Are you a woman in business seeking some simple strategies to increase your business sales? Then maybe it is time to revisit the 3Rs Performance Model.
No I am not speaking about the 3Rs from your early childhood education of reading, 'riting or 'rithmetic, but the 3Rs for business: Relationships, Referrals and Revenue.
Business exists to make revenue - the third R. This R is the direct result of business referrals (second R) given that 80% of all new business comes from referrals. Businesses secure referrals from relationships (first R).
To increase business sales demands that you track all of your relationships that have been generated through your marketing activities. From those marketing activities you realize sales that lead to productivity or profitability.
For example, if you know that you attend one business networking event (marketing activity), you will secure 5 leads of which you build 3 relationships. Those 3 relationships lead to 2 sales that deliver 20% gross profits.
Another way to measure business results is through how many calls you make that deliver X percentage of appointments. Those appointments give you X% of presentation appointments from which you receive X sales. In real numbers, the progression might look like this:
100 calls = 50 first appointments = 25 presentation appointments = 10 sales.
If you want to increase business sales, then you need to make 200 calls to double the current sales results. However increasing sales is only one part of the equation. An increase in sales may result in a decrease in profitability because you may be generating more costs to deliver more sales.
By returning to your strategic plan, you can map a course so that when you take action to increase activity, your costs will stay within the acceptable parameters. And if you really have taken the time to plan your strategy, you may even be able to reduce some costs and increase profitability.
Tuesday, November 27, 2007
Successful Women In Business Know What Marketing Strategies Work to Increase Sales
How will you get your message out to prospects as well as current clients so that you have Top of Mind Awareness (TOMA) is a big concern for any woman in business. Given that most women in business have limited marketing budgets, each dollar must deliver as much bang for the buck and truly hit the target.
First, the most effective marketing strategy is Word of Mouth (WOM). This strategy creates a buzz because people are sharing their positive experience with other individuals. And who is someone more likely to trust, a friend or a Madison Avenue type?
Contrary to many women in business, another effective marketing strategy is direct mail. If you have a targeted list based upon your strategic plan, you may realize anywhere from a 25% to 75% response rate to your direct mail campaign. There are different types of direct mail from the oversize color postcards to a series of articles that have value for the recipient.
One of the most overlooked marketing strategies is to simply just ask for a referral. Research suggests that 80% of all new business comes from referral. Many business owners fail to ask existing clients or disqualified prospects for a referral. Again, people listen to those that they trust rather than complete strangers.
Other effective marketing strategies include:
* Blending the Internet through auto responders
* Personal phone calls
* Lumpy mail (mail that has something in it)
* Internet article writing
* Writing a book
* Speaking at national, state and regional events
Given that people need to be touched over 30 times for them to have TOMA regarding your business, your marketing plan should have several marketing strategies and then tactics (actions) to execute those strategies.
Remember, if you have an effective marketing strategy, then continue to execute that strategy. Do not stop doing something that is working. This is a mistake made by many women in business because they listen to someone else or try something new.
Effective marketing strategies should delivery a high number of leads and turn those leads into actual converted sales. You, as the woman business owner or woman executive, must take the time to determine what marketing strategies are delivering the most conversions and at the lowest cost. By taking this action, will eliminate this issue to allow you to focus on those other issues keeping you from your goal to increase sales.
First, the most effective marketing strategy is Word of Mouth (WOM). This strategy creates a buzz because people are sharing their positive experience with other individuals. And who is someone more likely to trust, a friend or a Madison Avenue type?
Contrary to many women in business, another effective marketing strategy is direct mail. If you have a targeted list based upon your strategic plan, you may realize anywhere from a 25% to 75% response rate to your direct mail campaign. There are different types of direct mail from the oversize color postcards to a series of articles that have value for the recipient.
One of the most overlooked marketing strategies is to simply just ask for a referral. Research suggests that 80% of all new business comes from referral. Many business owners fail to ask existing clients or disqualified prospects for a referral. Again, people listen to those that they trust rather than complete strangers.
Other effective marketing strategies include:
* Blending the Internet through auto responders
* Personal phone calls
* Lumpy mail (mail that has something in it)
* Internet article writing
* Writing a book
* Speaking at national, state and regional events
Given that people need to be touched over 30 times for them to have TOMA regarding your business, your marketing plan should have several marketing strategies and then tactics (actions) to execute those strategies.
Remember, if you have an effective marketing strategy, then continue to execute that strategy. Do not stop doing something that is working. This is a mistake made by many women in business because they listen to someone else or try something new.
Effective marketing strategies should delivery a high number of leads and turn those leads into actual converted sales. You, as the woman business owner or woman executive, must take the time to determine what marketing strategies are delivering the most conversions and at the lowest cost. By taking this action, will eliminate this issue to allow you to focus on those other issues keeping you from your goal to increase sales.
Monday, November 26, 2007
Lead Management - A Focus Above the Funnel - Part II
One of the sad truths of sales is the activities involved in being successful above the funnel; Lead Generation and Prospecting are more "blue collar" in nature than the rest of the Revenue process Sales, which traditionally has been more "white collar" in nature. Many sales reps fancy themselves white collar professions and therefore do not take to lead generation and prospecting. They fail to acknowledge that there is heavy lifting, plenty of hard work, in this contact sport called Prospecting.
Having implemented a Touch > Contact > Engage, approach to managing your leads, you need to have a replenishment plan. The fact you are recycling leads, ensuring that you benefit from the fact that today's dud is tomorrow's cash cow, understanding that more is not best, just a start, you still need a means of brining new leads in to you base.
As with many things above the funnel, there are few secrets, the real deal is in implementing, and staying consistent; the things you'll read below all will work if you put them in to practice, and do so in a consistent ongoing way.
In no particular order, and with the understanding that many verticals have other unique sources for leads, here are a few everyone could use immediately:
• Referrals
• Dependent Referrals
• Networking
• Directories
• Cold Calling
• Referrals - Everyone talks about them, very few actually do it, or do it right. I find it very interesting, at every workshop I ask how many people have success with referrals, and in a group of 15 or 18 people two people will put up their hand; I then ask how many actually ask for referrals, and the same two people raise their hands. Everyone has worked referrals, but very few actively generate referrals. The one that do seem to restrict it to people they "have a relationship with"; when asked why they don't include prospects, or leads in pursuing referrals, they rarely have anything to offer other than that they "don't yet have a relationship". There have been numerous quality books written on referrals, we recommended one in The Pipeline's Recommended Reading section. The key is you can get referrals from a lot more people you deal with in business, from prospects, clients, vendors, tradesmen, even other leads. It is never too early to ask for referrals, you may not get one right away, but people will know you are ready for them.
• Direct Authority Referrals - One source of referrals need to be segmented from the others, and needs to be more consistently pursued and harvested, we call these Direct Authority Referrals. These are people who have relationships with people who could use your service or product, and are in a position to have to more than strongly influence matters as a result of being an authority figure. Often as a result, they are privy to information that you can benefit from, and where their recommendation or referral will fast track the process of moving a Lead to a Prospect, and hasten the sale in general. These could be lawyers, accountants, business advisors, bankers. Within given markets there could very specific relationships where one party is in a position to help the referral take on real teeth.
