The Basics

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I find that as we learn more and more about something – a task, a subject, a person – we tend to gloss over and eventually ignore The Basics.  We think we know everything about whatever or whomever, and jump right over the foundational things that got us to where we are now.  We start to run, without bothering to walk.

Starting to learn karate at age 36 was a real eye-opener.  I watched other people in the dojo, some who’d started before me, and others who’d come after.  I noticed that most people, regardless of their age, wanted to just plow ahead and learn the next technique, the next form (kata).  I felt like I didn’t fit in, because I felt I was being pushed along too quickly.  I knew there were deeper meanings about what I’d already been taught that I wasn’t being given the time to learn.

I’d never been on a learning spiral before, and it amazed me to see that the simple building blocks fit together and made up the more advanced techniques I was learning.  (I was one of those people whose natural learning process was self-directed, and made a steep – almost vertical – climb, until I hit something I didn’t intuitively understand.  Then I dropped that subject and went on to the next.)  Coming back around to something I’d already studied, this time from a higher level of experience, brought me a lot of knowledge and insight I could not have gotten the first time around.

It was when I started to teach karate that I began to appreciate The Basics.  Not just the basics of karate, but of anything.  Everything.  That’s when I decided I would offer internships at Agile’.  I began to see that anything which wasn’t built on a solid foundation was often useless.  Worse, it could be damaging to the person doing them.

Too often I see long-time marketers rushing in to deep, convoluted campaigns without making sure The Basics are in place.  And their clients, not knowing any better, simply pay the bills and think, “This is costing me an arm and a leg – it must be worth it!”  When the campaigns fall flat, when the new customers fail to arrive carrying armloads of cash, it’s the economy’s fault, or the media’s fault, or Joe in the mailroom.  It’s never the marketer, and never the customer.

When I’m hired by a client, I’m expected to be able to perform my job.  That’s why I’ve been hired; the client is an expert at what they do, and I’m an expert at marketing.  They don’t want to know what I know, they want me to reach into my black box of tricks and perform a miracle or three.

I do that better and more often than others, because I know and can apply The Basics.

Karate-do

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Karate-do – the way of empty hand self defense.  I teach and train traditional Okinawan Goju-ryu (hard/soft style) karate-do.

Do means “way” or “path.”  A dojo is “the place to learn the path.”  Karate is a word made from two kanji – “kara” which means “empty” and “te” which means “hand.”

I teach and train at CNY Karate and Kobudo in East Syracuse, NY.  I hold the rank of nidan (2nd degree black belt) awarded through Seibukai (“Pure Heart Association”) Goju-ryu Karate-do International of Okinawa City, Japan, and presented to me by Sensei Marvin Labbate.

Being recognized as an expert

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Most entrepreneurs are experts at whatever they’ve chosen to do.  I mean, why choose to be in a business you know nothing about?  Even if you go in knowing nothing, after performing every task in your business from low to high, you become an expert by default.

But what’s a recognized expert, and how can being one help your business boom?

Well, think about it this way.  How many times have you given free advice to friends, family and customers?  How many times do they actually follow that advice?  An expert doesn’t dole out the goodies – people seek them out, and pay a premium price for the wisdom that falls from their lips.  Some even actually follow the advice after paying for it.

A recognized expert has things about them that let people know they’re an expert at what they’re doing.  Experts write books, get interviewed in the media, and charge ridiculous prices for their products and services.  Prospective clients find it hard to get hold of experts.  Most importantly, a recognized expert is, well. . . recognized.  Someone else says they’re an expert.

Advanced degrees, awards, and certificates from outside organizations are all good indicators that the person is a recognized expert.  Books are still a sort of status symbol because the person seeing it can only imagine having the time to write their own book.  And it’s still presumed (although usually not correctly these days, with self-publishing and vanity publishing houses enjoying a strong upswing) that the book made it through a long and arduous editing process, where it could have been killed at any moment.

In short, a recognized expert is surrounded by the trappings of being a recognized expert.

An expert can promote their expertise easier.  They are sought out as someone outstanding in their field.  Recognized experts can afford to charge very high prices, and turn away time wasters.  They have time to put out mass-education products (books, seminars, etc.) and pick and choose their inner circle of high paying clients.

Most importantly, recognized experts no longer have to sell their products and services.  By dint of their “celebrity” status, people line up to buy because they want to.  They have been pre-sold by word-of-mouth from the expert’s fans, and by the expert’s appearances in editorial media.

This, in short, is what Agile’ does for it’s clients.  Dispensing with the warm and fuzzy explanation, we are kingmakers.  We put our clients in the position of being the go-to person in their industry or niche.

Where’s the brand?

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I pick 100 people off the street and ask them their impressions of – their thoughts and feelings about, and experiences with – a famous fast food restaurant.

That set of impressions is the brand for that restaurant.  So yes, that restaurant has approximately 100 brands for every 100 people.

A brand is not a logo, or a slogan, or an animated cartoon animal.  It resides only in the minds of customers, potential customers, peers, rivals and employees.  It is not in the mind of the people in charge.  What’s in their mind is how they want all those other people to feel when their company name is mentioned, or their logo is seen.

