Archive for the ‘Marketing strategy’ Category

Social Media Marketing for Job Search

Monday, November 9th, 2009

More often than not, when I’m invited to speak it’s about marketing strategies that businesses can use to attract and capture businesses from other businesses. Typical topics include “Getting into Your Buyers’ Mind”, “Developing Compelling Value Propositions”, “Systematically Creating Referrals”, “Online Marketing”, and lately “Social Media Marketing”.

This month, however, I had the pleasure of speaking with Tufts alumni on how to use social media marketing techniques to land their next position. I don’t know which was more exciting doing the actual presentation–or preparing for it.

Looking for a job is just another form of marketing

job search social mediaNow, I’ve spoken on searching for a job before, because it’s really just another form of marketing–only the job seeker is the “product”. The new wrinkle was figuring out when, where, and how to use social media to supplement conventional job search techniques.

I started by making a list of all the normal activities that one would do when looking for a job. Examples include researching the industry, conducting informational interviews to narrow the focus of the search, getting the word out that you’re looking, networking to identify promising companies and opportunities, and figuring out how to stand out from the competition.

Social media marketing accelerates the process

While making this list, I realized that getting a job is a very social activity–and that social media is ideally suited to accelerate the process. Where social media really excels is in quickly finding out what’s hot, showcasing your expertise to colleagues and strangers alike, and staying top of mind with those who may hear about job opportunities.

To help job seekers find out what’s hot, I recommended automated ongoing Twitter searches via Tweetdeck. For showcasing their expertise, I suggested using the status updates in Facebook, Linked In, and Twitter to raise awareness of their accomplishments and direct their network to information these individuals would find valuable.

I particularly recommended Twitter since it is searchable by everyone. Therefore, those that found their content helpful might choose to follow them and join the network of individuals that opt for direct communications.

First impressions count: but marketers say it takes 7 to make an impact

Marketers say that it takes 7 impressions to make an impact. When it comes to staying top of mind, nothing beats social media. That’s because it offers the opportunity to communicate regularly without being a pest.

Most people use social media to keep their finger on the pulse. Unlike email which they tend to use for mission-critical communications, people check social media when they want to know what’s going on in the work, in their industry, with their colleagues, and/or their friends. So, they expect to receive news that’s interesting but not necessarily essential. Of course, it’s incumbent on senders to deliver interesting content if they don’t want to risk being “unfollowed”, blocked, or worse yet, “unfriended”.

Using social media to research the presentation: The medium is the message

The topics I’ve covered thus far are the topics I anticipated discussing when I agreed to do the presentation. What made the preparation so interesting was some of the other things I learned on the way.

About a week before I set out to write the presentation, I created a Tweetdeck search on “job search”. Through that, I discovered that there was a hash tag for job search–so I altered my search.

Shortly thereafter, I stumbled upon some information sources that I never knew existed. Perhaps the most interesting was Glassdoor.com. This site provides the information everyone cares about most– what it will be like to actually work at the company with whom you’re interviewing. Visit it to view anonymous reviews about the pros and cons of working for various employers.

Finally, it came time to give the presentation. To my surprise, most of the people who came were fully-employed. Perhaps some were looking for their next opportunity, but most said they came to learn more about social media marketing. To see a copy of the presentation, please visit my LinkedIn profile and scroll down to the slideshow. Then, please let me know what you would add to improve upon this presentation.

Post to Twitter Tweet This Post

Social Media Breakfast (SMB15) serves up great insights and recommendations

Friday, August 7th, 2009

One of my clients, a membership organization, is facing a challenging problem. The Board would like to recruit younger members to ensure that the organization continues.

One of the issues our team has been trying to address is, “How do you attract and retain new community members—when these prospective members start out with little in common with current members?”

Luckily for me, I attended a social media breakfast in Boston(#15) this morning. There, Communispace CEO, Diane Hessan, was the last speaker at an event entitled “SMB15: The Power and Peril of Online Communities.

If anyone has deep insights into the power and perils of online communities, it’s Diane Hessan. Her team at Communispace has been building online communities for ten years.

Today, Communispace hosts vibrant communities for some of the biggest brands in the US—companies like GlaxoSmithKline, HP, and Hallmark. This morning, however, Diane told us that her company didn’t achieve success overnight.

As Diane began to speak about lessons learned, I quickly realized that my client could learn a lot from her experience. Yes, my client’s community is a conventional offline community. Yet, I believe many of the same principles that the SMB15 speakers presented will apply.

Online communities are like cocktail parties

One of the speakers likened an online community to a cocktail party. As with a cocktail party, the success of a community depends on a lot of effort on someone’s part.

This effort includes welcoming guests when they arrive, encouraging them to stay by introducing them to others, including them in the conversation, and giving them a great experience so that they come back again.

In short, as the first speaker, Bryan Person, Social Media Evangelist at LiveWorld pointed out, it takes a great host to throw a great party. He then remarked that in an online community, the host is the community manager.

Community managers play an important role in on-line communities

Up next, Rachel Happe, Principal at Community Roundtable, spoke about the important role the community manager plays in building a strong community. Both Rachel and Diane suggested hiring an event manager for this role.

Just as at a party, this person needs to set the tone. Online or offline, it’s important that this individual engage with other members of the community directly.

People are attracted by other people. Diane said that just as you’re asking community members to share their thoughts, ideas and/or experiences, it is important for community managers to also reveal a little bit about themselves.