For example, there is a natural synergy between what I do and Sales Compensation consultants. They are interacting with people who can use our services, and can often be perceived as "an authority" by these people. Not only can we add value to their relationships by ensuring that the client fully benefits from their service we are able to accelerate the cycle for both our companies and increase the benefit for the client.
Regardless of the nature of the referral, you can take the initiative in ensuring a healthy relationship, send referrals their way, if you can, before you even receive one from them, this is a small investment, but one that pays long dividends.
• Networking - It's on everyone's to-do, not all ways done effectively. There are all kinds of books and articles written on networking, everything from etiquette to finding different networks. Our focus here is to get you thinking about where prospecting fits in to your lead management strategy and program. Not all networks a suitable for every type of sale, but there are always a number that will provide you a steady stream of leads. Since networking is part of the over all strategy make sure you don't over do it, but do it right. When you attend an event remember you are there to network not socialize. Have targets to measure against and adjust them and you networking based on clear objectives and results.
Having implemented a Touch > Contact > Engage, approach to managing your leads, you need to have a replenishment plan. The fact you are recycling leads, ensuring that you benefit from the fact that today's dud is tomorrow's cash cow, understanding that more is not best, just a start, you still need a means of brining new leads in to you base.
As with many things above the funnel, there are few secrets, the real deal is in implementing, and staying consistent; the things you'll read below all will work if you put them in to practice, and do so in a consistent ongoing way.
In no particular order, and with the understanding that many verticals have other unique sources for leads, here are a few everyone could use immediately:
• Referrals
• Dependent Referrals
• Networking
• Directories
• Cold Calling
• Referrals - Everyone talks about them, very few actually do it, or do it right. I find it very interesting, at every workshop I ask how many people have success with referrals, and in a group of 15 or 18 people two people will put up their hand; I then ask how many actually ask for referrals, and the same two people raise their hands. Everyone has worked referrals, but very few actively generate referrals. The one that do seem to restrict it to people they "have a relationship with"; when asked why they don't include prospects, or leads in pursuing referrals, they rarely have anything to offer other than that they "don't yet have a relationship". There have been numerous quality books written on referrals, we recommended one in The Pipeline's Recommended Reading section. The key is you can get referrals from a lot more people you deal with in business, from prospects, clients, vendors, tradesmen, even other leads. It is never too early to ask for referrals, you may not get one right away, but people will know you are ready for them.
• Direct Authority Referrals - One source of referrals need to be segmented from the others, and needs to be more consistently pursued and harvested, we call these Direct Authority Referrals. These are people who have relationships with people who could use your service or product, and are in a position to have to more than strongly influence matters as a result of being an authority figure. Often as a result, they are privy to information that you can benefit from, and where their recommendation or referral will fast track the process of moving a Lead to a Prospect, and hasten the sale in general. These could be lawyers, accountants, business advisors, bankers. Within given markets there could very specific relationships where one party is in a position to help the referral take on real teeth.
For example, there is a natural synergy between what I do and Sales Compensation consultants. They are interacting with people who can use our services, and can often be perceived as "an authority" by these people. Not only can we add value to their relationships by ensuring that the client fully benefits from their service we are able to accelerate the cycle for both our companies and increase the benefit for the client.
Regardless of the nature of the referral, you can take the initiative in ensuring a healthy relationship, send referrals their way, if you can, before you even receive one from them, this is a small investment, but one that pays long dividends.
• Networking - It's on everyone's to-do, not all ways done effectively. There are all kinds of books and articles written on networking, everything from etiquette to finding different networks. Our focus here is to get you thinking about where prospecting fits in to your lead management strategy and program. Not all networks a suitable for every type of sale, but there are always a number that will provide you a steady stream of leads. Since networking is part of the over all strategy make sure you don't over do it, but do it right. When you attend an event remember you are there to network not socialize. Have targets to measure against and adjust them and you networking based on clear objectives and results.
From Told to Sold! Leverage Your Stories to Resonate with Prospects and Customers
Have you ever heard a story that could have been about you?
Ever heard a story that reminded you of another one?
What about a story that sounded vaguely familiar?
Welcome to the power of story.
Unlike facts and figures, that often leave us cold, stories connect! And they connect deeply, often stirring us emotionally at a heart level. That's what makes them memorable, and powerful as a sales tool.
The Prevalence of Stories
We're wired for stories! And since birth we've been conditioned to respond to stories. It's how we learned about our family and environment, culture and country, our religion, strangers and the world at large. We remember stories, and we tell ours and others, repeatedly. And stories aren't just transmitted orally. They are fed us in and out of school, through books, radio, newspapers, opera, television and even through the Internet.
Stories in Sales: Story Tell, Story Sell
I've written before about the use of short success stories to help you sell. I prefer a three-part story, utilizing a Setting-Situation-Solution format. Using this format, you soft sell a listener on what you did for past clients, what you did on past projects, or the difference a product or service of yours made in solving a problem, overcoming a challenge or generating a favorable outcome.
The Power of Archetypal Stories
Your stories can work on both conscious and unconscious levels with prospects and clients. When you tell a story that echoes an archetypal theme your listener nods in agreement on multiple levels. Think about the stories you tell as you sell. Do they mimic traditional themes that represent the human experience? For your stories to connect, I recommend they allude to one of various familiar archetypal themes:
- The hero's journey
- Coming of age
- The acquiring of wisdom
- Pacts with the devil / fooling the devil
- Tricking the tricksters
Using The Archetypal Advantage to Connect with Customers
Consider some of these story genres and motifs for your use in selling products, services, and loyalty to brand affiliations and organizations.
Cautionary Tales
Cautionary tales are stories that warn of danger or harm that awaits you if you do or don't follow a particular course of action. Think of the boy who cries wolf one too many times and was no longer trusted. Or the story of the three little pigs. These tales are great for selling products and services. Perhaps you tell your story about the client who didn't back up, buy insurance or create redundant systems.
The Achilles Heel
From Greek mythology we know the tale of Achilles, the great warrior with a fatal flaw. If your story involves a competitor's product and its fatal flaw, we'll nod knowingly in light of Achilles' fate.
The Hero's Journey
The late Joseph Campbell devoted his life to studying hero tales from around the world. We can all relate to an irrepressible hero on a noble quest. The struggles to overcome, obstacles to negotiate, and sacrifices endured on the way to ultimate success. When your story echoes this arc your listener can become the hero or heroine, or is otherwise rooting for them. That's the power of story.
Creation Stories
Stories that explain how the world was created, or why the universe, world or life came to be the way they are. Found in many cultures around the world, these stories frame the world we live in, explaining its origins. Your creation story may explain the lineage of a device, an industry or your company.
Pourquoi Stories
These stories tell you why and how things are. They are great for teaching purposes. Stories such as "how the leopard got its stripes" explain a natural phenomenon or a reality we all accept. You can tell these why stories to explain the advent of trends, policies, research and migration paths for products and services.
Cinderella Stories
That elusive match, the magical shoe that fits just one foot, the chase, search or quest that ends in a match. An unjust oppression that is transcended. The conquest of love. These are universal sentiments you can tap in your sales story. Your love story can meld two devices, technologies, cultures or even ingredients.
From Told to Sold
As you can see, there are countless themes that echo the human experience. And they work across cultures and borders. Many of these same themes and motifs are present in Asian, European, African, Native American and other cultures. When your story is built atop a familiar theme it's that much more believable, tangible and powerful. Sell it through stories and you'll live happily ever after!
