Making a Difference

Back from a mid-summer’s blogging break…..

One of the reasons I love what I do is that I get to work with passionate visionaries. And sometimes, these visionaries have an idea that could change the world, or at least a piece of it. I’m currently helping a start up that is trying to change the world for all the right reasons. InvoTek, a firm based in the small northwestern Arkansas town of Alma, makes assistive technology devices that help people with high spinal cord injuries use a computer. Their flagship product, AccuPoint, uses sophisticated laser technology to enable quadriplegics to operate a computer using head movements. This technology has changed the world of a small group of users who can now download pictures of their grand kids, send emails to friends, and organize a reunion of Navy buddies. For more on InvoTek, see the Fort Smith, AR City Wire article.

Here is a for-profit company with a non-profit’s vision. It shows in their products, their commitment to their customers, and even in their tag line: Compassion Driven Innovations. They understand that a solid business strategy starts with changing someone’s world.

It’s like a mentor once asked me, “Do you want to make a dollar, or do you want to make a difference?”

The More Things Change, The More They Change

For those of you who are a bit overwhelmed by the rate of change we’re experiencing, here’s more reason to overwhelmed. Did You Know? is a short video based on a concept by Karl Fisch that lists some enlightening facts about our exponentially changing world. For example:

• 25% of India’s population with the highest IQ’s is greater than the population of the entire US. That means India has more honor students than the US has students.



• Information doubles every 2 years. That means that for a student pursuing a technical degree, what they learn will be outdated by their junior year.



• It took radio 38 years to gain 50 million users. It took television 13 years to do the same. It took the internet 4 years, iPod 3 years, and Facebook 2 years to reach the 50 million mark.

Now, I’ll assume Mr. Fisch has his facts straight. I guess I could go to http://www.snopes.com/ and check to see if it’s an urban legend. But the point is we’re in a world that is changing at a breakneck pace. The amount of information (correct and incorrect) is exploding. The way we get that information (print, online, social networks, and so forth) changes daily. The winners in this race will be those who can best distill the information into “This is what it means” and then “This is what we should do about it.”

For marketers, this translates into helping our companies or our clients articulate why we can solve a problem better than the other guy. It’s not about features and functions or speeds and feeds, it’s about results. And it’s about doing if faster than the competition.

By the way, in the time it took to read this post, 198 babies were born in India. We’d better get busy!

Radar O'Reilly and Client Relations

I recently had the chance to speak to a group of communicators at one of the nation’s largest energy companies. Their leader was trying to get the group to add value to their internal clients instead of just taking and executing orders for press releases, newsletters, and the like.

The guy that came to my mind as a model for a client-focused, action-oriented employee was Radar O’Reilly, the Army clerk on the long running MASH television show. Radar was always one step ahead of Col. Blake, Hawkeye, Trapper, and the rest. He could anticipate what others wanted and, more importantly, what they needed before they could articulate it. I used this acrostic to prove my point:

Resourceful – Radar knew everyone. He knew the supply officer in Tokyo, the motor pool guy in Seoul and the secretary to the commanding general in the Pentagon. Consequently, he could get things done no one else could. How’s your network? Are you spending time growing the people you interact with? And by interacting, I mean giving them a bit of knowledge or a pat on the back or some other “gift” to form a bond with them.

Attuned – Radar listened aggressively and was sensitive enough to know the others’ motivations. What excited them? What scared them? What turned them on? Do you know what motivates your customers? What are their key metrics? How are they evaluated and compensated? Knowing what’s important to them, personally as well as professionally, puts you in a great position to solve their problems and speak to them in terms that mean something to them.

Deliberate – Radar always had everything ready for Col. Blake to sign. All of the Army forms in quadruplicate. All Blake had to do was scribble his name to a requisition or a promotion authorization. Are you disciplined enough to handle all the details for your client and make it easy for them to say “yes” or to sign the contract? Early in my career I worked for an executive that drilled into me the concept of “completed staff work.” That meant, I had done all of the research, presented all the alternatives, had the recommendation and everything the exec needed to make his decision. When we take the concept of completed staff work to our clients, it shows them we’re not only prepared but we understand their business enough to prepare them to make the right decision.

