Tag: recommendations

Categories
Engagement Marketing

No Time for a Strategic Marketing Plan? Think Again!

It’s a common lament among many marketers today – their work is more reactive than proactive. While they acknowledge the need for formal marketing planning, they’re overwhelmed and pressed for time dealing with customers, co-workers, information overload and other work demands.

So they wrestle with whatever marketing projections and data are needed to compile an annual plan and budget as required by those in the C-suite. Then it’s back to business-as-usual. For organizations that just keep on keeping on, how can they tell if they’re making any real progress?

“The truth is that in a time when we could change everything, we’re running without clarity of direction or vision.”‘ Brian Solis

It’s a serious concern for marketers because our function is so visible and the people that deliver the brand promise – our employees – need to know where we’re headed in the marketplace. When employees don’t know and understand our marketing goals and what’s expected of them in achieving those goals, they’re more likely to disengage. (So much for nurturing employees as brand ambassadors!)

Not having the time to plan is just part of the excuse. The sad truth is the planning process is still perceived as a tedious one that many marketers don’t want to make time for. They understand the value of creating a plan, yet dread participating in the process.

But it doesn’t have to be that way! I’ve seen first-hand people actually enjoy the planning experience. What I’ve found that works is bringing marketing and other critical staff together for the sole purpose of exploring and developing marketing strategy in a limited time frame (ranging from a half to a full day). Whether the planning session is held in an on-site conference room or off-site venue, it’s important to create a sense of “safe space” where participants will respectfully listen to and share their ideas with each other. Food and beverages including, but not limited to, caffeine and sugar (i.e., fresh fruit and healthy snacks in addition to candy and/or cookies) are also needed to fuel the planning process.

Strategic marketing planning’s true value is in setting a clear direction and marshaling the required resources to get there. It also enables marketing and other key staff to step back from the daily grind to engage in strategic thinking for/about the organization — a process that  leaves them feeling re-focused and re-energized. A refreshing change from working reactively!

Note: I’ll share what’s needed for a successful marketing planning session in my next post.

Categories
Engagement Training & Development

When I Grow Up, I Want to Be a Facilitator

Trust me, I never said that to my parents and teachers. But that’s what’s happened as my career evolved, and I’ve spent most of my 25 years with Quality Service Marketing developing and refining my skills as a facilitator.

What is facilitation?
“It’s a powerful way of working that gives everyone a chance to be an active part of the decision making process,” according to the International Association of Facilitators (IAF). It’s used in planning, problem-solving, creative thinking, input/feedback sessions, and other types of collaborative meetings. In my experience, facilitation involves establishing a base of mutual understanding … exploring possibilities and opportunities … communicating concerns … sharing and building ideas … setting clear direction and goals … and agreeing on next steps and responsibilities, including actions and follow up measures.

It’s about discovery
My role as facilitator is to guide the process of discovery that enables participants to determine where they want/need to go and what they need/want to do to get there. I start by learning as much about the group’s situation and culture as possible so I can develop the key questions and activities needed to effectively engage all participants in a comfortable, non-threatening environment. Then I get to serve in a dual, somewhat contradictory role: guiding the group in its discussions to keep on track and maintain focus, while also stepping back for those times when the group goes off in a different direction that’s critical to the discussion at hand.

The process is fascinating as I never quite know what the outcome will be, and I tell clients this upfront. For example, at one organization’s strategic planning retreat, board member discussion raised more issues than answers that needed to be explored further. With the group’s consensus, we suspended the strategic planning portion of the retreat, and the board then focused on identifying the critical topics that needed to be addressed before continuing strategic planning.

As a facilitator, I’ve also discovered many insights into group behavior, communication, and collaboration.

It’s about asking the right questions
Although they may not realize it, most of my clients intuitively know what they need to do in planning, problem-solving, idea-gathering or ideation. So my primary role as facilitator is to objectively ask the questions that enable them to discover and articulate the answers they need. The type of facilitation I prefer to use is Solutions-Focus, a positive approach to generating change that builds on what is possible rather than trying to fix what is problematic. (Special thanks to my colleague and solutions-focus mentor, Alan Kay, for introducing me to this approach many years ago.)

It’s International Facilitation Week
I’m proud to be an IAF member and celebrate International Facilitation Week the third week in October. I’ll share some of my favorite resources for facilitators in my next post.

IAF_Logo_IFW2015_RGB

Categories
Customer service Engagement Marketing

Celebrate National Customer Service Week: “United Through Service”

Customers. Every business needs them. Every business loves them … or tries to love them. Let’s be honest, from the customer’s perspective, some companies aren’t as customer-focused as they purport to be.

