Sounds so simple, yet I’m constantly amazed at how often young job seekers screw this up… Read on and be spared…
“Up to” – as in get up to 120% Blue Book value for your trade in. Which means: get anywhere from zero up to 120% of Blue Book value, but probably closer to zero.
“Every application will be accepted.” – Which means: we’ll accept your application, but reject your request for whatever it is you just applied for.
“No reasonable offer will be refused.” – Which means: your offer is not reasonable.
“We’re the leading provider of…” – Which means: no one can really define who leads in this category, so it might as well be us.
I know there are more. Can you think of a few?
For a B2B marketer in a fairly contained industry (e.g., higher education, publishing, etc.), utilizing broad-based marketing effectively can be a challenge. Attending the right trade shows, utilizing the right email lists and advertising via the best web and print publishers can ensure you’ll reach people within the industry. However, how do you know you’re reaching the right people within the industry: the people who can buy?
As VP, Marketing, at one of my former employers, I launched what I thought was a well-planned, well-executed “integrated” marketing campaign to drive our lead generation efforts among our target market. I combined email with webinars, trade show presentations/sponsorships and print ads that were well-aligned, consistent in tone, graphics and copy points. I delivered these messages through industry media (trade print and online publications), hitting every deadline and budget parameter. As a result we produced more than 2,400 leads in a six month period that represented a 300% increase over anything the organization had ever done before.
The campaign was a failure.
Yep. A failure. Why? Because, although we had generated great numbers in terms of response, we were reaching the WRONG people. Instead of reaching decision makers, influencers and budget owners, I reached tire-kickers with no authority to spend and little influence over the buying process. What made this even more frustrating is that these were the people I thought I wanted to reach. Big mistake.
The saving grace was that I had the analytical tools to discover this before a point of no return, before my budget ran out (bad) or the buying cycle ended (tragic). Through analysis, we discovered that there was a very limited group of decision makers who represented the real buying authority in our industry. The good news? We already knew who they were and how to reach them. The bad news: we were going about it all wrong.
Realizing this, we stopped nearly all our broad-based marketing efforts. Instead of trying to bring new companies into the fold, we turned our attention toward expanding sales or services to our existing clients. We began setting up targeted one-on-one meetings — “Summits,” we called them — with our top 30 current clients. The goal was to reach a broad audience within our existing customer base and introduce them to the many other services we offer.
Great idea, but we wondered: why would anyone take an obvious “sales” meeting like this? How would we get senior level decision makers to attend and listen? We came up with a hook. We did not aim to sell something. Instead we promised to SHOW them something. That “something” was a preview of the solutions we were in the process of developing that represented potential solutions to the toughest, most prevalent problems in the industry. We offered a peek behind the curtain before we formally shop it out to the industry (i.e., your competitors). We did this for each of our top 30 clients in a way that matched the issues we knew were critical to each of their businesses.
Out of 30 clients, only one refused to set up the meeting. In some cases we had two to three senior executives representing a couple of business units. In other cases, we had 25 decision makers in the room. What resulted was an influx of opportunities from various contacts whom we had never met within our current client organizations.
In fact, the summits were so successful they ultimately represented one-third of our total qualified opportunity volume for the year. The only real out-of-pocket expense was travel.
So, when developing a Summit or Symposium based initiative, consider these steps:
- Identify a targeted list of current clients and prospects with whom you have strong relationships. This will increase your chances of getting the attention of a broad range of decision makers across the organization
- Give them a reason to attend. Clearly identify a value for their time based on their specific challenges and needs. Offer to teach them something. Don’t make it an obvious sales event.
- Make sure at least one person from your company travels to their site for the meeting. It’s OK to have others attend virtually
- Be prepared for the conversation to veer off course. That’s a good sign. It means you’ve hit a nerve and an opportunity to learn something is imminent.
- Have a clear follow up plan in place for everyone in the room. Everyone in that room is a decision maker. Follow up with each of them. They want to hear from you. Schedule one-on-one time within a week of the meeting.
Cut through the wasted effort of marketing to large numbers of industry contacts who can’t buy anything. Think about how to replace some of the broad-based marketing efforts you’re executing in favor of highly targeted one-on-one meetings with people who can buy.
Love me some rock n roll business lessons…
What do you call someone who pays $300 to watch a bunch of old men prance around the Air Canada Centre? Well this is a trick question. If you said a Toronto Maple Leafs fan, you would be right — most of the time. But this is the post-season, and that is a Maple Leafs-free zone.
In this instance, the person watching septuagenarians waving their tushies would be a Rolling Stones fan.
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It’s Father’s Day and I miss my dad. I always miss my dad, but today seams different. Not just because Father’s Day is approaching. I think it’s because this year has been a challenging one, and as I went through these challenges, I found myself seeking guidance from my dad more frequently than at any other time since he died eight years ago.
My father was the ultimate pillar of strength: a holocaust survivor, a concentration camp escapee, a one-dollar-in-his-pocket immigrant, a business owner, a self-made man with a fourth-grade education, a proud member of the greatest generation.
From my father I acquired a legendary lack of patience; a love of all things made with meat and a prevailing sense that everyone around me needed to prove their value before I offered anything in return.
The one characteristic I didn’t receive was his overwhelming strength of conviction in everything he did. He was uncompromising in terms of his principles.
He never, ever backed down when it came to defending his family (these stories are legendary in my household. Comment if you want to hear a few. I’ll be glad to share).
He refused to back down from the Nazi’s (more legendary stories available),
He never compromised when it came to his business decisions (just plain crazy stories on this topic). His commitment to his business and his customers fostered a 35-year small business success story.
I consistently ask myself why I can’t maintain my own convictions in this way. Why must I negotiate with myself when it comes to standing up for what I believe is right? Why am I willing to be swayed by others’ arguments. Why can’t I live with the notion that I might disappoint someone in the short term in order to achieve long term success?
Is it a generational thing? Is it an experiential thing? Or is it just me?