Want to acquire new customers with social media? Prepare to be disappointed.

“Why doesn’t social media work?”  It was a question posed to me by a very bright business owner who had invested time, money and hope into a social media effort.  His goal: Use social to acquire new customers. 

He began with Facebook.  Surely, he reasoned, out of 900 million Facebook users, he could get his business noticed and drive customers to his door.  His goal was to land 100 new customers over three months.  So if he could get 0.000000111 of the world’s Facebook users to give his product a shot, he would be happy. 

He did his research, developed a plan and launched a Facebook campaign.  He freshened up his company’s Facebook page, loaded lots of company and employee photos and reached out to other Facebook users to get as many “likes” as he could.  Then, he waited on those 100 new customers to come calling. 

Nine months later and he’s still waiting.

He got a few page likes and reconnected with a handful of customers he had not seen in a while, but as far as he knew Facebook brought not one new customer to his business.    

Those results appear to be the rule, not the exception.  Here’s why. 

Social media, and Facebook in particular, must connect and engage the user.  If you have information to share—photos, opinions, ideas, suggestions—that I want, that I need or that I like, then I’m ready to connect and engage.  I will read what you write, I will likely get involved with input and feedback, and I will regularly visit your Facebook page.  I’ll probably read your blog, too.  And I may follow you on Twitter.    

Think about where that works best.  The connection is made and the engagement follows in groups of people who share something in common and important to them—something they are drawn to do.  It’s the church group.  Or parents of kindergartners in a local school.  Or organic gardeners.  Or a national club of motorcycle riders.  Or a group of private pilots.  Or bonsai enthusiasts. 

In other words, it’s those millions of small, “social” groups out there.

What if you are a Chevy dealer?  Or if you run a plumbing company?  What if you sell custom furniture?  You want new customers, so you post useful information on your Facebook page.  You intentionally avoid anything even resembling a sales pitch.  You offer automobile repair tips. Or info on how to keep a home’s pipes from freezing. But nothing happens.

Do you see what’s missing?  It’s the connection and engagement.  That Facebook user you’re after is not interested in you like he is with his hobby.  Or with his club.  Or with that special interest he has. 

Acquiring new customers can be done effectively with any number of strategies.  But you will likely save yourself some frustration and disappointment if you don’t depend on social being one of them.      

 

 

Clearing up confusion about the word "brand"

In marketing circles, I’m not sure there is a word or phrase more misunderstood or misused than the word “brand.”  So, in the next 90 seconds or so, let’s define what brand is and what it is not. 

Brand is what a company does and how it sets itself apart from its competitors.

My favorite example is Southwest Airlines.  When other airlines began charging passengers for luggage a few years ago, Southwest launched an ad campaign.  The campaign’s message:  We don’t charge you for bags.  That message fit perfectly with the brand Southwest smartly established and very effectively maintains:  We are your low-cost, passenger-friendly airline. 

    

The Southwest Airlines’ brand is not their multi-colored 737s.  It is not their logo.  In fact, at this very moment, I couldn’t even tell you what the Southwest logo is.  Okay, I just checked it.  Now, I remember.  But it’s not important that I necessarily remember its logo.  What is important to Southwest is that I remember its brand—it is my low-cost, passenger-friendly airline. 

The very common mistake is to think a company’s logo or its “mark” is the brand.  The golden arches are not the McDonald’s brand.  The McDonald’s brand is serving food quickly, consistently and inexpensively.  The BMW roundel is not its brand.  The BMW brand is the luxury automobile it builds and the things it does to make that automobile different. 

I talked to someone a few months ago who said her company wanted to freshen up its brand.  It wanted a new logo to do that.  A new logo can sharpen a company’s look or its image.  And while there are some advantages to creating a new logo, that won’t make the brand any better.  Or any fresher. 

If you want to improve your company’s brand, start by having heart-to-heart conversations with customers.  Here are three great questions to get that ball rolling: What are we doing now that you like?  What are we doing that you don’t like?  What would you like us to do that we are not doing now?  Listen to their feedback.  Make changes accordingly.  Add that new service.  Or improve delivery times. Or change a product line.

Do those things and you just may improve your company’s brand. 

    

Know Their Fears

If you dabble in DISC, you know the four personality types. Dominance, Influence, Steadiness and Compliance are the four behavioral groups. And you may know some of the personality traits associated with the types. But did you know that DISC researchers have identified “the greatest fear” that each type has? Understanding what people fear could help you strengthen relationships.


People who are high D’s are those General Patton-like personalities who are direct and decisive problem solvers. They are bottom-line organizers and drivers who are motivated by power and authority. At first blush, you might think they are fearless. But DISC research shows they do they have one fear: drivers are fearful of being taken advantage of.

If you want to dynamite a relationship with a high D, give him a reason to question your loyalty. Avoid that by making sure the driver knows you are on his team. These are results-oriented people who have high expectations. Delivering results will help demonstrate your loyalty.

