Treat me with Respect
and, I’ll be loyal forever
By Jim Walton
CEO, Brand Acceleration, Inc.
Indianapolis and Charlotte
Schools do a great job of teaching theoretical concepts and rote facts, but some principles just have to be learned in the real world. Principles such as honesty, integrity and the importance of relationships are learned from parental teachings and through the observation of others.
I remember my first real advertising job. While still in school, I was employed as ad manager for a retail store. With my wealth of freshly-learned book knowledge, I was ready to show my stuff. What I didn’t know was that I was about to experience the harsh reality of how things work in the business world.
While the owner of the store was very open to my exuberant ideas, he often frustrated me by saying, “Go see Paul,” or “Call Mary.” I wanted to prove myself and he was always directing me to his peeps. I didn’t realize that he had relationships to honor and friends who returned his favors by looking after his interests. Wow! They didn’t tell us about this in school.
You see, not everything can be placed on a spreadsheet or plugged into a computer. The value of friendships and business relationships cannot be quantified; a fact that drives CFOs, human resources managers and legal folks crazy. Touchy feely stuff just can’t be measured.
The marketing communications and public relations business, like any business, is built on relationships. More than customers and vendors, I’m talking about friendships that are massaged, grown and honored over the years. The challenge, however, is to delicately balance one another’s business needs with the friendship.
In the mid-1990s, as the owner, promoter and manager of trade shows and conferences, I forged a relationship with the owner and management of a radio network. They agreed to promote my conferences and I put their company name all over the events, as if they were theirs. What evolved was a relationship that I cherish to this day.
Here’s why. As the conferences grew in attendance and popularity, each side constantly worked to assure that we all benefitted from the relationship. I had absolute trust that they had my best interests at heart and, in return, I looked after theirs. The relationship was a huge success because of the integrity, trust and friendship around which everything was built. They promoted the conferences and my company at every turn and I did the same for them. Even though the conferences eventually ended and I don’t see the people very often, I still view them (and the company) with eternal respect.
I belong to a number of trade associations where I build business and personal relationships. As a member I make it a point to get involved, serve on committees and support the needs of the organization. I believe that the first step toward making friends is to be a friend, both to the organization and its members. I ask for nothing in return except a little respect, loyalty and friendship.
For our clients, we show the same loyalty. It’s about more than producing a cool web site or a killer brochure. Our passion is to help our clients (friends) with strategies that generate results. If a client is unable to be a friend and have more than a client-vendor relationship with us, it probably won’t work out.
A recent example of a successful effort is the 2010 SMPS Southeastern Regional Conference held in Nashville, Tennessee. The Society for Marketing Professional Services is made up of marketing pros in the architecture, engineering and construction (AEC) industries. A focus area for Brand Acceleration, we definitely wanted to be part of the event, so we jumped in.
We volunteered our services to design a logo, all advertising, direct mailers, signs and elements of the program book. In return, the planning committee allowed us to place the Brand Acceleration name discreetly on everything. There were no discussions of sponsorship levels, nor were there any contracts; just an unspoken promise to serve one another’s needs. At the conference, I was very pleased to find that our company was listed as a Gold Sponsor and that we were very well thanked for our services. These people operate with class! We have built powerful relationships that I expect to grow and last.
Are there ever misunderstandings? Of course! It’s just human nature for people to occasionally find themselves on different pages. The answer, in my opinion, is a willingness to correct the situation, forgive, forget and move forward in the spirit of friendship. Long-term friendships cannot work if either side becomes belligerent or insists on winning at the expense of the other.
I’m a very, very loyal person. Over my long career, I have developed relationships with people for whom I will now do almost anything. I love my job and love working with people of integrity. Like a great dog, if you treat me with courtesy, respect, and give me an occasional pat on the head, I’ll be your friend forever.
Brand Acceleration is a full-service advertising, brand management and public relations firm operating from Indianapolis, Indiana and Charlotte, North Carolina. The agency’s focus is on economic development, architecture/engineering/construction, real estate and motorsports.
Sunday, April 25, 2010
Monday, March 29, 2010
Outrageous Customer Service
The devil is in the details
By Jim Walton
CEO, Brand Acceleration, Inc.
Indianapolis and Charlotte
Have you ever had one of those customer service experiences that just make you say “Wow?” You know what I’m talking about. The ones you can’t wait to tell the whole world about. Good or bad, customer service experiences are memorable moments. They shape your opinions and forever impact a company’s brand.
In my presentation, “Whole Brand Thinking,” I explore several examples of how everyday activities impact your brand. From the coffee served to the way your office phone is answered, a sloppy approach to seemingly minor details can do great harm to an otherwise spotless reputation. Managed well, they can impress clients, creating a “wow” moment.
Ritz-Carlton Hotels
In the hospitality industry, it’s an accepted fact that Ritz-Carlton is the hands-down leader when it comes to outstanding customer service. In fact, companies in other industries attempt to emulate the Ritz-Carlton model.
What’s their secret? Their employees and leadership are very much aligned. The Ritz-Carlton gold standards of service are reinforced by a daily line-up that occurs at the beginning of every shift, for every team, at every Ritz-Carlton hotel in the world. Employees everywhere are encouraged to ‘break away’ to serve customers. Each employee has a card containing the twenty ‘basics’ and the mantra, “We are ladies and gentlemen serving ladies and gentlemen.” For example, using guest names and saying ‘good morning’ or ‘good evening’ rather than ‘hi’ supports the Ritz-Carleton brand image.