Ever heard a story that reminded you of another one?
What about a story that sounded vaguely familiar?
Welcome to the power of story.
Unlike facts and figures, that often leave us cold, stories connect! And they connect deeply, often stirring us emotionally at a heart level. That's what makes them memorable, and powerful as a sales tool.
The Prevalence of Stories
We're wired for stories! And since birth we've been conditioned to respond to stories. It's how we learned about our family and environment, culture and country, our religion, strangers and the world at large. We remember stories, and we tell ours and others, repeatedly. And stories aren't just transmitted orally. They are fed us in and out of school, through books, radio, newspapers, opera, television and even through the Internet.
Stories in Sales: Story Tell, Story Sell
I've written before about the use of short success stories to help you sell. I prefer a three-part story, utilizing a Setting-Situation-Solution format. Using this format, you soft sell a listener on what you did for past clients, what you did on past projects, or the difference a product or service of yours made in solving a problem, overcoming a challenge or generating a favorable outcome.
The Power of Archetypal Stories
Your stories can work on both conscious and unconscious levels with prospects and clients. When you tell a story that echoes an archetypal theme your listener nods in agreement on multiple levels. Think about the stories you tell as you sell. Do they mimic traditional themes that represent the human experience? For your stories to connect, I recommend they allude to one of various familiar archetypal themes:
- The hero's journey
- Coming of age
- The acquiring of wisdom
- Pacts with the devil / fooling the devil
- Tricking the tricksters
Using The Archetypal Advantage to Connect with Customers
Consider some of these story genres and motifs for your use in selling products, services, and loyalty to brand affiliations and organizations.
Cautionary Tales
Cautionary tales are stories that warn of danger or harm that awaits you if you do or don't follow a particular course of action. Think of the boy who cries wolf one too many times and was no longer trusted. Or the story of the three little pigs. These tales are great for selling products and services. Perhaps you tell your story about the client who didn't back up, buy insurance or create redundant systems.
The Achilles Heel
From Greek mythology we know the tale of Achilles, the great warrior with a fatal flaw. If your story involves a competitor's product and its fatal flaw, we'll nod knowingly in light of Achilles' fate.
The Hero's Journey
The late Joseph Campbell devoted his life to studying hero tales from around the world. We can all relate to an irrepressible hero on a noble quest. The struggles to overcome, obstacles to negotiate, and sacrifices endured on the way to ultimate success. When your story echoes this arc your listener can become the hero or heroine, or is otherwise rooting for them. That's the power of story.
Creation Stories
Stories that explain how the world was created, or why the universe, world or life came to be the way they are. Found in many cultures around the world, these stories frame the world we live in, explaining its origins. Your creation story may explain the lineage of a device, an industry or your company.
Pourquoi Stories
These stories tell you why and how things are. They are great for teaching purposes. Stories such as "how the leopard got its stripes" explain a natural phenomenon or a reality we all accept. You can tell these why stories to explain the advent of trends, policies, research and migration paths for products and services.
Cinderella Stories
That elusive match, the magical shoe that fits just one foot, the chase, search or quest that ends in a match. An unjust oppression that is transcended. The conquest of love. These are universal sentiments you can tap in your sales story. Your love story can meld two devices, technologies, cultures or even ingredients.
From Told to Sold
As you can see, there are countless themes that echo the human experience. And they work across cultures and borders. Many of these same themes and motifs are present in Asian, European, African, Native American and other cultures. When your story is built atop a familiar theme it's that much more believable, tangible and powerful. Sell it through stories and you'll live happily ever after!
Friday, November 16, 2007
Get More Sales - Reward in Listening
Many years ago I was selling kitchen appliances door to door. I went to a pretty usual appointment and when I knocked on the door, the gentleman asked me straight in to have a look at something really important he wanted to show me.
He then proceeded to take me down into the basement.
Yes I was a little worried too!
To my amazement the basement had a large crate in the middle of it full of bibles. He started to tell me that he was involved with smuggling bibles into China. His whole face lit up with excitement and joy as he told me.
He then proceeded to take me upstairs and sat me down and opened a big book that had the appearance of a large visitor's book. He then proceeded to talk to me for the next 45 minutes about his theories of religion and the afterlife. The book was full of sketches and all hand written himself on his theories.
All this time I was trying real hard to be very attentive at what he was talking about which was very difficult at times.
I kept on thinking if I listened to his passionate story; he may allow me to talk about mine. So I kept listening.
After 45 minutes he turned to me and his wife and said, "How much was is it". He then told his wife to go and get the cheque book.
This was the easiest sale I have ever made. No presentation, no close. Wow.
Now it would have been wrong for me to just sign him up without identifying what exactly was his requirements.
So I went through a clear fact find and clearly identified their needs. I then presented to him and his wife the solution with of course some quality add-on products.
They were very happy and gave me some great referrals.
I really thought about that sale for some time and why it went so well.
The area was off course in the building of rapport. I gave him something that I think a lot of people would not have given him and that is quality time to hear his story, which of course built immediate rapport. Normally when I talked to potential buyers you try to gain some sort of connection with them to build that rapport. This call was rare as it was the buyer who instigated straight away the topic of his choice.
If I was not interested in hearing his story and just missed his desire to share with me, I may have made the sale but not as solid with all the add-ons and good referrals.
Now listen to me carefully now because I don't want you to take this story the wrong way. I am not saying you need to chat to every customer for hours on end. Please don't waste time on people that do not suit your product. The key information was that I had already qualified this potential buyer before I went sat down with him. He had already ticked all the boxes in regards to be ready to buy.
He then proceeded to take me down into the basement.
Yes I was a little worried too!
To my amazement the basement had a large crate in the middle of it full of bibles. He started to tell me that he was involved with smuggling bibles into China. His whole face lit up with excitement and joy as he told me.
He then proceeded to take me upstairs and sat me down and opened a big book that had the appearance of a large visitor's book. He then proceeded to talk to me for the next 45 minutes about his theories of religion and the afterlife. The book was full of sketches and all hand written himself on his theories.
All this time I was trying real hard to be very attentive at what he was talking about which was very difficult at times.
I kept on thinking if I listened to his passionate story; he may allow me to talk about mine. So I kept listening.
After 45 minutes he turned to me and his wife and said, "How much was is it". He then told his wife to go and get the cheque book.
This was the easiest sale I have ever made. No presentation, no close. Wow.
Now it would have been wrong for me to just sign him up without identifying what exactly was his requirements.
So I went through a clear fact find and clearly identified their needs. I then presented to him and his wife the solution with of course some quality add-on products.
They were very happy and gave me some great referrals.
I really thought about that sale for some time and why it went so well.
The area was off course in the building of rapport. I gave him something that I think a lot of people would not have given him and that is quality time to hear his story, which of course built immediate rapport. Normally when I talked to potential buyers you try to gain some sort of connection with them to build that rapport. This call was rare as it was the buyer who instigated straight away the topic of his choice.
If I was not interested in hearing his story and just missed his desire to share with me, I may have made the sale but not as solid with all the add-ons and good referrals.
Now listen to me carefully now because I don't want you to take this story the wrong way. I am not saying you need to chat to every customer for hours on end. Please don't waste time on people that do not suit your product. The key information was that I had already qualified this potential buyer before I went sat down with him. He had already ticked all the boxes in regards to be ready to buy.
