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October 6, 2009
Presented by:
Diamond SponsorGold Sponsors
Silver Sponsor
How to be Red Hot in a Cool MarketDon Hutson
Chairman & CEO, U.S. Learning
Building Relationships in a 2.0 WorldAustin Baker
President, Eserv Benefits
Incorporating Digital Media into your Traditional PR CampaignAmy Howell
Principal, Howell Marketing Strategies
Selling in Tough TimesDr. George Deitz
Assistant Professor, Marketing & Supply Chain ManagementThe University of Memphis
Panel Q & ADotty Summerfield
Chair, Small Business CouncilPresident, Summerfield Associates Inc.
Don HutsonU.S. Learning
How to be Red Hot in a
Cool Market
Motivation Makes the Difference
Definition….“The pull of anticipation and the push of discipline”
Thoreau
The Loyalty Ladder
C______________
A______________
C______________
C______________
P______________
S______________
The Value - Price Perspective
V P
The Value - Price Perspective
V P
ANALYTICAL(FACTS)
DRIVER(TASKS)
AMIABLE(RELATIONSHIPS)
EXPRESSIVE(DREAMS)
Less ResponsiveM
ore Assertive
More Responsive
Less
Ass
ertiv
eBehavioral Style Grid
Low High
“Me-Oriented” “You-Oriented”(Preoccupied with own agenda)
(Concerned about agenda of others)
The Adaptability Continuum
The Chinese Bridge
Creating Alliances The Foundation: Goal-Congruence
Burden Resource
Team Member Performance Matrix
(-) Team Member Contribution (+)
Goals
"There are no unrealistic goals, only unrealistic time
frames.”Jerry Bresser
“People change when the pain not to change exceeds the pain to change.”
Change
“Getting your people to develop the Habit of doing the things which
must be done to Succeed.”
Coaching
Attitude Defined
Definition….The demeanor and spiritwe choose to adopt and display from a given stimulus
Products without discernable differences one from another which are available from multiple sources
Commodity
Sales Cycle
Conversion Rate
The “Undesirable Model”
Trust Stress
Sales Cycle
Conversion Rate
The “Desirable Model”
Trust Stress
The Evolution of Selling
1. The Product Pitch
2. The Hard Sell
3. Relationship Selling
4. Needs-Analysis Selling
5. Symbiotic Selling
5 Stages:
CSI(Customer Satisfaction Index)
Authorship…
is when you give another person the respectful right to be heard. Their
opportunity to influence outcomes will greatly enhance their buy-in and eagerness to gain the desired results
Innovation
“Optimism is the fuel that fires innovative thinking.”
Mike Vance
Collective Intellect
Remember that all of us is smarter than one of us
Value Defined…
(Webster): A fair Return or equivalent in Goods, Services or money for something exchanged
UP
Negativity, Lack of Commitment,Low Energy
Propulsion
Optimism, Belief, Determination, High Energy & Work Ethic
Gravity Habits
GOOD
Training
Cutting Edge Skill Sets,Innovative Solutions,Effective Strategies
Complacency,Using Old Skills,Tired Solutions
___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___
Austin BakerEServ Benefits
Building Relationships in a 2.0 World
Building Relationships in a 2.0 World
Presented byAustin Baker
PresidentEServ, LLC.www.eservbenefits.comBenefits . Enrollment . HR Consulting
What parts of our 2.0 world are holding you back from making better relationships?
What tools are you using to better manage your relationships?
How can you create deeper more engaging relationships?
What types of relationships should you have that will help you grow?
Today’s Topics
What parts of our 2.0 world are holding you back from making better relationships?
Facts-
Better Web Technology that helps us to connect to more people.
More information readily available about the people we know
More interactions from more people than we had before
More ways to connect to people than we had before
What parts of our 2.0 world are holding you back from making better relationships?
Sociologist- Dalton Conley- Elsewhere USA (2009)
Fewer and fewer boundaries in the world of the middle- to upper-class professional. The walls between them all are increasingly blurring or falling altogether.
investment v. consumption private sphere v. public space price v. value home v. office leisure v. work boss v. employee
Facts- Dalton Conley- in Elsewhere USA (2009)
Our relationships are changing due to several factors
- Fast Pace of Today’s Business Environment
- Technology that we have available
- Rise of “Intravidualism”- "an ethic of managing the myriad data streams, impulses, and even consciousnesses that we experience in our heads as we navigate multiple worlds“
- Emergence of “Weisure”- “Increasing tendency to work during leisure time, thanks to advances in portable personal technology”
What parts of our 2.0 world are holding you back from making better relationships?
