Embracing Swag

Mimicking their B2C cousins, savvy B2B marketers are plying swag to secure customers' loyalty, says a new white paper from Forrester Research.

B2B Loyalty, The B2C Way offers dozens of examples:

• On Super Bowl Sundays, a marketing automation provider—knowing its customers are at work—ships them "war room care packages."

• A B2B phone company sends customers a catalog of general merchandise they can buy for loyalty points.

• Another B2B phone company lets customers use their loyalty points to bid in an auction for tickets to sports events.

"Loyalty programs may be a B2C construct, but the concepts apply in B2B marketing," the white paper says. 

"As B2B marketers get serious about loyalty, they can jumpstart their efforts by embracing some B2C approaches. In some cases, it may be a matter of reframing, organizing, and scaling what’s already in place."

Trust Drives Customer Loyalty and Spending

Winning over the Empowered Consumer: Why Trust Matters, a recent white paper from IBM, concludes from a survey of 28,500 consumers that trust spells the difference between enjoying a loyal customer base and suffering a transient one.

Consumers come in three varieties, author Melissa Schaefer argues:

• Advocates, who like you, recommend you, buy more from you, and shun your competitors;
• Apathetics, who are largely indifferent toward you; and
• Antagonists, who dislike you.

The survey asked consumers about the degree of trust they placed in businesses and found direct correlation between trust and advocacy, and between trust and higher spending.

When you win customers' trust, you not only make them your advocates; you create a "cognitive monopoly" over them, Schaefer says. They have no thought of buying elsewhere.

Trust comes from communicating frequently and "re-humanizing" the experience of doing business with you, according to Schaefer. That's because customers crave recognition. "They want to be known, they want to be heard and they want to be valued," she says.

End Sloppy Emails

When I first entered the workforce, no one would dare send a written communication (we called it a "memo") without prior review by the boss.

Business ran according to military rules (in fact, many of the bosses were former military officers). 

Those days are long over.

"A new status symbol in today's generally more egalitarian business environment has arisen: sloppy e-mails," says consultant Keith Ferazzi.

Writing for Harvard Business Review, Ferazzi recommends these four tips for ending sloppy emails:

Empathize with readers. Too many writers lack empathy for their readers. When writing an email, "use respect, positive affirmations, and gratitude to set the right tone and proper context." Your writing will display more empathy if you "visualize that individual in his office as you send him an e-mail."

Appreciate different styles. "We all tend to prefer a certain 'language' for communications at work," Ferazzi says. Some people prefer numbers; some, pictures; and others, stories. Appreciating others' styles improves your ability to communicate and reduces the likelihood of misinterpretation.

Spell things out. "We often communicate less information than we think we are, a syndrome psychologists call signal amplification bias," Ferazzi writes. Make descriptions and instructions clear and complete.

Respond promptly. Readers care not only about content, but about the promptness of your replies to their emails, Ferazzi says. "When your reply is tardy, the other party is left wondering whether you value that relationship or not."

Is Your Sales Presentation Dangerous to Your Health?

Most sales presentations backfire, says Tim Riesterer, coauthor of Conversations that Win the Complex Sale. That's because most salespeople are:

Blabbermouths. They over-pack presentations, believing customers want to know everything. "In reality, the more information you insist on giving your prospects, the worse you can make it for yourself," Riesterer says.

Self-absorbed. Customers want to know what you've learned from other customers. But sales presentations always begin elsewhere. "You will tell them all about you and your company and why your products are best," Riesterer says. "You will also include the obligatory map of the world with your locations; the entire range of the products and services you provide; and the logo slide showing all of your clients."

Bland. Most salespeople fail to contrast their offerings with competitors'. As a result, customers zero in on price. If you don't offer a unique viewpoint, Riesterer says, "you've fallen into a bake-off where everyone is presumed to be exactly the same."

To avoid these pitfalls, Riesterer recommends:

Focusing your presentation on issues and trends. Couch your presentation in terms of the things that worry customers and threaten the status quo.