Get More Sales - Use Open Questions
It was a Sunday Afternoon of boredom in the north of England where we where living at the time after days and days of no sun. The temperature was less than 2 degrees Celsius and that is in the day time.
Now for an Aussie from a hot climate like Queensland that is a tough weekend. Especially when you are use to 300 days of sunshine a year and when most days in winter reach 21 degrees Celsius.
So you now know my state of mind. I was trying to read a book to get my mind off it when my 9 year old son asked me, "Dad can I have an ice cream".
Now as I was in a strange bored mood, I said, "No, because you asked me a closed question".
Now you may be thinking, "This guy needs to take up a hobby, or get out more", well it does get better.
He looked at me very strangely, so I explained to him that a closed question is one that gets an answer of yes or no. Now this is a wrong question because the person doesn't have to think and the majority of the time he will say no. On the other hand an open question is one that the person has to think about the answer and you have a better chance of a yes which would give him more of a chance to get the things he wants.
Simple!
So my son went away and while trying to get back into my book, I thought, "He won't bother me again". About 20 minutes later my son returned and said, "Dad when can I have an ice cream". I said without thinking, "You can have one now if you like".
It then hit me. Oh my goodness, my 9 year old son got the concept.
Well the story doesn't stop there . . .
He got in to trouble at school for fighting and so he had to sit outside the Head Master's office. When the Head Master came out, my son said, "When can I go Sir"?
And the Head Master said, "You can go now"!
On sports day he was very thirsty and other children had asked the Teacher if they could go to get a drink and she had refused all of them. So what does my son ask?
My son bounces up and says, "Miss when can I get a drink"?
And the Teacher says, "You can go now"!
So if this is such an easy concept that a child gets, Why do adults who are selling a product or service still ask closed questions when starting a conversation with a potential buyer?
Now you may have a great product or service to offer, however by framing it in a closed question, you will never get the response you are looking for when opening a prospecting call.
Now for an Aussie from a hot climate like Queensland that is a tough weekend. Especially when you are use to 300 days of sunshine a year and when most days in winter reach 21 degrees Celsius.
So you now know my state of mind. I was trying to read a book to get my mind off it when my 9 year old son asked me, "Dad can I have an ice cream".
Now as I was in a strange bored mood, I said, "No, because you asked me a closed question".
Now you may be thinking, "This guy needs to take up a hobby, or get out more", well it does get better.
He looked at me very strangely, so I explained to him that a closed question is one that gets an answer of yes or no. Now this is a wrong question because the person doesn't have to think and the majority of the time he will say no. On the other hand an open question is one that the person has to think about the answer and you have a better chance of a yes which would give him more of a chance to get the things he wants.
Simple!
So my son went away and while trying to get back into my book, I thought, "He won't bother me again". About 20 minutes later my son returned and said, "Dad when can I have an ice cream". I said without thinking, "You can have one now if you like".
It then hit me. Oh my goodness, my 9 year old son got the concept.
Well the story doesn't stop there . . .
He got in to trouble at school for fighting and so he had to sit outside the Head Master's office. When the Head Master came out, my son said, "When can I go Sir"?
And the Head Master said, "You can go now"!
On sports day he was very thirsty and other children had asked the Teacher if they could go to get a drink and she had refused all of them. So what does my son ask?
My son bounces up and says, "Miss when can I get a drink"?
And the Teacher says, "You can go now"!
So if this is such an easy concept that a child gets, Why do adults who are selling a product or service still ask closed questions when starting a conversation with a potential buyer?
Now you may have a great product or service to offer, however by framing it in a closed question, you will never get the response you are looking for when opening a prospecting call.
Seeing What Sticks - The Problem With Features and Benefits
There's an old wives' tale that suggests you can tell when dinner is ready by throwing a piece of spaghetti against the wall to see if it sticks. If it sticks, it's done. If not, keep cooking. Whenever I think of 'features and benefits' selling, I think of someone throwing a whole pot of spaghetti noodles against the wall and trying to see what sticks. Stupid, right? I think so.
Dale Carnegie would say that you have features and benefits, listing all the features and benefits of your product or service in the hopes that if you say enough you'll finally hit on something of importance to your prospect and they'll scream out, "Ooh! I want that one!"
Features and benefits is the quickest way to expose yourself as an old-fashioned sales person. Does it work? About as well as throwing a whole bunch of pasta against the wall. And as an added bonus, it makes you seem smarmy and outdated.
It brings to mind the character of Gil Gunderson on 'The Simpson's' who is a hapless and nervous salesman who uses old-fashioned techniques to no avail. He sweats, he begs, he lists all the reasons why you should buy the product he's selling or the house he has listed or any number of things (he's had dozens of jobs), and he always ends up failing because it's all about Gil. It's never about his prospect or their needs.
Features and benefits doesn't work, first and foremost, because it focuses on you. You are not the one you're trying to sell. Secondly, features and benefits puts you in the perspective of continuing to ask the wrong questions.
What's the antidote to features and benefits? One word: criteria. In whatever you're doing, whether it be sales, whether it be real estate, whether you're working this in terms of relationships, or whatever you're doing, if you throw enough stuff on the wall, the old theory goes, some of it will stick. Maybe. But using by using criteria, you're laser focusing on exactly what the prospect wants and thereby significantly improving your odds and the predictability of sales.
So my new theory says, if you throw enough stuff on the wall, you've got dirty walls. Features and benefits, for the most part, are baloney, they're not effective, and they simply mark you as someone who is unskilled and unprofessional.
The exception to the rule is when the prospect knows absolutely nothing about what it is that they're there to buy from you. They've hardly ever seen or heard of the service or product, and they've come to you to ask you about buying it. Under those conditions, you might use some features and benefits, to help them to learn about the product, but even then, I'll tell you, that would be the second step, not the first step.
The first step is giving yourself the ability to target straight into their heart. Straight into their emotions, into their deepest desires. If I can speak directly to you about what it is you want, if I can talk about persuasion, and about the benefit to you of being able to master it, all of the sudden I might start having a little bit more of your attention.
Dale Carnegie would say that you have features and benefits, listing all the features and benefits of your product or service in the hopes that if you say enough you'll finally hit on something of importance to your prospect and they'll scream out, "Ooh! I want that one!"
Features and benefits is the quickest way to expose yourself as an old-fashioned sales person. Does it work? About as well as throwing a whole bunch of pasta against the wall. And as an added bonus, it makes you seem smarmy and outdated.
It brings to mind the character of Gil Gunderson on 'The Simpson's' who is a hapless and nervous salesman who uses old-fashioned techniques to no avail. He sweats, he begs, he lists all the reasons why you should buy the product he's selling or the house he has listed or any number of things (he's had dozens of jobs), and he always ends up failing because it's all about Gil. It's never about his prospect or their needs.
Features and benefits doesn't work, first and foremost, because it focuses on you. You are not the one you're trying to sell. Secondly, features and benefits puts you in the perspective of continuing to ask the wrong questions.
What's the antidote to features and benefits? One word: criteria. In whatever you're doing, whether it be sales, whether it be real estate, whether you're working this in terms of relationships, or whatever you're doing, if you throw enough stuff on the wall, the old theory goes, some of it will stick. Maybe. But using by using criteria, you're laser focusing on exactly what the prospect wants and thereby significantly improving your odds and the predictability of sales.
