SALES AND MARKETING: Is Google or Groupon . . . Goliath?

Sales and Marketing with Bill Doerr

15 Second Executive Speed Read

As competition heats up from committed local firms and capable global competitors, it's imperative that your business 'stands out' from the crowd of firms who are all vying for the dollars your customer or client has to invest in the outcomes that you claim to deliver.

The term 'New and Improved' is a marketing mantra that has driven revenues since advertising first began. But it's a tough challenge to be both and stay that way for long.

You'll be better off finding a sustainable way to differentiate your business that doesn't require constantly renewing your offering. And how do you do that? Read on . . .

'Standing Out' from The Competition

In any marketplace, the consumer -- customer, client, patient, etc. has the ultimate economic challenge. They have relatively unlimited ways to spend an equally limited resource -- their budget to enjoy a benefit that you (and many other firms) claim you can deliver.

The challenge . . . the question that must be answered is . . . "Why You?".

If you address it better than your competition, you win. If not, you don't. Lose too many of these 'consumer encounters' and it could be 'Game Over!' for you. Harsh? Yes. Truth? Yes. Opportunity? Most assuredly!

What Makes YOUR Business 'Stand Out' To Your Ideal Client?

It's well known that, according to the renowned marketing expert Ted Levitt of Harvard Business School fame, differentiating a product or service or personality (think 'politicians') requires two things: 1) uniqueness, and 2) beneficial value.

The Enigma of Differentiation

Here's the problem. If you're truly beneficial, you won't be unique for long.

Take the recent success of Groupon. Google, seeing a good thing, offered them $6 Billion dollars for their model. That's BILLION! That's proof of serious value!

But, Groupon declined the offer of a buy-out and Google decided (maybe with that $6 Billion for R & D) that if you can't buy'm, BEAT'M . . . and immediately went to work to create a similar business model Google will be calling Google 'Offers'.

There goes the 'unique' factor! Now Groupon may well survive. But will it remain the market leader it's recently become? Will that $6 Billion in value ever be realized? All good questions that will be answered in time.

Beating The Enigma

OK, so here's the rub. If you're good, you're going to be copied. Count on it! By your competitors. Maybe better funded competitors. Maybe better equipped competitors. Regardless, you're only the 'top dog' for so long in a highly competitive environment. And right now . . . that's precisely the business environment we're all operating in. So, what can you do?

First, make sure you're providing a real value to the market/s you seek to attract and serve. Then, find something that is unique that is extremely difficult if not downright impossible to replicate and promote the you-know-what out of it! That's not always easy. Colonel Sanders had his 'Secret Recipe'. So did Coca-Cola. But most of us aren't so lucky to have a truly 'unique' edge. Or . . . are we?

You . . . Are The Uniqueness!

I work with one of the finest insurance agents in the country -- Shon Messer, MSFS, CFR, etc. Shon's a partner in Shubert Insurance in the Birmingham, AL area.

When you work with Shon or Dan or anyone in the office . . . you quickly realize that this is not just any old agency. They claim to be your 'Lifetime Insurance Partner' and that's not some marketing hype. That's real. How do I know? Because when you call the office, they know who you are. They ask about things going on in your life. They celebrate their relationship with you and make you feel well, 'special'. Why? Because they know you can buy what they sell from any number of firms. But guess what? You can't get Shon or Dan or Marsha or Heather or (get the idea!) in any other agency except the Shubert Insurance agency. Their product lines and company relationships make them valuable. But the experience their people create with their clientele . . . is unique. And THAT . . . is how they manage to be outstanding to their clients and STANDING OUT in an increasingly competitive marketplace.

Key Point:

Just like Shon Messer, YOU are the one thing that none of your competitors can offer your prospects.

Once you learn what makes YOU stand-out to your prospects and customers (do a survey and ASK if you're not sure), you'll find that offering a beneficial value AND the uniqueness of yourself . . . will help you create and sustain a competitive position and edge over the competition you may feel is breathing down your neck.

Celebrate the uniqueness you offer and the value you create and learn how to 'play in your own ball park' -- your business will be the better for it and . . . your competitors will be very, very nervous! '-)


Bill Doerr, Partner / Markitect at SellMore Marketing helps professionals and other service providers to market their problem-solving expertise simply, effectively and affordably. You can reach him online at SellMore Marketing, or by phone at 860-798-6964.

For more information, please visit Bill's TNNWC Bio.

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SALES AND MARKETING: Is Google or Groupon . . . Goliath?

