Here’s this week’s “Ask Mike” question:
Q: Do you have any recommendations for marketing services to service companies? I am often in a position of trying to address the client’s needs but not getting to meet the ultimate client—I feel at the mercy of a client with whom I don’t have contact.
A: This has nothing to do with marketing services to service companies. You could be marketing products to product companies. You could be marketing antimatter at a Star Trek convention. Whatever you’re selling, you have to get to the ultimate client, that special person we usually call the decision maker.
Decision makers are in the position of decision making because they are leaders in an organization. They’re trying to solve problems and they’re trying to build a better future. They have many different priorities and are trying to focus on the greatest impact, and the greatest return challenges to tackle. So they’re not avoiding you! You’re just not getting through to them. Or when a support staff gets your message to them, they say “You handle it. Doesn’t seem like it’s something I need to put on my radar screen.”
My advice in this case:
1. Keep trying to get on their radar screens. Email them. Call them. Send them letters.
2. Appeal to their need and the impact your service will have. They’re looking to spend their time on conversations and avenues that will make a difference. If it’s important enough, they’ll pay attention. If it’s not important enough, perhaps you should sell something else.
3. Perhaps it’s important enough, but your message or communication vehicles don’t convey how important it is. I’d suggest you get professional help getting the message across.
4. Don’t settle for being sent down the food chain. Don’t let yourself be relegated to levels below those that can influence, or directly purchase, your services.
5. Build your brand in the market. Sure, this is a long-term, heavy-investment, high-energy, high-commitment activity. But those that do it succeed, and those that don’t always fight the “best kept secret” battle in the marketplace. That’s usually no fun.
Leading Globally Distributed Teams
If you’re like most executives you manage a global team. But what’s the secret of running a team that cuts across time zones, cultures, and languages? How do you create a strong culture that balances centralized control with distributed authority? What metrics drive the right behaviors and business outcomes when you can’t see your team on a daily basis?
I had a great lunch with my friend, Suresh Balasubramanian, who is a director in charge of a sales/field marketing team in a very large software company. He built a good sized team that spans 13 time zones. Listen in on our lunch conversation and I think you’ll find it both entertaining (see his funny story at the end) and highly informative.
Could you tell us a little bit about your role and what your team does?
I work in the worldwide field operations group of this large global software company and we are in charge of operating primarily in the emerging markets and look at new ways to generate demand and acquiring legitimate customers.
You mentioned high scores in an internal survey for team performance and manager effectiveness; can you tell us more about that?
Yes, we conduct annual surveys within the company to measure and sustain a high level of team effectiveness; we also take the opportunity to ensure the team gets to voice their opinion on manager effectiveness among other topics. In the recently conducted survey, my team “ranked” much higher on most dimensions of performance and effectiveness compared to our peer groups and the company as a whole. This is a key indicator of a highly motivated and high performance team. This is especially noteworthy since the team I manage is geographically and culturally diverse spanning over 13 time zones with NO two team members in the same office location
How did you create a culture that spans your highly distributed, global team?
From the very beginning when I got to this company, I knew that it was really important to have a common mission/vision a strong set of “values” that the team can get behind. We spent a lot of time discussing this and developing a core set of values and a mission statement. This exercise helped out quite a bit in developing a culture that focused on performance, success and recognition. The team naturally embraced these values as they are to some extent “universal”. I believe by doing this early on and communicating and demonstrating this as we operated and grew as a team it became a critical part of our success.
What were the important metrics that you use for your “dashboard” on generating sales and demand?
Given this was a highly distributed team, developing some key performance metrics was critical to our success. We created a set of 10-15 metrics that could be set and measured every quarter to ensure that optimal level of performance. By standardizing on a set of metrics for the entire team, it was also easy to compare regions and groups to detect over/under performance and take appropriate action. The metrics were both quantitative like revenue and also qualitative where it measured things like response ratios and press impressions for campaigns.
What are the do’s and don’ts that you’d pass on to executives who run a distributed, global team?
Do’s
• Do take the time to develop a clear mission/vision/charter and communicate this constantly to the team (and the external stakeholders the team interacts with)
• Do recognize the strong cultural differences that influence interpersonal behavior that will affect how you interact with members of your team across NA, EMEA, APAC and Japan. As a manager of such a diverse team you have to “flex” your working style to get the best out of your team.
• Do ensure you have a way to continuously monitor and collect information on key performance metrics. Especially with a global team, it is hard to do “last minute” things.