Ultimate Economic Developer Site Visit
A friend of mine is a site selection consultant. This is a person who is contracted by companies to find a new home for a company headquarters of expansion. On assignment for a company seeking a location for a new distribution center, he arranged three site visits for this client. Along with the company President and two other company representatives, they all hit the road to visit the three cities. The company had been through the process before and their pattern was to expand their sales area, build a distribution center and create 500 to 600 good paying jobs.
At city number one, the group was met at the economic development office where they were offered cookies and institutional coffee before loading into minivans for a tour of the city and a visit to the industrial park. Nothing new. Nothing outstanding.
The next day, when they arrived at city number two, their experience was much different. At the airport, they were greeted by the economic developer and Mayor who escorted the group to two stretch limousines. In the limos, they were offered freshly brewed premium coffee while being driven to the site being proposed for their new building.
At the location, the executives were greeted by a group of community leaders who were gathered under a tent where a catered lunch was served. Among the group were representatives of the city and county, promising a streamlined process, and utility companies who promised plenty of capacity. Also present was a local construction contractor, who had staked out the footprint of their most recent building, showing how the building would sit on the property. Local officials also presented a plan for a job fair, showing how they would assist with the process of hiring qualified employees.
Needless to say, company execs were blown away. So much so that they cancelled their visit to city number three and stayed another day to begin the process of making city number two the site of their next distribution center. This had clearly been a “Wow” moment for them.
Details matter
Whether it’s a big event such as a major site visit or other details such as a new brochure, stationery or web site, it’s important to manage each touch point wisely. With so much at risk, why would you risk so much by cutting corners on details that could put you at a serious disadvantage?
As a good friend and client once said to me, “Never give them a reason to diminish you.”
Brand Acceleration is a full-service advertising, brand management and public relations firm operating from Indianapolis, Indiana and Charlotte, North Carolina. The agency’s focus is on economic development, architecture/engineering/construction, real estate and motorsports.
The devil is in the details
By Jim Walton
CEO, Brand Acceleration, Inc.
Indianapolis and Charlotte
Have you ever had one of those customer service experiences that just make you say “Wow?” You know what I’m talking about. The ones you can’t wait to tell the whole world about. Good or bad, customer service experiences are memorable moments. They shape your opinions and forever impact a company’s brand.
In my presentation, “Whole Brand Thinking,” I explore several examples of how everyday activities impact your brand. From the coffee served to the way your office phone is answered, a sloppy approach to seemingly minor details can do great harm to an otherwise spotless reputation. Managed well, they can impress clients, creating a “wow” moment.
Ritz-Carlton Hotels
In the hospitality industry, it’s an accepted fact that Ritz-Carlton is the hands-down leader when it comes to outstanding customer service. In fact, companies in other industries attempt to emulate the Ritz-Carlton model.
What’s their secret? Their employees and leadership are very much aligned. The Ritz-Carlton gold standards of service are reinforced by a daily line-up that occurs at the beginning of every shift, for every team, at every Ritz-Carlton hotel in the world. Employees everywhere are encouraged to ‘break away’ to serve customers. Each employee has a card containing the twenty ‘basics’ and the mantra, “We are ladies and gentlemen serving ladies and gentlemen.” For example, using guest names and saying ‘good morning’ or ‘good evening’ rather than ‘hi’ supports the Ritz-Carleton brand image.
Ultimate Economic Developer Site Visit
A friend of mine is a site selection consultant. This is a person who is contracted by companies to find a new home for a company headquarters of expansion. On assignment for a company seeking a location for a new distribution center, he arranged three site visits for this client. Along with the company President and two other company representatives, they all hit the road to visit the three cities. The company had been through the process before and their pattern was to expand their sales area, build a distribution center and create 500 to 600 good paying jobs.
At city number one, the group was met at the economic development office where they were offered cookies and institutional coffee before loading into minivans for a tour of the city and a visit to the industrial park. Nothing new. Nothing outstanding.
The next day, when they arrived at city number two, their experience was much different. At the airport, they were greeted by the economic developer and Mayor who escorted the group to two stretch limousines. In the limos, they were offered freshly brewed premium coffee while being driven to the site being proposed for their new building.
At the location, the executives were greeted by a group of community leaders who were gathered under a tent where a catered lunch was served. Among the group were representatives of the city and county, promising a streamlined process, and utility companies who promised plenty of capacity. Also present was a local construction contractor, who had staked out the footprint of their most recent building, showing how the building would sit on the property. Local officials also presented a plan for a job fair, showing how they would assist with the process of hiring qualified employees.
Needless to say, company execs were blown away. So much so that they cancelled their visit to city number three and stayed another day to begin the process of making city number two the site of their next distribution center. This had clearly been a “Wow” moment for them.
Details matter
Whether it’s a big event such as a major site visit or other details such as a new brochure, stationery or web site, it’s important to manage each touch point wisely. With so much at risk, why would you risk so much by cutting corners on details that could put you at a serious disadvantage?
As a good friend and client once said to me, “Never give them a reason to diminish you.”
Brand Acceleration is a full-service advertising, brand management and public relations firm operating from Indianapolis, Indiana and Charlotte, North Carolina. The agency’s focus is on economic development, architecture/engineering/construction, real estate and motorsports.
Monday, March 15, 2010
Are You a Visionary or a Tactician?
Will today’s actions be remembered in a hundred years?
By Jim Walton
CEO
Brand Acceleration, Inc.
I was recently in a meeting where I met a business owner who was pitching a relationship with a large Asian company. After several discussions with junior executives in the United States, he was invited to meet with the company President in Japan. His directive was to lay out his company’s long-range business plan and to explain how the two companies would partner for their mutual success.