Social glue binds on-line communities

Another related concept is “social glue”. Social glue is what holds communities together, and keeps participants coming back. Diane noted that the more involved people are in the community, the stronger the social glue.

The key to involvement over time, therefore, cannot fall to the community manager alone. Instead, community managers need to stimulate conversations between members.

For some communities, these conversations come about quite naturally. As an example, Diane referenced one airline’s frequent fliers. These road warriors spend all their time on planes–so the airline and the passengers’ travel experiences are top of mind.

It’s much harder to build a social community around brands that are central to peoples’ lives. Diane described the challenges a toothpaste company faced when trying to build the strong ties among their members.

Since most people spend relatively little time thinking about brushing their teeth, it was unlikely that they would bond over their brushing experiences. Hence, the community manager encouraged conversations by reaching out to a subgroup of young mothers.

The community manager then engaged these women in conversations about their family lives. As Diane explained, dividing a large disparate community into subgroups makes it easier to nurture the “social glue” it takes to hold a community together.

Building on-line communities takes patience and sustained efforts

One of the cautions that Rachel offered, and Diane reinforced, is that communities take a long time—and sustained effort–to build. In Rachel’s experience, it’s not uncommon to see relatively low flat participation for a long time.

Sometimes, there are spikes when a community manager initiates an effective campaign. Yet, the overall trend is still flat–until the community reaches a critical point. Then, if everything goes right, growth will accelerate.

Would be community builders, such as my client, therefore should prepare to make a sustained effort for a long period of time before things take off. My sense was that that time period can be a year or longer.

Listening is an underrated marketing strategy

The need to sustain one’s efforts throughout brings me to the next point. Diane quipped that “listening is an underrated marketing strategy”.

Communities are a great way to learn about what matters most to members. On the other hand, once you set the expectation that you care about what others think, it’s important to follow through. If you don’t sustain your efforts, and respond to their recommendations, you’ll just alienate your community.

When you do listen, however, it pays dividends. Diane told us about the first time one of Communispace’s early clients experienced a spike in traffic. The SWAT team–that Diane assigned to figure out what created such a high level of engagement—identified critical success factors and what Communispace and its client could do to achieve even better outcomes in the future.

Case Example: Millenials and Gen Xers

Toward the end of her presentation, Diane provided some specific case examples. My ears perked up when she began discussing the experiences that Charles Schwab had when it first tried to attract younger investors.

I began to listen very hard, when as an aside, she mentioned the difficulties that financial service companies, and for that matter health care providers, face in getting social media communications approved.

This was of particular interest to me because this is something my health care clients and financial service  clients worry about a lot. It is also one of the questions that my colleague, Robert DeSimone, of Medicomm Inc., and I are currently querying medical device companies about in our survey about medical device companies’ use of social media–but I digress.

Diane quickly reviewed what Charles Schwab and Communispace learned when they set out to attract millenials and Gen Xers. For one thing, terms such as “retirement” and “no load funds”–which are part of the vernacular for baby boomers–mean little to the next generations. Retirement is far away. Since, as it turned out, most young people use checking accounts as their primary investment vehicle, “no load” was not a term with which they were familiar.

Different communities require different marketing tactics

Communispace and Schwab also learned that communicating with young people is fundamentally different. This population is “always on” from the very moment they awake in the morning. Moreover, the technology of choice is likely to be a mobile phone.

Once again, “listening” paid dividends. Schwab introduced a high-interest checking account that was a great success.

What does this all mean for would be community builders?

What does all of this mean for my client? It appears that if they want to attract individuals from a younger generation, they may have to do things differently—and it may take a lot of time.

On the other hand, if they are patient, invest in applying some of the best practices the SMB#15 speakers recommended, and sustain their efforts, they have the potential to attract and retain the prospective members they most want.

Social Media Breakfast: Go directly to the source

Thanks so much to Bob Collins, who hosts Social Media Breakfasts in the Boston area, event sponsors LiveWorld and Communispace, and the speakers that made this a fantastic event. This is just a taste of what they served at breakfast. You may want to check out hashtag #SMB15 on Twitter to get all the details

Post to Twitter Tweet This Post

Is the competition distracting you from becoming a market leader?

Sunday, April 12th, 2009


By Barbara Bix -

What if Tom’s of Maine had tried to match Colgate or Crest feature by feature? Would they have ever succeeded? How about Netflix?

Unique product positioning is the key to success

Each of these companies entered markets where there was a dominant player—yet both succeeded. They understood, what many of us often forget, that satisfying the unmet needs of a distinct market segment is far more important than matching the competition feature-by-feature. While these are consumer examples, the same product differentiation principles apply for businesses that sell to other businesses.

A business-to-business example

In the early 1990s, tiny EMC decided to enter the disk storage market that was then dominated by IBM and other large computer companies. At the time, most people bought disk storage from their computer vendors. Few turned to other suppliers for products that were then treated as accessories.

EMC turned the market on its head with a three pronged approach. First, EMC positioned storage as a unique category—independent of the larger computer market. Next, the company identified and met unmet needs for faster processing time and a lower cost of ownership with a revolutionary design that addressed both concerns.

Finally, EMC penetrated the market by focusing on companies that had the greatest need for speed or lower ownership costs—and offered them money back guarantees if the units did not deliver the desired results. Shortly thereafter, the industry leader countered with a copycat product—and armed salespeople with feature-by feature comparisons–but never recaptured its market share.