Think about it this way.  I mention having seen our Uncle Bernie.  In your mind, you see a slightly drunk, unshaven guy of about 65.  You think of him as the guy who ruined your 13th birthday party, someone who yelled at your mother and made her cry.  Meanwhile, I’m thinking of the well-dressed, clean cut older gentleman who likes to cook for his adoring wife.  We’re both thinking about the same person, but our perceptions – the thoughts we think when we hear “Uncle Bernie”- are totally different.  Uncle Bernie has at least two different “brands.”

When people talk about “branding their company,” what they really mean to say is they are attempting to influence the perception of their business in the minds of current and potential customers.

For a more detailed exploration, see my article Commodity Vs Brand.

TORTHASBITTAP

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People decide to get a booth for their business at trade or business shows for several reasons.  They decide it’s a good place to show off new product, or to make industry contacts.

Sometimes, they decide that the show is being held in a location they’ve always wanted to visit (Vegas!) and they can write off the expense.

The most common reason I’ve heard over the years is that their competition is doing it, so that person needs to have a booth at the show, too.

I have one rule for trade and business shows, and I know I sound like the obnoxious SOB I am, because when my clients try to tell me their reasons for going to the show this year, I repeat the acronym above louder and louder.  I talk over them until they get the idea and go quiet.  It’s pronounced exactly the way it’s spelled.

TORTHASBITTAP.  Remember it.

The Only Reason To Have A Show Booth Is To Turn A Profit.

All other “reasons” are excuses. If you don’t have a process in place to turn a profit, don’t go.

Trippin’

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Many of my clients come to me with preconceived notions about who they are and what their customers are looking for.  Sometimes they’re on the money, but that’s beside the point.  Being rigid and inflexible about being found on the ‘net can lead to a severe lack of business.

Say your pipes break at 3 AM.  Going old school, you grab the phone book, turn to those pages of a certain color, and look up Plumbers.  In this particular medium, everyone has agreed that the publisher will sort the listings for you, and they’ve all decided (randomly?) to sort in ascending alphabetical order.  So “A-Plus Plumbing” is listed before “Baker Family Plumbing,” which is listed before “Carruthers’ A#1 Pipe Service,” ad infinitum.  You go down the list in order (that is to say, in alphabetical order) and try the numbers.  The first one that answers gets your emergency business.  For almost a century, businesses have had an incentive to name themselves “AAAAA SomethingOrOther” because of this means of searching for a business contact.

On the web, in most of the search engines, you can plug in as much information or as little as you want and search.  In the above example, you want someone who does 24/7 emergency service, but your “search engine” forces you to read every single ad in alphabetical order.  The first company on the list to answer could be in another county, or specialize in something you don’t need.

On the ‘net, you can sort by percentage matched to your exact criteria.  But just like the paper model, what if the best person for the job simply has a small listing that says, “I’m here” – how do you find them during a search?

You need to put yourself in places where you’ll be tripped over.

Write articles about your profession, or about your hobbies.  Participate in on-line discussions and blogs.  Post pictures from industry conventions.  Get recommended by your fans, and cursed out by your competition.  Anything and everything!  Whatever you do, always always always include a link back to your main sales site.  When you’re tripped over, people who didn’t even know they wanted to business with you may become paying customers.

Here’s the secret: you need to place yourself and your company to be tripped over all over the place – not just the Internet!  Articles, books, discussion boards, charity fundraisers, political action groups. . . anywhere people interact and will see your name.

I hate selling

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Not only do I hate selling, I can be darned good at it, which makes it worse.

And in our culture, the entire sales process is a real turn-off for most people.  The US no longer has a wide spread “haggling” habit.  If I want it for the price marked, I’ll buy it.  Otherwise, forget it.  And if you try to actually sell something to the general public, they get cranky and resistant.

BUT. . .  we love to buy! For most of the world, shopping is not something they do to pass the time, like it is here in the States.  For most of the world, going shopping for goods and services is still a necessity, not a leisure activity.

So, if you depend on making sales for a living – and I can’t think of a single entrepreneur or small business that doesn’t – how do you get around this obstacle?  Especially if you, like me, hate to sell?

The answer is deceptively simple, and I’m working on a couple longer-form answers to that.  But in a nut shell: be a recognized expert, and people will flock to you, instead of you having to go knocking door to door.

What is a recognized expert?  And what does it take to become one?  That’s the long-form answer!  Stick around, and we’ll get to it.

Why Action?

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There are dozens, likely hundreds, of digital and printed periodicals offering advice to marketing and sales professionals.  What makes the Agile’ newsletters and email blasts different?

Action.

Marketing Action and Sales Action – the difference is in the name. We don’t just give you advice or news, we give you simple, step-by-step ways to apply a technique and then to measure it’s effectiveness.  I feel that you should never perform a marketing task – especially if it involves spending money – without some way of measuring it’s effectiveness.