He diligently crunched the numbers, led countless internal planning sessions and prepared his presentation. On his flight to Japan, he reviewed his presentation until he had memorized every word. He carefully anticipated every possible question and practiced each answer. He was set! Nothing could possible surprise him.
At the company headquarters, he gave a beautiful presentation, carefully detailing every reason why the two companies should forge a relationship. As directed, he presented his company’s long-range business plan, showing how they would look in five, ten and fifteen years. Brilliant!
The Japanese gentleman listened without interruption, carefully taking in every word, and when the presentation was over, he asked one question; “Where is your long-range plan?”
In Asian culture, “long-range” often has a considerably different meaning. To them, it could mean 25, 50 or even 100 years. What my American acquaintance had apparently presented was considered nothing more than a short-term tactical plan.
Having been in the marketing communications and public relations business for 30+ years, I’m surprised at how “short-term” or tactical American business has become. In our present weakened economy, it seems to be getting worse. Many companies, communities and states are completely focused on surviving another day, let alone a century.
I often get calls from companies or communities wanting a new web site, brochure or other tactic. I’m always glad to help in any way possible, but when I bring up the topic of long-range strategic planning, I often get a response that tells me there just isn’t any planning in place beyond the next year or election cycle.
Strategic planning
Even in today’s economy, it’s important to step back and take a big-picture look at your situation. Try to look beyond next month or next year and consider how things might look once we get on the other side of this economic cycle. Maybe “long-term,” for you, really is one, three or five years. But, it’s worth trying to look further out so that you can put ideas in place your company’s or community’s future. Consider a few key questions:
- How might the world (U.S.) look in two, five or ten years?
- How will these changes affect us?
- What industry changes are emerging now that will affect our future?
- How can we best position ourselves for these changes?
- How will our brand need to evolve for the future?
Tactical planning
Assuming that you’ve considered how to best position for the future, let’s consider how to begin the process of preparing a short-term tactical plan. If your longer-range strategy requires a shift in your brand position, then your tactics need to begin that evolutionary process now. Your ads, brochures, web site and other tools must begin to convey a message that is consistent with your future vision.
If your tools are entirely backward-looking, telling the story of who you are and where you’ve been, you risk being perceived as “stuck in the past.” Not a good position at all, especially if you have an up-and-coming competitor that is growing a brand position as a forward-looking leader.
Will it matter in 100 years?
Several years ago, I had a co-worker who always seemed to be unfazed by the daily challenges of life’s challenges. Whenever someone in the office was panicking or upset with a situation, he would look them in the eye and say, “In a hundred years, will anyone remember this moment?” He was so right, and his attitude encouraged me to be more focused on the big picture.
Visionary thinking
I love being in the presence of visionaries. I’ve met several in my lifetime. They have an incredible ability to see things that others don’t, usually because they are able to look beyond the minutia of the day and see far into the future. They’re sometimes seen as a little weird. The other skill they have is that they can convey their vision to the rest of their team, setting in motion a very powerful and influential future.
What is your vision?
Something that really excites me is the visioning process. Whether with one of our construction industry (a/e/c) clients or a team of economic development leaders, I love working with people to help look into their future.
I’d love to do that with you, too. Please feel free to contact me any time and we can have a forward-looking discussion. Who knows – maybe in a hundred years, future generations will still be talking about what was done back in 2010.
Brand Acceleration is a full-service advertising, brand management and public relations firm operating from Indianapolis, Indiana and Charlotte, North Carolina. The agency'f focus is on economic development, architecture/engineering/construction, real estate and motorsports.
Will today’s actions be remembered in a hundred years?
By Jim Walton
CEO
Brand Acceleration, Inc.
I was recently in a meeting where I met a business owner who was pitching a relationship with a large Asian company. After several discussions with junior executives in the United States, he was invited to meet with the company President in Japan. His directive was to lay out his company’s long-range business plan and to explain how the two companies would partner for their mutual success.
He diligently crunched the numbers, led countless internal planning sessions and prepared his presentation. On his flight to Japan, he reviewed his presentation until he had memorized every word. He carefully anticipated every possible question and practiced each answer. He was set! Nothing could possible surprise him.
At the company headquarters, he gave a beautiful presentation, carefully detailing every reason why the two companies should forge a relationship. As directed, he presented his company’s long-range business plan, showing how they would look in five, ten and fifteen years. Brilliant!
The Japanese gentleman listened without interruption, carefully taking in every word, and when the presentation was over, he asked one question; “Where is your long-range plan?”
In Asian culture, “long-range” often has a considerably different meaning. To them, it could mean 25, 50 or even 100 years. What my American acquaintance had apparently presented was considered nothing more than a short-term tactical plan.
Having been in the marketing communications and public relations business for 30+ years, I’m surprised at how “short-term” or tactical American business has become. In our present weakened economy, it seems to be getting worse. Many companies, communities and states are completely focused on surviving another day, let alone a century.
I often get calls from companies or communities wanting a new web site, brochure or other tactic. I’m always glad to help in any way possible, but when I bring up the topic of long-range strategic planning, I often get a response that tells me there just isn’t any planning in place beyond the next year or election cycle.
Strategic planning
Even in today’s economy, it’s important to step back and take a big-picture look at your situation. Try to look beyond next month or next year and consider how things might look once we get on the other side of this economic cycle. Maybe “long-term,” for you, really is one, three or five years. But, it’s worth trying to look further out so that you can put ideas in place your company’s or community’s future. Consider a few key questions:
- How might the world (U.S.) look in two, five or ten years?
- How will these changes affect us?
- What industry changes are emerging now that will affect our future?
- How can we best position ourselves for these changes?
- How will our brand need to evolve for the future?
