Don't Make These 4 Deadly Video Mistakes

Writing for Intuit’s Small Business Blog, videomaker C.J. Bruce warns marketers of four deadly Web video mistakes.

 

Not producing a video. "Using video for your business is no longer optional," Bruce writes. The availability of prosumer gear removes the age-old excuse "video is too expensive."

 

Producing a video. One video "isn't a content strategy," Bruce says. "After all, you wouldn’t send just one email, put up just one blog post, or have a TV commercial air just once." Bruce suggests producing a series of videos and releasing them weekly through the span of a quarter.

 

Believing you'll go viral. The chances your video will go viral are slim. "You need to have a plan for your videos that includes marketing them with social media and SEO tactics," Bruce says. Be sure to put your videos on your Website and send the link to your email list. Also consider placing ads on Google.

 

Counting views. Engagement is more important than viewership. Put in place systems to track YouTube likes, shares, comments and viewing times after your video goes live.

B2B Execs Socially Unaware

B2B executives don’t get social media, according to marketer Lenna Garibia, writing for MarketingProfs.

Citing new research by Harris Interactive, she notes:

• 43% say they rarely or never consider the social media reputation of their firms when making key decisions
• 67% say they could not respond to a hostile social-media post within a day, and
• 13% say they wouldn’t bother

There’s a weird geographic difference among the execs.

Those who live in the northeast are much more likely to care about the social media reputation of their firms than those who live in the west.

The Phenomenology of Selling

Journalist Philip Broughton has written The Art of the Sale, far and away the best book on sales I've ever read.

Good old-fashioned reporting is the reason for the book's success.

"There are more lies told about selling than any other aspect of business life," Broughton writes in the introduction. "So I went in search of some truths."

Along the way, Broughton interviews dozens of top-flight sales executives—including Tony Sullivan (The Smart Mop), Ted Leonsis (AOL), Jeffrey Gitomer (Little Red Book of Selling), Larry Gagosian (Gagosian Gallery), Augie Turak (MTV), Marc Benioff (Salesforce.com) and Howard Anderson (Yankee Group)—in hopes of learning what makes a great salesperson tick.

He uncovers a ton of truths and, in the end, learns that, "The traits required to sell (resilience, conviction, persistence, and likability) are not just needed in business, but in life."

Rather than a quilt of Ziglar-esque adages or some impossible-to-grasp system, The Art of the Sale offers a phenomenology of selling.

If you have to drive revenue, the picture Broughton paints will inspire.

Going Broke? Maybe Your Website's Broken.

Research firm Forrester asked 5,200 customers what they do when a Website fails them.

According to the study, Websites That Don’t Support Customers Waste Millions, they:

• Pick up the phone. 35% call when your Website lets them down.
• Take their business elsewhere. 17% move to a competitor. 
• Give up. 17% abandon their purchase.

Forrester also gauged the cost of broken Websites and concluded:

• Large e-retailers are losing $47 million in direct income every year.
• Large e-retailers are adding $47 million to their cost of sales every year.

For 14 years, Forrester has been evaluating B2C and B2B Websites. 

It estimates that only 3% aren't broken.

To learn if yours is broken, Forrester recommends you ask. "The only way to know whether a site visit was a success is to ask the customers," the report states. 

Ask visitors three simple questions:

• What did you come to the site to do today?
• Were you able to accomplish that goal?
• If not, why not?

The Secrets of Teamwork

Thomas Edison's great grandniece has penned Midnight Lunch, a 300-page book that reveals the inventor's four-faceted approach to teamwork.

• Edison built teams from diverse disciplines. The team that invented the lightbulb included chemists, mathmeticians and glassblowers.
  
  
• The inventorlearned from his mistakes. After state and local governments rejected his electronic vote recorder, Edison decided to focus exclusively on consumer products.
  
  
• Edison's vision kept the teams on track. When team members floundered or disagreed, the boss quickly intervened, deciding the course.
  
  
• Edison changed direction with the market. Other inventors of the day ignored the fact that consumers wanted products powered by electricity—and they failed.

Marketing Lessons from the Three Stooges

For pure marketing genius, contemporary giants like Jeff Bezos, Howard Schultz and Tony Hsieh shrink in comparison to the three ur-marketers.

I'm talking about Moe, Larry and Curly.