• Do take the time to use visuals as much as possible when communicating with a global team. Remember English is not their first language and visual communication goes a long way in ensuring clarity
Don’ts
• Don’t drop action items/deliverables on the team “last minute” and remember “last minute” for a global team is Friday morning Pacific Time
• Don’t assume emails are “processed” the same across the world. Some cultures like North America are an email happy culture and most people are on email and will respond right away. Same is not true for other cultures say like Chinese or Japanese, email is treated very differently there and response times/styles vary a lot
• Don’t take silence as “consent” especially when dealing with cultures where “speaking out” is not encouraged
• Minimize the use of “idiomatic” expressions in your meetings and presentations. Even something like “hitting the ball out of the park” or “carrot & stick” doesn’t always translate well outside North America!
You coined the term “asynchronous management” over our lunch. What does this mean and why is this important?
This concept of Asynchronous Management ™ started developing in my management style as the team scaled up and we reached a critical mass where there were managers in every manager time zone and region. Each manager had to operate within the parameters on that particular region’s go-to-market but at the same time they were part of this global team with global responsibilities and deliverables. Budget Data / Performance metrics and activity level information was needed from the entire team often at a moment’s notice (when I needed these back at HQ). By developing an interactive online dashboard and instilling a sense of discipline and routine within the team, we got to a point where each team member would update all their data/information during their business hours, yet the information was available to me (real-time) when I needed it. I did not have to “ping” the team last minute to get up to date information. This is the essence of Asynchronous Management™ where you have a global distributed team working on their own schedules/deadlines, yet through technology, business process and general discipline the team is able to present up to date data/information when called upon. This is extremely important in a fast moving field organization where decisions around budget and results are needed instantly. By utilizing this concept I have increased the effectiveness and efficiency of the team tremendously over the last 2 years.
How do you balance centralized control/direction with distributed authority?
Early on in the “forming” part of the team culture, it is critical establish the things that can be developed and executed at the local level and things that need approvals from HQ (myself). Getting to agreement on this helped in rolling out a planning process that balanced the local / regional needs against overall budget / revenue impacting decisions that were handled globally. Actual programs, content and execution took on a regional flavor and had a high degree of integration with our go-to-market activities, whereas budgeting decisions and revenue targets where done globally which ensured that in a given quarter the targets where set with the overall team goals in mind and budget decisions had enough flexibility to assign “optimal” budgets to the regional teams.
What is a memorable story that comes to mind when you think of the organization you built over the last 2.5 years?
My most memorable story will have to be one around the use of idiomatic expressions. I was going over a strategy slide with the entire team and talked about the “carrot & stick” approach. Very quickly I realized that I had lost a good portion of my team as they didn’t understand this expression and some of them did not want to speak up to ask me what this meant! Finally my manager from Germany said “ I don’t understand this , what does this mean?” Then I gave him the whole horse, carrot & stick story and he was still confused! He said “why would you beat the horse?” why feed it carrots, why not give it beer? I can still remember the laughter and if I had been able to see his face, perhaps his confused expression! ;-)
Copyright © of Aventi Group 2009. Asynchronous Management ™ as applied in the organization context is a trademark that belongs to Suresh Balasubramanian.
September 22, 2009
Are You Afraid of Facebook and Other Social Networks?
Apparently, if you are a manager, the answer is yes.
If you're someone updating your status and telling people your home will be unoccupied (and ripe for a burglery) the answer is no.
Two studies were recently released and I find the results ironic.
We're afraid
Though 70% of US marketing, management and HR executives say they plan to increase social-media use at their companies, more than 80% say they are concerned about the risks, and many do not have policies or training in place to avert reputation mishaps or lost productivity, according to a study by Russell Herder and Ethos Business Law.
The graph shows that we're at the "I'm afraid but don't know what to do stage." Further proof that most business leaders are still in the dark when it comes to social media. They have heard enough to suggest they should be afraid, but they don't know how to create policies or educate their employees.
Look at the opportunity this presents. Are you in a position to help your company think through a smart, rational social media policy? Could you offer to do some SM 101 training for not only your co-workers but your senior management team as well?
Seems like a way to contribute and get noticed for doing so.
On the other hand....
We're not afraid
As we blithely tell people we're headed out for dinner or that two week vacation to Maui, we assume that everyone who is seeing that update is a "friend."
The truth is...we're giving away vital information about ourselves and our whereabouts that is potentially being used by professional burglars to establish a list of targets, according to a new report from UK insurer Legal & General.
“The Digital Criminal” report, which was prepared with assistance from reformed burglar Michael Fraser, found that nearly 38% of users of sites such as Facebook and Twitter have posted status updates detailing their holiday plans and one-third (33%) have posted status updates saying that they are away for the weekend.
The study goes on to say that certain types of "updaters" are more likely targets. Are you a “Chatterbox,” “Loner,” or “Holiday Snapper?”