Problems
Less “Quality” Interactions
We are never quite all here
9-5 has turned into 24-7
Relationships are wider not deeper
What parts of our 2.0 world are holding you back from making better relationships?
Texting While Driving-(TWD)- Outlawed
Texting under the Table (TUT)- Not- Outlawed
Texting While Talking-(TWT)- Not Outlawed
What tools are you using to better manage your relationships?
Problem Solution
Less “Quality” Interactions Ask better Questions & Actively Listen to Answers
What tools are you using to better manage your relationships?
Questions
What tools are you using to better manage your relationships?
Questions
Get Back to Reality
What tools are you using to better manage your relationships?
Questions
How about these questions
How did you get started in your business?
What do you like most about it?
What type of business makes a great referral?
If you could have a superpower what would it be an why?
Let’s all stop being the “weatherman”
What tools are you using to better manage your relationships?
Active Listening is a lost art
What tools are you using to better manage your relationships?
Actively Listen to the Answers
Try repeating the Words you are hearing- in your head, especially helps with names
Stow your “Crackberry”
Don’t “facebook” when your face-to-face
When was the last time you were actively listened to?
What tools are you using to better manage your relationships?
Problem Solution
We are never quite all here Being Present Campaign
What tools are you using to better manage your relationships?
Being Present Campaign
Chris Crouch- GO system
What tools are you using to better manage your relationships?
Being Present Campaign
Cell Phone Basket for Meetings
Consider whether you really need portable email
Turn off vibrate/ring function for messages
Narrow & control your “inputs” for better
organization & sanity
What tools are you using to better manage your relationships?
Problem Solution
Relationships are wider not deeper Bring Balance to your Strategic Relationships
What tools are you using to better manage your relationships?
The easiest kind of relationship for me is with 10,000 people.
The hardest is with one.
-Joan Baez
What tools are you using to better manage your relationships?
Manage Strategic Relationships with Key Contacts
Lisa
Linda
Gene
Gary
Gina
PageTim
Caroline
What tools are you using to better manage your relationships?
Categorically Manage Strategic Relationships
Training
Finance
Accounting
Sales
Procurement
MarketingHR
C- Level Executives
What tools are you using to better manage your relationships?
Manage Strategic Relationships with Many Channels
Networking events
Seminars
wordpress
Customer Events
TwitterFace 2 Face
How can you create deeper more engaging relationships?
We still all have the same basic needs
Love & be LovedSignificantContributeValuedAdmiredUnderstoodPaid
How can you create deeper more engaging relationships?
The number of mediums in which we communicate and share experiences have just grown
How can you create deeper more engaging relationships?
Make a list of the traits in which you seek in a relationship
AuthenticThankfulGrowing
AccountablePresentOpen
“People don’t care how much you know until they know how much you care”
-John Maxwell
How can you create deeper more engaging relationships as a business leader?
Authenticity
Dimensions of Authentic Leadership
•Pursuing Purpose with Passion•Practicing Solid Values•Leading With Heart•Establishing Connected Relationships•Demonstrating Self Discipline
How can you create deeper more engaging relationships?
Thanksgiving
• Sets a Positive Intent
• Comfortable in “Your Own”
• Attracts Other People who are Thankful
• Daily Dose Makes for The Perfect Start to a Great Day
What types of relationships should you have that will help you grow?
Our most cherished relationships are those that help us grow
Mentorship
Back to the basics in Relationship Building
Be Present- Don’t let technology get in the way
Ask Profound Questions & Actively Listen to the Answers
Balance your merging worlds
Fundamentals of Relationships Have not Changed
Be Authentic & Thankful
Consider a “Growing Relationship” by Mentoring
Building Relationships in a 2.0 World
“I've learned that people will forget what you said,
people will forget what you did,
but people will never forget
how you made them feel.”
– Maya Angelou
Amy HowellHowell Marketing Strategies Inc.