Lead with a new category when penetrating a new market

There are many success stories just like these—where small companies enter a market dominated by a large player and gain significant market share. Nevertheless, these companies never achieve this result with a “me-too” product.

Instead, successful new market entrants study the market—and look for a market segment that has unmet needs that play to their own strengths. Then, they enter the market, but not before redefining the market altogether.

Unlike its larger competitors, Tom’s of Maine doesn’t sell dental health; it sells the overall health that accrues from avoiding chemical intake. Netflix doesn’t market the ability to view movies from your sofa; it markets the convenience of never leaving home to pick up a movie. EMC didn’t market storage; it sells faster processing and lower cost of ownership.

Elevate your business by positioning the competitions’ solutions as commodities

These companies didn’t ignore the competition; they just didn’t allow the competition to distract them. Had they tried to go head-to-head with their larger, better capitalized and better established competitors they would have failed to capture attention or market share.

Instead, each delivered the basic benefits the market expected to receive. Then, however, they attempted to turn the basic benefits into a commodity by focusing attention on the unique value that only their solutions delivered. By positioning themselves as specialists, these businesses were able to able to attract and engage those prospects that most valued the benefits they could offer—and earn a price premium for doing so.

What category can you claim and garner a price premium?

So, the questions for you are:

  • Is there a new way to look at your market?
  • Are their segments that have unmet needs?
  • Do you have unique strengths that you could use to address those needs?
  • Could you establish a new category by meeting these needs?
  • Would the “needy” pay a premium for a solution that addresses these needs?

Capitalize on your success and accelerate revenues

Once you have a foothold in a particular market segment, you’re in the unique position of being able to learn even more about your target market. Then, you can enhance your current solutions—or add new ones to stay ahead of the competition.

If you’d like help developing your value proposition, please contact us.

Post to Twitter Tweet This Post

Who reads blogs anyway?

Saturday, March 21st, 2009

Google the title of this article and you’ll find lots of statistics on who reads blogs. That said you may not know anyone who reads blogs. I believe that blogs are worth writing—even if no one reads them right away.

The reason? When readers are ready, the blogs will still be there. And that’s the power of on-line content.

Blog statistics track traffic and level of interest

I know this from direct experience. According to the statistics my blog collects, a lot of visitors find my blog posts weeks or even months after I originally publish. Most of these latecomers find my site when searching for information on a particular subject. Many stick around long enough to read several other posts. A smaller, but significant, number subscribe so they can receive future posts.

Social media is word of mouth on steroids

Rich content attracts visitors. Visitors that like the content recommend it to others by clicking on social media widgets such as Digg, Delicious, Technorati, and StumbleUpon.

The social media widgets in turn link back to the posts that the readers found valuable. As the links accumulate, search engine rankings rise. Higher search engine rankings then attract even more readers and more links and so it goes.

New media distribution channels drive new business model for Public TV

The value of rich content was reinforced by Jonathan Abbott, WGBH CEO and President when he spoke at the Boston Club earlier this month. In response to a question about how new content distribution models were affecting public television’s business model, he shared the following observations.

According to Abbott, now that multiple channels are available, users prefer to receive content when and how it’s most convenient for them. Rather than viewing a TV show live, many will prefer to access it from a computer the following month—or even several years later. Others will prefer to download it to their IPOD so they can watch it anywhere, any time.

Abbott believes therefore that content is not only more valuable to viewers; it’s also more valuable to sponsors. When he visits sponsors, he reminds them that their messages will reach far greater audiences now that the station offers multiple formats—especially since these other formats will persist for years rather than just a few minutes.

Social media ROI

It is this quality that causes social media fans to argue that blogs, and other online content, promise a far greater return on investment than ephemeral marketing campaigns such as print advertising, direct postal mail, or even email newsletters that readers discard soon after they receive them. Conversely, the return on investment of rich online content accelerates over time as more and more viewers recommend it to others.

Marketing strategy still trumps tactics

Nevertheless, with as with all marketing, the strategy is more important than the tactics. Your blog can help you gain visibility and raise frequent visitors’ awareness of all you have to offer. But, if they’re not the right people—all your efforts may be for naught. On the other hand, your sales will soar–along with your search engine rankings—if you know who you need to reach and what they value most.

So, as with all marketing campaigns, start there.  Need help with your blog strategy?  Please contact us.

Post to Twitter Tweet This Post

Is your company batting .300?

Monday, February 16th, 2009

Sports teams watch video replays to learn from experience and see how they can improve upon their game. In so doing, they examine what worked—for them and the competition—at various points in the game. They also study their performance under various playing conditions.

More than win or lose–it’s how you play the game

The goal is not so much as to see what cost the game, but to note specific behaviors that contributed to the win or loss—at crucial points in the competition. Only that way, can they reduce future vulnerabilities and replicate success.

Will deeper scrutiny increase sales?

Similarly, businesses that have Six Sigma programs fine-tune their manufacturing operations to weed out errors and reduce expense. Even health care organizations have begun to study what works and what doesn’t to isolate opportunities to save lives and delay the progression of disease. That said, relatively few companies have dedicated the same scrutiny to determining what it would take to accelerate revenues. Those that do tend to focus on sales performance—and reasons for wins and losses.

