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Book Review 3: The Fred Factor (Part 2/2)

12 May

4 Steps to Find and Develop “Freds” in Your Organization

fred-factor

I recently wrote a blog post on Mark Sanborn’s book, The Fred Factor. While that post focused on explaining what a Fred is (long story short: a passionate employee who delivers an extraordinary customer/client experience) and how to identify one, this blog post will dig into how you can find and develop Freds within your own organization.
But first, why go to the effort? Quite simply, Freds—the most passionate people in your organization—are different. They do ordinary things extraordinarily well. Not surprisingly, Freds are also generally happier because people doing good work feel good, and people doing exceptional work feel, well, exceptional.

Sanborn uses the acronym FRED to explain how to develop “Freds”:

  • Find: There are three main avenues for finding Freds within and for your organization:
    1. Let Freds find you. If you really want your company to be world-class, it must become the kind of place that attracts Freds. To accomplish that, you must empower the Freds you have so their impact will be felt not only in the work your company does externally, but also in your internal culture.
    2. Discover “Dormant Freds.” There are many employees, also known as Dormant Freds, whose inner Fred has yet to blossom. To find them, watch for people that do things with flair (not to be confused with showing off or trying to attract attention)—an exceptionally well-done project, an elegant client meeting, or a clever suggestion are all possible tip-offs that a Dormant Fred is hiding in plain sight. Here are some questions to ask yourself about a potential Dormant Fred:
      • What do I remember about this person?
      • What’s the most extraordinary thing he or she has ever done?
      • How badly would this person be missed if he or she left his or her current position?
    3. Recruit and hire Freds. When you have exhausted your internal Fred pool, you may have to look externally to find them. Here are some great interview questions to find those prospective Freds:
      • Who are your heroes? Why?
      • Why would anyone do more than necessary?
      • Tell me three things that you think would delight most customers/clients/consumers.
      • What’s the coolest thing that has happened to you as a customer?
      • What is service?
  • Reward – Implement a rewards program to make sure Freds are recognized and appreciated, even if you are only recognizing good intentions and not a good final result. While nobody likes to fail, it is important to encourage employees to take chances. When people feel like their contributions are unappreciated, they will stop trying. And when that happens, innovation dies. My company, ER Marketing, recently implemented an award system in which employees nominate each other for exceptional work and attitude. This is meant to encourage employees who live up to the ER Marketing values of Curiosity, Respect, Accountability, and Performance (yes, we know what that acronym spells) with peer and management-level recognition.
  • Educate – Find examples of “Freds,” (both inside and outside of your organization), analyze those examples for commonalities that others can learn from, teach others to act extraordinary everyday—not just when there is a crisis—and set an example (invite others to act similarly).
  • Demonstrate – Set an example by inspiring, involving, initiating, and improvising. Here are some ways you can set an example and inspire employees to better serve your customers, vendors, and fellow employees better:
    • Inspire, but don’t intimidate.
    • Involve by creating a “Team Fred” of leaders in your organization.
    • Don’t wait for the “right” moment. It will never come—you have to make it.

One final, important thought from the book: Pull, Don’t Push. You can’t command someone to be a Fred. You can’t require someone to practice the Fred Factor. Command-and-control short-circuits the spirit of the Fred Factor, which is about opportunity, not obligation.

Invite people to join you. The most powerful tool you have to spread the Fred Factor throughout your organization is your own behavior—the example of your life and the effect it has on others. The best “Freducators” are themselves Freds. As John Maxwell says, “You teach what you know, you reproduce who you are.”

 

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Lead Attribution & the Customer Journey (Part 1)

2 May

Use the Data Available to You to See the Whole Picture

Lead Generation

CoreyMorrisGuest Contributor:
Corey Morris, Digital Marketing Director

Lead attribution and the customer journey. Yes, these are two of the most commonly used buzzwords in digital marketing right now. This is not a lazy blog post to latch onto what others are saying and to give you a fluffy, rosy version of how you should be considering both the customer journey and lead attribution to make your digital marketing drive results 10x over what you got last year. This blog is to make sure we’re all on the same page and using the data available to us to help make these topics attainable and realistic before we get too “pie in the sky” with our conceptual thinking.