Tactical planning
Assuming that you’ve considered how to best position for the future, let’s consider how to begin the process of preparing a short-term tactical plan. If your longer-range strategy requires a shift in your brand position, then your tactics need to begin that evolutionary process now. Your ads, brochures, web site and other tools must begin to convey a message that is consistent with your future vision.
If your tools are entirely backward-looking, telling the story of who you are and where you’ve been, you risk being perceived as “stuck in the past.” Not a good position at all, especially if you have an up-and-coming competitor that is growing a brand position as a forward-looking leader.
Will it matter in 100 years?
Several years ago, I had a co-worker who always seemed to be unfazed by the daily challenges of life’s challenges. Whenever someone in the office was panicking or upset with a situation, he would look them in the eye and say, “In a hundred years, will anyone remember this moment?” He was so right, and his attitude encouraged me to be more focused on the big picture.
Visionary thinking
I love being in the presence of visionaries. I’ve met several in my lifetime. They have an incredible ability to see things that others don’t, usually because they are able to look beyond the minutia of the day and see far into the future. They’re sometimes seen as a little weird. The other skill they have is that they can convey their vision to the rest of their team, setting in motion a very powerful and influential future.
What is your vision?
Something that really excites me is the visioning process. Whether with one of our construction industry (a/e/c) clients or a team of economic development leaders, I love working with people to help look into their future.
I’d love to do that with you, too. Please feel free to contact me any time and we can have a forward-looking discussion. Who knows – maybe in a hundred years, future generations will still be talking about what was done back in 2010.
Brand Acceleration is a full-service advertising, brand management and public relations firm operating from Indianapolis, Indiana and Charlotte, North Carolina. The agency'f focus is on economic development, architecture/engineering/construction, real estate and motorsports.
Sunday, February 28, 2010
Protect Your Brand
Avoid brand-killing mistakes.
By Jim Walton
President & CEO, Brand Acceleration, Inc.
“Take a deep breath and count to ten.” This is a phrase often uttered by one parent to another when a child becomes unruly. It’s also a thought that crosses your mind when your boss, or co-worker or customer really ticks you off. It’s also good advice when making business decisions. Whether times are good or bad, it’s always a good idea to step back, take a breath and consider the long-range consequences of your decisions.
Tough times – Tough decisions
Things are really difficult in the construction industry. It’s more competitive than anyone can remember. It used to be commonplace for three to five bidders to respond to an RFP. Companies were busy and only responded to opportunities that were very desirable and a perfect fit.
Things are different these days. When an RFP is issued, it’s not uncommon for twenty or thirty companies to respond. Many are bidding on work that they would have historically considered much too small, or large, or far away, or just a bad fit. When it comes to pricing, margins are so thin that some bidders put themselves at risk of financial failure by accepting the work.
Short-term decisions – Long-term impact
How do such decisions impact the long-range brand position of a company? A company that has a reputation for outstanding work as a builder of hospitals may risk permanent harm to its brand position by chasing a very small project in an industry they would never have considered. When the economy improves, however, their customers may be confused about who they are. As the old saying goes, you can’t unpeel an onion.” Clients and prospects may be wondering if the builder is still a high-end specialist or a does-all generalist. If they’re looking for a high-end specialist, they may find themselves off the bid list.
Don’t get me wrong. I know that tough times require tough decisions and you have to do whatever is necessary to make ends meet. I’m just suggesting that before making brand-altering decisions, you step back, take a deep breath and look down the road a few years. What will this decision mean to your company’s future?
You see, with every business decision comes the need to consider its brand impact. Even the small ones can have long-lasting consequences. Do you lower prices and risk being viewed as a discounter? Do you cut staff and risk being seen as understaffed or “in trouble?” Do you expand or add new services and risk losing your core focus?
As marketing communications and public relations counselors, we often work closely with clients who are facing such decisions. Our job, as we see it, is to take an unemotional, long-range look and offer a fresh view of how today’s actions might impact the future of the brand.
Whatever the circumstances, it’s good advice to allow time for serious consideration before making a decision that could change your business and your life.
Brand Acceleration is a full-service advertising, brand management and public relations firm operating from Indianapolis, Indiana and Charlotte, North Carolina. The agency’s focus is on economic development, architecture/engineering/construction, real estate and motorsports.
Avoid brand-killing mistakes.
By Jim Walton
President & CEO, Brand Acceleration, Inc.
“Take a deep breath and count to ten.” This is a phrase often uttered by one parent to another when a child becomes unruly. It’s also a thought that crosses your mind when your boss, or co-worker or customer really ticks you off. It’s also good advice when making business decisions. Whether times are good or bad, it’s always a good idea to step back, take a breath and consider the long-range consequences of your decisions.
Tough times – Tough decisions
Things are really difficult in the construction industry. It’s more competitive than anyone can remember. It used to be commonplace for three to five bidders to respond to an RFP. Companies were busy and only responded to opportunities that were very desirable and a perfect fit.
Things are different these days. When an RFP is issued, it’s not uncommon for twenty or thirty companies to respond. Many are bidding on work that they would have historically considered much too small, or large, or far away, or just a bad fit. When it comes to pricing, margins are so thin that some bidders put themselves at risk of financial failure by accepting the work.
Short-term decisions – Long-term impact
How do such decisions impact the long-range brand position of a company? A company that has a reputation for outstanding work as a builder of hospitals may risk permanent harm to its brand position by chasing a very small project in an industry they would never have considered. When the economy improves, however, their customers may be confused about who they are. As the old saying goes, you can’t unpeel an onion.” Clients and prospects may be wondering if the builder is still a high-end specialist or a does-all generalist. If they’re looking for a high-end specialist, they may find themselves off the bid list.
