are the acts that get customers in the door. What about once they’re in your store or on the phone? Training ensures that your company takes advantage of every opportunity that comes to you.

Training staff is still critical and it seems to not be getting enough attention anymore. I think that’s largely because of thinner budgets. Want a budget problem? Start losing sales because of untrained personnel. Maybe you already are.

Yes, it costs money, but it’s an investment. How many sales are lost because a customer didn’t get the answers they wanted, or because they saw your team member as unqualified or uncaring? I’m betting it’s way more than you realize. What if you have multiple locations? If there is a lack of consistency between your stores, customers don’t react well to that.

Think of the times that you’ve gone into a store and the person at the counter couldn’t answer your questions. Even worse, let’s say they only said, “I dunno,” and didn’t offer to find out. Are they lazy or stupid? Well, that’s a possibility, but it’s more likely they were not told what to do. Despite being something so simple, the basics are often overlooked when a company is overworked and understaffed. Because some other team members know what to do it’s easy to assume everyone does.

Training doesn’t have to be expensive or mind boggling. Start by taking notice of all the processes in your store or company. How do people answer the phone? How do they answer questions? What do they do when they don’t have an answer? Do they use suggestion to build sales? What steps are there for follow-up? What reference materials do they have? How do they record calls?

Take that information and start at the beginning. Create a flow chart or series of steps so that the major things they do can be guided and repeated. This might seem like digging into minutiae, but it doesn’t have to be. Just hit those things that are done most frequently and address those. Polishing the little things builds customer trust, loyalty and lowers (or eliminates) the barriers to repeat sales, price objections and add-on sales.

Outside sales reps are even more important, so make sure they, too, are adequately trained on your product, your company and approach customers in a style you are comfortable with.  When did you last go with a rep on a call? If you do, shut up! Make sure that the customer/prospect focuses on the rep, not you. Deflect any questions they have to the salesman as soon as possible. Your deference to them builds their credibility in the customer’s eyes as the real authority so that, when they return and you’re not with them, they already have a firm foundation.

You can say something like, “Brad here is one of our top people, not only in sales, but also in customer satisfaction. I’m here to see how he does it with so much success.” Okay, Brad’s a schmuck and you want to fire him, but this could be a golden opportunity for all. Lemons into lemonade and maybe ol’ Brad gets a boost and turns into your top producer after all. It’s happened and I’ve seen it.

If need be, get outside help with training. Steve Ickes runs the Lexington branch of Sandler Institute, and they have a sales training program that works for many people. Chief Learning Officer magazine has a great site with hundreds of ideas about training and leadership development. Bersin and Associates’ website has a wealth of info, too.

To prove my point, a recent report was generated by McKinsey Quarterly based on a survey of 1,200 purchasing decisions in the U.S. and Western Europe. It stated that customers said sales reps need to be well versed in their products and know how theirs is different from the competition. More importantly, they want to know how that product or service will make a difference in their business, their life, etc. As you would expect, price was almost always second to a great experience with the vendor.

Sales training can be considered a value-add but, in reality, it should be a foundational piece of the product or services you offer. Everyone in the company needs to start from a common base of information. If you need help assessing these things, organizing a plan for your company or help creating training, please drop me a line at frank@frankcomlex.com, or by using the comment form on bottom of the page at the Frank Communications website.

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