But first, we must answer this question: what is lead attribution? Lead attribution is the practice of giving credit to the source who provided the lead. For example, if you are running a PPC campaign in Google AdWords and that person comes to a landing page on our site and completes the form, then they are a conversion—consequently, that lead gets attributed to PPC via AdWords.

This example sounds like typical and solid tracking; however, it could also be short-sighted when we’re talking about “last-click attribution.” By counting this lead as a lead specifically for AdWords PPC, we’re potentially not considering the other potential ways the user might have found us—and the other ways they interacted with our content before coming back. In this case, PPC is getting the credit.

The customer journey can be defined as the process a user takes to go from their initial step in researching, all the way to the point of conversion. If we’re using the Google AdWords PPC landing page form completion example noted above, then we’re also talking about how that same individual (yes, they’re a person, despite all of our “persona talk” about site visitors and users) ultimately decides to fill out a form, which is recorded as a conversion.

The challenge in all of this is that we don’t often work to connect the dots to attribute a lead to all the channels that had a role in the conversion— not just the one that received the last click. It can be tricky as it often isn’t linear or very trackable; however, that doesn’t let us off the hook. We have some data at our fingertips that helps us start the process of working toward building a system. If you have Google Analytics, then you have a tool that has two reports you should start looking at as your first step.

The first report in Google Analytics to get familiar with is the Multi-Channel Funnels Overview under the Conversions section. If you have conversion goals set up in your account, then you’ll have data in this report by default.

You can use the checkboxes to update the Venn diagram to mix and match, so you can understand how the different channels were involved in user journeys that ultimately led to a conversion. You can also see how many total assisted conversions there were.

The second report to take a look at is the Assisted Conversions report (also under the Conversions section in Google Analytics).

There’s a lot more you can do in this report. At a basic level, it shows a breakdown of assisted conversions, which are channels that were part of a user journey but didn’t get the last click or direct conversion at the end of the journey. If you have values set for your conversion goals or have eCommerce tracking on in Google Analytics then you also can see dollar values for each channel, which can be incredibly helpful in measuring the cost of your efforts against revenue generated. You can customize the data in this report by changing the number of days in the window prior to conversion as well as look at the value of first interaction versus last click.

Bonus: If you want to take another step and get into more advanced territory, take a look at the Attribution Model Comparison report in Google Analytics. There are some fun ways to compare models and see how the data and your perspective on conversions might change. We’ll get into this and go deeper with the next post in this series.

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When Selling Building Products, Opt for Simple

21 Apr

Lessons Learned from the 2016 ISC West Show

ISC West

As building products marketers, are we overcomplicating things? Do we consult with people down the channel—including customers and even our own sales teams—to make sure we are delivering the best information in ways that are easy to consume? Most importantly, who can we look to for simplification inspiration in the building products industry?

I recently attended the 2016 ISC West Show, the largest security industry trade show in the United States, with technical reps from more than 1,000 exhibitors and brands in the security industry. While there, I explored and learned about the rapidly growing segment of the connected home and the integration challenges of hardware and software in the security and door hardware industry.

The attendees of the show are typically security dealers. They sell in consumer homes, similar to a lot of building materials products. And, like a window or siding rep, they have to “win the kitchen table” if they hope to sell their product effectively down the channel.

One of the tours that did a great job of demonstrating how to “win the kitchen table” based on their product offering was the Tektronix® Connected Home booth. There, I learned how their integrated system connects the video doorbell to the alarm, the sprinklers, garage door, network-boosting light bulbs, and so on. Obviously, Tektronix is not the only company doing this, but for manufacturers not thinking about what homeowners want, this is where they need to start looking.

What I found amazing was one of the final items on the Tektronix tour, which displayed their “upsell kit.” It’s what a marketer might call a sales rep kit or in-home kit. Over the years, we’ve probably created dozens of these for clients, ranging from somewhat basic to very complex and expensive to produce. You’ve likely done these as well.

The upsell kit Tektronix showed at their booth is their most requested and used of all time. So what makes it unique? Triple fold-out panels with a wiring schematic that integrates all the cool features? Maybe some electronic component that connects via Bluetooth to the reps phone?

Nope. It’s simply a printed image of all the pieces that might normally go into the kit.Unknown

Yes, you read that right. The sample kit doesn’t have physical samples. It has pictures of them and a call out image on the inside flap of the box. It’s very light, so it’s easy to carry. It’s very cheap to produce so dealers can have several of these for all their reps.