Incorporating Digital Media into your
Traditional PR Campaign
Incorporating Digital Media into Your Traditional PR & Marketing Campaign
Amy Howell
Howell Marketing Strategies, LLC
A VERY CRITICAL REASONReasons Management Uses Social media
•Read what customers are saying about company
•Monitor a competitor’s use of social media
•See what current employees may be sharing
•Check the backgrounds of a prospective employee
The World Wide Web 10 Years Ago
We Are Building Online Communities
In These Communities Are Influencers
STATISTICSThe Numbers Don’t Lie
Not just for the kids anymore…
• Facebook: use among 55+ set increased 25% from July 4 to August 4, 2009
• As of August 4, 40.2% of Facebook users were 35+
STATISTICSThe Numbers Don’t Lie
• Spring 2009 – Twitter growing at rate of 1,382%
• Twitter gains 250,000 – 500,000 users each month
VALUEThe Numbers Don’t Lie
• Sept. 2009 – Twitter valued at $1 Billion after recent round of funding
• Sept. 30 2009 – In just 2 years Twitter has raised $155M in venture capital including $135M this year alone
• Twitter ranks No. 3 in history for raising capital, topped by HomeAway and PayPal (owned by ebay)
DO Practical Tips for Business
• Use complete profile; Add a photo
• Connect with PEOPLE
– Humans #1, Brands #2
• “Rockin Good Content”
• Don’t just Broadcast: Interact
• SHARE
• Manage TIME
• LISTEN (Search) & FOLLOW
SEARCH• Your Name
• Your Company
• Your Product
• Your Competition• Like-Minded People• Complimentary People
DO NOT examples• All About ‘ME’ communication
• SPAM
• Un-follow, de-friend
• Waste TIME
• Unhealthy, Negative, “SNARKY” communication
• Useless Info. (drinking coffee)
• Anything You don’t want in the News
P.O.S.TBefore Getting Started Determine:
• People (Who are you targeting?)
• Objectives (What are your objectives?)
• Strategy (How will you meet Objectives?)
• Technology (What will you use/ where will you become active in the space?)
LISTEN to the ConsumersHow do my target consumers make decisions?
• Are they Brand Reputation driven? (Brand Experience, TV/Radio)
• Do they respond to promotion? (Direct)
• Do they use detailed information to make decisions? (Search; Print)
• Do they rely on others to reinforce a decision? (Social)
• Does their behavior change over time?
BE HONESTWhat is my Brand Position ?
• Am I the category leader or a follower?
• Do category users know my Brand and recognize it’s Advantages?
• Are my clients advocates or detractors for my Brand?
• Does your Brand’s reputation put you on Offense or Defense?
CREATE Communications Strategy
•Who do you want to influence?
•What do they currently think, feel and do?
•What do we want them to think, feel and do?
•What is the single most inspiring thing for them to believe?
•Why should they believe it?
INVESTDetermine How to Invest
• Where are your customers?
• What channels are they utilizing?
• What is their level of commitment to digital marketing?
• Does a new channel (social media) help improve ROI?
How can it BENEFIT you?• Influence Brand Reputation – 39% use valued as very effective
•Increase Brand Awareness – 37% use valued as very effective
• Improve Search Engine Rankings – 38% of use values as very effective
•Increase Website Traffic – 33% of use valued as very effective
•SEO uses social media to improve rankings/ drive traffic
EMPOWER•Give Employees the choice to participate
•The more, the merrier•Clarify corporate vs. personal participation
•Define guiding principals of engagement•To learn•To contribute
•Comply with business conduct policies
NEGATIVE Comments•Large companies more likely to monitor commentary
•Small & Medium companies (less than 500) more likely to respond with public rebuttals
•Responding can draw more attention to the comment
NEGATIVE Comments
RULES:1.Listen
2.Monitor
3.Respond
4.Don’t Respond
Whatever You Do, Make Sure You
MEASURE
How to MEASURE:
UNDERSTAND ALL ASPECTS OF YOUR
METRICS
Tell Your STORY…or someone else WILL
• Twitter, Facebook, You-Tube are NEWS
• Real Time News
• PR is 24/7 and “VIRAL”
• Digital is Mobile (iPhones)
• Media IS tuned in
• Journalism now includes social media (Twitter classes)
REAL example:Twitter & Airlines
“United Smashes Guitars”
• Posted July 6, 2009
• 5,653,134 Views
• 22,436 Comments
PR STRATEGY• Quick, Nimble, Savvy
• Verification & Accuracy
• Use SM to get CORRECT information out
• Control Message, Can’t Control Spread
• Transparency + Honesty = TRUST
• LEVERAGE all Good Publicity
• Internal & External Messages are SAME
REAL examples: Twitter & Fast Food• Pizza Hut hired “TwinTern”
• Domino’s utilized Twitter for reputation management – after damaging YouTube video
REAL examples: Twitter & Time Warner
• Major Mistake: Starting but not utilizing
REAL examples: Twitter & Comcast Cares
REAL examples: Twitter & FedEx
CHALLENGESSocial Media “Push Back”• Lack of Understanding
• Lack of Resources
• ROI: Return on Investment ORRisk Of Ignorance
• Peers not using… YET
• Think it is for younger people
• Think Twitter, etc. is silly
Social Media POLICY
• Database of over 80 social media policies:http://socialmediagovernance.com/policies.php
• “10 Must Haves for Your Social Media Policy” on Mashable.com by: Sharlyn Lauby
• http://mashable.com/2009/06/02/social-media-policy-musts/
GET STARTED
• Search & Research
• Commit ($$, time)
• Understand objectives
• Clear expectations
• Top management support… or forget it
• Get policy
• Start small – think BIG
QUESTIONS• Why use social media?