So my new theory says, if you throw enough stuff on the wall, you've got dirty walls. Features and benefits, for the most part, are baloney, they're not effective, and they simply mark you as someone who is unskilled and unprofessional.
The exception to the rule is when the prospect knows absolutely nothing about what it is that they're there to buy from you. They've hardly ever seen or heard of the service or product, and they've come to you to ask you about buying it. Under those conditions, you might use some features and benefits, to help them to learn about the product, but even then, I'll tell you, that would be the second step, not the first step.
The first step is giving yourself the ability to target straight into their heart. Straight into their emotions, into their deepest desires. If I can speak directly to you about what it is you want, if I can talk about persuasion, and about the benefit to you of being able to master it, all of the sudden I might start having a little bit more of your attention.
Monday, November 5, 2007
The History of Daewoo Corporation - And a Little Korean Wisdom
Today business is an International Affair, that goes of little small business start-ups working out of their home to large multi-national conglomerates. If you are an entrepreneur looking to make your mark then you need to understand how the greats did it and are still doing it today. So, I would like to recommend a very good International Business Success Story and book to you:
"Every Street is Paved with Gold" by Kim Woo-Choong, Founder and Chairman of Daewoo - 1992. This work is part of the "The Fortune Magazine - Real Road to Success Series"
Daewoo was one of the greatest success stories and international corporate business triumphs in history. So, how does a poverty stricken child grow up to run a multi-national conglomerate that has 25 Billion Dollars in sales per quarter (in 1992 dollars)? He is said by many to be a genius, entrepreneurial giant, great salesman and expert deal maker, few could deny that.
In fact, my company, The Car Wash Guys, had a contract to clean all the Daewoo Automobiles entering the United States ports for 4-years. They came over by the ship loads and the automotive division was just one of the Daewoo's many enterprises, I met Kim Woo-Choong and his protégés, and indeed, deal making was their great asset. We ended up giving them a rock bottom service contract, that even some of our best customers did not have. Don't worry, we still made money, but our franchisees in charge of that contract did not get rich off of it.
Korean Wisdom, good business sense and their corporate culture made Daewoo the team to beat and they took advantage of all their markets from home electronics to heavy ship building and from aircraft components to automobile making. I am going to have to recommend this book to you if you are serious about taking your entrepreneurial enterprise all the way.
"Every Street is Paved with Gold" by Kim Woo-Choong, Founder and Chairman of Daewoo - 1992. This work is part of the "The Fortune Magazine - Real Road to Success Series"
Daewoo was one of the greatest success stories and international corporate business triumphs in history. So, how does a poverty stricken child grow up to run a multi-national conglomerate that has 25 Billion Dollars in sales per quarter (in 1992 dollars)? He is said by many to be a genius, entrepreneurial giant, great salesman and expert deal maker, few could deny that.
In fact, my company, The Car Wash Guys, had a contract to clean all the Daewoo Automobiles entering the United States ports for 4-years. They came over by the ship loads and the automotive division was just one of the Daewoo's many enterprises, I met Kim Woo-Choong and his protégés, and indeed, deal making was their great asset. We ended up giving them a rock bottom service contract, that even some of our best customers did not have. Don't worry, we still made money, but our franchisees in charge of that contract did not get rich off of it.
Korean Wisdom, good business sense and their corporate culture made Daewoo the team to beat and they took advantage of all their markets from home electronics to heavy ship building and from aircraft components to automobile making. I am going to have to recommend this book to you if you are serious about taking your entrepreneurial enterprise all the way.
A Mentor Can Change Your Life
Building a successful business does not happen overnight. It can take years to reach the point where you achieve what you want. I know, I speak from over 30 years of business experience that took me from being very naïve in running a business to now being one of the top in my industry.
When I began my dental practice over three decades ago, there was so much I didn't know on how to run a business. Although I did well my first year in business, it was nothing compared to what was to come. A major turning point in how I viewed business and how I ran my business was when I met the man who would change my life.
A quiet and gentle man, Charlie Schaivo, entered my life. Charlie was an accountant by trade and a very specialized consultant with an expertise in dental practice acquisitions. It was during my first acquisition that I met Charlie.
Charlie was a very refined man who rarely dressed in other than a business suit, well-pressed shirt, polished shoes and hat. He continues this practice even now in his late 80's. He once jokingly told me, "Joe, I even cut my lawn in a suit." Charlie's quiet confidence, love of learning and joy for life was contagious. I liked being around him. I could listen to him for hours as he instilled his wisdom in me.
It was during this time Charlie became the main mentor in my life. Little did I realize how influential and instrumental to my success this man would be. Initially, we didn't talk about the fact he was my mentor; that aspect of our relationship simply evolved. We met once a month from 1979 to 1998. Each time we met we spoke about the month, a little bit about what we were doing in the office, and a lot about personal success, personal growth, how to sell, and how to help people.
Charlie believed wholeheartedly in goal setting. It was the foundation of much of what created his success. It was one of the greatest insights to achievement Charlie passed on to me.
The goal setting process Charlie shared with me goes beyond a haphazard resolution or one that is simply for amusement; it lays the foundation for success so many people crave.
Today, the process is a part of my success strategy. I wouldn't dream of not using it. A major aspect of what Charlie shared is that of a yearly review. The process of the yearly review is one that I have grown to anticipate with great excitement. It allows me the opportunity to reflect on what I have accomplished over the previous year and what is possible in the coming year.
The yearly review cornerstone of what I teach anyone I mentor regarding achievement, success and goal setting.
My first serious attempt at setting goals and writing them down was New Year's of 1989 or 1989. The process included some vague goals, but they were goals nonetheless.
As with most processes, the more I studied goal setting, the more I realized the need to be extremely specific. Each year since that time, without fail, I review my previous goals, evaluate where I am in comparison to where I want to be, refine my current goals and set new ones. I am now much more specific about what I want. For example, in the beginning I might write down, "Read personal growth books." Now I will write, "Read personal development books for 30 to 60 minutes a day." The difference it the results from vague goals to specific goals is astounding.
One of the main reasons people don't achieve what they want is they are not specific enough. Another is that they make a half-hearted attempt at setting goals. They may think about what they want and call that goal setting. The fact is thinking about what you want is only part of the process. There is so much more.
My goal setting process begins within the first week of the New Year. I use a goal journal for the process. A goal journal can be as simple as a blank notebook or as elaborate as a bound, leather journal.
As I end one year and begin another I review my goals from the previous year. I determine whether I have met my goal, if I need to lessen or heighten the requirement of the goal or eliminate it all together. If I met the goal, do I need to change it?
The journal allows you to see your progression in specific areas each year. Take goals on physical fitness, for example. When your goals are clearly written, you can't deny whether or not you achieved your outcome. If you didn't, you could enhance the goal. In my case, when I reviewed my physical fitness, did I need to increase my running ability, number of days for working out? When you write your goals down, you hold yourself accountable for your goals.
Take time to set goals in every area of your life, both personally and professionally. Be very clear about what you want. From there, you must write this information down. Once you write it down, you must be willing to review your goals every single day. You must also be willing to make choices around what you wrote down. As Charlie has told me many times, "You can have anything you want if you are willing to pay the price."