Shorter sales cycles are like base hits

In our experience, the real opportunity is shaving time off the sales cycle—rather than just improving the close ratio. It’s not uncommon for companies that sell professional services and other complex solutions to experience six to nine month sales cycles—with each extra month delaying recognition of tens of thousands of dollars of revenue. And the opportunity for delays is abundant.

Eliminate sales obstacles to speed the sale

If you look at the typical buying process: there are at least four major stages: awareness, interest, evaluation, selection. Each of these stages contains multiple hurdles as evaluators gather the information they require to minimize risk and assure themselves that sellers will deliver the promised benefits. Each of these hurdles can add weeks or months to the sales cycle. For example, with everyone’s busy schedules just checking references can postpone a sale by several weeks.

Web 2.0 reduces control over the sales process

Identifying potential delays is a major challenge. In the old days, the salesperson controlled most of the sales process and could often provide valuable insights into what worked and what didn’t—if he or she had the time to debrief managers at the home office. In today’s Web 2.0 Internet world, however, influencing the outcome—and even finding out what happened is more difficult than ever before.

Social media means sales comes late to the party

In many cases, the deal may be mostly done, before the buyer ever contacts the company. First, stakeholders may research options on the web, learn more about various products on the vendors’ websites, form their impressions of the company by postings in the blogosphere, and even contact current customers directly for references–after finding their names in press releases or company case studies. In some cases, companies can gather information about prospective buyers—and their intentions—by monitoring website activity. In other cases, buyers build their impressions based on interactions with their party sources—and sellers have no visibility into what transpired or the impact.

Deep insights drive sales

So, what’s a seller to do? Unlike at sports events, you can’t watch an instant replay. Sometimes the only option is to interview prospective buyers directly. Those that do can then find out who was involved in the buying process, how they gathered information, what impressions they formed of the company and its competition, and what caused them to move forward—at every stage of the buying process.

Actions speak louder than words

Although dialogue doesn’t offer the same fidelity as a video camera, an experienced interviewer can often find out what happened at every stage of the process. Because humans have limited awareness of their own motivations, this focus on behaviors and actions, is far more useful than buyers’ insights as to what factors affected the final outcome.

Base hits add up to runs scored

Once sellers have the play-by-play information in hand, much like the sports teams we discussed earlier, they can reduce vulnerabilities and replicate successes. And by improving their strategies, tactics, and execution at every stage in the process, they’ll almost certainly shave time off the sales process—and they may even close more deals.

Post to Twitter Tweet This Post

Is social media an oxymoron?

Sunday, January 25th, 2009

Wikipedia defines social media as “primarily Internet- and mobile-based tools for sharing and discussing information among human beings. Examples of tools this source cites include blogs, wikis, podcasts, and information sharing cites such as Linked In and Flickr.

Call me old-fashioned but I tend to think of interacting with machines—rather than directly with other people—as antisocial. But let’s not quibble over terms. Social media is all the rage at marketing conferences these days, so it’s fair game for this blog.

What got me thinking about this topic today was an event that I attended earlier this week at the Massachusetts Technology Leadership Council (MTLC).

Why are marketers talking about social media?

Marketers make a living trying to attract the attention of desirable prospects and then motivate them to move through their buying process quickly. To do this, among other things they need to deliver the right message to the right person at the right time.

The MTLC announcement described social media as a fast, efficient, and relatively inexpensive way to get your message directly to an audience. Presumably, this description offers three reasons why marketers are interested in social media. That said this description is a bit of a blanket statement and has a lot of underlying assumptions.

Do messages travel faster by social media?

Theoretically, conventional broadcast media such as television and radio have the potential to be equally fast—since transmission and receipt are instantaneous—if audiences are tuned in to the programs where advertisers are placing their promotions. Many social media advocates argue, however, that social media results in faster communication because engaged audiences can tune in to Internet- or mobile-based content any time from anywhere. Unlike viewers of conventional broadcast media, or even direct marketing campaigns, social media consumers don’t need to wait for content to arrive at a pre-scheduled time.

Is social media more efficient?

This takes us to the next adjective MTLC used to describe social media: “efficient”. The dictionary defines “efficient” as being without waste. One could argue that there is a lot of waste in broadcast media because marketers pay to reach a wide range of consumers, many of which don’t have—and will never have interest in the advertisers’ solutions.

Most social media content such as blogs, wikis, and podcasts, on the other hand, attract relatively homogenous communities. Therefore, promoters can seek out the communities that they believe will attract their most promising prospects and deliver highly targeted messages. Of course, this is theoretically true for a lot of conventional media vehicles such as publications that focus on special interests (e.g. sports magazines, medical journals, etc.) and any well-thought out direct marketing campaign. So, it’s not clear to me that social media is more efficient than direct marketing—unless you consider speed and expense.

Will social media remain less expensive?

In my opinion, it is the third quality “inexpensive”, where social media clearly excels. Clearly, it is less expensive to write and post a blog entry than it is to develop a commercial and buy time from a network to deliver it. It is probably also cheaper to post a picture on Flickr–than printing it on a postcard, attaching a stamp, and sticking it in the mail.

Nevertheless, even “inexpensive” may be a short-term phenomenon. As blogs, “You Tube” and other alternative content vehicles proliferate, audiences may demand many of the same services they expect today from conventional media. That is, it may take professional writers or photographers to elevate content above the clutter. Similarly, audiences may choose to optimize their time by turning to aggregators to provide filtered and edited content—rather than going direct.