Differentiating your products and services from competitors'. "Prospects want to hear your distinct point of view on the potential challenges, threats, obligations, or opportunities that put their objectives at risk," Riesterer says. "And, to reach a decision, they want to clearly see a difference between what you offer and the competitive alternatives."

How to Succeed in Business without Really Spying

Ninjas were 16th century James Bonds who were tapped by their samurai masters for the dirty work of spying, sabotage and assassination.

Gary Shapiro, head of the Consumer Electronics Association, thinks ninjas created the die from which today's business winners are cast.

He draws out that comparison entertainingly in his new 250-page book Ninja Innovation: The Ten Killer Strategies of the World's Most Successful Businesses.

"Ninja innovation is my catch-all phrase for what it takes to succeed," Shapiro writes in the introduction. 

"You have to display the qualities of the ancient Japanese ninja, whose only purpose was to complete the job. He wasn't bound by precedent; he had to invent new ways."

In defining ninja innovation, Shapiro offers a quasi-memoir that might have been titled My Life in Consumer Electronics. 

The stories are fun and the major characters—including Bill Gates, Jeff Bezos, Mark Cuban and Mark Zuckerberg—mostly notable.

From the book we learn that business innovators, though not literally given to spying, like James Bond are particularly single-minded. They don't think twice about breaking the "rules of the game" to win.

Shapiro scatters among the lessons lengthy gripes about US immigration policy, government regulation and unions, leftovers from his first book, The Comeback.

But the fresh material—especially his inside look at lobbying and the history of the Consumer Electronics Show—makes Shapiro's new book worth reading.

In an interview, I asked him whether business success demands that you play the tough guy.

"Absolutely not," Shapiro replied. "In fact, that's a recipe for not being successful. Instead, you have to think like a ninja. You have to be clever, creative, and think outside the box. You have to set a goal and relentlessly pursue it. You have to have a plan and a strategy and you have to be focused."

The Role of Chance

Business is frightfully competitive. So we tend to believe only the fittest survive.

But success may take more luck than pluck.

Investment strategist Michael Mauboussin thinks so.

He claims we're too quick to discount the role chance plays in business.

“People attempt to extract lessons from what is mostly a random process,” Mauboussin tells readers of Inc.

“Once something has been successful, we start to believe it was the only thing that could have happened.”

By idolizing business winners, Mauboussin says, we forget there were others who followed the same strategies, but failed.

Remembering those failures helps you “keep your mind open to other possibilities,” he says.

Paleontologist Stephen Jay Gould observed the same thing in nature. Gould thought chance was a deciding factor in the evolution of life on earth.

He based his conclusions on fossilized animals discovered in Canada’s Burgess Shale.

The animals in the Burgess Shale were all exquisitely suited to their environment. But none left modern descendants.

From the fact, Gould concluded that fitness is no guarantee of survival.

Survival is really a matter of luck.

Three Tips for Better Storytelling

Struggling to tell your company's story in a way that connects with customers?

Freelance writer Nadia Goodman offers three tips in Entrepreneur:

Describe your company's value in human terms. The compulsion to close deals blocks storytelling. Marketers fall back on contract-talk to define the company's value, when the customers really want to hear how you differ from competitors. "Your real value is about what you believe in," Goodman says. "You're looking for the thing that your organization truly cares about."

Get everyone on the same page. You're in trouble if your CEO describes the company differently than a front-line worker. To get everyone on the same page, Goodman suggests, ask a sample of people at various ranks to provide five adjectives they'd use to describe the company and two statements of the company's value. "Look for themes or especially strong responses, and synthesize them into a clearly defined description," Goodman says.

Give your brand personality. "Once you know why you matter and how to describe your value, choose the type of person that could best deliver that message," Goodman says. Your company should have a "personality" that's clear and consistent. You need to decide, for example, whether it's masculine or feminine; conservative or quirky; opinionated or open-minded.

Office Spaced

Office supplier Herman Miller introduced the Action Office 1 in 1964.

