Making the Short List: How to Drive Top-of-Mind Awareness

The Key to Making the Short List
For most companies, there is no way to predict when a prospect will purchase their product or engage their services. Sales cycle management is particularly challenging for B2B firms, and for professional services firms in particular, where top-of-mind awareness (getting people to remember you)  is a critical part of business development.
Unless it’s a direct referral where a prospect seeks no other alternative, for most professional services firms — legal, accounting, investment advisory, technology, management consulting, recruiting or marketing — the road to new business means getting on the “short list” of firms to be called in as a candidate for selection…which is driven by top-of-mind awareness.
Firms that are most successful in consistently making the short list apply the following disciplines:
  • STRONG CRM —  Effective database management is essential for firms that are serious about communicating with clients, prospects and referral sources. Overlooking or taking shortcuts in what admittedly is a tedious task will submarine any effort to build top-of-mind awareness. Senior management must make CRM a priority.
  • PROCESS CONSISTENCY— Firms often start out with the best intentions to communicate regularly with target audiences, but lose momentum for two reasons: they’ve not assigned adequate resources, or they are not truly committed to the program. To succeed, firms must communicate with target audiences at least on a quarterly basis, and that contact should not be postponed, skipped or stopped. Consistent application is critical.
  • RELEVANT CONTENT — Some firms do a great job on CRM and contact consistency, and then hurt their brand by pushing content that’s overly self-serving or of little interest to their targets. Canned newsletters, boring white papers or news items announcing the firm’s new senior partner or service offering do not drive interest or top-of-mind awareness. Content based on intellectual capital, showcasing insight, experience and opinion, and providing helpful ideas or guidance, will be read and remembered.
  • PATIENCE — In golf, the best putters are those who envision the path of the ball to the hole, and commit to that line. They believe their putt will drop. Firms that succeed in making the short list believe that consistent, intelligent contact with target audiences will yield results. Like the best putters, they are confident in their course of action, follow through on their plan, and have the patience to wait for what sometimes can be a very long putt to drop.

Top-of-mind awareness, driven by these four disciplines, is not an esoteric marketing achievement, or a tactic that yields tangible benefits only when a prospective client assigns your firm a place on the short list. The discipline does serve as a safety net — a defensive approach that decreases the chances of losing out on having a shot at a client or project which your firm is qualified to win.

However, the discipline also serves as an effective butterfly net, allowing you to nurture leads and ultimately seek out a relationship on a proactive basis. To accomplish that goal, you’ll need to build in a qualification step into your firm’s lead nurturing process; providing  opportunities to engage target audiences on face-to-face basis, or to eliminate them from consideration as targets.

Length notwithstanding, you are also entitled to maintain a “short list” of candidates worthy to be clients of your firm.

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PETA’s SeaWorld Lawsuit: Do Publicity Stunts Make Sense?

Whale Abuse: Exhibit A for Shamu, the Plaintiff

In the first case of its kind, PETA, three marine-mammal experts, and two former orca trainers are filing a lawsuit asking a federal court to declare that “five wild-caught orcas forced to perform at SeaWorld are being held as slaves in violation of the 13th Amendment to the U.S. Constitution.” The filing—the first ever seeking to apply the 13th Amendment to animals—names the five orcas as plaintiffs and also seeks their release to natural habitats or seaside sanctuaries.

The announcement on the PETA website asks people to “help animals imprisoned by SeaWorld today,” and suggests they to write to The Blackstone Group—the company that owns SeaWorld—to request that “it immediately set in place a firm and rapid plan to release the animals to sanctuaries that can provide them with an appropriate and more natural environment.”

As I prepared to use this high profile law suit as a news hook for a blog post on publicity stunts (although PETA would likely deny the filing is a stunt), I ran across an excellent 2008 post by James L. Horton, entitled “Publicity Stunts. What Are They? Why Do Them?” which is the best explanation and counsel you will find on this topic. Jim Horton is a seasoned PR pro, and a partner at Robert Marston and Associates.