Sure, attend all the marketing conferences you want. Follow all the blogs. Study all the books. Consume all the CDs.

You won't learn a tenth of what you'll learn by watching any one of The Stooges' shorts.

To save you time, I've boiled their innumerable brand-building insights down to three key lessons:

Make great products. The boys always innovated and never imitated! Want to make a great cupcake? Add pillow feathers. A great microbrew? Add a whole box of alum. A great soup? Add a live oyster.

Keep a laser-focus on your goals. The boys understood the paramount importance of attention to detail and keeping "on task." Which of their competitors would have spent as much time fixing a leaking pipe? Pitching a tent? Eating an artichoke?

Utilize short, snappy content. As content marketers, The Stooges were ahead of their time. They drew millions of fans by keeping their messages brief and on point. And they built a loyal following by perfecting a consistently edgy—and authentic—tone. While you don't want merely to copy the boys, it will help if you break rocks over your head, mistake a skunk for your hat, and rip out clumps of your own hair.

Carpetbaggers

During a phone call this week, blogger Michelle Bruno complained to me about the unsavory folks who copy the content of her blog, Fork in the Road, and publish it under their own names.

"I see my stuff all over the place," she said.

Michelle spoke with resignation. 

But I'll take a New York minute to call out these plagiarists.

Or, as I prefer, carpetbaggers.

You'll remember from US history classes that carpetbaggers were opportunists who descended on the vanquished South just after the Civil War. They exploited Southerners by stealing their land and businesses.

The term is synonymous with "crook," "charlatan," "plunderer" and "thief."

Time to Quit Facebook?

Copyblogger's Sonia Simone thinks content marketers should quit Facebook.

Because you can't control what social platforms like Facebook do, she says, it's risky to build your business on another company's "virtual land."

"The minute you actually depend on Facebook for your business, they will change their terms of service in a way that causes you pain," Simone writes.

Publishing on social platforms like Facebook benefits the platforms' owners, nothing more.

They goad you to post content so you'll win a bunch of "Likes."

But that's only a ruse.

In reality, according to Simone, your publishing efforts "are helping them build an audience they can show their spammy display ads to."

Worse yet, Facebook isn't about selling.

"People go to Facebook to share duckface selfies, pictures of grandkids, and memes from George Takei," Simone says.

And while it's still possible to engage people with your Facebook posts, "'engagement' does not equal 'customers.'"

You Facebook posts will get Likes that never lead to sales.

"That’s not marketing," Simone says. "It’s an annoying hobby."

Three Secrets to More Sales

Responsible for B2B sales? Here are three secrets to better results: 
   
1. Do your prospecting with email. Emails get far better attention than cold telephone calls and are a lot less resented. They're easier to scan and digest. But don't send blasts to big lists. Handpick the people you send emails to and personalize them.

2. Keep your pitch short and relevant. Give every prospect an urgent reason to reach out to you. Use an event in the prospect's life (an internal reorganization, a merger, a downsizing, a change in the law, etc.) to trigger that response. Refer to the event in your subject line.

3. Don't give up 'til you've touched the prospect seven times. Most emails will not get a response. Don't let that deter you. Keep sending at two-week intervals. And be prepared for the phone call from your prospect (that's how more than 90 percent of prospects will reach out to you, if they do). Make that first person-to-person experience irreproachable.

Bread and Circuses

Will games become the new social divide?

TIME reports this week that 70 percent of big companies will embrace gamification in 2013.

While most will use gamification to attract customers, many companies—40 percent, according to new research from Gartner—will embrace it as an employee-retention tool.

Endorsing the latter, 20-something gamifier Katherine Heisler recently urged readers of Forbes to gamify the jobs of next-gen workers.

Citing a new workplace survey by MTV, Heisler argues that "Millenials overwhelmingly agree that their jobs should reflect their lifestyle."

The workplace, in short, should be "social and fun."

"Some people think of my generation as lazy, good-for-nothing slackers, feeling entitled to everything and entirely lacking a work ethic," Heisler writes. 

"But that’s wrong: Millennials have an incredible work ethic. We want to work, we want to succeed and want to reshape the world in our image. We are simply motivated in non-traditional ways."

When I was young and struggling alongside my fellow Boomers for a handhold on the slippery corporate ladder, money was a pretty good motivator.

But—excluding those at the very top of the ladder—money's in short supply today.