These are home security items—technology items. These are items that protect the homeowner’s family. But even with all that, they don’t require a physical sample. I realize they aren’t picking a color or finish, but compared to what most in the building products industry have always done, many might consider it a “fake” sales kit. But for Tektronix, it works well—and suits both their customers’ and sales teams’ needs just fine.

So, I’ve challenged our team and I’m challenging you to think about this when developing your in-home sales kit and other sales enablement tools. Have you talked to the dealers to see what works or why they don’t use one item or another? Have you ever tried a completely different approach? Have you asked why your company does it that way?

And most importantly, have you asked yourself if there is a simpler way to do this? That’s what drove this change in their upsell kit. We can do this too—find things to simplify in our increasingly complex lives, both as people and as marketers.

 

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Book Review 2/3: Year of Yes

1 Apr

What Building Products Marketers Can Learn from Saying “Yes”

Year of Yes

As building products marketers, the word “no” comes up a lot—either from us saying no or being told no. It’s easy to take those as referendums on our work or be discouraged from putting forth that next game-changing idea.

I recently had the opportunity to read a book that is different than my typical literary fare. Usually, I opt for building products-specific books, or other books that directly apply to business and marketing. This one was different in that it was written by Shonda Rhimes—one of the most powerful women in Hollywood, and the creator of three hit shows. Anyone who has ever watched Grey’s Anatomy, Scandal, or How to Get Away with Murder likely knows about this extraordinary creative talent.

Year of Yes is about a challenge that was lobbed at her one Thanksgiving by her older sister. That sibling muttered six little words to her: “You never say yes to anything.” Saying no had become an easy choice to make, because it meant having nothing new to fear. 

Those six words set the course for the next year of her life, as she committed to one year of saying yes. Here is how that worked. Rhimes agreed to say yes to everything that scared her. In the book, she states she is an introvert, terrified of encounters like live interviews, speaking engagements, cocktail parties where she doesn’t know a soul, and so on. With this new pledge, she resolved that things were gonna’ change!

So she started saying yes, and this book is the story of that. Through this transformative year, Rhimes accomplished the following:

  • Gave commencement speech at Darthmouth and here are a few significant points from that speech to those graduates:
    • Lesson 1: Ditch the Dream. Be a doer, not a dreamer.
    • Lesson 2: Tomorrow is going to be the worst day ever for you.
    • Lesson 3: Anyone that tells you they are doing it perfectly is a liar.
  • Appeared live on Jimmy Kimmel
  • Lost 100 pounds by saying yes to health
  • Gave speeches across the country
  • Hosted industry-wide events
  • Gave up fake friends by saying yes to the truth

I am going to embrace this idea and see what saying yes will mean to me this year. I challenge the building materials industry to think about a simple concept like this.

What would saying “yes” do to our efforts? Would excuses fall by the wayside? Would we be more focused on trying new things and moving beyond fear or hesitation? Would we create new products and services that could change our industry? Would we market them in bold new ways that engage our customers instead of doing what we’ve always done? Would we challenge ourselves to do better work that pushes us outside of our comfort zone and delights customers? Might we embrace new technology and use it to build up our business and our customers’ businesses? Would we sell more? Grow more?

I’ll venture a guess and say that the answer to those questions is a resounding yes.

See? I’m doing it already.

 

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Lessons From The Builders’ Show

18 Feb

An Open Letter To Trade Show Exhibitors

Dear Friends,

According to the Convention Industry Council, trade shows added more than $280 billion to the U.S. economy in 2012, drawing more than 225 million participants. That’s a staggering set of figures and it underscores the importance these shows play. As marketers, we all know exhibiting at trade shows can be vital to our business—to see and be seen, to market products and services, and to nurture relationships.

Over my career, I’ve had the opportunity to attend a variety of trade shows across numerous industries, the most recent at the building industry’s combined 2016 IBS & KBIS in Las Vegas.

And over the years, I’m struck by one constant of booths, regardless of time, region or industry…

Chances are, your booth sucks. It’s cramped, cluttered, and really boring.

