Saturday, August 28
Zen of (no) marketing
The most successful marketers will often say they "don't do any marketing" - that's because their non-client time is dedicated to other activities such as writing articles, newsletters, sending articles to clients, checking in with former clients, directed networking, and writing books.
These folks have come to develop this set of activities naturally and effortlessly, so it doesn't seem like marketing - but in reality, these folks are breathing their marketing in and out daily.
That's the point, by the way: to develop skills and routines (like writing, for example) that you find easy, effortless, and enjoyable. THAT is my definition of marketing success. Why? Simple - you're much more likely to keep at it, and keep at it with consistency. And that's what gets results.
These folks have come to develop this set of activities naturally and effortlessly, so it doesn't seem like marketing - but in reality, these folks are breathing their marketing in and out daily.
That's the point, by the way: to develop skills and routines (like writing, for example) that you find easy, effortless, and enjoyable. THAT is my definition of marketing success. Why? Simple - you're much more likely to keep at it, and keep at it with consistency. And that's what gets results.
Friday, August 27
Value mindset X
I talk a lot in my seminars about cross-pollinating (X-pollinate!)
Here's another cross-pollination exercise to help you with this. Think about marketing concepts from other industries:
1. Magazines or online services = SUBSCRIPTIONS
2. Technology co.'s and big box retailers = BUNDLING
3. Travel and hospitality = FREQUENT FLIER MILES
4. Consumer and package goods = PACKAGING
What can you borrow, add, or adapt from these that will make you more buyable, more profitable, and more valuable?
That's the real key to moving to value-based pricing: differentiate and articulate the value FIRST!
Here's another cross-pollination exercise to help you with this. Think about marketing concepts from other industries:
1. Magazines or online services = SUBSCRIPTIONS
2. Technology co.'s and big box retailers = BUNDLING
3. Travel and hospitality = FREQUENT FLIER MILES
4. Consumer and package goods = PACKAGING
What can you borrow, add, or adapt from these that will make you more buyable, more profitable, and more valuable?
That's the real key to moving to value-based pricing: differentiate and articulate the value FIRST!
Thursday, August 19
The "I" word
"THE WORLD BESTOWS ITS BIG PRIZES, both in money and honors, for but one thing. And that is Initiative. What is Initiative? I'll tell you. It is doing the right thing without being told."
Read the rest of Elbert Hubbard's "A Message to Garcia" in Foundations magazine by clicking here.
Then, read Seth Godin's corollary piece about "torchbearers" - very Olympics relevant!
Read the rest of Elbert Hubbard's "A Message to Garcia" in Foundations magazine by clicking here.
Then, read Seth Godin's corollary piece about "torchbearers" - very Olympics relevant!
Tuesday, August 17
The MFA is the new MBA (tougher, too!)
From Dan Pink's commencement address at the Ringling School of Art and Design in Sarasota, Florida earlier this year:
"Last year, Harvard Business School – the premier MBA program in the world, the place where even the President of the United States earned his degree—admitted only about10 percent of its applicants. That's pretty tough. But there are several places where the admissions standards are even tougher. For instance, the graduate program of the UCLA Department of Art admitted only three percent of its applicants. In other words, it's easier – much easier – to get into Harvard Business School than UCLA Art School."
Read the whole thing in PDF format here.
"Last year, Harvard Business School – the premier MBA program in the world, the place where even the President of the United States earned his degree—admitted only about10 percent of its applicants. That's pretty tough. But there are several places where the admissions standards are even tougher. For instance, the graduate program of the UCLA Department of Art admitted only three percent of its applicants. In other words, it's easier – much easier – to get into Harvard Business School than UCLA Art School."
Read the whole thing in PDF format here.
Wednesday, August 11
Lessons from #1
J.M. Smucker topped the list of the 2004 "100 Best Companies to Work For" issued earlier this year by the Great Place to Work Institute and Fortune magazine.
Their extremely simple code of conduct (and the foundation of their strong corporate culture) is as follows:
Listen with your full attention
Look for the good in others
Have a sense of humor
Say thank you for a job well done
See, it's simple! No big words. No "mission/vision/gobbledygook." And what is most interesting to me is that the "corporate code" above is not corporate at all -- it's PERSONAL. It addresses the way each individual person is expected to BEHAVE (not think - but ACT).
What's the corporate code where you work? Is there a difference between the written code (on the wall in the lobby, perhaps?) and the way people really treat each other? The thing that may be unique and wonderful about Smucker's is - there ISN'T! It's for real.
Their extremely simple code of conduct (and the foundation of their strong corporate culture) is as follows:
Listen with your full attention
Look for the good in others
Have a sense of humor
Say thank you for a job well done
See, it's simple! No big words. No "mission/vision/gobbledygook." And what is most interesting to me is that the "corporate code" above is not corporate at all -- it's PERSONAL. It addresses the way each individual person is expected to BEHAVE (not think - but ACT).
What's the corporate code where you work? Is there a difference between the written code (on the wall in the lobby, perhaps?) and the way people really treat each other? The thing that may be unique and wonderful about Smucker's is - there ISN'T! It's for real.
Friday, August 6
Business priorities 2004/05
Consultant Bob Treadway reports the following as top priorities of Fortune 500 organizations and leaders:
Building a coaching culture that promotes candor and dialogue
Linking strategy, structure, processes, values and human resources
Balancing strategy and tactics
Developing road maps for strategic planning and implementation at all levels
Identifying and developing future leaders ("hipos")
Business literacy and management skills for new managers
Performance-based coaching and feedback skills for managers and execs
Persuasion, political savvy, managing without authority, managing upward
Building "bench strength" in anticipation of the 2010 labor shortage
Developing a bottom-line accountable culture
Motivating workers in uncertain times
Building a coaching culture that promotes candor and dialogue
Linking strategy, structure, processes, values and human resources
Balancing strategy and tactics
Developing road maps for strategic planning and implementation at all levels
Identifying and developing future leaders ("hipos")
Business literacy and management skills for new managers
Performance-based coaching and feedback skills for managers and execs
Persuasion, political savvy, managing without authority, managing upward
Building "bench strength" in anticipation of the 2010 labor shortage
Developing a bottom-line accountable culture
Motivating workers in uncertain times