The Digital Criminal report (pdf) is available free for download. It details the personality types that burglars will target online, offers advice on the type of information that is potentially valuable to a burglar, and provides tips to social media network users to help safeguard privacy.
It seems to me that when we should be cautious and concerned, we're not. And when we let ignorance cloud our opinions, we are overly so.
More reminders that this brave new frontier is in its infancy.
Your Last Words Matter: What’s Your Call to Action?
When it comes to white papers, the last thing you write is just as important as the first.
The very last line of text in any white paper should be a call to action. The call to action is really a specific instruction to your reader. If you’re conjuring up images of a video of grandpa leaving instructions on how to divvy up his estate, you’ve got the idea.
With a white paper, you similarly need to include a very clear instruction at the end. If you skip this step, you are leaving readers with no clear direction. The result: They will move on.
The core of your white paper should always be sandwiched between a compelling title and an actionable last request. The title encourages readers to stop what they are doing and read your masterpiece. Similarly, the call to action entices those same readers to take a very specific action.
Why the Call to Action Matters
In 1960, a researcher named Howard Leventhal proved that the last thing you say in writing has a BIG impact.
The story involves tetanus shots and Yale students.
The students were given compelling written materials-some graphical. The goal was to convince them of the importance of getting a tetanus shot.
HOWEVER, only 3 percent acted and got the shot.
Perplexed, Leventhal decided to run a second study and added the following to the end of his materials:
- A map of the school
- A circle around the facility providing the shot
- The hours when shots were administered
Fast Forward to Today
Calls to action occur in traditional advertising all the time. Think of “Come in for a free test drive” or “The first 10 callers receive a free paring knife.”
When it comes to white papers, you can develop action requests around the following:
- Purchasing a product
- Registering for a newsletter
- Scheduling an appointment
- Visiting a website
- Calling a sales representative
- Offering access to special content
- Providing a coupon or discount
Take-home message: A clear call to action at the end of a white paper or any persuasive document WILL increase the likelihood readers will act.
September 21, 2009
Thoughts on What IS and ISN’T Lead Nurturing
While chatting with a client recently, she told me that she had just met with her third new boss this year to explain the company’s new lead nurturing process.
The problem was that her boss felt their current integrated marketing campaigns qualified as lead nurturing. We discussed the challenges of communicating what IS and ISN’T lead nurturing.
A lot of marketers say they are “nurturing” their prospects when in reality all they are doing is sending out nice brochures or marketing copy focused on product releases or company announcements.
Look up the definition of “nurture.” Here’s what a quick search of the web will tell you: foster, help develop, or help grow; the act of nourishing or nursing; tender care; education; training; that which nourishes; food; diet; sustenance; the environmental influences that contribute to the development of an individual.
Starting to get my point? Pretty, well-designed fluff is not going to “feed” your prospects. Creating a nice lay-out and clarifying your value statement isn’t going to contribute to the development of your client or your relationship with them.
Don’t just take my word for it. Recently ClickInsights asked six B2B Marketing experts – including myself - what the biggest mistakes in B2B content marketing were. All of our answers differed, but each of us agreed that content focusing more on the consumer and less on the company is far more effective.
Let me break it down even further by giving a few examples of What IS and What ISN’T Leading Nurturing:
Is NOT Lead Nurturing: Sending the same tired company case study over and over again to your list.
What IS Lead Nurturing: Sending a very targeted email that includes content based on the recipient’s role in the company. Sending content based on timing or interest or industry. Sending content based on a previous conversation. Answering a question or offering more information. Sending information that is relevant to their problem.
Is NOT Lead Nurturing: Calling leads that are in the early stages of the buying process every month just to “touch base.” Calling to basically ask if they are ready to buy yet.
What IS Lead Nurturing: Making calls based on touch point data that adds value to the interaction. Having a valid business reason and goal in mind for each call.
Is NOT Lead Nurturing: Offering brochures and white papers that in essence just pitch your product or service.
What IS Lead Nurturing: Sharing content that's relevant and valuable even if they never buy from you. Giving them information that sticks with them. Giving them information that helps them grow as an individual or company.
Your audience is more savvy than ever. They are also more hungry than ever for some real sustenance. Take advantage of that. Content that IS lead nurturing, will render more qualified leads and more sales opportunities. Content that IS lead nurturing will create a sales pipeline that is more viable and predictable and, ultimately, more profitable.
Think about: when’s the last time you received a marketing email that you actually benefited from? Feel free to share it with me. I think most of us are “hungry” for some real lead nurturing.