Social media enables ongoing communications

What the MTLC promotion didn’t explicitly mention is a fourth attribute of social media—built-in avenues for ongoing communications. Conventional broadcast media is clearly one-way communication. The promoter delivers a message but the only way that the receiver can respond is to buy a product.

Direct marketing campaigns—whether conducted by mail or telephone are one step better. Here, there’s usually a chance for the recipient to respond to the message. Nevertheless, that’s usually the end of the conversation—until the promoter transmits another communication.

Blogs, wikis, and other social media encourage ongoing communication—not just between sender and receiver—but across an entire community. Marketers hope, then, is that this ongoing communication will build the deep relationships it takes to nurture prospective purchasers through their buying process.

What did the social media experts say?

There was a lot of great content and unfortunately I didn’t capture much of it on paper. Moreover, some of the points that I did capture, I wasn’t quick enough to note proper attribution. The panelists would probably tell me that if I were a Twitter user, I’d be able to refer to the notes everyone else was sending back and forth during the conference.

A lot of the discussion centered on the effectiveness of social media. The panelists were quick to point out that before you can judge effectiveness you need to identify your goals and how you will measure success. That said most indicated that in many cases, it is too early to tell.

One of the measures they discussed were the number of people who followed various individuals via Twitter and the number of members in various communities—each of which they compared to the number of subscribers to conventional media such as some of the major newspapers.

One panelist, journalist Dan Kennedy, said that his blog posts had led to paid assignments. Similarly, Brian Halligan, co-founder of Hubspot, said his company generates many of their leads for paid subscriptions using social media. Another Pam Johnston from Gather said one of her company’s advertisers was pleased that the “mentions” of their product increased as a result of their campaign. The fourth panelist, Perry Allison of Eons, had a lot of rich content, as well. Unfortunately, I didn’t get down what she had to say in this area. I do know that she attributes her company’s success with “Spirited Boomers”, in part, to the way they’ve redefined aging.

Social media panelists’ tips

Another part of the conversation focused on tips for others. One panelist pointed out that social media isn’t just for promotion. Businesses can use it for marketing research, customer service, and other important functions.

Along those lines, this panelist pointed out that one of the best ways to use social media is to learn more about what really matters to your prospects and customers. You can do this by lurking, listening, and learning.

Lurking, listening, and learning will help businesses improve products and services—and it can also help them build better social media campaigns. All the panelists pointed out the importance of offering content that was relevant to the audience. As Dan said, that will ultimately influence your efficacy since today’s information consumers have many choices.

Another advised the audience to spread their content out. Two suggested using your website as a hub that can serve as a landing page for those who find you via social media or refer website visitors to conversation forums they will find interesting.

One of the really powerful things about social media is that everyone is commenting on everything. Marketers can leverage this capability in a couple of ways. One is to become a destination by providing shoppers with a forum that they can turn to for purchasing advice–a la Amazon’s book reviews.

Another important way to leverage social media is to get others to refer people to your content. Therefore, you must have a strategy for publicizing what you write. As one panelist advised, don’t settle for relevant content—go for remarkable content. Make it easy for viewers to Digg or Tweet about your content by putting direct links to these services on your site. Reference others’ content because as one panelist pointed out, if you link to someone’s post, they’re much more likely to mention you.

Perry provided some excellent tips that I didn’t write down quickly enough. Among them were the admonitions to listen well and be authentic, transparent, and responsive—important qualities when building any relationship.

She or one of the other panelists, therefore, encouraged the audience to write back and comment on others’ comments to your posts. Finally, as with any marketing campaign, social media communicators need to test, measure, and refine until they get the desired results.

Questions about social media

As you’ve probably gathered, I got a lot from the conference, and could have probably gotten more if I could have written faster. Nevertheless, it raised as many questions for me as it answered.

Paradoxically, one of my questions is whether this media enhances, or impairs efficiency. Marketing is efficient, among other reasons, because it allows for “one-to-many” communication to tee up leads that a salesperson can close one-to-one. Social media, on the other hand, encourages a real dialogue—which may mean more individualized responses. That’s great to the extent that one is talking to qualified prospects—but does one injure one’s brand, if he/she doesn’t respond to everyone? And, if one does, is social media really that inexpensive?

Another concern is about privacy. Awhile ago, the Wall Street Journal contacted me to comment about a company that was engaging consumers online, months before they planned to launch a new product. It was clear to me that a great application for the data they were gathering was to hone their value proposition—which was great for them. But was it great for the consumers? When I clicked on their privacy policy, I learned that it didn’t provide much protection to those the company was engaging in conversation.

More recently, I’ve had occasion to use social media. So far, I’ve refrained from using most vehicles because I didn’t find their privacy policies acceptable—and am using the only blogging software that met my criteria.

I also wonder whether social media will help—or hinder—social relationships. As more and more hand-held technology becomes available, I increasingly see people typing away at meetings rather than devoting their full attention to those that are present. In the past, inattention has led to the erosion of relationships. Unless the behavior–or our social mores–change, social media runs the risk of hampering rather than nurturing personal relationships.

What are your thoughts about social media?

This is a much longer post than I had intended to write but I’ve barely scratched the surface of what was covered in last week’s conference. Please write back and let me know what you’ve learned about social media—and your largest unanswered questions.