In Horton’s deep dive into publicity stunts, he says “the challenge of any publicity stunt is to preserve the message contained within it.” The acid test, he claim, is that, “Stunts can be elaborate or simple but their importance is the news interest and awareness they generate for the concept/ product/ service being marketed.”

On that basis, PETA’s lawsuit succeeds as a publicity stunt. Off the record, PETA would probably admit that it does not expect the SeaWorld lawsuit to make it to court, much less free the whales. But the massive publicity related to their filing, calling the public’s attention to the rights of animals, is not only consistent with PETA’s underlying mission, but also demonstrates the extent to which PETA is willing to defend those rights.

The flip side of the “Why Do Stunts?” argument is that all this PETA-generated noise may simply drive greater awareness and consumer interest in visiting SeaWorld, which would make Blackstone’s Steve Schwarzman happy.  Another unknown involves the extent to which an organization damages its brand by doing something that’s viewed as crazy by the general populace. In this case, has PETA reinforced the notion that they are simply a bunch of “animal nuts,” and diminished its seriousness of purpose?

On that score, PETA decided long ago that having “crazy” associated with its brand is either a risk worth taking, or an attribute it’s seeking.

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Hot Air Balloon Craftsmanship

Denny Fleck -- Hot Air Balloon Craftsman

When he was 21 years-old, Denny Fleck took his first hot air balloon ride. He was hooked for life.

Nearly forty years later, on most days from May to October, Denny can be found piloting one of his hot air balloons; ferrying adventurous passengers on an hour-long airborne trek across Northern New Jersey, complete with dogs barking, friendly locals waving and balloon chase vehicle in pursuit below.

Depending on the wind, Denny will purposely brush tree-tops and occasionally pull off a touch-and-go landing in a harvested corn field. Combined with the ear-piercing blast of flame that seems close enough to melt your scalp, sharing a hot air balloon basket with Denny Fleck is guaranteed to get the adrenalin pumping for most first-time riders.

When asked about his ballooning credentials – often timidly presented by a novice rider immediately following initial contact with a tree-top – Denny might disclose with a smile that he was, among other things, the former head of the Forbes Magazine Balloon Ascension Division. He might even tell you that the late Malcolm S. Forbes’ insurance policy stipulated that Fleck serve as his balloon pilot. This information provides some comfort for most nervous riders.

As the story goes, Denny had been serving as the Forbes Magazine publisher’s chauffer in June 1972 when Malcolm instructed him one morning to change their daily route into Manhattan, and head to a small airport in Princeton, New Jersey. That’s where Denny and his boss took their first balloon ride together.

That was also the start of a high-profile and sometimes reckless series of adventures, combining ballooning with motorcycling, that Malcolm sponsored and hosted for nearly 20 years as a means to promote Forbes Magazine and capitalism around the world. And on many of those trips to exotic locations in Egypt, Thailand, France, China and the Soviet Union, Denny Fleck was at Malcolm’s side…on a bike or in a hot air balloon.

Malcolm S. Forbes died in his sleep of a heart attack in 1990.  But Denny Fleck, his soft-spoken, New Jersey sidekick (who knows more than he’s willing to tell regarding Malcolm’s flamboyant private life) is still flying high, running his Tewksbury Balloon Adventures, located about an hour outside of Manhattan.

If you’d like to rub shoulders in a woven cane basket with this local legend – a true hot air balloon craftsman – give Denny a call at (908) 439-3320. He might even bring along his 24 year-old son Jonathon, who earned his balloon pilot license last year. Here’s a video clip of Jonathon piloting a balloon in New Mexico.

Balloon craftsmanship is in the Fleck blood lines.

Ballooning Over New Jersey

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Thought Leadership For Sale: Surviving in a Pay-to-Play World

Pay-to-Play Is a PR Business Reality

Most PR practitioners quickly learn that the Chinese Wall protecting editorial integrity from the influence of paid advertising can be, like the Pirate’s Code, “more of a guideline than an actual rule.” For better or worse, at a great number of well-known and respected media sources, advertising can purchase anything from regular coverage of meaningless news items, to top billing in an industry roundup, or even an outright puff piece.