• Do I need social media?
• How can I benefit?
• What is company doing?
• What are customers doing?
• Who is going to execute social media plan?
Pick your PASSION• Blog Blog Blog
• Youtube
• Others: –LinkedIn, MySpace, ning, etc.
BUILD your (tribe)
• Build your fans• Build community• Build internally• Reach your customers• Invite customers, follow, fan• Post customer friendly information
– Ex. South of Beale
EXAMPLE
TOOLS & APPS• Get an iPhone• Use only helpful apps• Don’t overload• Create consistent messages• Link relevant content• Always repsond• Promote Twitter on Facebook & Facebook on
Add, Follow & Fan
• Add Follow and Fan to Signature Line• E-blast to join social network• Strategy and posting• Re-post, RT-ing• Twitter and Facebook etiquette
PR - Storytelling
• Companies tell story through social media
• Breaking news and Twitter
• Re-post link, share news
• Let media know social media strategy
• Watch what you say (policy)
CRISIS PR• Airlines
• Food
• Consumer B to C
• Social media allows• Monitor
• Respond
• Real time
FOLLOW & LISTEN
A FEW FAVORITES:
•smmguide
•TrendTracker
•SocialNetDaily
•GuyKawasaki
•SocialMedia2day
•mashable
•treypennington
•SocialNetworkTV
•WomenWhoTech
Dr. George DeitzThe University of Memphis
Selling in Tough Times
“Selling in Tough Times…”A Service-Dominant Logic
Dr. George Deitz
The University of Memphis
Department of Marketing
Lessons from Harvey …
The Little Red Book
Ghost of Sales Managers Past
• Restless Nights …
FOG-GY Notions …• “Work harder … make more cold
calls … follow up on meetings … follow through with leads.”
– B2B Comm. Svc. Sales Mgr.
• “Don’t expect what you’re doing today to necessarily result in a sale tomorrow …”
– IT Supplier Sales Mgr.
• “Stay close to your customers.”– Business insurance exec
• “Focus on sectors that are still spending money … like healthcare, food services …”
– Import/Export consultant, entrepreneur
• “If you stop spending money on promoting your service, you’re dead…someone else who is spending will grab your market share.”– Small business owner
• “Lower your pricing …”– LTL Trucking Exec.
The Service Dominant Logic of Marketing
• The greatest danger in times of turbulence is not the turbulence: it is to act with yesterday’s logic.
• 2004 Journal of Marketing article by Vargo & Lusch.– What do you mean … logic?
• A “logic” provides the underlying philosophy for organizing and understanding a phenomena.
– Pre-theoretical, paradigm level– The lens that provides the perspective
Dueling Logics …
GD-Logic
– Goods primary unit of exchange
– Service as a goods differentiator
– Operand Resources– Outputs– Value-in-exchange– Value is created
internally– Customer as target
SD-Logic
– Service primary unit of exchange
– Goods as service appliances
– Operant resources– Processes– Value-in-use– Value is created
externally– Customer as collaborator
• Why do buyers buy what they buy?– (P)rice– (P)roduct– (P)rovision of total solution– (P)eople
• Why do buyers buy what they buy?– 39% buy based on salesperson effectiveness– 22% buy based on provision of total solution– 21% buy based on product quality– 19% buy based on price
Implies … Service-Dominant Selling
Hints from empirical research …
• Loyalty to salesperson versus loyalty to company (Palmatier, Scheer, and Steenkamp 2007)
• Salespeople largely determine the level of (perceived) value provided the customer (Jap 2001)
• Customers follow salespeople so long as the core offering is comparable (e.g., Beatty et al. 1996)
• The salesperson, as opposed to the core offering, is the primary source from which value flows
S-D Selling: A (Partial) Pedigree
• Adaptive selling • Relationship selling • Salesperson service
behaviors • Consultative selling • Strategic partnering • Salesperson learning
S-D Selling: New Perspective
G-D Logic S-D Logic Rationale
Role of service Value-added service
Service dominance Service is exchanged for service
Role of salesperson
Value Communicator
Value Creator Value is created externally
Role of processes
Selling Processes Service Processes Value is created in use
Customer orientation
Customers as Targets
Customers as Resources
Value is co-created
Salesperson orientation
Customer Orientation
Stakeholder Orientation
Service requirements mandate network perspective
S-D Selling: New PerspectiveG-D Logic S-D Logic Rationale
Competitive orientation
Goods-Based Service-based Service is exchanged for service (network versus network)
Competitive differentiation
Product and price Salesperson (network) knowledge and creativity
Operant resources (human-and knowledge-based) preeminent
Outsourcing emphasis
Sales Force-Level Salesperson-Level Service requirements are too cumbersome for salesperson to bear alone
Relational emphasis
Relationship Selling
Relationship Brokering
Salesperson assumes role of network coordinator
Resources emphasis
Manufacturing Capacity
Salesperson Capacity
Capacity concerns (stress, burnout, etc.) shift from operand to operant resources
What’s does this mean to me?• Can transitioning to a service-
dominant perspective help your sales efforts?