Will employers compensate for today's measly paychecks with "social and fun?"

Will circuses take the place of bread?

It's All Copy

Nora Ephron once told Vanity Fair that on her deathbed Ephron's writer-mother said, "'No matter what happens, it's all copy."

When troubles beset you, are you able to say the same thing?

Historians Rob Goodman and Jimmy Soni recently told readers of Forbes the world is ready for a return to Stoicism, the philosophy practiced by ancient Romans.

"Stoicism tells us that no happiness can be secure if it's rooted in changeable, destructible things," the historians wrote.

"Our bank accounts can grow or shrink, our careers can prosper or falter, even our loved ones can be taken from us. There is only one place the world can't touch: our inner selves."

While the world might rob us of everything, the Stoic calmly says, "It's all copy."

"Stoicism teaches us that, before we try to control events, we have to control ourselves first. Our attempts to exert influence on the world are subject to chance, disappointment, and failure—but control of the self is the only kind that can succeed 100 percent of the time."

Got Stoicism?

It's. All. Copy.

Thumb Like It Hot

Marketing agency owner Dave Kerpen has followed his first book, Likeable Social Media, with a readable companion, Likeable Business.

The 200-page book sets out to prove Kerpen's thesis that, to run a successful business in chatty times, "businesspeople must be obsessed with their customers and prospects, and always do right by them." The book draws out eleven "principles for a likeable business" that if followed "together make for more likeable leaders and better, more customer-centric organizations."

None of the principles Kerpen sets forth are new (in fact, they've been covered ad nauseam by scores of other writers). But true to his second principle ("Tell great stories"), he includes hundreds of present-day examples that more than justify the time spent reading the book.

Typical of these is the tale of an "authentic" CEO who handed an employee $25,000 after the worker stole that amount in goods from the company, saying, "I must not have given you enough of a bonus last year if you had to steal from us" (the CEO grew up poor and understood the motives for theft). Or the "transparent" CEO who keeps open her firm's financials for every employee and supplier to see, to ensure that "the team maintains its democratic culture."

However, some of Kerpen's stories—namely the ones about himself—make you wonder why his clients trust him with their reputations. The author has committed some real boners. Those stories are another reason to pick up Likeable Business.

Want to Be More Productive? Sit Around.

Meditation makes you more productive, says consultant Peter Bregman in Harvard Business Review.

Meditation increases your ability to resist counterproductive urges, such as the urge to interrupt other speakers; to procrastinate; or to play office politics.

"If you can resist your urges, you can make better, more thoughtful decisions," Bregman says. "You can be more intentional about what you say and how you say it. You can think about the outcome of your actions before following through on them."

While not every urge is counterproductive, many are. Meditation helps you distinguish valuable urges from futile ones.

"Urges hold useful information," Bregman writes. "If you're hungry, it may be a good indication that you need to eat. But it also may be an indication that you're bored or struggling with a difficult piece of work. Meditation gives you practice having power over your urges so you can make intentional choices about which to follow and which to let pass."

There's No Place Like Om

Meditation can make you a better business leader, says Harvard Business School professor and former CEO Bill George.

Meditation "teaches you to pay attention to the present moment, recognizing your feelings and emotions and keeping them under control, especially when faced with highly stressful situations," George writes in Harvard Business Review.

Pressures and the pursuit of profits turn too many managers into monsters, George observes.

"The key is to stay grounded and authentic, face new challenges with humility, and balance professional success with more important but less easily quantified measures of personal success."

If meditation feels too woo-woo, other mind-calming tools are available.

"The important thing is to have a set time each day to pull back from the intense pressures of leadership to reflect on what is happening. In addition to meditation, I know leaders who take time for daily journaling, prayer, and reflecting while walking, hiking or jogging," George says.

If You Had Only a Dollar, What Would You Spend It On?

Bill Gates once said, "If I was down to my last dollar, I'd spend it on public relations."

Were I in his shoes, I'd spend it on content.

"Content is the new black," says marketing maven Janine Popick in Inc.

Content helps you generate leads, elevate search engine rankings and close more deals, Popick says.

Content works because it positions you as an expert.

"Because you're writing (or talking) about what you know, in time, you become an industry thought leader. And people prefer doing business with those they believe are experts in their category," Popick says.

Entrepreneurial ADD

Bonus tip from P.T. Barnum's 1880 playbook Art of Getting Money.