Despite denials and indignation from journalists, money does talk at many print, electronic and online media sources; often in direct relation to the financial health and business prospects of its corporate owners. These quid pro quo arrangements are never in writing, and typically communicated over a lunch with a publisher or sales rep who, with a smile or a wink, assures the client or agency that, “I have no influence over editorial…but I’ll see what I can do.”

Trade and professional associations are not burdened with an obligation of intellectual honesty akin to that of the Fourth Estate. But it’s safe to assume association membership expects that guest speakers and “experts” featured on the agenda of their organization’s annual conference will be selected on the basis of experience, insight and presentation skill. A small number of these groups do restrict vendors from agenda participation, but at most industry conferences, any outside 3rd party can purchase a prominent place on the program agenda…and many of those presentations are poorly disguised sales pitches.

This sale of “thought leadership”– market visibility with inherent credibility – is neither a recent development nor a crime that deserves a congressional investigation. Pay-to-play is a fact of business life, and to deal with this reality, PR and marketing professionals can either:

  • Use the market advantage that deep-pocketed companies have over their (limited budget) client or employer as a convenient rationalization for their inability to generate (unpaid) thought leadership; or they can
  • Stop whining, get creative, and lacking economic resources, promote bona fide content and foster personal relationships as currency to generate thought leadership.

With the media, succeeding in a pay-to-play world means two things.  First, it means creating content that’s timely, tailored for the recipient and never delivered in a press release. Secondly, it means building good will with key journalists by consistently providing them with relevant information and ideas, regardless of whether it relates to your company or client, without any expectation of immediate return.

With public platforms, succeeding in a pay-to-play world mostly means advance planning. It can begin by attending the prior year’s event to get a sense of the organization’s membership, priorities and culture, and to meet the group’s leadership. Conference agenda development can start 9 or more months in advance of the event, so it’s important to be on line early with a topic likely to resonate with members. It also helps if your proposal features a dues-paying member of the sponsoring organization.

In both cases, succeeding in a pay-to-play world means managing internal expectations. From the outset, your CEO or client needs to understand that you’re running against the wind, and in exchange for that effort, you must be given permission to fail.

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Is Your Own Work Worthy of Your Signature?

Craftsmanship Requires Accountability

“Artisan” was the term used before the advent of mass manufacturing to describe people who made things or provided services with a distinctive touch and flair in which they took personal pride.

Prior to the Industrial Revolution, this included just about everyone: the shoemaker, the doctor, the dressmaker, the saddler. Artisans gave a personal touch to whatever they did, and they often carved their initials into their work.

It’s a good mind-set to have for whatever job you are doing: Would you want to put your initials on it when it’s done?

That Used to Be Us: How America Fell Behind in the World It Invented and How We Can Come Back

by Thomas L. Friedman and Michael Mandelbaum

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Debunking the 80/20 Rule…and 4 Other Sales Force Myths

Do the top 20% really bring in 80% of the bacon?

The most recent issue of Chief Executive magazine features an insightful piece on “Raising Sales Force Effectiveness,” by the CEO of the Chally Group, and Ohio-based firm that focuses on sales force potential and performance measurement.