Don’t get me wrong. I know that tough times require tough decisions and you have to do whatever is necessary to make ends meet. I’m just suggesting that before making brand-altering decisions, you step back, take a deep breath and look down the road a few years. What will this decision mean to your company’s future?
You see, with every business decision comes the need to consider its brand impact. Even the small ones can have long-lasting consequences. Do you lower prices and risk being viewed as a discounter? Do you cut staff and risk being seen as understaffed or “in trouble?” Do you expand or add new services and risk losing your core focus?
As marketing communications and public relations counselors, we often work closely with clients who are facing such decisions. Our job, as we see it, is to take an unemotional, long-range look and offer a fresh view of how today’s actions might impact the future of the brand.
Whatever the circumstances, it’s good advice to allow time for serious consideration before making a decision that could change your business and your life.
Brand Acceleration is a full-service advertising, brand management and public relations firm operating from Indianapolis, Indiana and Charlotte, North Carolina. The agency’s focus is on economic development, architecture/engineering/construction, real estate and motorsports.
Sunday, February 14, 2010
Encourage Failure!
Or settle for mediocrity
By Jim Walton
President & CEO, Brand Acceleration, Inc.
When I was just starting my career, I was an advertising manager at a retail business which was owned by a husband and wife whose personalities could not have been any different. As the young, new ad guy, I desperately wanted to demonstrate my abilities and often brought the owners new and unique ideas. The way they responded set the tone for my three-year tenure with their company.
His approach
A young business owner, this guy was a natural-born salesman. With a short attention span and a line of bull about four miles long, he was one of those people who could make everyone love him in an instant. He really didn’t want to deal with the minutia of business ownership but he loved working with me on the advertising. Whenever I took him an idea, he would ask a few clarification questions and then ask, “How is this going to make me money?” If I could give him a clear and logical answer, he would say, “Do it!” A natural risk-taker, he would quickly measure risk versus reward and then make a decision. He clearly understood that higher risk usually meant higher reward and he just loved the game. If my idea succeeded, he publicly gave me praise. If it was less than successful, he would ask how we could change the effort and then encourage me to keep trying.
He dealt with vendors in the same positive manner. In his eyes, they were friends and business partners from whom he could learn and benefit. He treated them with respect and reverence. They returned his friendship with great ideas, great service and great deals. This guy was a relationship master.
Her approach
An equal owner in the business, she saw her husband as being too nice to employees and vendors. As a “boss,” she thought it was her responsibility to be as tough as nails and to micromanage every detail. The result was that employees feared her and rarely took ideas her way. On the rare occasion that they did take her an idea, she typically picked it apart in an abusive and humiliating way. In her mind, if she could diminish the minions, she elevated herself. If the idea actually was used, it was only after she tweaked and twisted it to the point where she could call it her own.
Vendors feared and despised her. She was unbelievably demanding, verbally abusive and reaped the seeds she sewed. They avoided her like the plague and offered her no special level of customer service. What would be the point?
Henry Ford once said, “Failure is the opportunity to begin again more intelligently.” A brilliant inventor of motorized vehicles and the father of the assembly line, Ford repeatedly tried and failed before eventually creating the Quadricycle in 1896.
Ford’s good friend and fellow inventor, Thomas Edison, reportedly tried and failed more than 10,000 times before successfully inventing the filament light bulb. In his famous Invention Factory Edison employed an entire team of inventors whose job was to try, fail, and try again until they developed something of value. As a result, Edison eventually held 1,093 patents for such inventions as the alkaline storage battery, recorded music, motion pictures and many other products far too numerous to mention.
Today, the auto industry is swirling with news of Toyota’s problems with sticking gas pedals. As unfortunate as it is, my gut feeling is that Toyota will come through the turmoil with an even stronger and more respected brand. Why? Because this is a company that has made countless deposits into its bank of brand respect. Not only do they have a history of building great products, they also have a very strong reputation as a great company. Now, in a time of difficulty, their customers and consumers around the globe are very likely to forgive their mistake because of the power of their highly respected brand. Toyota’s approach, as I would expect, is to admit their error, ask for forgiveness, make the problem right, learn from the mistake and improve their product and service.
I recently saw a very interesting video from another auto industry giant, Honda. Entitled “Failure: The Secret to Success,” it is an encouraging testament to the philosophy that we can all learn from our mistakes. It’s only eight minutes and I would encourage you to click this link to view it for yourself. http://www.youtube.com/watch?v=OiaPNlR5A4I
Do you encourage failure?
How are mistakes viewed in your workplace? Are they seen as unforgivable failures or as opportunities to learn and improve? I see the art of management much the same as parenting. A child should be encouraged to try new things, take risks and make a few mistakes. That’s the only way they’ll ever have the courage and desire to take risks and become successful in the workplace. If employees and vendors, like children, are micromanaged, protected and put down for their failures, they, and your organization, may be forever doomed to mediocrity.
Brand Acceleration is a full-service advertising, brand management and public relations firm operating from Indianapolis, Indiana and Charlotte, North Carolina. The agency’s focus is on economic development, architecture/engineering/construction, real estate and motorsports.
Or settle for mediocrity
By Jim Walton
President & CEO, Brand Acceleration, Inc.
When I was just starting my career, I was an advertising manager at a retail business which was owned by a husband and wife whose personalities could not have been any different. As the young, new ad guy, I desperately wanted to demonstrate my abilities and often brought the owners new and unique ideas. The way they responded set the tone for my three-year tenure with their company.