Post to Twitter Tweet This Post

Follow the money: How to capitalize on opportunity in a tough economy

Sunday, January 11th, 2009

The economy has slowed down but businesses—and individuals—are still buying. The difference is that they’ve tightened their belts. Most are spending less—and many are spending on different things, for different reasons. The question is—how do you get money from those who are deliberately trying to cut down?

Where there’s sales activity, there’s an unmet need

Our clients find that one of the best ways to find out where to concentrate their firepower is to follow the money. They do this by studying recent activity—their own, the competitions’, or those of the companies that are succeeding under current market conditions. Why? Because where there’s activity, there’s an unmet need.

Use knowledge about wins and losses to replicate success

Next our clients look at outcomes. Who won? Who lost? Why? Once they have the answers to these important questions, they know what they need to do to replicate success–their own or that of others who were more savvy or more fortunate.

Follow the money

Here are concrete actions you can take to follow the money and capitalize on opportunity in a tough economy. Start with your own experiences, but don’t stop there.

If your business has won any deals recently, find out what caused these accounts to purchase when everyone else is sitting on the sidelines. What about their situation was different? What compelled them to act now? How did they find your company? What caused them to seek you out? How did they justify their investment?

From market intelligence to marketing strategy

Depending on what you hear, the answers to these questions may shed light on what characteristics separate the prospects that are likely to buy, from those that are not. You may also find out who you need to reach at these companies, where you need to place your marketing messages, or what you need to emphasize in your marketing literature and on your sales calls to capture attention and motivate action.

Competitive intelligence can uncover opportunity

If you haven’t won any deals recently, try to find out whether anyone in your target market has bought from anyone else. If so, you may be able to turn to them for answers to these important questions. Then, you can use that information to remove obstacles to the sale—and replicate their successes.

If neither you, nor your competition, have won any deals lately, don’t despair. You may just be targeting the wrong prospects or using the wrong message.

Validate assumptions to uncover new value propositions

The next line of attack is to go back to your existing accounts—especially those that are actively using your goods or services. Find out not what caused them to buy originally, but how they are deriving value from your solutions today.

It’s not uncommon for companies to buy for one reason, only to learn later that their purchase is more valuable when deployed to meet an entirely different need. If you find that’s the case, ask them how they discovered the new application—and try to quantify the value that they’re deriving. Then, if the value is significant, you’ll want to figure out who else might have similar needs—and rewrite your marketing messages to reflect the value these accounts have discovered.

Keep following the money

Still no success? Then, it’s time to go further a field. Where are companies in the industries you target spending money? Which ones are spending? What needs do they believe their purchases will address?

Once you know which needs are at the top of prospective buyers’ lists, you’ll know where to focus your efforts. Perhaps you can reword your messaging to demonstrate how you address these same needs—or perhaps you can develop a solution that does. If not, you may be able to partner with someone who is addressing those needs to enhance—and add value to their solution.

Change can create market opportunity

When times get tough, the business environment changes, and buyers’ needs and priorities change. Approaches that worked last year—or even six months ago—may no longer work. Nevertheless, strategies that never worked before may be effective now.

But you can only capitalize on market opportunities if you know where they are

The only way to find out what those strategies are is to turn to those that are still spending. Only they have needs that are so pressing that they bought in this economy. Only they know what worked—and what didn’t at every stage of the buying process. And only they know what ultimately caused them to purchase—and why they selected the vendor they did. On the other hand, once you know what they know, you may just be able to get a leg up on the competition.

Where is the money?

Let us know what you’re seeing. Are businesses still spending? Are they spending on similar solutions—but just cutting back? Or are they spending to address entirely different needs?

Post to Twitter Tweet This Post

Developing a compelling value proposition: What you need to know

Sunday, December 7th, 2008

With the economy slowing, prospective buyers are scrutinizing every penny they spend. Therefore, it’s incumbent upon sellers to clearly articulate the value that prospective buyers will derive once they buy.

In recent posts, we’ve discussed the characteristics of a compelling value proposition, and the importance of concentrating your firepower on those companies that most value your capabilities. This week’s post discusses concrete steps you can take to identify, validate, and test your value propositions.

Begin by gaining deep insights into buyers’ needs and purchase preferences

As Steven Covey said, “Start with the end in mind”. To develop a compelling value proposition, you first need to validate what matters most to prospective buyers. Else, if you make inaccurate assumptions, you’ll miss the mark and potentially end up wasting lots of money on ineffective marketing programs.

This can be a lot harder than it seems because there are lots of important questions you need to answer first. Approach this assignment as journalists do when researching a breaking story. Start by inquiring about the 5 Ws and the H.

Who are your most promising prospects?

As we discussed in the past, the most promising prospects are those that value your solutions most and will therefore pay top dollar, buy more quickly, and/or motivate others to also buy. To find them, first list all the market segments that need your capabilities.

Then, eliminate less desirable segments. Examples include market segments that are too small to meet your revenue goals, are so competitive that they will drive up your cost of sales, and market segments that don’t especially value your organization’s unique strengths.

To rank the remaining segments, and identify your target market, interview key stakeholders in each. Key stakeholders include everyone that the decision maker involves in the buying decision–from external advisors to the internal personnel who will use and implement your solutions.

When will prospective buyers need your capabilities?

The need for many solutions is event-driven rather than ongoing. For example, companies are more likely to seek out insurers when they are contemplating taking on new risks, marketing agencies when they are launching new products, or a new accountant when they are dissatisfied with their current service provider.