In recognition of all employees who strive to provide positive customer experiences, we honor National Customer Service Week. And I see it applying to ALL employees involved in customer service  – those engaged in workplace cultures where customers are truly valued plus those who manage to successfully serve customers despite a culture where customer-focus is just lip service.

This special week-long observance was initiated by the Institute of Customer Service Association (ICSA) nearly 30 years ago to raise awareness of the importance of customer service and acknowledge those who provide it. “United through Service.” is this year’s theme that reflects the special bonding between customers and companies. It provides a wonderful opportunity to engage employees with appreciation, team-building, morale-boosting and fun activities.

And it’s not too late to observe National Customer Service Week:

  • Employers – acknowledge everyone in your organization who does a great job taking care of customers.
  • Employees – acknowledge co-workers who do a great job taking care of you and fellow employees as internal customers.
  • Customers – acknowledge those employees who take do a great job of taking care of you; i.e, in addition to continuing to do business with them, let them know you appreciate their efforts.

Regardless of your status with an organization, you can be creative with your acknowledgment, but you don’t need to be extravagant about it. A simple and sincere “thank you for all you do” is a great way to show your appreciation … this week and all year long.

 

Categories
Marketing

Marketing Tips for B2B Telemarketers

I know, I know … caller ID and voice mail make it difficult to actually reach prospects these days. If you want to be more effective in reaching potential buyers, here are several suggestions based on my experience as a marketer and consumer.

  • Know your prospect. “I’d like to talk to the person who manages your credit card processing … distribution services …. sales software … ” I’m amazed at how many calls I get from B2B telemarketers offering products and services that I don’t use. Before calling, do your homework to learn if the prospect is even a viable candidate for what you offer.
  • Identify your company. “Unknown name” and 800-type numbers on caller ID guarantee most people won’t pick up the call.
  • Forget robo-calls. On hearing an automated message, I’ll immediately hang up. Why should I listen to you if you can’t have a real person talk to me? Similarly, I’ll instantly delete any voice mail message from an automated call.
  • Dare to be different. If you want to get the attention of qualified prospects, use direct mail. If it’s a well done, targeted piece, they’re more likely to read it. You can also be creative without going to a lot of major expense, depending on the size of your qualified list. For example, if you can’t afford to send customized wrapped candy with your company logo, you can use popular candy such as PayDay®, a $100 Grand® bar, or Good & Plenty® to send to qualified prospects. [Notice a theme  here?] I know a saleswoman who scouts dollar-type stores to find appropriate novelty items to send to potential customers.

Listen Up!
My beef isn’t with B2B telemarketers who strategically and respectfully reach out to qualified prospects. My frustration is with those telemarketers who persist with untargeted, anonymous and/or annoying automated calls. It’s time to wake up, listen up, and consider how much more effective you’d be if you follow at least the first three tips or revisit Sales 101 principles. It’s not complicated: useless telemarketing calls are wasted sales calls!

 

 

Categories
Engagement

Employee Turnover Revisited

The economy has changed significantly since the 2008 publication of Leigh Branham’s book, The Seven Hidden Reasons Employees Leave. Enough so that Branham wrote a second edition of his book based on new data collected from employee exit surveys.

Branham states upfront that the reasons given by employees for leaving their jobs are “fundamentally the same.” What has changed are the implications from the data. For example:

  • Employees are “five times more likely to leave a job because of an internal issue than in response to an outside opportunity …”
  • Since employees don’t just leave for better opportunities (although that’s what they’ll tell the company because it’s easier), most employee turnover is avoidable and potentially preventable.
  • Employees may leave their immediate managers, but they also cite lack of trust in senior leaders as a key reason for disengaging.

Dissatisfaction with pay is cause for some turnover, but more as an emotional issue related to salary fairness than with the actual amount of the salary itself. Branham explains that employees “are bothered by inequity – knowing that they make less than others who are no more qualified, or even less qualified than they are. They feel the injustice of getting the same pay raises as those who have contributed far less to the organization than they have … It all adds up to feeling  ‘less than.’”

If you care about employee retention

This book will help you better understand why employees leave and what you can do about it. Branham shows how to recognize the warning signs that employees are getting ready to exit and shares examples of what employer-of-choice organizations do to minimize turnover. Given employees share responsibility for their own engagement, he also offers suggestions employees can consider before they leave as a last resort.

The Seven Hidden Reasons Employees Leave provides research-based evidence that:

“Most of the reasons employees disengage and leave are consistent, predictable, and avoidable, if the employers have the desire to retain and are willing to invest the time to take preventive or corrective actions.” – Leigh Branham

I strongly recommend Branham’s updated book for managers and business owners who need to address employee retention for a better bottom line.