When I began my dental practice over three decades ago, there was so much I didn't know on how to run a business. Although I did well my first year in business, it was nothing compared to what was to come. A major turning point in how I viewed business and how I ran my business was when I met the man who would change my life.
A quiet and gentle man, Charlie Schaivo, entered my life. Charlie was an accountant by trade and a very specialized consultant with an expertise in dental practice acquisitions. It was during my first acquisition that I met Charlie.
Charlie was a very refined man who rarely dressed in other than a business suit, well-pressed shirt, polished shoes and hat. He continues this practice even now in his late 80's. He once jokingly told me, "Joe, I even cut my lawn in a suit." Charlie's quiet confidence, love of learning and joy for life was contagious. I liked being around him. I could listen to him for hours as he instilled his wisdom in me.
It was during this time Charlie became the main mentor in my life. Little did I realize how influential and instrumental to my success this man would be. Initially, we didn't talk about the fact he was my mentor; that aspect of our relationship simply evolved. We met once a month from 1979 to 1998. Each time we met we spoke about the month, a little bit about what we were doing in the office, and a lot about personal success, personal growth, how to sell, and how to help people.
Charlie believed wholeheartedly in goal setting. It was the foundation of much of what created his success. It was one of the greatest insights to achievement Charlie passed on to me.
The goal setting process Charlie shared with me goes beyond a haphazard resolution or one that is simply for amusement; it lays the foundation for success so many people crave.
Today, the process is a part of my success strategy. I wouldn't dream of not using it. A major aspect of what Charlie shared is that of a yearly review. The process of the yearly review is one that I have grown to anticipate with great excitement. It allows me the opportunity to reflect on what I have accomplished over the previous year and what is possible in the coming year.
The yearly review cornerstone of what I teach anyone I mentor regarding achievement, success and goal setting.
My first serious attempt at setting goals and writing them down was New Year's of 1989 or 1989. The process included some vague goals, but they were goals nonetheless.
As with most processes, the more I studied goal setting, the more I realized the need to be extremely specific. Each year since that time, without fail, I review my previous goals, evaluate where I am in comparison to where I want to be, refine my current goals and set new ones. I am now much more specific about what I want. For example, in the beginning I might write down, "Read personal growth books." Now I will write, "Read personal development books for 30 to 60 minutes a day." The difference it the results from vague goals to specific goals is astounding.
One of the main reasons people don't achieve what they want is they are not specific enough. Another is that they make a half-hearted attempt at setting goals. They may think about what they want and call that goal setting. The fact is thinking about what you want is only part of the process. There is so much more.
My goal setting process begins within the first week of the New Year. I use a goal journal for the process. A goal journal can be as simple as a blank notebook or as elaborate as a bound, leather journal.
As I end one year and begin another I review my goals from the previous year. I determine whether I have met my goal, if I need to lessen or heighten the requirement of the goal or eliminate it all together. If I met the goal, do I need to change it?
The journal allows you to see your progression in specific areas each year. Take goals on physical fitness, for example. When your goals are clearly written, you can't deny whether or not you achieved your outcome. If you didn't, you could enhance the goal. In my case, when I reviewed my physical fitness, did I need to increase my running ability, number of days for working out? When you write your goals down, you hold yourself accountable for your goals.
Take time to set goals in every area of your life, both personally and professionally. Be very clear about what you want. From there, you must write this information down. Once you write it down, you must be willing to review your goals every single day. You must also be willing to make choices around what you wrote down. As Charlie has told me many times, "You can have anything you want if you are willing to pay the price."
Saturday, November 3, 2007
Helping the Customer to Buy - The Importance of Questions in Selling
The secret of successful selling is to ask the right questions. If we do this properly, we become seen as a problem solver and the dynamic shifts from a buyer/seller relationship into that of two equal partners.We are then not selling...we are helping the customer to buy. In order to sell effectively we need to know what will make the customer buy from us. In order to do this we need to ask them...and listen wholly and exclusively to what they say. A highly effective type of question is known as an 'open' question. These are questions often prefaced with the words who, what, when, why, where or how.
These are all words that will encourage the customer to talk about their current situation and needs. If we are listening attentively then we are able to gather lots of information which can then be used to tailor our ultimate presentation, to show the customer how our product or service meets their specific and stated requirements.
Here is a sample list of some of the possible questions we could use:
'Who' questions
Who will use the product?
Who will need to be trained to use the product?
Who will be signing off the order?
'What' questions
What problem are you looking to solve?
What impact does this problem currently have on your business?
What do you look for when buying new 'widgets'?
What else...?
'When' questions
When are you looking to introduce the new 'widgets'?
When will you need delivery?
When would be the best time for the training programme to start?
'Why' questions
Why do you say that?
Why is that an issue for you?
Why do you need to change the situation right now?
Why do you think that?
'Where' questions
Where will the 'widgets' make the biggest impact?
Where will you need the delivery to go to?
Where do you get your 'widgets' from currently?
'How' questions
How can I help you solve that problem?
How quickly will you need the 'widgets'?
How would that work in practice?
How will this change the way you currently work?
A word of caution though....in order to maintain rapport with the customer it is important that we use open questions naturally and conversationally otherwise it could feel to them that they are being bombarded. Likewise,if we can link our next question to the last customer answer we are more likely to demonstrate that we have actively listened to them, understand them, and ultimately we will be more successful in matching the benefits of our proposal to what the customer is looking for. This linking of questions takes time and constant practice but is superbly effective.
These are all words that will encourage the customer to talk about their current situation and needs. If we are listening attentively then we are able to gather lots of information which can then be used to tailor our ultimate presentation, to show the customer how our product or service meets their specific and stated requirements.
Here is a sample list of some of the possible questions we could use:
'Who' questions
Who will use the product?
Who will need to be trained to use the product?
Who will be signing off the order?
'What' questions
What problem are you looking to solve?
What impact does this problem currently have on your business?
What do you look for when buying new 'widgets'?
What else...?
'When' questions
When are you looking to introduce the new 'widgets'?
When will you need delivery?
When would be the best time for the training programme to start?
'Why' questions
Why do you say that?
Why is that an issue for you?
Why do you need to change the situation right now?
Why do you think that?
'Where' questions
Where will the 'widgets' make the biggest impact?
Where will you need the delivery to go to?
Where do you get your 'widgets' from currently?
'How' questions
How can I help you solve that problem?
How quickly will you need the 'widgets'?
How would that work in practice?
How will this change the way you currently work?
A word of caution though....in order to maintain rapport with the customer it is important that we use open questions naturally and conversationally otherwise it could feel to them that they are being bombarded. Likewise,if we can link our next question to the last customer answer we are more likely to demonstrate that we have actively listened to them, understand them, and ultimately we will be more successful in matching the benefits of our proposal to what the customer is looking for. This linking of questions takes time and constant practice but is superbly effective.
Is Your Knowledge an Obstacle to Selling More?
Imagine you had the opportunity to ask Albert Einstein or Stephen Hawking what they do for a living and how they do it. Chances are, after fifteen minutes of astrophysical prattle your head would be spinning and you still wouldn't quite have the answer to your question. They are both geniuses hopelessly immersed in their fields.
When it comes to your business, you're the genius. As an independent professional or small business owner you pride yourself on your vast repository of knowledge about your services or products. You could talk for hours about your latest technique, newest gadget or industry trends. Your success is ultimately predicated on your ability and acumen. But in order to be as successful and as profitable as you want be you need to maximize your ability to sell your gadgets or contract for enough applications of your techniques and services.