SALES AND MARKETING: Playing To Win -- Baseball CEO Shares Secrets of Success

Sales and Marketing with Bill Doerr


Bill's section is brought to you by qAlias

Earlier this month, I had the pleasure of being present when Bill Dowling, President and CEO of The New Britain Rock Cats, the Double A affiliate of The Minnesota Twins shared his perspective on what's made his operation the most successful franchise in the Eastern League.

Bill Dowling, is no stranger to baseball. Prior to becoming the head of The New Britain Rock Cats, he was the Executive Vice President of The New York Yankees and reported directly to George Steinbrenner, III. Bill's career is extensive and as varied as it gets. A graduate of Columbia University and Boston College Law School, he was an Assistant District Attorney in Manhattan and later served as Chief of The New York State Attorney General's Criminal Division for several years. Then he joined the Yankees organization and still practices law in New York City.

Bill spoke to a small group of business people who are members of Our Breakfast Club, a business organization I belong to, as well.

Because Peaches Quinn, Co-Founder of Our Breakfast Club is an old friend of Bill Dowling's, he agreed to share his perspective on what it takes to 'do well in not-so-good times'.

Here's what I took away from the pearls of wisdom that Bill shared with us . . .

"We're not in the baseball business"

The previous owner of the franchise was in the baseball business. He ran a baseball team that fed the major league teams with up-and-coming talent. That model worked once. But it wasn't working in a small town (New Britain, CT) that's seen the economic boom of the 90's go bust and the previous franchise owner was floundering.

But Dowling understood that every business needs to be what it's customer wants. So if it wasn't baseball . . . what was it?

POINT:

What you think you're selling isn't necessarily what your customer wants to buy!

"We Have To Know Who Our Customer (Really) Is"

"We had an epiphany . . . we had to be in the family entertainment business . . . or we'd be following the path the old owner had already taken!".

Dowling knew that if he could create a business 'experience' that appealed to women and kids, then good old dad would drive them all to the ballpark -- literally! It was that insight that helped Bill and his team of people make decisions and take actions appropriate to that understanding. And boy, was that a good thing for the Rock Cats!

The strategy's worked. After buying the franchise in early 2000, Eastern League President Bill Troubh chose Bill Dowling as the 2000 Eastern League Executive of The Year. Dowling's continued to drive attendance, revenues and profits to new levels . . . year after year after year.

Bill and his investor group estimate that, if they were to sell their franchise today, they'd be able to sell it for about 10 times what they paid for it in 2000. And they've money each year, too. Not bad!

POINT:

Knowing who you want to appeal to makes your decisions easier and your results better!

"You Can't Manage From The Back Office"

Bill Dowling attends to many aspects of The Rock Cats -- along with a group of young, talented and highly committed staff whose compensation reflects more bonus and less base -- a practice the early years demanded due to the need to build revenues not expenses and Dowling's philosophy supported . . . "You make things happen, you'll be paid well". It's worked for him.

"Performance matters . . . and if you perform well, you get paid accordingly".

Dowling is also highly visible. He attends every home game and not from a skybox. He's easily found standing around in Section 108 behind the home plate. He talks with the customers, greets the regulars (and there are growing ranks of those!) and generally makes people feel like they're welcome guests. ". . . because they are!".

Bill told us about how some people began to complain about the parking adjacent to the stadium. It's not operated by the Rock Cats. It's a separate vendor. But Bill carries a wad of $1 bills on him. "If I hear someone complain about the parking, I give them $3 and say, "I'm sorry you had a problem . . . here, let me get your parking today". Dowling knows they'll go to the concession stands and buy some popcorn, hot dogs or beer. "It's going out of one pocket and right back into another . . . but they'll go out and tell their friends about us and that goodwill is priceless".

POINT:

If you're going to be successful, you have to be accessible and in touch with your customer!

"You Have To Invest In Your Customer's Experience"

After taking over the Rock Cats, Dowling and his partners made the deliberate decision to go into the 'family entertainment' business as I'd cited earlier. That strategic commitment required both aligned decisions and appropriate actions. "We had to clean up our facilities . . . you don't want Mom coming to a place that isn't appealing or you'll never see her come back". As a result, concession sales have been substantial for the Rock Cats and previous attendance records have been shattered again and again. "We know we're selling fun . . . so every game is full of fun . . . for the kids" That makes the moms happy and happy moms keep the families coming back for more. "We have "Family Nights" where a family of four can come to a game, enjoy food and beverage and get it all for around $30. We understand our market and finding ways to be affordable reflects that understanding". With 'something special (and free!) for the kids' at every game, entertainment between key innings and the ever-present 'Rocky' the Rock Cat's mascot working the crowd until the last pitch is thrown, Dowling's created an irresistable experience. And the proof is in the steady growth of attendance, revenues and profits.