– Yes, unless …
• Do all my customers want such a approach?
• I already believe all this … nothing new here.
– Does the way you manage and sell reflect those beliefs?
• SD-L leads to …
– More innovation in the sales and marketing process.
– Better articulated and differentiated value propositions.
– Focus on right “things.”
– Good times or bad …
SD-Selling Challenge assumptions
• Assumptions about what?– Your firm, your customers, your rivals, the
business environment …– What are thing you know to be true?
• If they’re not … you’d close your doors.
– What are things you think to be true?• What if you’re wrong?
– What are commonly held assumptions within your industry?
• “Blue Ocean” Strategy (Kim and Mauburgne)
What’s the problem?
• The formulation of a problem is often more essential than its solution … to raise new questions, new possibilities, to regard old questions from a new angle, requires creative imagination and marks real advance in science.
-- Al Einstein (1938)
Compete on your own terms …
• Problem Definition, Measurement and Metrics– Michael Lewis and
Moneyball
– Wahoo’s Fish Tacos (PBS Small Business School)
SD-L Improved Value Propositions
• Seeking out “win-win” business …
• Offerings perceived as unique and more useful.– Innovation and Creative Performance
– Drivers of Creative Performance• Domain Relevant Knowledge
• Intrinsic Motivation
• Creative Thought Processes– Outside the Box
Focus on the “right” things
• You can’t be all things to everyone … but
• What do you know about your best customers?– How can you use that
knowledge to your advantage?
• Micro
• Macro
SD-L More Effective and Efficient
• If you’re in business long enough …
• Schumpeter’s Creative Destruction– Someone’s gonna
come out of this a winner …
• Opportunity identification
• In praise of resource constraints
Example: “Go To Market” Strategy
• “SD Selling-type” response to marketplace shifts.• TN based healthcare information services provider.• Key Steps …
– Mathematically Define Best Possible Sales Opportunities• Primary and Secondary Data
– Determine Internal Value Proposition …• What makes sale of our offering(s) valuable to us?
– e.g., recurring revenue, barriers to entry, upselling, profits …
– Determine External Value Proposition …• What makes our offering(s) valuable to customers?
– Payer mix, HIS system, etc.
GTM Example: “Absolute Dead Center”
Tier 1
Prospects
(The “Ideal” Customer)
Tier 2
Prospects
Tier 3
Prospects
GTM Example: Sales Strategy
• Different strategies for different types of prospects– Best salespeople focus on selling to best prospects
… period. (Tier 1). – Within 50 miles of the top 50 MSAs.
– Health systems
– Tier 2 & Tier 3 prospects served primarily by inside sales, channels, technologies.
Summing up: SD and the Evolution of the Sales Organization?
• Traditional product-oriented sales organizations will evolve:
– Enhanced use of technology will reduce some traditional sales functions and even face to face contact.
– ‘Tier 1’ type customers will experience significant improvements in the level of customer contact.
Summing Up: SD … changes to sales force management and personal selling?
• Implications– Sales roles changing …
– Selection, training and recruitment
– Knowledge of customers and solutions will be a more visible source of competitive advantage.
Annotated Bibliography– Kim, W.C. & Mauburgne, R. (2004). Blue Ocean Strategy.
Boston: HBS Press.– Lewis, Michael (2003). Moneyball. New York: W.W. Norton– Stevens, Howard and Theodore Kinni (2007), Achieve Sales
Excellence: The 7 Customer Rules for Becoming the New Sales Professional. Avon, MA: Platinum Press.
– Vargo, Stephen and Lusch, Robert (2004). “The Service Dominant Logic of Marketing,” Journal of Marketing, 68(1): 1-17.
• FULL PRESENTATION AVAILABLE AT:– https://umdrive.memphis.edu/gdeitz/public/
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