Active – Radar took the initiative to go to his “customers” and make something happen. He set the agenda for most of his interactions with Blake, Hawkeye, Trapper and the others. Do we set the agenda for our clients or do we wait for orders? I worked for the Chairman of the Board at one of the country’s largest energy companies and would ask to see him on occasion. After walking past his attack-trained secretaries, you entered the hardwood floor office, with the Persian rug and massive mahogany desk. It was pretty intimidating. At the end of the desk, facing you was a 3x5 note card that said, “What Do You Recommend?” You knew that if you came to him with an issue, you better have 2-3 alternatives, a recommendation, and your rationale for that recommendation. But he appreciated people who identified a problem and then offered a solution. What if we made it a habit to ask our clients, “What if…?” or “How about trying….?”

Relentless – Finally, Radar didn’t take “no” for an answer. He was results focused and wouldn’t stop until he completed his mission. When we focus on results instead of activity, we’ll do what it takes for our clients. We’ll break down whatever barrier stands in our way. And we’ll earn our client’s respect (and hopefully lots of additional business).

So, next time you think about building close client relations, think RADAR. He was more than the company clerk on MASH. He was the model for making you indispensable to your clients.

Desmond Tutu

Last Sunday, the University of North Carolina had Archbishop Emeritus of Cape Town, South Africa, Desmond Tutu as their commencement speaker. He was everything that most commencement speakers are not -- funny, encouraging, challenging, reverent, and irreverent.

This Nobel Prize winning champion of the anti-apartheid movement presented a message of hope mixed with urgency that transcends our current economic slowdown and the dismal job prospects most of these graduate face.

You would expect preachers to be effective communicators. After all, that’s a big part of their job. But Tutu’s address is a template all of us can use in our professional and personal lives as we attempt to get our ideas to others:

• Connect with your audience – it took Tutu all of 30 seconds to bond with the thousands in the stadium. Once he had us, he never let go. We were captivated and a bit disappointed when he had to end his speech.
• Humor is the universal language – Tutu’s jokes, stories, and often self-deprecating humor dissolved any age and cultural barriers that might have existed between him and the twenty-somethings in the caps and gowns or, as he called them, those “blue-clad creatures.” At one point he laughed so hard at his own joke, he almost lost his train of thought.
• Finish strong – I won’t spoil the ending, but his last words to us were more than memorable…they were haunting. As we communicate, we need to leave our audience with an indelible mark that won’t easily wash away.

As the father of one of those “blue clad creatures” I left the ceremony uplifted by Tutu’s optimism and passion and re-energized to be a better steward of what God has entrusted me.

And, by the way, guess who UNC’s cross-town rival, Duke University, had as their commencement speaker that same morning? Oprah. UNC wins again….

Reading, Writing, and Red Sauce?

A Pocatello, Idaho teacher is trying to do his part to fill his school's budget gap by offering advertising on exams. On a recent history exam, at the bottom of each page in 1" red letters was: MOLTO'S PIZZA 14" 1 TOPPING JUST $5. The principal wasn't thrilled, but Jeb Harrison convinced him that it helped to illuminate topics such as the Great Depression.

Molto provided 10,000 sheets of paper, valued at $315 for Harrison's five classes, with their ad on each page. I would suspect the $315 was more than offset by the PR storm the school had to handle.

I won't get into the merits (or demerits) of advertising and branding in schools. But you have to hand it to Molto Caldoro Pizzeria. They:

1. Understand their target market (teenagers)


2. Understand the importance of being first in a new channel (at the bottom of exams)


3. Understand the value and receptiveness of cash strapped intermediaries (school districts facing budget cuts)

As an instructor at a local university, and as a parent of a high school student, I don't want ads on the bottom of tests. But we marketers should all take a lesson from Molto and look for innovative ways to engage our customers.