His approach
A young business owner, this guy was a natural-born salesman. With a short attention span and a line of bull about four miles long, he was one of those people who could make everyone love him in an instant. He really didn’t want to deal with the minutia of business ownership but he loved working with me on the advertising. Whenever I took him an idea, he would ask a few clarification questions and then ask, “How is this going to make me money?” If I could give him a clear and logical answer, he would say, “Do it!” A natural risk-taker, he would quickly measure risk versus reward and then make a decision. He clearly understood that higher risk usually meant higher reward and he just loved the game. If my idea succeeded, he publicly gave me praise. If it was less than successful, he would ask how we could change the effort and then encourage me to keep trying.
He dealt with vendors in the same positive manner. In his eyes, they were friends and business partners from whom he could learn and benefit. He treated them with respect and reverence. They returned his friendship with great ideas, great service and great deals. This guy was a relationship master.
Her approach
An equal owner in the business, she saw her husband as being too nice to employees and vendors. As a “boss,” she thought it was her responsibility to be as tough as nails and to micromanage every detail. The result was that employees feared her and rarely took ideas her way. On the rare occasion that they did take her an idea, she typically picked it apart in an abusive and humiliating way. In her mind, if she could diminish the minions, she elevated herself. If the idea actually was used, it was only after she tweaked and twisted it to the point where she could call it her own.
Vendors feared and despised her. She was unbelievably demanding, verbally abusive and reaped the seeds she sewed. They avoided her like the plague and offered her no special level of customer service. What would be the point?
Henry Ford once said, “Failure is the opportunity to begin again more intelligently.” A brilliant inventor of motorized vehicles and the father of the assembly line, Ford repeatedly tried and failed before eventually creating the Quadricycle in 1896.
Ford’s good friend and fellow inventor, Thomas Edison, reportedly tried and failed more than 10,000 times before successfully inventing the filament light bulb. In his famous Invention Factory Edison employed an entire team of inventors whose job was to try, fail, and try again until they developed something of value. As a result, Edison eventually held 1,093 patents for such inventions as the alkaline storage battery, recorded music, motion pictures and many other products far too numerous to mention.
Today, the auto industry is swirling with news of Toyota’s problems with sticking gas pedals. As unfortunate as it is, my gut feeling is that Toyota will come through the turmoil with an even stronger and more respected brand. Why? Because this is a company that has made countless deposits into its bank of brand respect. Not only do they have a history of building great products, they also have a very strong reputation as a great company. Now, in a time of difficulty, their customers and consumers around the globe are very likely to forgive their mistake because of the power of their highly respected brand. Toyota’s approach, as I would expect, is to admit their error, ask for forgiveness, make the problem right, learn from the mistake and improve their product and service.
I recently saw a very interesting video from another auto industry giant, Honda. Entitled “Failure: The Secret to Success,” it is an encouraging testament to the philosophy that we can all learn from our mistakes. It’s only eight minutes and I would encourage you to click this link to view it for yourself. http://www.youtube.com/watch?v=OiaPNlR5A4I
Do you encourage failure?
How are mistakes viewed in your workplace? Are they seen as unforgivable failures or as opportunities to learn and improve? I see the art of management much the same as parenting. A child should be encouraged to try new things, take risks and make a few mistakes. That’s the only way they’ll ever have the courage and desire to take risks and become successful in the workplace. If employees and vendors, like children, are micromanaged, protected and put down for their failures, they, and your organization, may be forever doomed to mediocrity.
Brand Acceleration is a full-service advertising, brand management and public relations firm operating from Indianapolis, Indiana and Charlotte, North Carolina. The agency’s focus is on economic development, architecture/engineering/construction, real estate and motorsports.
Sunday, January 31, 2010
Social Media Marketing
Useful tool or passing fad?
By Jim Walton
President & CEO, Brand Acceleration, Inc
Have you noticed that almost every conference you go to these days has a speaker on the topic of social media? I think it’s representative of the fact that a huge question remains, “How do I effectively use social media to market my business?” A few of the speakers I’ve heard have done a good job teaching the audience how to set up a LinkedIn or Facebook page but I’ve yet to hear anyone explain how to use them as marketing tools.
Word of Mouth Marketing for the 21st Century
Social media marketing is ideal for those people who believe that word of mouth is the best form of marketing. Unfortunately, they usually choose what I call “free range WOMM,” meaning they do nothing to manage the message. In the 21st century, that just doesn’t cut it. The community is no longer limited to the coffee shop or over the backyard fence. It now resides on an endless variety of global networks. Today, you can either manage the content or it will manage you.
What are my options?
One challenge with social media marketing is that there are just so many options. Conversations can be found on Facebook, Twitter, LinkedIn, MySpace, Digg, Delicious and a vast number of others. Blogs are also powerful opportunities to seek feedback and develop deeper relationships with customers and prospects. Add in YouTube (video and audio), FlickR (photos), and podcasts (audio), and it can be overwhelming.
Who has the time?
This is one of the biggest killers of a social media effort. Just setting everything up is daunting enough, but managing the content can easily overwhelm even the most attentive administrator. Someone has to actively manage the message. Regular posts and active participation are required in order to develop positive interaction. Some companies and places assign the job to a person or group of individuals who write articles, read and participate in industry communities, post links to interesting articles or even ask thought provoking questions.
Manage the message
It’s important to remember that social media marketing is not about posting a constant stream of advertising or sales messages. At Brand Acceleration, we follow the 80/20 rule. Our goal is to present useful, fun and interesting ideas or questions 80% of the time and to use the other 20% for promotional purposes.
Why do people use social media?