Point:

Give people what they want and they'll give you what you want, too!

I left the time I had with Bill Dowling a little more humble and whole lot wiser about what it takes to be successful in business . . . regardless of the economy. Thank you, Bill Dowling!

Bill Doerr, CCO of SellMore Marketing, LLC is the creator of The Preferral Prospecting System™, The Expert Directory™ and The Ultimate Client Development System™. He is an Authorized Duct Tape Marketing Coach and a licensed facilitator of Get Clients NOW! Bill uses these resources to help service providers generate AIR -- awareness in their marketing area, interest in their services and revenues in their bank. Reach Bill at: 860-798-6964, online at: www.sellmoremarketing.com or via the TNNW Blog: http://www.thenationalnetworker.blogspot.com

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SALES AND MARKETING: Playing To Win -- Baseball CEO Shares Secrets of Success

SALES AND MARKETING: It's The Experience, Stupid!

Sales and Marketing with Bill Doerr


Bill's section is brought to you by qAlias








15 Second Speed Read

Sticks and stones may break your bones but names will never hurt you . . . is an old childhood response to being called some name you don't like. It's true, names can't hurt you (unless you let them). And words, in marketing, don't necessarily help you either. What does? Creating an experience that makes people say, "Wow!"

The Repairman

Recently, our washing machine broke down. Not the end of the world. Just the clean clothes! Needless to say, it quickly became a high priority to address.

Not having any regular need for someone who could fix our washer, I went online and starting searching on Google. Put in 'appliance repair' and my geographic location. Voila! I had a bunch of potential candidates to help us get our washing machine working again.

I found a firm that was close by. I called them. "We can't get someone there until Thursday . . . and we need a credit card approved before we commit to send them". Now, y'know how 'beggars can't be choosers'? Yeah. Well, that was us! So I agreed. Gave them the credit card and waited for Thursday. Late on Wednesday we got a call. "We can't get a guy over there until Monday . . .". Not overly happy to learn that (on Wednesday afternoon no less!) we planned to see them on Monday.

On Monday. The technician shows up. Then he asked, "Where's the refrigerator that's not working?" I explained it was the washer, not the refrigerator. "Nope" he says, "It's your refrigerator . . . says so right here on the work order!" He was actually proud of his 'evidence' of what was wrong. I was shocked that the customer's input (mine!) was being ignored! "Uh, no . . . it's the washing machine". "OK, show me where it is . . ."

Within moments it became painfully obvious that this allegedly skilled technician didn't know much about washing machines. "Uh, do you have an owner's manual for this?" I did. I had already gone through it a lot in the days preceding this service call. "Sure thing . . . here you go". He proceed to pore over it like a teenage boy with a new copy of Playboy. "Oh . . . THAT'S what that is . . . " and similar comments were being made by the repairman with a disquieting frequency. With all the control I could muster I asked, "Look, can you fix this washing machine or, not?".

With a look that reminded me of how I looked upon learning that my calculus professor was springing an unexpected quiz on the class he said, "Uh, well . . . no. I'm not trained for this brand (a HUGE name brand!) and I don't want to mess it up".

Now I've got really mixed emotions. On the one hand, I want the washer fixed. On the other hand, I want to kill someone (or, at least have some clean clothes for a change!) and yet I had to admire (weakly, I'll admit) the guy's candor and honesty. What didn't make matters worse is that the 'service call' cost me $174.50 . . . just to learn "I can't fix your washer". Sheesh!

So it's back to the Google Search. This time, I lucked out!

I made another appointment. The man showed up precisely when we were told to expect him. He even called us about 15 minutes before to confirm our address and to assure us he'd be at our home shortly. (Man, I was starting to get hopeful!)

Upon entering our home, he put on cloth 'booties' -- like the surgeons wear. "You don't have to do that", I said. "Sir, it's our company policy . . . because it's your home". OK, I'm alright with that.

He assessed the underlying cause of the malfunction almost as soon as he walked in the laundry room. Made the repair. Cleaned up the entire area after making the repair, in fact. But it was what happened next that really sold me.