If you've had some success in business you're undoubtedly doing something right. If you've found that sales have leveled off in order to reach your next level of accomplishment, however, you will likely have to try something new or take a different approach to marketing. As a successful person (or someone who aspires to be successful) a method for increasing sales is to reevaluate your marketing material and make sure that your knowledge isn't jamming the effective communication of the value you provide.
Here are some steps you can take clarify what changes you can make to your marketing to increase sales and be more profitable.
Examine Current Clients
Who are your current clients? Are they people you were already pretty much in the know about the technicalities of what you do or sell or did you have to educate them to understand how you can help them?
If you find that most of your clients were pretty savvy about how you can help them before you marketed to them there is likely opportunity for you to expand your market by reaching out to those who don't inherently understand that you can help them. What steps can you take to enlighten those who don't quite understand they can benefit from your service?
Examine Your Marketing Material, Advertisements and Websites
Often times your first contact with your prospects comes in the form of a brochure, advertisement or website. Are these tools only speaking to a fragment of your market?
Here's a quick, inexpensive way to determine whether you can increase targeted response to your marketing collateral by clarifying the results and value you provide .
Ask your friends and family who are in very different fields of work from you to review your brochures, advertisements and website. Next, ask them who your clients are and why your services or products are helpful to them. If their answers are inconsistent and unsure your marketing material may be too highbrow and is likely alienating potential clients. How can you clarify your value and communicate more effectively to a larger targeted market?
Move Your Marketing Forward™
Don't let you knowledge get in the way of making another sale. Make sure your marketing material clearly and concisely communicate who you help and the value of the help you provide and watch sales soar.
When it comes to your business, you're the genius. As an independent professional or small business owner you pride yourself on your vast repository of knowledge about your services or products. You could talk for hours about your latest technique, newest gadget or industry trends. Your success is ultimately predicated on your ability and acumen. But in order to be as successful and as profitable as you want be you need to maximize your ability to sell your gadgets or contract for enough applications of your techniques and services.
If you've had some success in business you're undoubtedly doing something right. If you've found that sales have leveled off in order to reach your next level of accomplishment, however, you will likely have to try something new or take a different approach to marketing. As a successful person (or someone who aspires to be successful) a method for increasing sales is to reevaluate your marketing material and make sure that your knowledge isn't jamming the effective communication of the value you provide.
Here are some steps you can take clarify what changes you can make to your marketing to increase sales and be more profitable.
Examine Current Clients
Who are your current clients? Are they people you were already pretty much in the know about the technicalities of what you do or sell or did you have to educate them to understand how you can help them?
If you find that most of your clients were pretty savvy about how you can help them before you marketed to them there is likely opportunity for you to expand your market by reaching out to those who don't inherently understand that you can help them. What steps can you take to enlighten those who don't quite understand they can benefit from your service?
Examine Your Marketing Material, Advertisements and Websites
Often times your first contact with your prospects comes in the form of a brochure, advertisement or website. Are these tools only speaking to a fragment of your market?
Here's a quick, inexpensive way to determine whether you can increase targeted response to your marketing collateral by clarifying the results and value you provide .
Ask your friends and family who are in very different fields of work from you to review your brochures, advertisements and website. Next, ask them who your clients are and why your services or products are helpful to them. If their answers are inconsistent and unsure your marketing material may be too highbrow and is likely alienating potential clients. How can you clarify your value and communicate more effectively to a larger targeted market?
Move Your Marketing Forward™
Don't let you knowledge get in the way of making another sale. Make sure your marketing material clearly and concisely communicate who you help and the value of the help you provide and watch sales soar.
Thursday, November 1, 2007
Which of the Five Types of Trade Show Exhibits Is Right for You?
Once you have decided that your company needs a presence in an upcoming show by having a trade show exhibit, it is important to understand the ins and outs of trade show booth selection. In order for the exhibitor to choose the appropriate trade show display, it is necessary to know the distinction among the five basic types of trade show exhibits.
It is makes good sense, then, to do your homework before you select a trade show display. The trade show industry identifies exhibits as either custom, custom modular, pre-owned, portable or rental. Each trade show display type suits a specific need depending on show requirements.
The top option is the custom trade show booth which is built from scratch with exacting booth space specifications in mind such as width, height and depth. With the custom build, you can have a one- of- a kind, eye-catching trade show exhibit that incorporates new design elements, materials and AV components that enhance your company's powerful image. The custom trade show display can be the right choice when announcing a major breakthrough product or when you need to display your company's dominance in its field.
The next trade show display option is the custom modular trade show exhibit which offers the dramatic trade show exhibit imaging without the higher cost of the custom trade show display. Its highly flexible components allow you to reconfigure the design or size of your booth from one trade show to the next. The custom modular trade show booth has interchangeable components such as back walls, counters, display pedestals and exterior panels. It uses lightweight structural materials such as aluminum, Plexiglas and high-grade fabrics. The benefits of the custom modular trade show booth are its simplified assembly, space-saving packing, and lower shipment and handling costs. This type of exhibit is a good solution for the exhibitor who wants a very high quality of design yet requires size flexibility and affordability.
Another option is the pre-owned trade show display that saves your company when you face a time or budget crunch. You can cut your trade show exhibit design time and construction costs by more than half when you select a previously owned trade show booth display. Professional trade show display companies have impressive inventories of top quality pre-owned exhibits for sale or rent. They often own exhibits that their clients have formerly used. You can find numerous options depending on size, design, scope and price similar to trade show display rentals. Be sure to select an exhibit configuration that fits your booth space and then modify the graphics and structural elements to conform to your staffing, image, communications and traffic requirements.
Yet another trade show exhibit option is the portable trade show booth. It is extremely easy to install and dismantle due to its skeletal frame that has attachable laminate panels which clip together offering multiple structural styles. It is lightweight and highly portable and is able to meet a variety of trade show display configurations while offering a distinctive creative image. Accessories such as bridges, counters, alcoves and backlighting can enhance the versatility of the interchangeable portable trade show display systems. The portable trade show display system can convert from tabletop to island trade show exhibits easily. It adapts to a multitude of trade show display situations with minimal effort. The ease of transporting and assembling is the key to the portable trade show exhibit. Cost-saving portable trade show displays are an especially suitable option for the first-time exhibitor and for appearances at smaller, regional shows.
Another way to go is to rent a trade show booth rather than purchasing one. Renting can be the perfect solution for an occasional island trade show exhibit; when you need to supplement your regular trade show exhibit; when you have a trade show booth scheduling conflict; or when a simultaneous trade show appearance requires you to exhibit at more than one location at the same time.
By selecting the appropriate type of trade show booth for your next show, you will be able to establish a trade show exhibit that will convey your company's identity that fits your precise needs for any given trade show appearance. This is true wherever you have your custom trade show exhibit, custom modular exhibit, pre-owned trade show display, portable trade show booth or rental trade show exhibit-- whether at the Las Vegas Convention Center, the Moscone Center in San Francisco, the Santa Clara Convention Center or the San Jose McEnery Convention Center.
It is makes good sense, then, to do your homework before you select a trade show display. The trade show industry identifies exhibits as either custom, custom modular, pre-owned, portable or rental. Each trade show display type suits a specific need depending on show requirements.