Your audiences are getting younger every day and social media audiences are getting older by the minute. What does this mean to you? It means that you need to get involved with this rapidly growing marketing tool. Your target audiences, of all ages, are active participants. As a marketer, it’s your responsibility to develop and maintain an on-going relationship with them.
People connect with you for many reasons, but the big three are:
You: They like you, your place, your company, your services or your products.
Them: They like to talk, tell, converse and connect.
Us: They like feeling like they’re part of something.
Where’s the payoff?
Another question that is almost always asked is, “Where’s the payoff?” That’s especially true among the 50+ age group. Senior managers want orders. I have this vision of early 20th century business owners saying, “If I don’t see a serious business benefit, we’re getting rid of that new-fangled telephone thing.” Social media marketing, like the telephone, is not about the tool, it’s about the relationships that are formed through its use.
People like to do business with people they know. Here a question to ask yourself: Who’s more visible to our clients or prospects, us or our competitors? Now, ask yourself this question: Who’s more likely to be considered for future business? If your competitor actively seeks and manages social media relationships with your target audiences, isn’t it reasonable to believe they might be considered for a business relationship, too?
The times, they are a-changin’
If you think social media is just another passing fad, you’d better think again. It’s importance is growing at an exponential rate. Like the old Bob Dylan song says, “You better start swimmin’ or you’ll sink like a stone. The times, they are a-changin’.” Our public relations team has seen its importance grow at an astonishing pace. In addition to news releases, feature articles and regular media contact, our clients want us to manage the social media buzz, too.
I’ll let you in on a secret. Brand Acceleration will soon launch a new package of social media marketing services. For our clients, we will manage these connections in order to expand their presence and industry connectivity. Watch for more on this in the very near future. I’m also developing a presentation on the subject. If you’re part of a trade association or community group and would like to consider this topic, please let me know.
Useful tool or passing fad?
What do you think? Is it just a passing fad? Believe me, it’s here to stay. The real question is, “Will you use it to your advantage, developing new relationships and growing existing ones, or will you leave this powerful tool to your competitors?
If you’d like to explore ways to get started or to jump start your social media marketing program, please give me a call. Or, just click any of the social media links shown in this edition of Rants and let’s connect.
Brand Acceleration is a full-service advertising, brand management and public relations firm operating from Indianapolis, Indiana and Charlotte, North Carolina. The agency’s focus is on economic development, architecture/engineering/construction, real estate and motorsports.
Useful tool or passing fad?
By Jim Walton
President & CEO, Brand Acceleration, Inc
Have you noticed that almost every conference you go to these days has a speaker on the topic of social media? I think it’s representative of the fact that a huge question remains, “How do I effectively use social media to market my business?” A few of the speakers I’ve heard have done a good job teaching the audience how to set up a LinkedIn or Facebook page but I’ve yet to hear anyone explain how to use them as marketing tools.
Word of Mouth Marketing for the 21st Century
Social media marketing is ideal for those people who believe that word of mouth is the best form of marketing. Unfortunately, they usually choose what I call “free range WOMM,” meaning they do nothing to manage the message. In the 21st century, that just doesn’t cut it. The community is no longer limited to the coffee shop or over the backyard fence. It now resides on an endless variety of global networks. Today, you can either manage the content or it will manage you.
What are my options?
One challenge with social media marketing is that there are just so many options. Conversations can be found on Facebook, Twitter, LinkedIn, MySpace, Digg, Delicious and a vast number of others. Blogs are also powerful opportunities to seek feedback and develop deeper relationships with customers and prospects. Add in YouTube (video and audio), FlickR (photos), and podcasts (audio), and it can be overwhelming.
Who has the time?
This is one of the biggest killers of a social media effort. Just setting everything up is daunting enough, but managing the content can easily overwhelm even the most attentive administrator. Someone has to actively manage the message. Regular posts and active participation are required in order to develop positive interaction. Some companies and places assign the job to a person or group of individuals who write articles, read and participate in industry communities, post links to interesting articles or even ask thought provoking questions.
Manage the message
It’s important to remember that social media marketing is not about posting a constant stream of advertising or sales messages. At Brand Acceleration, we follow the 80/20 rule. Our goal is to present useful, fun and interesting ideas or questions 80% of the time and to use the other 20% for promotional purposes.
Why do people use social media?
Your audiences are getting younger every day and social media audiences are getting older by the minute. What does this mean to you? It means that you need to get involved with this rapidly growing marketing tool. Your target audiences, of all ages, are active participants. As a marketer, it’s your responsibility to develop and maintain an on-going relationship with them.
People connect with you for many reasons, but the big three are:
You: They like you, your place, your company, your services or your products.
Them: They like to talk, tell, converse and connect.
Us: They like feeling like they’re part of something.
Where’s the payoff?
Another question that is almost always asked is, “Where’s the payoff?” That’s especially true among the 50+ age group. Senior managers want orders. I have this vision of early 20th century business owners saying, “If I don’t see a serious business benefit, we’re getting rid of that new-fangled telephone thing.” Social media marketing, like the telephone, is not about the tool, it’s about the relationships that are formed through its use.
People like to do business with people they know. Here a question to ask yourself: Who’s more visible to our clients or prospects, us or our competitors? Now, ask yourself this question: Who’s more likely to be considered for future business? If your competitor actively seeks and manages social media relationships with your target audiences, isn’t it reasonable to believe they might be considered for a business relationship, too?
The times, they are a-changin’
If you think social media is just another passing fad, you’d better think again. It’s importance is growing at an exponential rate. Like the old Bob Dylan song says, “You better start swimmin’ or you’ll sink like a stone. The times, they are a-changin’.” Our public relations team has seen its importance grow at an astonishing pace. In addition to news releases, feature articles and regular media contact, our clients want us to manage the social media buzz, too.