People who are high I’s, or influencers, are fearful of rejection. When dealing with influencers, remember that they are optimistic, trusting, emotional encouragers. Stay connected with them. Check in often and ask plenty of questions about what is going on in their world. Ask about their families and their hobbies. Don’t ignore their accomplishments. And whatever you do, make sure the emotional high I never feels rejected.

A dominant S is most fearful of losing security. When you’re dealing with a high S, keep the ship steady as she goes. I once made a job offer to a high S. I was getting nowhere with him and I couldn’t understand why. Then it dawned on me: He was comfortable and secure in his current job.  He stayed put.  To steer clear of this group’s greatest fear, give them the stability they desire.

And that takes us to high C’s, or those known in DISC talk as the compliance group. These are the numbers crunchers. They trust facts and figures, they are detail oriented and they have high standards. High C’s fear criticism. As with the other three groups, communicate with them on their level. If you need to challenge or confront a high C, be precise and have numbers to make your case.

Of course, you need to pinpoint someone’s dominant personality type before you can consider his or her fears. Determining that isn’t automatic but it may be easier than you realize. A good place to start—the person’s occupation. For example, a hard-charging entrepreneur or business owner is likely a high D. Accountants and engineers are usually high C’s. It’s trickier with the S group. I know high S people who work in a variety of occupations, including teachers, administrators, counselors and salespeople. The one thing they very often have in common: job stability. High I’s work in a variety of jobs, too. But they are often easy to spot. Think golden retrievers.

Humans are complex creatures. While personality assessments cannot entirely define us, a basic understanding of the four DISC types and the fears associated with each could sharpen your people skills.

Grab attention in 2012 with a compelling offer

For two days in November, one of our clients advertised on one television station in one market.  It was a single message than ran over an eight-hour span for two days.  One ad.  One television station.  Two days.  The response:  154 phone calls.

Was it a creative ad?  Something really clever?  No, it was a simple ad that contained a compelling offer.

The American consumer has developed what I’m calling a GroupOn mentality.  He waits until a deal comes along.  When it does—when he sees or hears a compelling offer—he is prone to pull the trigger.  Something really unusual is happening in the restaurant industry right now: Restaurants are offering deals.  In the weeks before and after Christmas, they typically shy away from special offers because they don't need them to drive traffic.  Not this year. 

The GroupOn mentality has been around for more than a decade and long before anyone had heard of digital coupon companies.  My opinion is that it began in the fall of 2001.  Following 9/11, sales of new vehicles plummeted because consumers stopped spending.   Automakers began offering incentives like 72-month no interest financing.  They created compelling offers—and consumers responded.

Four years ago, the Great Recession plowed into our lives and consumers again shut down spending.  Enter the digital coupons with their deep discounts—their compelling offers.  Consumers couldn’t resist discounts of 50 percent and more.     

As the economy continues to struggle, is that the answer?  Digital coupons that offer deep discounts?   I don’t think so.  Many retailers are discovering that offering products and services at 50 percent off is business suicide.  After they have paid the coupon company, retailers make 25 cents on the dollar in that scenario.  See more about the dangers of deep discounting on my July 31, 2011 entry on this blog. 

Digital coupons do provide a clue about what works today with American consumers today.  It is the compelling offer.  They are looking for more than value.  They want an offer that makes them think “wow.” 

As we step into 2012, what are your plans to reach today’s consumer?  You do not have to give away the store.  Think creatively about offers that will get noticed.  Or call me and let’s brainstorm some compelling offers for your company. 

Best wishes for a great 2012.

12 steps to help with decision making

My alma mater plays for the National Championship on January 9. A ticket is about $2,000. I'm not going. Why? A ticket is about $2,000. That is an easy decision for me. 

If all decisions could only be as easy.

One of the best business books I've read in the last three years is 12 Factors of Business Success. It is no-nonsense, easy to read and filled with practical advice and suggestions. I recommend it. One section deals with the process of decision making.  Here are 12 ideas than can help with that process.   

1. Decisions are making choices among alternatives. There are good ones and bad ones. How something turns out is not the issue. A good decision is what happens now, not how it turns out.

2. A decision based on feeling, instinct in unfamiliar territory or lack of info about all of the alternatives is a poor decision. Base my decision on probability of outcome and the value of outcomes.

3. Unless I’m an expert in the field in which I’m making a decision, never base my decision on what feels right.

4. If I am outstanding in my field, make my decision quickly.

5. Review all the facts thoroughly, then allow myself time to think about them before reaching a conclusion.

6. Jot down notes when making a decision, write down all the solutions and include all relevant information. By seeing it in black and white, sometimes right answer becomes more obvious.

7. Do not procrastinate. Set a deadline and make the decision.

8. Make one decision at a time. Don’t allow them to build up.

9. If others will be affected by the decision, get their input.

10. Brainstorm potential consequences of each choice. What could happen? What else? How will

I handle those problems?