Often knowing what events trigger demand for your solution can help you develop a more compelling value proposition. To find out ask about last time they purchased similar services: What caused you to purchase then—rather than six months sooner or six months later?

What do key stakeholders value most?

The only way to ascertain whether you solutions provide sufficient value to garner sales is to first find out what matters most to decision makers. Ask: What are their goals? How are they measured?

Then, ask the same questions of the remaining stakeholders. Although only one person can approve a purchase decision, others can block it if their needs are not met.

In fact, you may need multiple value propositions in order to win the company’s business. For example, the decision maker may be bent on achieving market share. Finance may require a certain return on investment. Supporting departments may care about the cost and ease of ongoing maintenance. Users may focus on ease of use and access.

Where do decision makers get their information?

Some decision makers learn of new solutions through trade journals or trade association meetings. Many expect those that work for them—and have subject matter expertise—to make them aware of the need for new solutions. Others turn to trusted advisors and colleagues for recommendations.

Where ever your decision makers turn for information, that’s where you need to place your marketing messages. Else, you run the risk that you will not even make the short list when it comes time to evaluate new solutions.

How do stakeholders decide whether or not to recommend your solutions?

Not only do different stakeholders have different goals, they often require different evidence to reassure them that your solutions will meet their goals. They seek this information to address their reservations and mitigate risk.

Some will require media coverage in marquee publications, others will require references and/or testimonials from industry leaders, and still others will require demos or tools that will help them calculate the return on investment they can anticipate. Again, whatever their preferences, you need to do it their way. Else, they may never access your value propositions—and you may lose the deal to the competition.

Developing a value proposition is an iterative process

Once you’ve identified a few value propositions, do some testing. Send out a direct mail piece and see how many people respond. Develop google ad word campaigns that offer a free demo. Offer a free webinar and see how many people attend.

If people show interest you’ve probably discovered something of value. If people invest time in learning more, you may have a compelling value proposition. If not, you need to go back to the drawing board.

Validating your value proposition helps you make the most of your marketing investments

Remember, it’s not what you think that’s important; it’s what matters most to your most promising prospects. That’s why industry leaders always invest in marketing research despite the fact that they have ongoing experience with existing customers.

With the marketing investments they’ve made in product development—and plan to make in promotion–large companies know they can’t afford to miss the mark. Chances are neither can you.

What surprising information has your organization learned when validating your value propositions?

Post to Twitter Tweet This Post

Getting top dollar depends on first determining who values your solutions most

Monday, November 17th, 2008

As we discussed last week, a compelling value proposition is a clear, concise description of exactly how buyers will benefit from your solutions. Done well, it motivates action by speaking directly to the needs of those who need your services most and mitigates risk by addressing potential reservations.

Your value proposition must target your most promising prospects

Nevertheless, to be truly effective, your value proposition must target your most promising prospects. Willie Sutton robbed banks because that’s where the money was.

Yet, one of the most common mistakes that many businesses make is selling to profitable markets, without questioning whether better opportunities exist elsewhere. When they do, they run the risk of expending valuable sales and marketing resources in the wrong places. That’s what happened to several of my clients before they focused on first determining who valued their services most.

Not all value propositions are equally compelling

One of my clients had been marketing its analytic software as a productivity tool that streamlined regulatory compliance and reporting. When a new marketing vice president joined the company, he engaged my business-to-business marketing consultant company to validate the company’s value proposition.

We interviewed decision makers in a number of market segments in search of unmet needs. Eventually, we discovered a more profitable application for the company’s products. We found a set of decision makers that were seeking analytic software that they could use in a pre-sales environment to reduce investors’ risk. Because these customers felt such a tool would help them attract new clients—rather than just reducing reporting costs—they were willing to pay top dollar.

As a consequence, my client was able to penetrate a new market segment and increase revenues by 9 million dollars—after marking minimal modifications to the customer interface of an existing product. Today, sales of the new product have totally eclipsed sales of the original solution. That’s 9 million dollars that the company had previously left on the table because they failed to validate their marketing assumptions.

Your market decides what value proposition is most compelling

Another client found a more profitable market by happenstance. This professional service organization was marketing its engineering consulting services to large accounts in a highly competitive market. At the same time, the company was turning down smaller projects that required the same capabilities because the company “wasn’t in that business”.

When we reviewed the company’s win/loss data, the owner realized that the requested services were far more profitable than the ones he was currently selling. He, then, decided to actively pursue the market the company had been avoiding. A year later, he had a new million dollar business that leveraged his company’s existing capabilities. Had he neglected to regularly analyze his wins and losses, he would have continued to do business as usual and missed out on a highly profitable business.

Just because you’re doing well, doesn’t mean you’re not leaving money on the table

What are the lessons learned here? Just because you’re doing well, doesn’t mean that you’re not leaving money on the table. Your most promising prospects may not be who you think they are. The value they seek may not be what you think it is. The only way to be absolutely sure what the market values most is to gain deep insights into prospective buyers’ needs and priorities.

When developing a value proposition: ask don’t guess

To determine what prospective customers value most, it’s important to ask buyers directly, rather than making assumptions. This can be more difficult than it appears.

In most companies, multiple parties have direct contact with customers. They, therefore, think they know what matters most to the customer and how to create a winning value proposition.

