Graham Communications - The Creators of Magnet Marketing


Graham Communications
40 Oval Rd. Ste. 2 | Quincy, MA 02170
T. 800.659.0069 | F. 617.471.1504

Watch out what you say or how to lose the sale

February 11th, 2010

The radio ad rep sent an email stating that her station would be “a perfect fit” for one of our clients. “We have so many amazing opportunities” for them.

I responded by asking who she thought was this client’s target customer, including age group, that made her station such “a perfect fit. Her reply pointed out adults in a particular age range, a minimum income level and mostly families with children who own their own home. She wasn’t at all close. I then described the target customer, pointing out that based on her description, the station would not be “a good fit.” Then, came her final comment, “I still beg to differ.”

The ad rep failed to engage me and presumed to know the solution before asking questions. It might have been more successful if she had said something like, “Our station covers your client’s market area, but before going any further, I want to be sure there’s a good fit. Would you mind answering a couple of questions for me?”

With the basic information in hand, she might have identified programming that was a good fit or she could have come back with, “Thanks for the information. Frankly, I don’t think we’re the right station for your client.” If that had happened, I would have been impressed with her honesty and the next time she called, I would have confidence in her recommendations.

It’s still all about imagination

January 24th, 2010

Recently, Randall Stross, a business professor, attacked marketing icon Ted Levitt’s contention that businesses disappear because of a lack of “marketing imagination. It was 50 years ago that his famous article, “Marketing Myopia,” appeared.

Mr. Levitt held that the railroads would have maintained their dominance if they had possessed sufficient imagination to see themselves in the transportation business rather than just in the railroad business.

Mr. Stross says that axle and lamp makers, as well as bicycle manufacturers were best prepared to transition into manufacturing automobiles, which seems to suggest that being in the right place at the right time with the right technology is more important than imagination when it comes to business success.

Yet, it can be argued that Ford Motor Company rose from near bankruptcy to a profitable, growing position because of imagination. It’s CEO, the former head of Boeing, couldn’t understand why so many types and sizes of vehicle doors were being produced, when Boeing had only one door for all its various planes, a strategy that reduced costs and facilitated replacement worldwide.

Ford calls its new Focus, a truly global vehicle. It is sold around the world with all the same parts, a move that clearly reflects it’s CEO’s imagination. In effect, the Focus is, perhaps the first global vehicle and it’s simplified and less costly to produce.

Ted Levitt’s “What business are you in?” question is as relevant as it was 60 years ago. Are you selling insurance, medical devices, shoes, clothing or are you selling something more?

FastFacts survey respondents cautious on prospects for 2010

January 3rd, 2010

Graham Communications conducted a FastFacts survey in late December 2009. A summary of the results follows:

While the economy stumbles through a fitful recovery, businesses struggle to find the right course for 2010. In our recent FactFacts survey, a responding 87.6% felt that the recession is not over and over two-thirds note that their marketing budget will remain the same.

Of the marketing tactic used in 2009, almost 50% found Email Marketing to be the most effective, followed closely by Direct Mail and Website. Looking ahead to 2010, our respondents see some shifts in their marketing budget. Most plan to increase spending on Email Marketing and their Website, but not on Direct Mail, which most will fund at the same level as 2009.

Reflecting the hype and cache of the social media phenomenon, over 42% plan to increase spending on social media. Not unexpectedly, the largest decrease in spending is planned in print advertising, followed by TV and radio. Tradeshows and telemarketing will be the same as 2009.

Given an unlimited marketing budget, almost 30% would put an ad on a Dunkin Donuts coffee cup and 15% an ad in the Wall Street Journal. No one opted for signage at Disney World and only one chose the Goodyear blimp. Some other great suggestions were to start a foundation and put a book together with industry big names as contributors.

Editorial Comment: The economic crisis coupled with cosmic growth in digital possibilities spells marketing challenges. Simply using new technology won’t bring success. While the economic crisis may mean paradigm change in some companies, the basic rules of marketing have not changed. Setting goals, understanding customers and prospects and determining how best to communicate with them are the core components of any marketing program. Marketing needs to be relevant, creative, engaging and brand building. A thoughtful, balanced mix of traditional and interactive media may be the best approach.

Comcast is no Apple

December 21st, 2009

It all started on October 8 and it’s never ended. On that day our company email lost control of its bodily functions. Messages to certain regular recipients began disappearing before they were received. Other originating from several clients never arrived. If an email happened to reach the right recipient, the response was lost in cyber space. Many emails, that had heretofore reached us, turned up in “junk” mail. As you might imagine, it was a nightmare for us and for our clients, who demonstrated inordinate and much appreciated patience.

Our loyal email provider went to work and over time isolated what seemed to be the problem. It was Comcast. Certain of our emails and those coming to us were going through Comcast servers and it appeared that they had ratcheted up their “spam” filters, sending our email hither-and-yon.

Armed with this information, our provider contacted the folks at Comcast to work out the knots. Rather than taking the request seriously, they referred our provider to something called “email clients hosting,” which appears to be their exchange server.