I’ll let you in on a secret. Brand Acceleration will soon launch a new package of social media marketing services. For our clients, we will manage these connections in order to expand their presence and industry connectivity. Watch for more on this in the very near future. I’m also developing a presentation on the subject. If you’re part of a trade association or community group and would like to consider this topic, please let me know.
Useful tool or passing fad?
What do you think? Is it just a passing fad? Believe me, it’s here to stay. The real question is, “Will you use it to your advantage, developing new relationships and growing existing ones, or will you leave this powerful tool to your competitors?
If you’d like to explore ways to get started or to jump start your social media marketing program, please give me a call. Or, just click any of the social media links shown in this edition of Rants and let’s connect.
Brand Acceleration is a full-service advertising, brand management and public relations firm operating from Indianapolis, Indiana and Charlotte, North Carolina. The agency’s focus is on economic development, architecture/engineering/construction, real estate and motorsports.
Saturday, January 16, 2010
Count Me Out!
Many are bowing out of the recession.
By Jim Walton
President & CEO, Brand Acceleration, Inc.
You know, the past few weeks have been rather interesting. Like many of you I go to numerous meetings, but something has changed. During the fourth quarter of 2009 there were hints of new economic activity, but 2010 seems to be different. Over and over, I hear the same thing. Activity is up – significantly!
My construction industry friends are talking about increases in the number of RFP’s, new funding for tabled work, and a flurry of new prospects. Architects, on the front line of new work, are even talking about a sudden new buzz. On the economic development front, things are heating up. The fresh rush of activity has ED folks jumping through hoops, chasing new opportunities. And, attitudes are better. People are optimistic and they’re beginning to have fun again.
What happened?
That’s the big question, isn’t it? The answer is always the same. “I don’t know!”If you watch the news, they’re still talking gloom and doom, but on the front lines good things are beginning to happen.
Bowing out!
Since there’s absolutely no clue as to what has changed, the common response is that the American public has just decided to bow out of the recession. They’re done! They’re tired of it! They quit! Everyone I talk with believes that the only reason for the rush of business activity is because people have had it with the malaise and have decided to move on with life.
They’re saying, “We quit!”
Businesses, tired of waiting, are saying, “Let’s get back to work!” They are beginning to build again and there are indications that furloughed workers are being called back. They’re making things happen.
Anger turns to hope.
Another interesting part of the economic discussion is that it almost always turns to politics. People are exhausted and angry. Overwhelmingly, blame for the bad economy is being heaped on Washington, and the ripple is being felt in state and local elections across the country. It appears that as elections draw near, Americans are optimistic that major changes are about to happen. Their anger and the opportunity to open up a can of you-know-what, are giving them hope. Regardless of political persuasion, voters are ready for change and it looks like big ones are coming.
Let’s get it on!
I’m always amazed by the resiliency of the American people. We can be beaten, battered, lose everything and still fight our way back with a vengeance. Given the freedom to do so, Americans will change the world. Throw in a little economic turmoil and some political anger and they’ll do just that.
Brand Acceleration is a full-service advertising, brand management and public relations firm operating from Indianapolis, Indiana and Charlotte, North Carolina. The agency’s focus is on economic development, architecture/engineering/construction, real estate and motorsports.
Many are bowing out of the recession.
By Jim Walton
President & CEO, Brand Acceleration, Inc.
You know, the past few weeks have been rather interesting. Like many of you I go to numerous meetings, but something has changed. During the fourth quarter of 2009 there were hints of new economic activity, but 2010 seems to be different. Over and over, I hear the same thing. Activity is up – significantly!
My construction industry friends are talking about increases in the number of RFP’s, new funding for tabled work, and a flurry of new prospects. Architects, on the front line of new work, are even talking about a sudden new buzz. On the economic development front, things are heating up. The fresh rush of activity has ED folks jumping through hoops, chasing new opportunities. And, attitudes are better. People are optimistic and they’re beginning to have fun again.
What happened?
That’s the big question, isn’t it? The answer is always the same. “I don’t know!”If you watch the news, they’re still talking gloom and doom, but on the front lines good things are beginning to happen.
Bowing out!
Since there’s absolutely no clue as to what has changed, the common response is that the American public has just decided to bow out of the recession. They’re done! They’re tired of it! They quit! Everyone I talk with believes that the only reason for the rush of business activity is because people have had it with the malaise and have decided to move on with life.
They’re saying, “We quit!”
Businesses, tired of waiting, are saying, “Let’s get back to work!” They are beginning to build again and there are indications that furloughed workers are being called back. They’re making things happen.
Anger turns to hope.
Another interesting part of the economic discussion is that it almost always turns to politics. People are exhausted and angry. Overwhelmingly, blame for the bad economy is being heaped on Washington, and the ripple is being felt in state and local elections across the country. It appears that as elections draw near, Americans are optimistic that major changes are about to happen. Their anger and the opportunity to open up a can of you-know-what, are giving them hope. Regardless of political persuasion, voters are ready for change and it looks like big ones are coming.
Let’s get it on!
I’m always amazed by the resiliency of the American people. We can be beaten, battered, lose everything and still fight our way back with a vengeance. Given the freedom to do so, Americans will change the world. Throw in a little economic turmoil and some political anger and they’ll do just that.
Brand Acceleration is a full-service advertising, brand management and public relations firm operating from Indianapolis, Indiana and Charlotte, North Carolina. The agency’s focus is on economic development, architecture/engineering/construction, real estate and motorsports.
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