Some of the conventional wisdom that’s debunked in the article is worth noting, including:

  1. Myth: The Internet is making sales professionals obsolete. Reality: Hard data shows that sales professionals will become increasingly important, particularly in B2B, because purchasing often involves a decision to outsource. As a replacement for an internal function, sales professionals are often required to act as surrogate managers to the client companies they serve, and to protect their interests within the vendor’s organization. Lesson: Build your sales force with people who are focused on customer service, not simply on making the sale.
  2. Myth: Price, quality and perceived value are the most important factors influencing customer loyalty. Reality: 39% of customer loyalty is based on sales force performance, before and after the sale; 22% on perceived quality / value; 20% on breadth of offering; and 19% on price. Lesson: Sales force training and development has a tangible ROI.
  3. Myth: The Pareto Principle suggests that 80% of a company’s revenue is produced by the top 20% of the sales force. Reality: At most organizations, the top 20% of producers generate little more than 50% of all sales revenue. Lesson: Your best sales reps may not be as valuable as they think, but it may be worthwhile not to de-bunk the 80/20 myth.
  4. Myth: Sales productivity can be improved by teaching the successful techniques of the top 20% performers to the rest of the sales team. Reality: Training lower performers only yields an additional 5% gain. This compares with nearly a 12% gain achieved simply by replacing the bottom 20% of salespeople with average or above average performers. Lesson: Cut your losses early, and throw out the dead wood.
  5. Myth: Most client defections are anticipated and well-deserved. Reality: At most companies, 60% of lost customers come as a surprise, and 80% of deserting customers rate their vendor as good or very good. Lesson: Assume that competitors are always knocking on your customers’ doors, and to act accordingly.

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Death by Content: How Press Release Abuse Killed Public Relations

Self-serving Press Release Content Has Killed PR

The origins of the press release are unclear, but in the not too distant past, this communication tool was called a “News Release.” And its sole purpose was to provide the press with information likely to be of interest to the public; containing what journalists still call “news value.”

Prior to popularization of fax machines in the 1980s, news releases were delivered by human messengers to major wire services such as AP, UPI and Dow Jones, which in turn communicated that news to their subscribing media outlets over a broadtape machine – much like a financial ticker tape, but using a much wider roll of paper. For non-daily news sources such as magazines, news releases were often sent through the US Mail.  Regardless of how they were delivered, news releases served an important role in mass communication.

But the news release has lost its franchise as a communication tool, for two reasons:

  • Thanks to technology, news releases became an anachronism. Online news portals and email killed the underlying functionality of paper releases as a news dissemination tool. The internet delivered news faster, and this was a good thing.
  • Thanks to the PR profession, news releases (aptly re-named press releases) became platforms to deliver content with little or no news value, and largely of no practical value or interest to the press.  Flacks began using the press release as a marketing and propaganda tool, and this was a bad thing.

Over the past two decades, the sustained volume of press release abuse by PR practitioners – driven in large measure by CEOs (and clients) who fail to understand that journalists are not ad hoc members of their company’s Communications Department – has greatly diminished the stature of the public relations profession in the eyes of journalists, and has also reduced the ability of PR pros to leverage the media as a valuable means of securing objective, third-party exposure and validation for their company, product or cause.

As the number of journalists who post “Do not send press releases or pitch story ideas to me” on their Cision or Vocus profiles increases every year, the PR profession will eventually lose one of its most fundamental roles: to discover or create content that has bona fide news value, and to properly package and present that information to media sources.

If journalists find no practical need for flacks, organizations will likely follow their lead. For public companies, dissemination of financial results and material events will be handled by their legal department. Because press releases are now considered sales collateral by their target audiences, “media relations” for all companies will be managed by the marketing department. Public Relations, as a profession and a function, will simply cease to exist.

Twitter, blogs and other social media-based “pull” tools may eventually replace the press release. But unlike social media, press releases have been pushed at journalists, filling their inboxes, wasting their time, and reinforcing the media’s perception of PR as a self-serving and often ignorant generator of meaningless noise.

It may be too late to repair the self-inflicted damage done to the PR profession by years of press release abuse. Morphing from a Public Relations professional into a Social Media professional may buy some additional career tenure for young communications practitioners, and hopefully they’ll learn from the lessons of PR’s suicide: that whether it’s tweeted, posted or contained in a press release, news and information lacking intrinsic value will always reflect poorly on its source. And over time, it will make you irrelevant.