As he's leaving, he asked, "While I'm here, is there anything else . . . we cover up to three appliances on any service call . . . same flat rate . . ." OMG. While the refrigerator wasn't broken, the ice machine part had stopped making ice about a week before. He fixed it. "No extra charge. You have one more appliance . . . anything else?" I didn't. Then the very best part of the call.

"Before I go, may I take a moment to go over something with you folks?" (Sure!) He then proceeded to do the following:

1. he gave his business card -- with his photo AND direct cell number
2. he expressed his PLEASURE to be of service to us (and meant it!)
3. gave a packet of information including "10 major brands and key services we offer"
4. he gave a list of "10 advantages to doing business with (his firm)" (felt like Dave letterman was doing their marketing!)
5. he gave us our 'Preferred Customer" club card -- and referral program
6. he reviewed his company's 'Code of Values and Conduct'
7. he reminded us to call him if anything "Doesn't stay fixed"

Epilog:

The next day we got two phone calls. One was a follow-up call from our new 'friend' in the appliance repair business. "Just checking in to make sure the washer is running as you expect . . . " WOW! Of course it was. But the follow-up call? Man, that almost brought tears to my eyes. The second call was from a friend of my wife. "Joyce, do you know anyone who could fix our stove?" Now who do you think we recommended?

The Lesson:

My Google search revealed WHO we could use for the repairs we needed. But my EXPERIENCE is what convicted us of who the real 'preferred provider' was. In the end, it's a cliche to say it, but "It IS The Experience, Stupid".

Talk is cheap. But ACTION . . . aligned with your values and focused on your customer or client or patient . . . is priceless! It's the best and most controllable way to differentiate yourself and your company in the mind of your prospects, clients and centers-of-influence. Use it!

Bill Doerr, CCO of SellMore Marketing, LLC is the creator of The Preferral Prospecting System™,
 The Expert Directory™, The Client Machine™ and The Ultimate Client Development System™. He is an Authorized Duct Tape Marketing Coach and a licensed facilitator of the Get Clients NOW! program. Bill uses these resources to 
help service providers generate more awareness in their marketing area, interest in their services, and revenues in their bank. You can reach Bill by phone at: 860-798-6964, online: www.sellmoremarketing.com by email: billd@sellmoremarketing.com or through the TNNW Blog: http://thenationalnetworker.blogspot.com
________________________________________________________

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SALES AND MARKETING: It's The Experience, Stupid!

SALES AND MARKETING: Marketing is About The Relationship

Sales and Marketing with Bill Doerr

Bill's section is brought to you by qAlias

Marketing is, fundamentally, a discipline about a relationship. A symbiotic relationship between you and your customer. A relationship between two people. One who creates a profit and one who creates an expense for your business. Each person is essential to what the other needs from the relationship. So why do we do things that compromise rather than realize the potential of our business relationships? I'll share some thoughts -- and useful questions -- on that very issue in this article.

My inspiration for this month's article is Bruce Temkin. I just read an outstanding special report he wrote on this topic. It's called: The 6 Laws of Customer Experience. My advice . . . download it, devour it, embrace it. It's good stuff!

His message is inanely simple, full of common sense and difficult to challenge. But his message appears to be forgotten or ignored by a growing number of business owners lately. That saddens me because no business exists unless its customers want it to exist.

In challenging times, we should each be doing everything we can to attract and retain customers. Nothing less. So here's my thinking on what Bruce shared in his report.

I'm using Bruce's article as a starting point, adding in some comments and questions of my own which I hope you find useful for building better relationships with your customers.

1. Every Interaction Creates a Personal Reaction

Years ago I recall Jan Carlson, President of SAS calling these 'Moments-of-Truth'. Whether it's the way you answer your phone or acknowledge a customer's contribution to your bottom line . . . every contact . . . matters. Every contact draws your customer closer to you or it pushes your customer further away from you. In the end, the quality of your relationship with your customer reflects the cumulative 'score' of all the interactions you have together.

Q:

Are you making your marketing truly personal for each customer and every touchpoint or moment-of-truth?

Q:

Are you segmenting your customers so you can tailor their experience with you and cement their loyalty to you, as well?

Q:

Financial metrics are good for your financial advisor but are you also measuring the experience that attracts and keeps relationships with customers alive and well?

Q:

Are your employees empowered and encouraged to manage the interactions with customers so they'll be happy to spend their money with your business?

2. People are Instinctively Self-Centered

Maybe 'centered' isn't an accurate connotation. Aware. Self-AWARE is better. But the more we focus on ourselves, the less we see others perspective. It works both ways!