Management consultants and business writers love to quote young CEOs who insist they're about to disrupt the universe.

But, for every 30 year-old billionaire, there are a million visionaries who chase barmy ideas. Worse, they chase too many.

I think they all suffer from a bad case of entrepreneurial ADD, complicated by an impulse to become the next Mark Zuckerberg.

Without doubt, success derives from a good idea. But much more than that, it demands focus.

P.T. Barnum asked business people to think big, but stick to the knitting. Barnum wrote:

"Let hope predominate, but be not too visionary. Many persons are always kept poor, because they are too visionary. Every project looks to them like certain success, and therefore they keep changing from one business to another, always in hot water, always 'under the harrow.' The plan of 'counting the chickens before they are hatched' is an error of ancient date, but it does not seem to improve by age."

Tip #5 for Getting Money

Use the Best Tools
Part 5 of of a 5-part series on the Golden Rules for Making Money, as set forth in P.T. Barnum's 1880 guidebook Art of Getting Money

The "tools" P.T. Barnum means are the ones who leave each night in the elevator.

"You cannot have too good tools to work with, and there is no tool you should be so particular about as living tools," he writes.

Which employees make the best tools?

The ones who are curious.

The curious employee is the best because "he learns something every day, and you are benefited by the experience he acquires," Barnum says.
"He is worth more to you this year than last, and he is the last man you should part with."

Tip #2 for Getting Money

Be Polite and Kind to Your Customers
Part 2 of a 5-part series on the Golden Rules for Making Money, as set forth in P.T. Barnum's 1880 guidebook Art of Getting Money

"Politeness and civility are the best capital ever invested in a business," writes P.T. Barnum in Art of Money Getting. "Large stores, gilt signs, flaming advertisements will all prove unavailing if you or your employees treat your patrons abruptly."

Politeness begins with fair pricing, Barnum says.

"Men who drive sharp bargains with their customers, acting as if they never expected to see them again, will not be mistaken. They will never see them again as customers. People don't like to pay and get kicked also."

Civility shows in how a business treats not just friendly customers, but the customers from hell.

Barnum tells of an employee who wanted to punch a rude customer.

"He is the man who pays, while we receive," Barnum told the employee. "You must, therefore, put up with his bad manners."

The employee agreed—and asked for a raise.

Tip #1 for Getting Money

Advertise Your Business
Part 1 of a 5-part series on the Golden Rules for Making Money

Showman P.T. Barnum published a little book in 1880 titled Art of Money Getting.

In it, he shared his "Golden Rules for Making Money," including this one, "Advertise Your Business."

If you want to get rich, "Be careful to advertise," Barnum says.

"If a man has got goods for sale and he don't advertise them in some way, the chances are that some day the sheriff will do it for him," Barnum warns.

But advertising alone isn't enough.

You have to advertise a lot, Barnum insists. Like knowledge, a little advertising is "a dangerous thing."

"Your object in advertising is to make the public understand what you have got to sell, and if you have not the pluck to keep advertising until you have imparted that information, all the money you have spent is lost."

Should You Highlight Your Pricing?

In A letter to event technology companies trying to sell me stuff, event guru Adrian Segar challenges marketers to trumpet their prices.


"Bombarded with email from event technology companies," Segar begs vendors to "give me some idea upfront how much your products/services cost."


He bristles at firms that "have spared no expense creating great material designed to turn me into a customer," but don't disclose prices. 


"I'm sorry," Segar writes, "but I don't have time to enter into your next sales step—the 'contact us to discuss your requirements' dance—on the off chance that your actual pricing model represents real value for me."


Segar in effect warns vendors, if you're coy about costs, you can forget any consideration from me. "I can handle talking about money upfront. And so can you," he scolds.


Segar's letter speaks volumes about customers' mindset.


The simple fact: customers have been traumatized by "frugalnomics."


In many of their organizations, frugality still trumps growth (and will continue to do so until consumer and corporate spending return to pre-recession levels).


Should you respond to frugalnomics by highlighting your prices?


The short answer is: no.


That would be like a doctor showing the trauma patient photos of the accident scene to comfort him.


Your job as a marketer is to help prospects—with the aid of case studies and testimonials by gratified users—envision better days ahead.


Discussions about pricing should begin only after prospects understand how your products or services can improve the way they do business.