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Brochureware Is Not a Dirty Word

Brochureware is the term used, often with derogatory marketing implications, to describe websites consisting entirely of static pages that promote a company’s products and services, people and value proposition. Most brochureware websites contain no content that requires updating, and other than perhaps a “Contact Us” form, no interactive capabilities. Brochureware simply sits online, like a printed brochure sits on a coffee table.

A big problem for many companies, from a brand marketing perspective, is that:

  1. Their well-intentioned graphic design firm has provided them with a website with functions requiring new and refreshed content. These functions might include: “News”; “In the News”; “Upcoming Events”; “Thought Leadership”; “Case Studies”; “White Papers”; “Webinars”, etc.
  2. Although they understand the potential marketing and SEO value of those website functions, companies often lack the motivation, resources or raw material to supply them with new, relevant, engaging content on a consistent basis.
  3. As a result, website visitors might see…a company blog with only 3 posts over the past year; no press releases issued since 2009; a “Coming Soon” graphic for the In the News section; an archive of quarterly newsletters with many issues skipped; a 2 year-old white paper that’s no longer relevant; and zero upcoming events scheduled.
  4. Based on these impressions, website visitors will likely conclude one or all of the following:
  • This company is out of business.
  • This company doesn’t really care what clients and prospects think of them.
  • If this company doesn’t care what I think of them, how well will they serve my needs?

Having seriously out-of-date or missing content on your website is akin to showing up to a first meeting with a prospective client wearing no shoes and the same shirt you’ve worn for the past 6 months, sporting a jacket with lapels 4 inches wide. Based on first impressions, that prospect has already crossed you off his list.

If your company’s website is incurring brand damage as a result of outdated content…and if it has no intention of building disciplines to consistently feed this online beast…then your best course of action is clear:

TELL YOUR GRAPHIC DESIGN FIRM TO REMOVE ALL WEBSITE FUNCTIONS THAT REQUIRE REGULAR UPDATING.

Your company will be better served – from a brand perspective – by having a website featuring 100% static brochureware, than by having a website that aspires to be something it’s not.

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Fighting Online Brand Sabotage 101

Brand Sabotage May Warrant Ninja Tactics

Complaint websites such as Yelp, Glassdoor and Ripoff Report – that empower actual and imaginary customers or employees to anonymously post their accurate or bogus comments online – have created new brand-related challenges and opportunities for their corporate targets.

Thanks to search engines and social media, anyone with a computer and a personal agenda can now inflict substantial, long-term damage to the reputations of institutions that may or may not be deserving of their viral sabotage. It’s become a dangerous and foreign world for CMOs, PR heads and others charged with protection of their company’s brand; especially for small and mid-sized companies lacking the sophistication or deep pockets to mount a serious defensive strategy.

At the risk of oversimplification, here are a few down & dirty street-fighter tactics that should be on the do-it-yourself checklist of every company that’s a real or potential target of brand saboteurs:

Keep Your Eyes Open – This advice appears rudimentary, but many companies don’t bother to stay on top of online content.  At the very least, all companies should use Google Alerts to keep track of what’s being said about them online. This service is free, but does not provide a comprehensive view of everything that’s being said. There are scores of sophisticated social media monitoring solutions, tailored to meet your budget and level of interest. Here’s a list of them.

Take the High Road First – If your company has made mistakes or fallen short of expectations, it’s best to man up quickly. If there’s a way to respond directly to a negative post, then admit your error, offer to make amends, and follow through on any promises you make. Negative posts are opportunities to showcase your company’s integrity and to build goodwill.

However…if it becomes clear that an employee, customer or competitor is using social media primarily to inflict brand damage, it’s appropriate to protect your company in a far more aggressive manner. The basic ninja tactics and rules involve:

Hit and Run – At the risk of being labeled a “troll” by the strange subculture of people whose hobbies include trashing companies online, it’s worth the effort for your company to fight fire with fire, by anonymously posting contrary opinion and evidence, on a selective basis, to discredit the brand saboteurs. If your defensive post is well-crafted (which means it’s not totally obvious that it was written by someone from your company), readers will conclude that the saboteur may not be correct, or at least that there is a difference of opinion.