It featured wall-less work spaces of varying heights that allowed freedom of movement. 

The designers believed Action Office 1 was ideally suited to small professional offices, where managers and employees often interacted using the same furniture.

But the product was expensive and flopped big time.

Herman Miller quickly redesigned Action Office 1 and re-released it as Action Office 2.

The redesign was a hit. 

Today we call the product a "cubicle." 

In 1970, the designer of the Action Office 1 wrote that Action Office 2 was perfect for "planners looking for ways of cramming in a maximum number of bodies, for 'employees' (as against individuals), for 'personnel,' corporate zombies, the walking dead, the silent majority."

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.

2013: The Year the Social Networks Make or Break Your Brand

Branding Strategy Insider offers 13 tasty predictions for 2013.

Among them is this morsel: brands wll become increasingly susceptible to the chatter on social networks next year.

"Watch for greater influences of engagement and purchase habits via friends and social networks," Insider says.

"Brands will have to factor in the reality that peer-to-peer communications come in three varieties: good, bad and bland. This makes companies more susceptible to consumer indifference, their conversations and social interactions."

Marketers who want to compete need to understand how social networks actually work, or risk  being marginalized.

"The brands that make it here will know the 'how' of this consumer-controlled space," Insider concludes.

Big Data Hurts Brands

Crossing the Chasm Geoffrey Moore thinks Web ads personalized by Big Data will harm—not help—your brand.

In a blog post on LinkedIn, Moore says that, while Big Data and predictive analytics boost online advertising response rates a couple points, "they do not deliver a more personal, more relevant, or more one-to-one consumer experience."

"Don’t think that any of these techniques are going to create 'delight' among your target audience any time soon," he writes. "They aren’t. Spam is spam, with or without your maple syrup.  When you spam, you are consuming brand equity—not creating it. That’s what 'personalized' ads do."

If you want to create brand equity, Moore says, you have to engage your fans in a community, so they talk about you. 

Brand equity "is driven by social interactions with others in your target consumer’s community of interest," Moore writes. "By sponsoring such interactions, by facilitating them, and by (selectively) participating in them, you can indeed grow brand equity."

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?

The Skipping Point

Malcolm Gladwell made intelligible the "social epidemic" in his best-seller The Tipping Point.

He explained why word-of-mouth advertising could elevate a product like Hush Puppies to international stardom overnight.

A lot of marketers, hoping for a Tipping Point, rely instead on a Skipping Point.

No one's talking about their products. But they believe they can convince you otherwise by using hackneyed attributes such as "industry leading" and "best of breed."

No matter how hard you try, you can't skip to the head of the class.

Perfect B2B Posts

Inc. offers these tips for publishing perfect B2B posts:

On LinkedIn, you should:

• Use 16-25 words
• End posts with exclamation marks
• Avoid ending posts with question marks
• Post between 9 am and 1 pm
• Post at the top and bottom of the hour 
• Post on Sundays

On Twitter, you should:

• Use 11-15 words
• Use numbers and numerals
• Use hashtags
• Avoid ending posts with exclamation marks (unlike LinkedIn!)
• Avoid ending posts with question marks
• Tweet between 10 am and noon
• Tweet at the top and bottom of the hour
• Tweet on Wednesdays

Burned Out?

Too busy to perform your job well?

Join the crowd.

New research by Towers Watson reveals that, thanks to workforce cutbacks during the past five years, "employees feel overwhelmed by seemingly impossible workloads and endless demands on their time."

That stress is driving four in every ten employees to "disengage" from their jobs.

Towers Watson suggests that employers need to stop trying to squeeze more out of people and start concentrating on their fundamental need for down-time.

What should employers do?

Towers Watson says they should allow flexible work-schedules, encourage telecommuting, and permit workers to curtail the length of meetings and the hours during which they'll answer emails.

Ironically, while many employers promote wellness programs that offer incentives to employees who exercise, diet or manage chronic illnesses, the same employers are harming their employees with overwork, Towers Watson says.

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.