Related article:
Lead Nurturing is Walking the Buying Path with Your Customers
Hiring for Social Media Positions
It’s no secret that many brands are embracing social media. From international heavyweights like Ford and Coca-Cola to local ice cream shops, everyone is trying to figure out “how to get social media done.” In several client meetings recently, the discussion has turned to the subject of staffing up for social media and to then training those staff to ensure that they do “the right things right” in the social media space and flawlessly perform the role of “brand steward”.
There are a few questions you should ask as you’re considering the social media staffing issue.
Should I hire or outsource?
I’m biased here, but I’ll tell you from experience that the most successful social media work that I’ve seen involves social media personnel inside of an organization. Yes, you need to have some who gets your company, culture and (deeply) understands the market(s) you serve and the industry you’re in. A true steward of the brand (a phrase I use daily to describe those who work in the social media space on behalf of their company) should be embedded in the company. (caveat: A contract social media person can be embedded as well…but they need to really “get you” in order to work out). If you want some more ammo for this discussion, check out Beth Harte’s 25 Signs You’ve Got a Strong SM Consultant or Agency.
What role should I absolutely hire for?
If you’re really serious about social & digital media, one of the most popular roles that brands hire first is that of “community manager”. Basically, the community manager is the brand steward within the community of customers, prospects and partners that you serve.
What qualifications should they have?
I could write a laundry list of which qualifications one should have to do social media for your brand, but at the end of the day, there are a few non-negotiable things that I’m stuck on.
- Community managers should be advocates, ambassadors and stewards of the brand in one – This is a delicate balance, but they are first, and foremost, representatives of the company but they must understand and communicate well with the community they serve.
- Community managers must be able to communicate in writing, video, audio, 140 characters and in any other mode that’s social media ready – A good sense for good copy, proper etiquette & tact and a generally approachable nature are essential.
- Believes in the core “social media ethic” which is to always ask “how can my company be useful, relevant and helpful to the community we serve?” – A sharing, caring & “ready to educate” mentality is the hallmark of a good social media community manager.
- Loves what they do and loves people! – Great community managers love people, love helping out and love technology and communication. They will be as adept behind a Twitter handle as they will be out at a trade show catching video from community members.
What if I can’t hire anyone?
That’s a great question, and you have a couple of options. First, you can “do” social media in less than 20 minutes a day if you have a defined process. That way there’s no capital investment, only your time (which can be worth quite a lot, so choose your channels wisely). You can also hire in help. While I don’t advocate that brands “outsource social media” wholesale, a growing number of businesses are embracing social media by hiring part-time employees or contract social media folks to operate Twitter, Facebook and similar sites on their behalf. Some companies, like Garrett Popcorn, have hired people to tweet for them. In their case, they hired Alecia Dantico, a doctoral student in communications. If you’re going to go it alone, then your readiness comes into question. Here are a few questions to ask, compliments of David Armano, that I feel you should take pretty seriously:
- Do you have a passionate and dedicated team who will obsess over your efforts?
- Are you trying to provide value or “quick hits”?
- Are you willing to engage your customers/consumers?
- Are you willing to empower your employees/agencies to represent you?
- Are you willing to risk failure?
At the end of the day, I believe that organizations that take social media seriously will either dedicate staff, or a portion of their time to the discipline, or hire in professionals to help out with social media. I’ve advised a number of brands to hire community managers and interns to help out with the process with great success.
Have questions about social media professionals? Need help staffing up for social media? Drop me a line. I can help.
Resources:
http://dailygleaner.canadaeast.com/rss/article/789304
http://www.chrisbrogan.com/on-managing-a-community/
http://www.theharteofmarketing.com/2009/01/25-signs-youve-got-a-strong-sm-consultant-or-agency.html
http://darmano.typepad.com/logic_emotion/2008/12/social-medias-ferarri-has-flat-tires.html
September 09, 2009
It’s That Target Market Again….
Lately I've been advising a couple of different companies who are either introducing a new product or contemplating a new market.
Invariably the question comes up how should we think about which markets to enter.
Simple answer: wherever you can maximize your opportunity! Well not so simple really, when you start thinking about it.
Arriving at the answer takes some -
• research: investigate, research, and think through who are your ideal users, how they (will) buy and who they are, how to reach them
• analysis: what are the criteria for evaluating each segment, vertical, market -- and what constitutes are market in the first place? -- and
• discipline: yes we want to go after all the big opportunities out there but we can't possibly do it all; so we have strategically determine and go after the ones where we can maximize our win.
Needless to say this is a critical, intensive and thoughtful exercise when done right. But meanwhile I wanted to share a set of very simple (perhaps simplistic?) and over-arching set of criteria I use in conducting this analysis. Hope you find it useful. And please write and tell me what you think!