While harsh, it’s also probably true. Worst of all, you probably know it. But take heart because you’re most certainly not alone in this. Everywhere, at every show, are long swaths of cluttered and uninspired landscape—overwhelming collections of shapes and colors, fixtures and messages, all masquerading as brand. It’s as pervasive and inescapable as it is predictable.

Why? When did this happen? When did it become okay to develop a trade show booth as if someone pitched the idea “You know what people will want to do after spending thousands of dollars and traveling hundreds of miles? To stand inside our 4×9 brochure!

Sure, it sounds ridiculous, but it’s the reality we’ve all seen time and again—and sadly, what we’ve come to expect and attendees to accept. Throngs of people shuffling past a booth, each scanning over it and moving on. And that’s after you’ve spent—what?—tens if not hundreds of thousands of dollars of marketing budget, ostensibly to get exactly their attention.

So now that I’ve pointed out the obvious problem, let me point out the not-so-obvious remedy. The secret, the greatest missed opportunity, comes down to a simple idea that the majority of exhibitors overlook which is…want a hint? Here you go: International Builders’ Show, Kitchen & Bath Industry Show, International Consumer Electronics Show, SHOT Show, Club Industry Show, Nightclub & Bar Convention & Trade Show…

Notice anything in common? They’re trade shows. And what is a show? It’s an event, a spectacle, something to witness and enjoy. It’s active, not passive—and that’s the key. If you were invited to “dinner and a show” you’d naturally expect to be entertained, and yet at trade shows, we invite people to come see us and then reward them with opportunities to stand around and read something. Where’s the spectacle? Where’s the pizazz?

Face it, contemporary trade shows are overgrown ice trays of bland inactivity. But there is hope, bright morsels of brilliance among the milquetoast masses.

As recently as the IBS/KBIS in Las Vegas, I found a few who got it right and as a result, got noticed—some with every chair filled and some with onlookers clogging the aisle (drawing even more to come and see what the buzz is about). Others would do well to follow their lead.

CertainTeed

IBS Certainteed

If you have the budget, go big and use celebrities. CertainTeed brought in HGTV star Mike Holmes for an appearance and photo opp, plus constructed a climbing wall. What does a climbing wall have to do with their products? It was lost on a lot of people. But see the woman in the foreground…she’s capturing it on her phone, probably sharing it with others. She’s sharing images of a B2B trade show booth unsolicited. Money shot, indeed.

GAF

IBS GAF

Don’t have big budgets for big talent? Go traditional and use models and simple RTW giveaways. Your own team is paid to be productive experts, but hired talent is paid to be charming, inviting, and generally attractive. At the GAF booth—just inside a major entry point—a smiling woman with a bubbly personality was getting grown men to register to win stuffed animals. And it worked; in the few moments it took for me to grab this picture, two men asked where to sign up.

Plastpro

IBS plastpro

I walked by the Plastpro booth a few times and each time I did, people were standing-room-only to watch a pro install a door. To most people, this would be a punchline, but to attendees it was interesting, valuable, and yes, entertaining. The presenter was upbeat and personable…and he presented, not simply talked. I’ll admit, I stuck around and learned how to square a door much easier than I used to (and I’m not even the target audience).

Okay, so it’s great if you have the resources for a 30×40 booth with big events and headline talent and boxes of prizes. But what about the 10×10 along the back wall? What about those who spent a third of their marketing budget just to get it all to the show?

Bad Dog Tools

IB baddog

For more than 10 minutes, I watched two men at Bad Dog Tools do nothing but demo their product and answer questions. No brochures, no giveaways, no models. Yet people were constantly lined up on two sides of the booth to watch drill bits bore through everything from rasps to brake discs. Bad Dog Tools could have made a video of it and had it looping while two of their salespeople sat on bar stools and watched attendees shuffle by and not stop, but instead they made the product the show. Brilliant.

What’s the takeaway? Don’t settle, make a spectacle. Create a booth that’s a destination, or at the very least, an interruption. Remember that people can get information about your products or services at your website, so use your trade show booth to interact with them in a way you can’t otherwise—and in a manner that doesn’t feel like you’re pressuring them to buy a timeshare.

And here’s one final thought to consider…

“People will pay more to be entertained than educated.” –Johnny Carson

So come on, marketers. Show us what you’re made of.

Sincerely,

Matt Hillman

ER Marketing, Creative Director

hillman

 

 

 

 

 

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