March Madness 2009

For those of us who follow basketball, this is THE time of year, especially if our team is in the NCAA tournament (a special shout out to the Mississippi State Bulldogs). We will be glued to whatever media we can to get our fix of scores and analysis.

Every year at this time, the HR consulting firm of Challenger Gray puts out their estimate of the amount of lost productivity due to employees watching the basketball games during work. Last year the estimate was $1.2B for 2007 (a number widely ridiculed by Slate and others...see my post last year).

A funny thing happened this year, though. CG decided not to put out their estimate, citing the economy: “In light of the fact that employers and employees have more important things to worry about, we feel that any attempt to estimate the impact of March Madness
on productivity would be counterproductive and inappropriate," John Challenger said in a statement.

So, what about it? Are you still going to watch the games online while at work? How much time will you spend? I'll probably spend an hour or two per business day (more if MSU gets past round 2). Let me hear from you. And don't worry...I won't tell your boss!!

What Classic Rock Can Teach Us about Marketing in a Down Economy (Part Two)

This week we continue looking at what those sages from years ago (specifically the ‘60’s and ‘70’s) can teach us about getting through and thriving in this dismal economy.

#6 Tiny Dancer (Elton John) – Think small. Find and deliver small, high value projects for clients. In the baseball world, this would translate to “singles and stolen bases.” Our clients are very now focused, so find pain points that you can solve today. This cuts down the sales cycle, gives your client immediate value, and positions you either for another small project or a bigger engagement as we pull out of this recession.

#7 Light My Fire (The Doors) – Go on the offensive and make something happen for your clients. Customers are looking for creative ways to solve their problems or get what they need. Look for problems they might have overlooked and suggest a remedy. By staying connected with your customers (remember idea #2 from last week – Reach Out and Touch Somebody’s Hand?) you’re better able to uncover meaningful solutions to their problems.

#8 Different Drum (Linda Ronstadt) – Try a marketing channel you haven’t tried before. These are once in a lifetime (hopefully) days. Many of the economic theories and assumptions have been shaken to the core. So it is with marketing. Maybe now is the time to begin that newsletter you have been putting off. What about a sponsorship? Trade show? Perhaps volunteering to speak at different professional organizations will jumpstart your marketing efforts. Business as usual went out the door sometime last year. Now is the time to do the unusual.

#9 Good Vibrations (The Beach Boys) – Emphasize benefits over features…those things that “tingle” your customers. We know intuitively that customers buy benefits, not features, but these days highlighting benefits is even more critical. I know a company that took pride in discussing the fact that it had seven acres of raised floor space in their data centers. Cool factoid, but so what? How does that help the customer? Take a day to review your messaging, your collateral, and your website. Are you promoting “speeds and feeds” or are you talking about what’s in it for your customer?

#10 Thank God and Greyhound You’re Gone (Roy Clark) – Ok, so this is a country song, but it’s good advice. Some customers just have to go. You know the ones: you can count on them to return the product, tie up your customer service reps, pay late, and so on. Now is a great time to look at each customer and their profitability. If they’re costing you money (and time), fire them. And you can do so diplomatically, by raising prices, changing terms, unbundling your services, pricing for things that were free, etc. As hard as it is to lose a customer these days, losing an unprofitable customer is a win.

Make no mistake, we are in extremely challenging times. As I write this, the Dow is hovering around 6,800, the national jobless rate is now 8.1%, and 12% of home mortgages are under water. But solid, aggressive companies will survive. I’m optimistic about our future, so I leave you with advice from the (formerly) hardest working man in show business.

#11 Got Ants in My Pants and I Need to Dance (James Brown) – If we take care of our customers and bring value (in their eyes, not ours) to everything we do, our companies will be poised to lap the competition when the economy turns around.