Thanks to an unresponsive Comcast, the problem persists, going on three months. As of now, no one at Comcast has even had the courtesy to try to understand our problem, let alone deal with it.

After having enjoyed Apple’s customer service for many years, there is no excuse for having to endure the way Comcast takes care of concern concerns.

An incredible insight

December 15th, 2009

A particular email thread was getting out of hand. Somehow or other the message was eluding both of us. The more we tried to understand the issue, the worse it got. Then an incredible insight hit me. At first, I dismissed the idea as outrageous. But the more I thought about it, I felt my compelled to give it a try. And I did. I picked up the phone and called the person. Magically, the confusion disappeared in a matter of seconds.

If you want to be a great presenter, check out Steve Jobs

November 19th, 2009

Steve Jobs the quintessential presenter

Steve Jobs may be the best business presenter today. This wonderful little show from Business Week is superb! And so is the book. Microsoft should hire him to teach PowerPoint, an app that has dumbed down presenting to a ridiculous low.

Perhaps one of the best ways to build a career is by becoming a competent and compelling presenter. The good news is that very, very few people have it or feel it’s worth developing. It can put you in a class by yourself.

Good lessons from the recession

October 28th, 2009

There’s nothing more effective than a whack on the side of the head to get our attention. In many ways, the history of the recession will be what companies have done to improve their operations in a difficult period.

This came to mind when reading in the Wall Street Journal about what the Whirlpool Corp. did about its supply chain practices after acquiring Maytag. There were duplications everywhere, along with retailers having to wait five to 10 days to get appliances. It’s now 48 to 72 hours. The company is replacing 41 “outdated sites” with 10 “huge regional distribution centers.”

In one location, they wound up with 250,000 s/f of extra space by revamping the operation, which is now being leased to their suppliers.

The distribution operation is more efficient in a variety of ways, the result of taking advantage of the economic crisis to do more with less and be ready when customers start buying washing machines, dryers, refrigerators and other appliances.

While it seems that Whirlpool is positioned for the future, it would be interesting to know what other companies have been doing to reduce costs and increase efficiency. They don’t need to be big things to add up. We’re using remote capture to deposit our checks, so there’s no need to send someone to the bank. We’re also finding that using the automated attendant feature on the phone system is actually more efficient and saves money at the same time. There are others, too, that were long-overlooked were it not for the recession.

Great quote!

October 28th, 2009

“Innovation distinguishes between a leader and a follower,” states Apple CEO Steve Jobs. Crisp, clear and on target. Chris Kristian of The Westport Group deserves a round of applause for finding this one. By the way, Chris and his business partner, Gary Terry, are innovators in the executive benefits market.

A sinister sign of the times

October 28th, 2009

The number of drivers who text while behind the wheel is climbing, as we all know. More than 20% admit to doing it, according to one study. This UK public service announcement was aimed at teenagers. A word of caution: it’s graphic and sobering. Texting while driving

Selling: stop being a “pain peddler”

October 28th, 2009

Every salesperson has tried, one way or another, to find the best approach to winning business. Sooner or later, each one seems to fail. Perhaps the most popular selling tactic is “find the pain.” Explore, probe and ask questions until you find the customer’s “pain.” In effect, the successful salesperson is a “pain reliever,” one who captures the sale by making the customer feel better.

While such a strategy may have worked even quite effectively in the past, that was then. And this is today.

The recession has given most every decision maker more than enough pain. Anyone who comes along probing for more pain will not be welcome, particularly when there’s a price tag on it.

Selling “pain relievers” has run its course.

What lights a customer’s fire is pleasure, not pain. Instead of scheduling the patient for surgery (to eliminate pain), a more effective approach is implementing a wellness regimen (that creates health). This is quite different from making prospects squirm and then selling them a possible remedy. Most buyers have had more than their fill of pain.

Much more effective today is “Rewards-based Selling.” The sales task is that of serving as a counselor, one who is committed to helping make sure the business is healthier tomorrow.

To do your job right, you need information, which is why this approach to sales begins with discovery, actually assessing a client’s business operation so you understand it and to uncover issues and identify areas that may need attention.

The objective of “Rewards-Based Selling” is to create the conditions so the client sees value in your recommendations. If your ideas and suggestions resonate with the decision maker, you’ve made the sale.

We call it “Rewards-Based Selling” because salespeople reap the rewards (getting the account) after demonstrating their value, something the competition doesn’t understand and will never figure out.

Here are benefits of “Rewards-Based Selling”––
1. It disarms prospects by changing the process from a sales pitch to a conversation, from “sign here” to “let’s check it out.”
2. It allows salespeople to demonstrate their skills and knowledge, instead of depending on the latest sales gimmick to make the sale.
3. It gives salespeople an opportunity to see the entire business and to get acquainted with key personnel, both of which are critical for making the sale.
4. It demonstrates that the salesperson is interested in the business, not just getting an order.
5. It fosters long-term relationships that are based on the entire business, not just what you are selling at the moment.
6. It creates genuine value for the customer, not just “perceived” value.

Clients want to see performance before rewarding you with their business and that’s what “Rewards-Based Selling” delivers.