I had a client once (note the word “once”) who insisted on running a TV commercial.  His entire ad budget was $2,000.  This was in the years before cable & satellite had taken over medium, and the local Big 3 were the only game in town.  I realize the story takes place a long time back, but the point is still valid – hang in there with me.

The affiliate charged him a production fee, and then charged him to run the commercial.  I seem to remember the station being able to come in under budget by about $50, since he was paying cash.  I got a call from the guy, excitedly asking me to watch the commercial and let him know what I thought.  The first spot aired during his favorite show – a drama that came on at 9 PM.  He was able to afford running the spot about half a dozen times, total.  As I remember, he picked two overnights, two local news spots and a morning news to go along with his one shot at prime-time glory.

He called all his friends, and made all his employees watch it in the office on VHS (I told you this was a while back).

Honestly, the TV sales person who sold him the spot did a decent job writing the commercial.  It included “what we do,” contact info, and a weak call to action, all in 30 seconds.  And it had my client smiling out at his adoring soon-to-be-fans.

I asked him if it had drawn in any new customers.

“I’m not sure.”

“Do you ask new customers how they found you?”

“No.  Why should I?”

Like I said, his entire budget was shot.  No more newspaper ads, no more fliers in the mail – not that quarter.  I found out later that his sales numbers didn’t really suffer though.  Mainly because he tracked them only on a haphazard basis, so he really didn’t know if sales increased or decreased.

The results of his. . . experiment are still measurable, though.  And if you’re happy with the action and the results, I can’t argue.  It wouldn’t be my choice for a small- or even medium-sized business.

  • Bank account reduced by $2,000.
  • Happiness increased by seeing himself on TV during his favorite show.
  • Profit/Loss: even (on a cosmic scale)

Never do anything, never spend any money, when you can’t measure the effects.

Customer satisfaction is pointless

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I’ve had a few restaurants as clients.  They’ll tell you that the last thing they are selling is food.  At best, they are selling a dining experience, complete with the fact that you don’t have to shop for the ingredients, prepare the food, cook it, or clean up afterward.

If I were hungry and I wanted to be satisfied, I’d drive through a fast food joint and stuff some kind of sandwich down my gullet.  My stomach stops rumbling and I am, for a while, satisfied.

I can’t  tell you what the sandwich tasted like and frankly, I don’t care.  At that point, I’m more interested in the fact that the food was fast, cheap and edible.  I have a minimum level of expectation, and if it meets the minimum, I’m satisfied.

Minimum = Satisfied.

Do you really want to strive to “satisfy” your customers/clients/patients?

And I’m not just talking about restaurants and food here. Every business should strive to astound – in a positive way – prospects and existing customers at every step during the process.  Before, during and after the sale, or even non-sale.

Sydney Barrows – yes, that Sydney Biddle Barrows of 1980’s infamy – has boiled down her business knowledge and become a “experience consultant.”  She’s good, she’s smart, and she’s funny. Every one should get a copy of her book: Uncensored Sales Strategies.  After the book convinces you, grab a copy of XXX Rated Sales Strategies she created with Dan Kennedy. Your bank account will be happier, and you’ll thank me for recommending her.

Getting my copy of Uncensored Sales Strategies signed

Customers should NOT be satisfied, but rather moved to the point that they become your most ardent sales reps.

5 hard lessons learned early

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My first real job, after selling fruits & nuts from a kiosk under a mall escalator, was doing inbound sales for a national industrial supply company.  We were known for carrying a wide array of electric motors.  In the employee manual, it stressed that we did not pick out motors for customers.  It was explained to me that this could open us up to law suits if we recommended the wrong one and a building burned down.

So I’m 18, and it’s my 2nd day on the job.  I field a call from one of the branch’s largest customers.  He asks me to pick out a motor for him and I say, “I’m sorry, we’re not allowed to do that.”

“Pardon me?”

“Yes, we’re not allowed to suggest motors for customers.  Our company doesn’t want to be responsible for getting you the wrong motor.”

“Oh, I see.  Well, thanks.  I’ll do a little more research and call back.”

Two weeks later, the manager – his face drained of blood – ran out of his office and dragged me in.  Once the door was slammed shut, he waved a letter under my nose.

“Holy shit, what are you trying to do?  Get me fired?”

Actually, there were two letters.  The one under my nose was from the customer.  It was written to the president of the company, and basically told him of the thousands of dollars they spent every year with our company.  If our staff- who were theoretically experts on electrical motors – couldn’t pick out one simple motor, they would have to move their business elsewhere.

The letter from the president said basically: “I pay you to hire people who make us money, not lose it.  If you can’t do that, I’ll find someone who can.”

Lessons learned:

  1. Can’t get the response you want?  Go directly to the top.  It works.
  2. Don’t know the answer to a question?  Can’t help someone? Admit it, and find someone who can give the answer or help.
  3. Customers aren’t always right, but they should always be happy.
  4. Mistakes are learning tools.  They’re only bad if the person who makes them doesn’t learn anything from the mistake, or the correction.
  5. Try to learn from the mistakes of others to minimize making your own.