Q:

Are you taking the time and trouble to see your customer's point-of-view as it reflects their experience with your business?

Q:

Have you identified each 'moment-of-truth' your customer has with your business and taken steps to ensure they will be positive rather than something less desirable?

Q:

If asked, would your customers say your business was organized primarily for your convenience or theirs? Is that what you want?

3. Customer Familiarity Breeds Alignment

It's a fact that Fred Reicheld (The Loyalty Effect) noted years ago -- the better you know your customer, the easier it is to respond to their needs and create experiences that attract new ones and retain old ones. Writers know that to write well they must write to a (single!) reader. Hopefully, one they truly understand. Ideally, your staff performs well with customers for the same reason.

Q:

Does your business adapt to produce the experience your customer wants or, are you asking your customer to adapt to you for your convenience?

Q:

Do you have a mechanism for routinely sharing with your employees what anyone is learning 'works' for your customers . . . i.e. the 'winning' experiences . . . so everyone can leverage the lessons and successes of anyone else in your company?

Q:

If your customer is ever unhappy, do you honestly understand your customer's position well enough to know if the conflict reflects a misalignment on your part or the customer's?

4. Unengaged Employees Don't Create Engaged Customers

My friend, JoAnna Brandi, President of JoAnna Brandi & Company teaches her clients that happy employees create happy customers. When your employees feel you respect and regard them, they feel good about themselves. When they feel good about themselves, they become your best ambassadors of goodwill. So the key to having happy customers is to make sure your employees are too . . . first!

Q:

Do you have a plan to train your employees to turn their moments-of-truth with a customer into a moment-of-majesty . . . consistently and conscientiously?

Q:

Are you making it easy for your employees to create a WOW experience at every touchpoint they have with a customer?

Q:

Are you keeping your employees aware of how your business and your customers are doing by one another? Are these lessons being shared so all can profit by them?

Q:

Do you have -- and use -- a system for measuring and rewarding customer experiences that make them happy to spend their time and money . . . with your business?

5. Employees Do What Is Measured, Incented and Celebrated

Performance . . . comes from two things: 'Can Do' and 'Want To'. Skill and motivation. If you want your performers to perform so your customer is thrilled it's YOUR responsibility to see that a 'great' performance is documented, communicated, trained, supervised and rewarded. If not, it won't happen as often as you like or as well as you want.

Q:

Does your employee training address what it takes to create an engaged customer?

Q:

Have you clearly communicated what your employee must do (and, how well!) to create an engaged customer for your business?

Q:

Are you creating, by your management, an environment that consistently recognizes, measures and rewards the kind of customer experience you want or, not?

6. You Can't Fake It

I love to say, "What you DO speaks so loudly I can't hear what you SAY". Both your customers and employees learn more from your behavior than anything else you do with them. Whatever you recognize and reward or ignore and tolerate is the message they're getting from you . . . every time. Good or bad, that is the way it goes!

Q:

When it comes to making your customer happy, what is your #1 priority or focus? If your front-line employees were surveyed, would they know it, too? Would they agree?

Q:

If poorly conceived and executed initiatives communicate you're not serious about something, do your employees have evidence that you're serious about success?

A Final Thought

There's a saying, "The same wind blows some ships east and others west. It's not the wind but the set of the sail that makes all the difference". Today's economy is like the wind. We can't control it. But we can choose to use it. The current economy is like a strong storm. It makes boats go farther and faster than normal. It also makes them get into trouble faster and easier! In this economy, some businesses will succeed and others fail. It's my hope that addressing the questions I've posed here will help you be one of the winners when this storm blows over.

Bill Doerr, CCO of SellMore Marketing, LLC is the creator of The Preferral Prospecting System™ and The Ultimate Client Development System™. He is an Authorized Duct Tape Marketing Coach and a licensed facilitator of Get Clients NOW!. Bill works with service providers to generate awareness, interest and response for their expertise. You can reach Bill by phone at: 860-798-6964, online at: www.sellmoremarketing.com, by email at: billd@sellmoremarketing.com or through the TNNW Blog: thenationalnetworker.blogspot.com

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Posted to THE NATIONAL NETWORKER. To subscribe for your free newsletter, go to www.TheNationalNetworker.com. For the complete National Networker Relationship Capital Toolkit and a free, continuous RSS feed (available either by traditional RSS or by direct email), go to: http://thenationalnetworkerweblog.blogspot.com. You are also invited to click our buttons:

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SALES AND MARKETING: Marketing is About The Relationship