11. Integrity matters. When I know the right thing to do according to my value system, make a decision to do that right thing.

12. When I make the decision, let go of all of the what ifs.

When Things Go South

It was a cold Saturday in December seven years ago.  I was at my office, literally pacing the floor.  Less than 24 hours before, my largest client had advised me that it had hired a new advertising agency.   

It was not a surprise, but I was still surprised.  The new CEO had arrived on the scene and had chosen to work with the same agency he had used in his previous job.  I thought I could convince him not to do that but the reality was this:  As I made my pitch, I was dead man talking.  His mind was made up before I said the first word.   

Marc Corsini, the productivity coach, makes a great point about clients and customers.  We never own them.  We only rent them.   People who rent are people who move.  The question is this:  What is the best way to respond when they do?   

I have managed to collect a few ideas, quotes and thoughts since then about good ways to respond when adversity rears its ugly head--whether it is losing a big client or something else.  Most of these are not original. 

--Rebound with energy, guts and determination; rededicate myself and move forward.  Don’t linger.  Don’t jump to conclusions.  Don’t panic.   

--Continually examine my weaknesses.  Be honest.    
     

--Adversity creates doubt.  Don’t make sweeping changes if panic sets in.  Change may look very attractive, but stay the course.  When I’m sick, do I take the whole bottle of aspirin?  

--Setbacks are not failure.  Failing to persevere is failure. 

--“Losing, in a curious way, is winning.”  Robert Bach, Century 21 CEO, who would have never begun the company if he had not failed at his first venture at age 44.      
   

--Fortune tires of carrying me on its shoulders too long.  Expect adversity.  The essential trait to employ: perseverance. 

--Call time out.  Mentally and physically come to a stop.  Panic is an irrational, quick-spreading fear that warps my perception of reality.  Panic tends to promote short-term relief at the expense of long-term success.  

--Stabilize the situation.  Stop the hemorrhaging.  Don’t throw good money after bad.  

--Get a big-picture view of the battlefield.  Is it really a life or death matter? 

--Carefully, honestly analyze the problem in terms of what I did wrong.  Don’t focus on what others did or why.  Develop the habit of figuring out what I did wrong.     

--Intellectually and emotionally grasp that problems are a way of life.  Adapt to negative situations.  Don’t assume a victim’s mentality.     

--Lincoln, over 28 years, lost his job, failed a business, suffered a nervous breakdown and was defeated for public office.  Then, he was elected President.    

--Problems are relative.  I don’t get the promotion.  Life is bad.  I lose my job.  Not getting the promotion wasn’t so bad.  I lose my health.  Losing my job wasn’t so bad.  Keep run-of-the-mill problems in perspective by realizing the relatively small number of genuinely serious problems I have.      

--It is not stress that kills, but the reaction to stress.  Save my serious concerns for serious considerations.

Setbacks, adversity and defeats are no fun.  It’s too bad they are guaranteed to come with life.  I hope  this short list helps when they come your way.   

One last thing—as I paced the floor on that December Saturday, I wondered how our business would rebound.  Less than 18 months later, we had the best year in the company’s history.   

Be encouraged.    

Make your message clear, credible and compelling

James Carville faced an uphill battle.  His boss was running for President and things weren’t looking good.  George H.W. Bush held a stronghold in the polls.  But Carville understood something about the American people.  He knew that Americans were worried about their jobs, their money and their futures.  It was Carville who helped hatch the phrase that changed the campaign for Bill Clinton. 

“It’s all about the economy, stupid.” 

When Clinton began emphasizing the threats facing the economy and what he intended to do about those threats, America listened.  The message was clear, credible and compelling. 

While it is true that the economy is weak and the American consumer has slammed the breaks on spending, products and services are still being purchased.  Consumer spending is still THE fuel that drives the U.S. economy.  Consumers still pull the trigger and buy new cars and trucks.  They still buy sofas and water heaters.  They still go on vacations and out to eat.   

How do you get them to buy your products or services?  By providing that clear, compelling, credible message. 

Royal Bedding is a small mattress manufacturing company in Pelham, Alabama.  They make two-sided mattress sets right there in their factory and sell them in their showroom in the front of the building.  The company has carved out a niche.  They make quality mattress sets the way mattresses used to be made in America. 

Royal Bedding promotes their products through advertising in messages that are clear (“this is what we do”), credible (“we make mattresses with real American quality”) and compelling (“we provide value because we truly offer factory-direct pricing.  We build them in the back and sell them out front.”)

For more than two decades, Royal Bedding has been building and selling mattresses.  In August, 2011, they had the best month in their history. 

How many retailers could say that about any month in the last three years? 

If you provide a quality product or service and one that meets the needs of customers, you can still sell what you do.  Examine your message.  Make sure it is clear, credible and compelling.