Sales may believe that the reason the company made—or lost—its last sale highlights the solution’s value, and will be true for all sales. Marketing may push for value propositions that generate a lot of leads—rather than a few higher quality leads. Finance may push for replicating past successes because their analyses show these accounts are the most profitable.

It’s like the old story about the blind man and the elephant. Everyone in the company has had experiences with customers. The problem is that no one has had discussions with a broad spectrum of decision makers that focus exclusively on these decision makers’ goals, totally independent of the vendors’ solutions.

Consider engaging an expert to help you discover your value proposition

Sometimes you need an outside perspective—someone who can help the team step back and see the whole forest—rather than just the trees. It often takes someone who is less invested in the outcome of the decisions and is less likely to have assumptions about the market.

This individual is more likely to focus on prospective customers’ needs–rather than the value they place on existing solutions. Rather than asking questions about what prospective buyers value, experts are trained to ask how their employers measure their success, what their goals are, and what’s getting in the way.

Getting to the heart of the matter also requires specialized ability and training. Much more than just the ability to ask open-ended questions and probe for clarity, success depends on knowing exactly what questions to ask—and how to ask them–to uncover needs that the decision makers, themselves, may not yet fully recognize or be able to articulate. Equally important is the facility to translate the information that the interviewer gathers into solutions, marketing messages, and marketing programs that will accelerate the sale.

Value is in the eye of the beholder

More important than developing a compelling value proposition is first determining the highest value your company can deliver. Although performing marketing research can be time-consuming, it’s usual the single most effective investment that any company makes. That’s why Fortune 500 companies invest so heavily in marketing research, they can’t afford failure, they don’t want to spend money on rework, and they abhor leaving money on the table.

What steps has your company taken to assure your solutions are aimed at your most promising prospects—rather than those with smaller budgets or less urgency about buying?

Post to Twitter Tweet This Post

Capturing buyers’ attention: What makes a value proposition compelling?

Wednesday, November 5th, 2008

Today, more than ever, companies are seeking value from every purchase. Without telling buyers upfront how their organizations will prosper from your solutions, it’s difficult to capture their attention—let alone close the sale. So, having a compelling value proposition is more important than ever.value proposition

Today’s entry describes the elements of a compelling value proposition. We’ll follow up in subsequent posts by discussing steps you can take to create and validate your organization’s value proposition. Then, we’ll discuss how to leverage your value proposition in all your marketing initiatives.

Value propositions promise quantifiable outcomes

A value proposition is a description of how prospective buyers will materially benefit from using your products or services. Better value propositions address quantifiable outcomes that buyers can expect as a result of working with you.

Examples of “quantifiable outcomes” include: attract more clients, garner a price premium, increase customer satisfaction, improve quality, improve productivity, and decrease costs. That said it is not necessary to cite the degree of change prospective buyers can expect—since that may vary from account to account.

In today’s market, it’s not sufficient to craft a value proposition. Your value proposition must be compelling to elevate your message above the clutter.

Compelling value propositions address pressing concerns

Compelling value propositions speak to the audience’s most pressing concern—rather than a lesser need. They capture attention because the issues that they reference are already top of mind. To ensure your value propositions really resonate with your audiences it’s essential to first determine precisely which problems—and even what aspects of those problems–are most troubling to decision makers.

A compelling value proposition is specific. People’s needs are tied to particular circumstances at a particular point in time. Value propositions fail when they try to be all things to all people.

Compelling value propositions are never vague

Compelling value propositions focus on a single benefit—else the value that will compel buyers to act gets lost in the clutter. Too often, companies try to accomplish too many goals in a single communication and end up overwhelming the receiver.

Compelling value propositions are clear and concise

A compelling value proposition is clear and concise. Everyone’s busy. No one has time to deconstruct others’ communications. Beware of the technical jargon or excess prose that will blunt the impact of your communication.

Compelling value propositions motivate action

A compelling value proposition creates a sense of urgency that motivates buyers to purchase sooner rather than later. They do so by alluding to a fleeting opportunity or a negative consequence that will result from inaction. A “market window” is an example of a fleeting opportunity. Missing that window is a negative consequence that could result from inaction.

Compelling value propositions mitigate risk

A compelling value proposition mitigates risk and addresses reservations. Left unaddressed, reservations diminish the receiver’s perception of value.

Compelling value propositions accelerate sales

Compelling value propositions can have a dramatic impact on sales. Take Google for example…

Google AdWords offers one of the most compelling value propositions that I’ve seen: “Reach people actively looking for information about your products and services online.

It’s specific: advertisers will reach people who are actively looking for information about their products and services. It’s clear and concise. It focuses on a single benefit and promises a quantifiable outcome: better quality leads. Better quality leads are a pressing concern for almost any business.

Google follows this value proposition with a second value proposition that clarifies the first one: “Easily control costs–pay only when people click on your ad.”

While the first value proposition promises buyers results, the second addresses a major reservation. It assures advertisers that they won’t have to pay to reach prospects who aren’t looking for their solutions.

It takes perspective–the customers’ perspective–to develop compelling value propositions

Google AdWords has generated significant revenue for Google by delivering a service that prospective buyers find extremely valuable. It seems so simple. Yet, other search engine companies had the same opportunity and failed to capitalize on it.

Before AdWords, most search engine companies focused on selling banner ads. They were seeking products they could offer to generate revenue. Google, however, went back to customers’ needs—and came up with a truly compelling value proposition.

Post to Twitter Tweet This Post