Avoid Fistfights – If you employ anonymous hit and run tactics, never go toe-to-toe online with saboteurs by responding to their follow-up posts (where they will accuse you of being a shill for the company.) If you engage with them, your original post will lose its credibility, you’ll give them additional opportunities to trash your brand, and it will attract additional attention. If you can’t maintain your discipline, then don’t use hit and run tactics.

Call In The Cavalry – The odds are, if you’re running a successful business, that you have plenty of satisfied employees and customers. The problem is that brand terrorists are always more motivated to trash your brand than your brand ambassadors are likely to praise it. The solution is simple: swallow your pride, and ask for help from your fan base. Don’t tell them what to say, but do provide them with the specific information (or send a page link) they will need to post their positive opinions where it will have the greatest impact. Solicit at least one positive post every month, and don’t forget to thank those who take the time to help you.

Become Transparent – In a world driven by search engines, no news is longer good news; in fact, no news is a brand liability when you are the target of a brand saboteur. The most effective way to reduce and offset brand sabotage is to consistently generate online content that positions your company in a positive manner. This does not simply mean pumping out a press release every time your company introduces a product, wins an industry award, or appoints a new vice president. The content with the greatest value – both in terms of viral shelf life and marketing impact – provides insight into your firm’s intellectual capital…so that target audiences have a clear understanding of your company’s value proposition.

Pull Out the Legal Saber – If the damage caused by brand saboteurs is substantial and consistent, your company should consider legal means as a last resort. This can be expensive, but some companies have succeeded in neutering false and defamatory posts by first filing a lawsuit against the author of the post (not against the website or search engine); if successful in that suit, obtaining a court order related to the offending post; then presenting that court order to Google…which typically will honor the court order by removing the webpage with the offending post from its search index. Although this legal tactic will not remove the post from Ripoff Report, Yelp or Glassdoor, the post will no longer appear in Google search results, which is a significant damage control victory.

Many companies will continue to do little or nothing to prepare for online brand sabotage, on the assumption that it’s unlikely to ever happen to them. Like the classic Fram Oil Filter commercial, they can pay a little now, or pay a much bigger price later.  But there’s a growing list of CEOs who regret having rolled the dice with their company’s reputation at stake.

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NewsCorp Phone Tappers Still Dancing; Airbrushers & Pie-Throwers Brought to Justice; Wendi Deng Dodges Lawsuit

Exhibit A:"The Case of the Missing Crow's Feet"

UK Update:

  • L’Oréal was forced to pull ad campaigns featuring Hollywood star Julia Roberts and supermodel Christy Turlington, after the UK’s Advertising Standards Authority ruled that both ads breached the public watchdog group’s standards code by “digitally manipulating” the ads’ facial images by removing the signs of aging, such as crow’s feet. The ASA claimed both ads exaggerated the benefits of L’Oréal’s beauty products, were misleading to the public, and banned them from future publication.
  • News Corp’s deputy COO, James Murdoch, has survived that company’s first board meeting since the phone tapping scandal broke – winning support of its senior independent directors. Reuters quoted a large UK institutional investor, who said, “I haven’t heard anything that would back up a supposed groundswell of anti-Murdoch feeling.”
  • Aspiring comedian Jonathan May-Bowles (aka Johnnie Marbles) was convicted in Westminster Magistrates Court of “assault and causing harassment, alarm or distress,” in connection with throwing a paper plate filled with shaving cream in the face of News Corp’s CEO Rupert Murdoch. Mr. Marbles is now on bail, awaiting sentencing.
  • In connection with the pie-throwing incident, no charges have been brought against Mr. Murdoch’s third wife, Wendi Deng, for slapping Mr. Marbles and throwing the paper plate at him as he was led away by police.

All of this suggests that the United States is not the only country whose underlying mission is to entertain the rest of the world.

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