The top option is the custom trade show booth which is built from scratch with exacting booth space specifications in mind such as width, height and depth. With the custom build, you can have a one- of- a kind, eye-catching trade show exhibit that incorporates new design elements, materials and AV components that enhance your company's powerful image. The custom trade show display can be the right choice when announcing a major breakthrough product or when you need to display your company's dominance in its field.
The next trade show display option is the custom modular trade show exhibit which offers the dramatic trade show exhibit imaging without the higher cost of the custom trade show display. Its highly flexible components allow you to reconfigure the design or size of your booth from one trade show to the next. The custom modular trade show booth has interchangeable components such as back walls, counters, display pedestals and exterior panels. It uses lightweight structural materials such as aluminum, Plexiglas and high-grade fabrics. The benefits of the custom modular trade show booth are its simplified assembly, space-saving packing, and lower shipment and handling costs. This type of exhibit is a good solution for the exhibitor who wants a very high quality of design yet requires size flexibility and affordability.
Another option is the pre-owned trade show display that saves your company when you face a time or budget crunch. You can cut your trade show exhibit design time and construction costs by more than half when you select a previously owned trade show booth display. Professional trade show display companies have impressive inventories of top quality pre-owned exhibits for sale or rent. They often own exhibits that their clients have formerly used. You can find numerous options depending on size, design, scope and price similar to trade show display rentals. Be sure to select an exhibit configuration that fits your booth space and then modify the graphics and structural elements to conform to your staffing, image, communications and traffic requirements.
Yet another trade show exhibit option is the portable trade show booth. It is extremely easy to install and dismantle due to its skeletal frame that has attachable laminate panels which clip together offering multiple structural styles. It is lightweight and highly portable and is able to meet a variety of trade show display configurations while offering a distinctive creative image. Accessories such as bridges, counters, alcoves and backlighting can enhance the versatility of the interchangeable portable trade show display systems. The portable trade show display system can convert from tabletop to island trade show exhibits easily. It adapts to a multitude of trade show display situations with minimal effort. The ease of transporting and assembling is the key to the portable trade show exhibit. Cost-saving portable trade show displays are an especially suitable option for the first-time exhibitor and for appearances at smaller, regional shows.
Another way to go is to rent a trade show booth rather than purchasing one. Renting can be the perfect solution for an occasional island trade show exhibit; when you need to supplement your regular trade show exhibit; when you have a trade show booth scheduling conflict; or when a simultaneous trade show appearance requires you to exhibit at more than one location at the same time.
By selecting the appropriate type of trade show booth for your next show, you will be able to establish a trade show exhibit that will convey your company's identity that fits your precise needs for any given trade show appearance. This is true wherever you have your custom trade show exhibit, custom modular exhibit, pre-owned trade show display, portable trade show booth or rental trade show exhibit-- whether at the Las Vegas Convention Center, the Moscone Center in San Francisco, the Santa Clara Convention Center or the San Jose McEnery Convention Center.
What Business Books Do You Read - Which Ones Do You Read Twice?
If you are serious about winning in business, there are things you need to know that you do not have time to learn the hard way. How do I know? Well, lets just say I learned. Now then, the other day I was going through some old business books to donate and I picked up a few and put them back into my re-read pile, not quite ready to dump them quite yet, as they are filled with some pretty common sense information.
Shall we discuss a few of these books to help you succeed in your business career? Below are three books and a quick summary with a few comments:
"Don't Compete - Tilt the Field - 300 Irreverent Lessons for Tomorrow's Business Leaders" by Lois Patler - 1999. This author also wrote the number one best seller; "If it Ain't Broke - Break It!" There were some great stories in this book from Corporate America, companies such as Boeing, Intel, Motorola, Toyota, Xerox, Mercedes, British Airways and more. The book concentrates on stories that are about Attitude, Perspective and Leadership.
Just when you think you know everything or have considered all the strategies, another idea, or tactic shows up. For those who play the game to win, they must constantly stay abreast of such information.
What books do you read, how do you think of business? Maybe you should pour some new information into your head and think some more, the game is much more complex than it appears.
"Win-Win Partnerships - Be on the Leading Edge with Synergistic Coaching" by Steven J. Stowell, PhD. and Matt M. Starcevich, PhD. - 1997. These authors have also written "The Coach - Creating Partnerships for a Competitive Edge" and "Teamwork - We Have Met the Enemy and They are Us" which of the other two, I recommend the latter.
This book; Win-Win Partnerships starts out with a little philosophy, which is needed; Life is about Learning, why partnerships make sense, getting beyond actions, relationships and what is synergy. Then it talks about synergistic partnerships, coaching and an 8-Step Coaching Model (this is a copy of their book; The Coach).
Competing with a team of teams in a net-centric way can help you hyperspace your competition. Synergy is not a buzz-word, well sometimes it is, but it need not be, you can implement a plan and execute it, with a little help from your friends, vendors, customers and even your competition. Think on this.
"The 110% Solution - Using Good Old American Know-How to Manage Your Time, Talent and Ideas" by Mark H. McCormick - 1990. The book starts with your attitude, and basic things you need if you are going to play in the championship, explaining the dedication needed and what it takes - and how to leverage your time, talents, ideas and how to develop the skills to win. Next it discusses getting the most out of the team, deal making and the 111% solution.
Shall we discuss a few of these books to help you succeed in your business career? Below are three books and a quick summary with a few comments:
"Don't Compete - Tilt the Field - 300 Irreverent Lessons for Tomorrow's Business Leaders" by Lois Patler - 1999. This author also wrote the number one best seller; "If it Ain't Broke - Break It!" There were some great stories in this book from Corporate America, companies such as Boeing, Intel, Motorola, Toyota, Xerox, Mercedes, British Airways and more. The book concentrates on stories that are about Attitude, Perspective and Leadership.
Just when you think you know everything or have considered all the strategies, another idea, or tactic shows up. For those who play the game to win, they must constantly stay abreast of such information.
What books do you read, how do you think of business? Maybe you should pour some new information into your head and think some more, the game is much more complex than it appears.
"Win-Win Partnerships - Be on the Leading Edge with Synergistic Coaching" by Steven J. Stowell, PhD. and Matt M. Starcevich, PhD. - 1997. These authors have also written "The Coach - Creating Partnerships for a Competitive Edge" and "Teamwork - We Have Met the Enemy and They are Us" which of the other two, I recommend the latter.
This book; Win-Win Partnerships starts out with a little philosophy, which is needed; Life is about Learning, why partnerships make sense, getting beyond actions, relationships and what is synergy. Then it talks about synergistic partnerships, coaching and an 8-Step Coaching Model (this is a copy of their book; The Coach).
Competing with a team of teams in a net-centric way can help you hyperspace your competition. Synergy is not a buzz-word, well sometimes it is, but it need not be, you can implement a plan and execute it, with a little help from your friends, vendors, customers and even your competition. Think on this.
"The 110% Solution - Using Good Old American Know-How to Manage Your Time, Talent and Ideas" by Mark H. McCormick - 1990. The book starts with your attitude, and basic things you need if you are going to play in the championship, explaining the dedication needed and what it takes - and how to leverage your time, talents, ideas and how to develop the skills to win. Next it discusses getting the most out of the team, deal making and the 111% solution.
Subscribe to:
Posts (Atom)
Posts
